External Development Leadership
"A school executive will design structures and processes that result in community engagement, support, and ownership. Acknowledging that schools no longer reflect but, in fact, build community, the leader proactively creates with staff, opportunities for parents/guardians, community, and business representatives to participate as “stockholders” in the school such that continued investment of resources and good will are not left to chance. "
Standard 6A describes how intentionally designed structures and processes can result in parent and community engagement, support and ownership for the school.
- I created a stakeholder engagement initiative called the Coker-Wimberly Community Connection. This involvement initiative offers educational sessions at varying times of the day taught by community members. I collaborated with 5 community partners and my administrative team to design a session schedule, plan marketing communications, and even clean out a space within the school to host the event.
Standard 6B describes how the school executive designs protocols and processes in order to comply with federal, state, and district mandates
- I ensured compliance with federal, state, and district mandates as the back up test coordinator at school. I was responsible for assisting in the creation of the test plan , organization and distribution of secure test materials. I collaborated with the test coordinator to design a system where teachers check in and check out materials with the assistance of pre packaged boxes with all testing materials enclosed. This reorganized process created a systematic response to assure each teacher had all test booklets, ROAs, Answersheets, and ancillary materials according to our state protocols.
- I attend IEP meetings as the LEA representative. As the administrative representative I take notes on student strengths, areas of growth, current data, goals and testing accommodations. I also collaborate with the Exceptional Children’s team before meetings to analyze individual student data , discuss progress and create student achievement goals.
- The north side of our district implemented the Opportunity Culture Design framework to improve student achievement by expanding the impact of highly effective teachers, creating time for collaboration and re-imagining "what" school looks like. I collaborated with the Opportunity Culture design team, my mentor principal, and the Elementary Director to create a master schedule for year one and year two of the Opportunity Culture Initiative. The schedule accounted for a departmentalized school in grades K-5 minus grade 3, Enhancement team push in support, and 90 minutes of collaborative planning time for teachers.
- We collaboratively planned staffing changes, schedulings, and budgeting to pay for teacher leadership positions.
Opportunity Culture Summer Training with Staff.