Case Analysis : David Kane

4- The committee and Ms Beckel decided to include a religious studies curriculum in the program. The principal approved of it. However, Ms Wright one of the community members did not. She threatened to show up at the committee meeting with the media. On the day of the meeting, Ms Wright showed up with a placard protesting the use of the bible in public schools.

Change is difficult, making changes in schools can be extremely difficult. Schools have many moving components; students, teachers, parents, the community and the required curriculum. Schools have to contend with numerous outside factors that are beyond their control. With all the things that contribute to the running of a school change is not easy, making significant changes can be extremely challenging. Change cannot be facilitated if the problems or concerns are not identified. The identification of problems can be one of the most difficult steps. When identifying problems, it is best to use data to support the need for change rather than personal feelings.

The mission at Zebulon B. Vance High School “is to graduate young adults who are self-directed, intellectually engaged citizens ready for college, career, and life.” Furthermore, it is a communal belief that “all students can learn and achieve at a high level; that an open channel of communication among faculty; students and parents is vital to cultivating student respect, responsibility, and independence; a commitment from all stakeholders creates a safe and nurturing environment through academic performance, extracurricular activities, involvement, positive behavior, and respect for diversity; a secure and supportive climate fosters school pride and citizenship; high academic standards motivate students to realize their highest potentials; cross-curricular instruction and utilization of technology will prepare students for future challenges in work and in life; providing teachers and staff with resources and professional development opportunities promote individual and instructional growth; support from local businesses, universities, and community organizations help students develop life skills and decorum necessary for success in a diverse” world.

David Kane is an African-American young gentleman, who has been latterly awarded the position of a principal at the Thurgood Marshall High School, Illinois. The school is two years old and divided into four “house”, each comprised of 300 students, 18 faculty members and a housemaster. Dr. Louis Parker had been the school’s first principal and had an impressive background, but he reassigned in disillusionment and many described him as a “broken man” .

This evaluation is focused on a school district with 3, 000 high school students in New Jersey. The statistics were gathered from the student management system for this school district the 3,0000 high school students attend two high schools {High School “A” and High School “B”} during the 2014-15 school year. The racial makeup consists of: high school “A”, 78.6 percent of students identified as white, 14.8 Hispanic, 3.3 percent black and 2.7 percent Asian. At high school “B”, 82.8 percent of students were white, followed by 8.4 percent Hispanic, 5.5 percent black and 2.6 percent Asian. The overall graduation rate at High School “A” was 80 percent, and at High School “B”, 87 percent of students graduate.

The Western High’s Case study leads us through how one community comes together for the success of their school. The demographics have changed at Western High School over the last 5 years. Western High was once a high performing school and now most of its students are at risk of dropping out. An important oil company, who was very involved in the school, has left town and has been replaced by a meat packing plant. The meat packing plant brought in many new families to the district who attend now Western High. Test scores are down, free and reduced lunch has increased by 50%, and parent participation

High schools implement reforms that build student character, skills and commitment to the community. Berman, S. wants to know how to engage students to become more effective citizens. He believes that building a strong academic program for the students is important but the teachers also need to create a school that is open and welcoming.

As with any business, you must place a focus on the “5 P’s” that will allow you to market yourself properly.

David G. Anderson: Senior Vice President Finance since 1999. He served as a Treasurer of the Company since 1996 through 2014. In 1993, he served as a Vice President Finance and Treasurer for Galen Health Care, Inc. Previously, he occupied the same position with Humana Inc.

The mission at Zebulon B. Vance High School “is to graduate young adults who are self-directed, intellectually engaged citizens ready for college, career, and life.” Furthermore, it is a communal belief that “all students can learn and achieve at a high level; that an open channel of communication among faculty; students and parents is vital to cultivating student respect, responsibility, and independence; a commitment from all stakeholders creates a safe and nurturing environment through academic performance, extracurricular activities, involvement, positive behavior, and respect for diversity; a secure and supportive climate fosters school pride and citizenship; high academic standards motivate students to realize their highest potentials; cross-curricular instruction and utilization of technology will prepare students for future challenges in work and in life; providing teachers and staff with resources and professional development opportunities promote individual and instructional growth; support from local businesses, universities, and community organizations help students develop life skills and decorum necessary for success in a diverse” world.

Great schools do not just happen. It is easy to envy successful schools and to equate their success to things such as a wealthy community, readily accessible resources, a supportive community, low diversity, and visionary leadership (Hollingsworth, 2016). While all of these factors certainly impact a school’s ability to reach high heights, successful schools are not built overnight. Successful schools are led by diverse administrators who all share the ability to access the important leverages of leadership. They are built on strong structures and driven by continual improvement over long periods of time. They have have stakeholder involvement, and this includes the community which they serve. The employees in these schools work well together, embrace each other's diversity, and create and follow well planned curriculums that target the needs of their students.

The significance of a school climate, and to some extent culture for an effective school, is the backing for the vision of the school. Studies have shown school demographics have an influential effect on the performance and success of our students. For example, when a school shows a large number of students who do not speak a dominant language, low academic success can become the result of this. Haledon’s school demographics is a district that can easily be the “milk carton” to this example.

The last thing that an administrator needs to have firmly grounded in their thinking is how a school system is supported and makes a lasting impression on students. The way that seems most impactful is by using the model set forth by the Public Educational Leadership Project. New and current administrators must have a strong sense of how their school functions and reaches the needs of all students. The outer ring must be taken into consideration. Who are the school’s stakeholders? What is the culture like at the school? How is the structure of the school set up? What are the resources available in the school and community? What systems in place are helping the school move forward or holding the school back? All of this must be kept in the back of your mind while looking at the center of the model.

A final category is collegial which should be the ideal type of school for the success of all the stakeholders at the school. This type of school climate is more student focus and promotes the professional developments for all of the stakeholders at the school. This type of school encourages all stakeholders to participate and work as a team to accomplish a goal. This type of school promotes student success because it provides the students’ school culture in which they are encouraged to take risk without the fear of failure. The leader works as a team with her staff to inspire both them and the students to do their best. The leader

The developed approach of the 21st century teaching and learning environment provides a good model for other public schools with low performance and non-adequate yearly progress (AYP) to apply. This model is considered to deal with different issues by developing specific concepts such as trust, collaboration, respect, and other positive relationships between school members. It gives the urban high school a solid foundation to overcome its problems and be prepared to adopt a change.