High Stakes High School Case Study

Identifies skills, theories of change, program designs, partnerships, and ways of building schools where students achieve.

Closing the achievement gap is not an easy task. However, education leaders have a moral obligation to create a system of student supports and a belief system in which all students achieve beyond the standards. A superintendent's belief system and passion need to extend outward. As you move your institution toward the goal of everyone passionately believing, as a district leader, you only hire teachers, administrators, secretaries, bus drivers, custodians and all staff members who believe this as deeply as you do. By doing this, you begin to change the culture of your institution be it a school or an entire district.

Headland Middle School completed our School Improvement Plan in May 2014. The school leadership team (including parents) reviewed the 2013-14 School Improvement Plan to assess if implemented strategies have been met. This information has been shared with faculty members and interested parents. In September 2013, the school leadership team and school faculty met to examine state assessment data and other data.

The text states that it is essential that superintendents and school board members communicate effectively to find the best solutions to problems. Effective communication requiring everyone to be heard in an honest and forthright exchange of viewpoints has proven to be best for children. Therefore report on Curriculum by Dr. Byron Haynes and reports on start of the year were given by Principal J. Griffin, Principal B. Cleark and Principal M.

Strategies that are in place are teachers and administration walk-through with feedback for growth. The school also provides support for teachers whose performance was

Headland Middle School completed our School Improvement Plan in May 2014. The school leadership team, which consisted of parents, analyzed the 2013-14 School Improvement

I teach in the Westside Consolidated Number Five School District in Jonesboro, Arkansas. The school district is a consolidation of three small rural town school districts Bono, Egypt, and Cash, Arkansas in 1968. I met with my mentor Mr. Scott Gaunt the school district superintendent on January 18, 2017 between meetings with district leaders and countywide superintendents. We met and discussed the community relations plan and identified the two most important issues for our district as identified in the poll by the Phi Delta Kappan and the Gallop poll. The issues were the lack of financial support for the school district to provide an adequate education for students and the testing and regulations imposed on school districts that lower educational time for students while in school.

For this experience, I chose to visit an elementary school and its feeder middle school. I chose this because students leave this elementary school with a high rate of student achievement, yet in middle school the scores plummet. I wanted to investigate how this gap could be minimized. Comparing philosophies, expectations and leadership styles for schools within the same community was also a goal.

1. Growing up I experience, and saw the struggle that my siblings and classmates faced in our community. In a community where resources were scarce and inadequate guidance was provided, pursuing higher education became a challenge. Four out of eight children in my family, including myself, were able to earn a high school diploma. The other four dropped out of high school due to a combination of language barrier and gang affiliation. My research papers sought to examine the reason why so many at risk youth end up dropping out of high school.

Rancho Solano Preparatory School (RSPS) was founded in 1954 and for decades was highly praised by parents as being family-oriented and community-centered. In 2007, the school was sold to Meritas Family of Schools and within the subsequent seven years changed its strategy to one with international interests. Other changes in the school were not so positive and included an increased lack of transparency with parents and teachers, which resulted in a gradual disconnect with the community leading to anger and distrust on the part of parents. To address these issues, this paper will identify the three major organizational subsystems and recommend changes to the subsystem most in need of change. In addition, this paper will provide

The public education system has always been a controversial topic in America. Many different approaches have been taken to resolve the issues; however, the federal and state governments have yet to find a balance between school safety and education performance. Sociologists have studied the relationship between high school dropout rates and the increasing incarceration rates, that have been occurring within the last few decades. According to Thompson (2011; 23), “the nation’s public school system has been criminalized over the last forty years” resulting in poor academic performance of both students and teachers. In addition, Schept, Wall, and Brisman (2015; 96), focus on the negative impacts of federal legislation that has resulted in “racialized punishment” throughout public schools in the United States. In order to understand the relationship between high school dropout rates and incarceration rates, I will first touch upon a few laws specifically passed to improve school safety, for example the Safe School Act of 1994 (Schept, Wall, and Brisman, 2015; 96), the No Child Left Behind Act of 2001 (Ellis, 2007; 221), and the Gun-Free School Act 1994 (Essex, 2000; 37). Next, I will discuss how the policies lead to increased school suspensions (Schept, Wall, and Brisman, 2015; 96), increased crime rates (Thompson, 2011; 23), and race bias (Simmons, 2009; 215 and Marable, 2008; 59). This paper intends to explore the various factors in an educational

In light of accountability requirements, fear of not meeting AYP (Annual Yearly Progress), and required school improvement plans, often the idea of “school improvement” is considered a negative attribute. Obviously schools do not want to be singled out or identified as in need of improvement. Teachers often take the same view towards the idea of improvement. We as teachers take very personal that concept of improvement; we often parallel the need for improvement to failure. However my belief is that effective schools are always in a school improvement process and effective teachers too also are constantly adapting their practice in a culture of continuous improvement and growth. Therefore it is important as an effective leader to build a community of trust and collaboration. I quote “We are all in this together. Once we know that we are, we’re all stars and we see that we’re all in this together.” (Disney High School Musical, 2006) These lyrics from a popular Disney movie put to light exactly the school culture where the goal is not personal but as a community to use data driven and research based approaches in reflection and growth that assist all stakeholders.

As an educational leader, I must have a vision and mission statement for the school that is known by the staff, students, and parents. The vision will address the needs of the students academically, emotionally, and socially. According to DuFour (1998), “ Those who seek to transform their school into a professional learning community as characterized by an environment fostering mutual cooperation, emotional support, personal growth, and a synergy of efforts.” The leader must implement a plan that will cultivate the success of all students. The mission will speak to the direction of the school community stating what the desire goals are. The building leader will lead by example. High expectations will be communicated and encourage by staff and students. The educational leader of a school must develop a culture of team work to create a climate that is student friendly. The vision mission and goals of the leader should be transparent. The establishment of common goals is the first step. Without common goals, sustainable progress will be impossible and thus everyone will have lower expectations. The students, parents, and staff should be commented to the goals of every child reaching their full academic potential. The school environment should speak to goal setting and high expectations for all students and staff.

There are many positives in my district that I can use to build a foundation of excellence. There are two areas that stand out that I will use. The first area is the dedication the staff has on their students and learning. Fifty one percent of the teachers have attained a Master’s degree and five teachers are Nationally Board Certified speaks volumes to me. It shows that they have the knowledge, experience, and will to improve. The second area that I will use is the active Parent-Teacher organizations, Athletics, and Music Boosters. With experienced teachers willing to learn more to improve their teaching and parents willing to help in any way they can are the main ingredients to a recipe for excellence.

School improvement is transformation. It is one of the most important actions of a school. It is a process that schools must use with fidelity to ensure that at all students are given the opportunity to perform and achieve at exemplary levels. School improvement is vital to schools and it is a process that cannot be done in isolation. It requires team work, collaboration, and constant analysis of data and setting of goals. School improvement goals focus on how to meet the needs of students. Addressing the educational needs, funding, and achievement gaps between subgroups is collaborative effort involves everyone that has a vested interest in the schools. These basic measures set the foundation for improvement. And so, if it is the