EOCS 7450 Pamela Barnett
Practicum in Leadership Case Study #1
ISLLC Standard #1:
A school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.
Name of Case Study:
A New Principal with an Old Vision
Questions the Case Study Answers:
The Situation:
Our middle school (GMS) was formed in the fall of 2000. The school soon began to develop a mission statement and a list of beliefs. Regardless of the changes in the school organization and the local community, these have not been revisited during the successive years at GMS. For the first time in GMS history a new principal, Mr. Brown, was appointed during the 2004-2005 school year. The current principal has not initiated a formulation or redefinition of a mission statement and set of beliefs unique to our current school and community. Stakeholders are not aware of his vision for GMS. When asked about his vision for the school and his thoughts on the school’s mission statement and set of beliefs, Mr. Brown stated that meeting AYP (Academic Yearly Progress) and staying off the NI (Needs Improvement) list drives the boat now not a vision or mission statement. He also made the point that all the ‘fluff’ does not matter and the important thing is AYP.
Answers to Questions:
Question #1: Mr. Brown actively strives to know and understand the stakeholders of GMS. He develops this knowledge and understanding through face-to-face communication with stakeholders and living and participating in the local community as well as studying information from demographics, test data, and survey results. Armed with this knowledge he develops and clarifies his own vision for GMS based on his commitment to high standards of learning, continuous school improvement and his belief that all children can learn. Using his skills as an administrator, Mr. Brown dedicates the time and effort to develop a plan to facilitate the development, implementation, monitoring and maintenance of a school mission statement and set of beliefs that reflect the vision of learning of all stakeholders.
Through faculty meetings, PTO meetings, the school web page, the local newspapers and local club meetings, Mr. Brown shares his vision and plans to develop, implement, monitor and maintain a school mission statement and set of beliefs.
Question #2: As planned, Mr. Brown develops the school’s mission statement and beliefs with all stakeholders. He has a "School Beliefs Inventory" administered to all certified staff. Students, parents and community members are also asked to complete a survey that is made available through the school web page, PTO meetings, newspapers and flyers sent home by students. The results are tabulated to generate a list of commonly shared beliefs. These beliefs are used by the Leadership Team, PTO Board, School Council and Student Council to construct a mission statement. A general school meeting is advertised and held for all stakeholders to provide feedback and revision to the mission statement and set of beliefs. After editing, the school’s mission statement and set of beliefs are presented for final approval by all stakeholders.
Mr. Brown holds a ceremony for all stakeholders to view the displays of the school’s mission statement throughout the school. Stakeholders are provided with printed copies of the school’s mission statement and set of beliefs that are also publicized in the local newspapers. All stakeholders are given the opportunity to see the results of their contribution into this effort.
Mr. Brown consistently insures that the school organization and programs are reflecting the school’s mission and beliefs. They are not just written on the school’s walls but are demonstrated throughout all aspects of school life. Mr. Brown adheres to the school’s mission and holds the expectation that all stakeholders will do the same.
Mr. Brown uses the school’s mission statement and set of beliefs to shape school improvement initiatives and to utilize school resources. He brings stakeholders together to review and evaluate the school’s progress towards improvement and accomplishing its mission. Concerns and barriers are identified and solutions are developed through a study of current research, local demographics, test scores and current survey results. Where there is a shortage of resources to accomplish the school’s mission, it is not used as an excuse for failure or surrender. Plans are developed and alternate sources are identified and exploited to provide for the means to success.
When the school’s mission statement and set of beliefs do not reflect the consensus and the vision of learning of the school and community, it is immediately revisited and revised. Mr. Brown knows that the school’s mission statement and beliefs must be a living document that transforms and matures as the school and community changes and develops. It is a servant and not a master to the needs of all stakeholders. It is an instrument to chart the school’s progress to continuous school improvement and ensuring that students are armed with the necessary knowledge, skills and values for success.