STANDARD ONE:
STRATEGIC LEADERSHIP
School executives will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century. Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future, the leader creates a climate of inquiry that challenges the school community to continually re- purpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it.
TARBORO HIGH SCHOOL
1400 HOWARD AVE.
TARBORO, NC 27886
ths.ecps.us/
IA. School Vision, Mission, and Strategic Goals:
School Vision, Mission, and Strategic Goals: The school’s identity, in part, is derived from the vision, mission, values, beliefs and goals of the school, the processes used to establish these attributes, and the ways they are embodied in the life of the school community.
School Vision, Mission, and Strategic Goals: The school’s identity, in part, is derived from the vision, mission, values, beliefs and goals of the school, the processes used to establish these attributes, and the ways they are embodied in the life of the school community.
Our mission and vision at Tarboro High School was created to authentically fit the culture, demographics, and potential of our students and staff. All stakeholders worked extremely hard in a concerted effort to draft and adopt a mission and vision statement that we all could be proud of as well as work viably towards to make it a reality. As we strive everyday to embody our mission and vision statement we believe that every student, every staff member, and every stakeholder is an important piece to this puzzle which is why we consider this a shared mission and vision. We also wanted to be very intentional to ensure that our mission and vision statements were properly aligned with the district priority standards established by Edgecombe County Public Schools. My role was to facilitate conversations around what message did we want to sent to our community centered around our mission and vision statements. What I learned in this was when a mission and vision is a shared vision you don't have to convince people to buy into it. They will organically support and embody it to the best of their ability.
TARBORO HIGH SCHOOL’S MISSION STATEMENT
The Tarboro High School Community will work together to build positive relationships with all stakeholders and prepare students to achieve personal success in an ever changing society.
TARBORO HIGH SCHOOL’S VISION STATEMENT
Our belief, “Tarboro High: A School of Promise, Pride, and Purpose” allows the faculty to create a collaborative educational setting that prepares our students for the 21st Century.
To lead us toward our mission, our school community shares the following beliefs:
Our belief, “Tarboro High: A School of Promise, Pride, and Purpose” allows the faculty to create a collaborative educational setting that prepares our students for the 21st Century.
To lead us toward our mission, our school community shares the following beliefs:
- Tarboro High School will foster relationships among students, families, school staff, faith-based networks, and community representatives for the sake of establishing partnerships that will benefit the school and the community as a whole. PURPOSEFUL PARTNERSHIPS
- Tarboro High School will be strengthened and enriched by the cultivation of intellectual, social, and emotional growth in an all-inclusive environment that embraces continuous improvement and positive change. CONTINUOUS IMPROVEMENT
- Tarboro High School will collaborate with a diverse school culture of parents, students, and community stakeholders to foster positive and meaningful relationships. PURPOSEFUL PARTNERSHIPS
- Tarboro High School will ensure all stakeholders will maintain rigorous curriculum and instruction by:
- Effectively utilizing PLC and common planning to continuously improve the quality of lesson planning and delivery in all classrooms
- Increasing AP/Honors course offerings, as well as, creating and maintaining opportunities for Career and Technical Education and Edgecombe Community College courses to improve career readiness. ACADEMIC EXCELLENCE
- THS will work to prioritize a safe school culture by promoting cultural diversity and civility, providing resources for personal and collective growth, and empowering stakeholders to be a part of the solution. SAFE SCHOOLS
My Vision As A School Leader
I believe that every child and staff member should experience the thrill of loving to attend their school. I believe that every child should be the beneficiary of loving teachers who love them beyond the classroom. I believe that every child should be cared for holistically including their social and emotional needs. As a school leader my vision for every child and staff member in my building will revolve around equity, social justice, social and emotional support, academic rigor, leadership development, global awareness and exposure to a relevant global curriculum. For staff members in my building, my goal is to equip them with relevant data-driven professional development, and meaningful instructional coaching. The ultimate goal is to produce productive citizens who find creative ways to positively impact and influence society.
As a member of the Johnston Principal Leadership Academy I was forced to refine my "Why". Why did I want to be a school leader? Why have I committed my life to work? Through self reflection, self evaluation, and collaboration with other like-minded school leaders, I was able to uncover and discover my why, and was able to translate it into my vision statement as a school leader.
|
|
1B. Leading Change:
The school executive articulates a vision and implementation strategies for improvements and changes which result in improved achievement for all students.
The school executive articulates a vision and implementation strategies for improvements and changes which result in improved achievement for all students.
During my Principal Residency I was very heavily involved in the drafting and adoption of our school improvement plan. I worked very closely with administration and teachers in reviewing school goals from the previous year and creating metrics to determine how to measure those goals and at what point did we need to enhance and create new ones. Our school improvement plan is a living document and we are constantly revisiting and enhancing as we try to grow students and improve in various areas of our school. My direct role was to spot check goals from the previous school year to see if progress was made towards them.
IC. School Improvement Plan:
C. School Improvement Plan: The school improvement plan provides the structure for the vision. Values, goals and changes necessary for improved achievement for all students. |
ID. Distributive Leadership:
D. Distributive Leadership: The school executive creates and utilizes processes to distribute leadership and decision making throughout the school. |
I put a significant amount of time in making sure that
our school improvement plan was updated and realistic goals had been set for the current school year. I learned several things from this process. When establishing school wide goals some constituents like to set goals based on what the feel the school can obtain. Then there are some who like to "dream big". I think both approaches have their rightful place in the school improvement plan adoption process. It just becomes a matter of which goals fit the culture or performance and expectation for our students. |
As I led my school's Attendance Committee that consisted of the Data Manager, Guidance Counselors, and other staff members, I realized that the volume of students with attendance issues was significant. In order to serve all our students without overloading our social worker who we share with five other schools, we decided that we would divide the students up amongst ourselves and investigate and make the proper contacts to make sure none of our students slipped through the cracks. What that looks like is each stakeholder leaves realizing that before the next month's meeting, that there needs to have been some concerted effort in trying to curtail the issue as it relates to the kid. That may include a home visit, a phone contact, a conference, or any intervention that will place the student in a better situation. The main thing is to reach our and assure the student and parent that they are supported.
|