STANDARD FIVE: Managerial Leadership
Description: School executives will ensure that the school has processes and systems in place for budgeting, staffing, problem solving, communicating expectations and scheduling that result in organizing the work routines in the building. The school executive must be responsible for the monitoring of the school budget and the inclusion of all teachers in the budget decisions so as to meet the 21st century needs of every classroom. Effectively and efficiently managing the complexity of everyday life is critical for staff to be able to focus its energy on improvement.
Return to School Expectations
NCCI Data - School Improvement
To meet 21st century needs of every classroom, I gathered data about our NC Check-Ins results for teachers to show the school improvement team. From here, we evaluated what resources we could use to bolster students learning and supporting teaching - particularly in math. We wanted to streamline the online experience for students to provide more consistency and support to students based off the area of improvement.
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Budgeting
Looking critically at the a project budget to evaluate where to most effectively spend money for the success of all students. After looking at the school's needs, reviewing spending habits and then adjusting spending based on support that is needed for mathematics and Title I initiatives with family engagement. Creatively thinking about ways to use money that fits within the PRC code allotted for expenditures and then presenting an overall presentation on the effects of the change within spending.
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TregoEd Problem AnalysisProcess
Strategically using a system for decision making process that identifies a problem, selects strategies to implement and prioritize and then plan for possible outcomes. This allows ownership from several stakeholders (including teachers) to work towards a common goal and also provides clear communication about expectations.
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