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.
1A. School Vision, Mission & Strategic Goals
The school’s identity, in part, is derived from the vision, mission, values, belief 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.
Current Mission and Vision at Ligon Middle
The mission and vision of Ligon Middle are directly related to our magnet themes and county initiatives of providing students with rigorous and relevant instruction each day. Our school identity is strongly impacted by our magnet themes of Gifted and Talented and AIG basics. It is important for our mission and vision to incorporate developing gifts and talents of all of our students as well of enriching their educational experiences in order for them to be well-rounded citizens. We are in the process of rewriting our mission and vision in order to better capture all that we are currently doing as a staff to meet the needs of our current school community. |
1B. Leading Change
The school executive articulates a vision and implementation strategies for improvements and changes which result in improved achievement for all students.
PLT Agenda to Encourage Data Informed Instruction
During the first few weeks at Ligon, the admin team worked to determine priorities for the remainder of the school year. The area we chose to focus was having our teachers engage in meaningful, data-rich, PLT conversations that would lead to providing specific interventions and increased student achievement. The vision was articulated during the first January staff meeting where we reiterated the need to focus on student achievement by looking at school-wide data compared to our long term goals. After conversations around providing students with meaningful, data informed instruction, we created and introduced a new PLT Agenda document that would be used by all PLTs and monitored by admin to answer questions or provide resources as needed. |
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1C. School Improvement Plan
The school improvement plan provides the structure for the vision. Values, goals and changes necessary for improved achievement for all students.
Current School Improvement Plan
Our school utilizes the SIP process as a way to anchor all school decisions and goals. The SIP team is currently working with district personnel, our entire staff, and other stakeholders to rewrite our school improvement plan for the 2020-2021 school year. We have had discussions about our current state within each indicator within the SIP plan and will continue to determine action steps that will encourage school improvement and student achievement. |
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1D. Distributive Leadership
The school executive creates and utilizes processes to distribute leadership and decision making throughout the school.
SIP Team Committees
During the rewriting process of the School Improvement Plan, each teacher was asked to select a new SIP committee. Staff members were able to choose their top three committee selections and the leadership team then divided teachers into final committees to ensure there was adequate representation from each grade level, department, and SIP team members. Each committee focuses on a specific indicator within the School Improvement Plan and works on action steps throughout the year. |