The preferred future is that pictured environment that is
commensurate with our values, beliefs and aspirations for the future. The
preferred future takes into account what we know today and how we can best
apply our resources in terms of time, money, and people to shape what we prefer
to be, how we would like to be perceived, and how we will further redefine
ourselves over time.
The preferred future is not a destination, not an ideology,
but a picture that changes over time. The preferred future is one that requires
reflection on the past, an understanding of our surroundings, and must be
revisited periodically to ensure cohesiveness between our current state and our
In my observation, students, parents, teachers,
administrators, and the Board of School Directors share a similar understanding
of what the future can be. There is strong interest in developing a future in
which technology is used to support teaching and learning in unique and
engaging ways to differentiate instruction. Others see a future where
technology and the use of a scientific inquiry-based approach to learning is
preferred to promote a culture that opens new and unique opportunities while establishing
a focus on Science Technology, Engineering, and Mathematics (STEM) to prepare
our students for tomorrow’s careers.
There exists a disconnect between students, parents,
teachers, administrators, and the Board of School Directors as to the ownership
for our collective successes and/or failures. This, I suggest, is remedied
through deliberate changes in our culture via education, communication, and
collaboration. Our organization needs to be responsive and flexible to ongoing
shifts in student, staff, organizational, and community needs. Our classrooms
must be student-centered and we must inspire a selfish desire for all to take
charge of their learning, both students and adults. Learning must become
intrinsic and perpetual. I believe that in order to create a culture of
lifelong learning, we need to provide time for teachers to work together, to
collaborate on student-centered lesson development, where learning is not only
pervasive, but competitive, and appealing to all involved. The challenge is for
students, parents, teachers, administrators, and the Board of School Directors
to be comfortable in allowing for creativity and calculated risk taking where
learning from mistakes become equally as valuable as learning from successes.
Educational leader and renowned author Peter F. Drucker
suggests that the “best way to predict the future is to create it”. As such, I
have taken the culmination of my observations, document reviews, survey
results, and conversations with various constituents and have created a vision
of our preferred future. I picture the future where the culture of our
organization effectively and efficiently leverages technology, is flexible,
sustainable, and data-driven; and encourages internal and external
participation in the educational decision making process for the betterment of
our community. I plan to lead the district over the next 3 years towards
implementing the following 3 core objectives:
I will lead the
development of an organizational culture that leverages technology in operationally
and educationally innovative, unique, and effective ways to contribute to the
academic growth, career readiness, and lifelong learning model for students.
- The district will, as part of its efforts
to support teachers in differentiating instruction and promoting inclusive
practices, develop an online virtual campus environment designed to support
students in grades 5-12, parents, and staff. We will establish the high school,
Arcola, and Skyview buildings as mobile instructional environments where Bring
Your Own Device (BYOD) is prevalent and district provided equipment compliments
age and subject appropriate integration of technology into the curriculum.
- The district will extend its course
delivery model to include on-line course and hybrid course offerings at Arcola
and the high school to address 21st century skills, time deficit
barriers, and differentiated instructional practices.
- The district will extend and organize its
communications with all constituents by leveraging social media and other
relevant and emerging technologies in order to provide accurate, timely, and
relevant information on activities and district/building happenings.
- The district will maximize the use of
college and career readiness resources, including Naviance, to engage students,
teachers, and parents starting in the seventh grade.
I will lead the development of an organizational culture
that is flexible, sustainable, and data-driven.
staffing resources and working conditions that are responsive to ongoing shifts
in student, staff, organizational, community, and societal needs in order to
provide relevant, timely, and competitive educational services.
- Establish a culture of fiscal sustainability and
sensibility throughout the organization by communicating a consistent
semi-annual message to all staff via email and by holding annual staff budget
meetings where I present on the perspectives of sensibility and sustainability
and inform all staff on best fiscal practices.
- Establish a culture of data-driven decision making within the
administrative staff to become part of their performance goals.
- Establish a philosophy whereby no new programs or services
will be accepted unless they make an optimal contribution to our mission; the
benefits clearly outweigh the costs; and proper financial provisions have been
made for staff development and program evaluation. This excludes all State and
Federal mandates. This is to be implemented immediately.
- Establish a philosophy whereby student achievement, facilities,
infrastructure, and extra-curricular activities are representative of the
expectations of our community and remain highly competitive and attractive in
the geographic region.
I will lead the development of an organizational culture that
encourages internal and external participation in the educational decision
making process and addresses the representation of the district within its
geographical region for the collective benefit of the community.
and administer an annual survey to gather feedback from constituents on
educational and operational matters of interest and/or concern and provide that
and implement the following administrative committees to provide reflective and
emerging advice to the administration in order to maintain a pulse on areas of
innovation, growth, and needed improvement.
Academy Development Advisory Committee
Improvement Advisory Committee
- Early Intervention Services for Literacy Improvement Advisory