"Striking the right balance between district direction and school support, and superior execution of the responsibilities and practices we have presented, may be the difference between a failed system and one that delivers on the promise of opportunity and hope for all children through high-reliability education." ~Marzano & Waters, 2009
I believe that if I asked any GIPS employee if they would like to be a part of a system that provides a high reliability education for our students, I would get a 100% "of course"! It sounds great, it makes sense! So how do we accomplish the right balance to achieve this goal?
Well, we have direction! Grand Island Public Schools has taken a bold leap in trying to "strike the right balance" that will lead us to achieving the vision for our students! If you haven't referred to our plan recently, take a minute to review and remember the work that went into identifying our goals, objectives, progress indicators, and strategic initiatives. The strategic plan defines our direction and outlines our "how" through our Theory of Action.
When it comes to school support, it is the role of the central office to provide products, services and resources that will ensure that our campuses can meet our student's needs. Human resources, T&L, IT, Business, Nutrition services, Buildings and Grounds, Student Services, EL, CNSSP, the Foundation, Innovation and Engagement, and Leadership Development (hope I didn't miss anyone) all are prioritizing the strategic plan initiatives to ensure we are moving in the same direction.
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| Lincoln Elementary |
So how do we accomplish "Superior execution of responsibilities and practices" that are clearly outlined in the strategic plan? What first comes to mind: growth mindset, attitude, action, support, and reflection. We know what we need to do, we have the research, we have supports, and we have highly skilled, highly experienced staff interacting and educating our students every day! However, reality is, transformation isn't easy. It takes work, commitment, perseverance, and focus on on the outcomes. In "District Leadership that Works" (2009), authors Marzano and Waters describe change as external and I think we can all agree that we know it's inevitable, however, they also describe how change can result in a transition for staff that is internal and personal. Although a gain for students, the school and the district, change can be perceived as a loss for people responsible for implementation. This is why level of implementation occurs over time, it takes some people more time to move through the transition period than others. It's difficult to give up practices and actions that have been routine, maybe even expected, without time to adjust or process the "loss". This is why it's important to honor the past, celebrate the small wins, and stay true to "why"!
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| Wasmer Elementary |
In our business, it is our responsibility to prepare our students to thrive in this ever changing world, which means we must be proactive, be innovative, and continue to change our practice so our students have a high reliability education! Let's RISE UP and be a learning organization together, help each other through any personal transitions by understanding the purpose, referring to the plan, seeking supports, and engaging in the process. We are #BetterTogether!
"When shifts and transitions in life shake you to the core, see that as signs of the greatness that's about to occur". ~Chelsea Dinen
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| GISH JROTC |
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