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Working with counselors across the district; allowing their voices to be heard; bringing their voices back to the district level to help influence change

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I love evaluating and repairing systems to ensure effective practices.

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I believe in going out to see the work. Site visits, team meetings, staying curious about practices in schools, asking questions to understand, listening rather than hearing, and communication with stakeholders along the way when there are incremental changes in our system. 

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I believe in going out to see the work. Site visits, team meetings, staying curious about practices in schools, asking questions to understand, listening rather than hearing, and communication with stakeholders along the way when there are incremental changes in our system. 

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I have successfully led two school sites, in two districts, to earn RAMP recognition. Starting in program evaluation and developing the components of a ASCA Model program over years then successfully earning RAMP Recognition.

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Weekly running agenda discussion topics and review items. We build in collaboration time throughout the week with site teams and have district collaboration meetings once a month.

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Once a month bring in our secretary and registrar into our Counseling meeting as they are just as much a part of our department and we collobarate

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Being completely transparent when delivering “news/information” from the admin team to the counseling team.

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Built a tier one SEL curriculum from nothing that was implemented weekly in all grades. Then used that data to prove to our district we needed to invest in curriculum for ALL students (Wayfinder)!

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Leverage those closest to the work to determine needs, build out learning targets, and implement PL.

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Providing relevant PL for different groups and populations (counselor specific, SEL leaders, etc)

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Educate staff often (and kindly remind) of all school counselor duties and procedures.

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I have built great relationships with the people I serve. I stay relevant and in tough with the issues they are facing at their school sites to provide PD

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Student surveys, collaboration with how to respond using mtss tier responses

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Root cause analysis to identify needs to inform planning and implementation.

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We have a strong PD implementation plan, delivering instruction on the various components of the national model and at different levels of understanding and implementation. We have level PLC meetings with counselor to evaluate data to see where we should focus our energy. We also provide induction for new counselors that aligns to our district initiatives.

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Monthly site visits with all schools with a formal document for the meeting to avoid it turning into a complaint session

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With advocacy in mind, in an agency where silos are the norm, I made an intentional effort to collaborate with everyone. When the agency was audited, when I was interviewed they said everyone else had already told them all of the work that I do. It gave me an open door, "green light" to share the scope and impact of my work.

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Using a common template across the district and sharing these data reports with district leaders has been a huge lever for increasing our school counseling staff

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I am always one to be open to new ideas and collaborate with administrators and different departments to try new approaches.

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Started Tier 1 workshops for dual enrollment and our DE numbers have increased

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Researching and evaluating new and existing programs to constantly consider program effectiveness

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Creating transparency with what counselors are doing has helped to foster collaborative relationships within the school. Counselors initially felt like they were having to justify their role, but we were able to work together to create a resource that any staff can view anytime to see what specific things counselors are working on throughout the year. We also report out (data share) at leadership meetings and school level meetings.

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I have made it my goal to really listen to teacher feedback when scheduling and implementing programs. By doing so, they have been very willing to work with me to get Tier 1 programs done and with best practices. They have also provided ways they think our programs could better serve our students and that feedback has been invaluable.

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Introducing new resources or tools based off of student/community needs.

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Weekly newsletters with all important information to limit multiple emails throughout the week.

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We created our own middle school PLC meetings monthly to collaborate as we are all only 1 counselor buildings.

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Once a week the Support Staff and Admin team get together to discuss situations that came up throughout the week.

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Weekly counseling department meetings to share operational agenda items and give a space for questions and talk about upcoming events/programming

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Our secondary team feels that I am accessible and responsive and much of that is because I show up —- in person, on the phone, via newsletter and PD.

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Worked within department to review data and areas of improvement. Set target goals based on ASCA model and implemented appropriate changes. All counselors had input and reflection opportunities.

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Working collaboratively with stakeholders on the school improvement team to make data informed decisions to improve student outcomes

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Pre/Post tests determine where students need continued support and shows where I need to further implement services or move forward.

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Our counseling team needs to do a better job of creating a clear, defined program. A lot of our decisions, ideas, and interventions feel like they haphazardly implemented.

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During 2020 I saw an equity gap in our school environment with our emerging multilingual learners. There was a clear gap in academic success and graduation rate, with our site graduation around 95% and our EML rate at 83%. I advocated with my principal and was able to add a school counselor position specifically focused on on EML students. In 2023, our over and EML graduation rate was 99.1%

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Holding weekly tier ll meeting to discuss what is working or not for our students

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All counselors using a common form to document their time, interventions, etc. - allows for easy access and the ability to see themes and trends

Utilizing the data to make informed decisions across the district

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I successfully streamlined program documents through a Google Classroom for School Counselors in the district. Using technology to quickly deliver input, support, and feedback has saved time!

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I have a strong district team and we provide high quality PD opportunities for our counselors.

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Weekly department meeting with all counselors and AP.

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I make myself present and accessible to each of my counselors. I make it a point to recognize their contributions to our department. This allows them to be seen for the positive impact they have on our students and community. This is a work in progress since I just recently became the Director of our High School Counseling Department (5200 students 15 counselors).

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Implemented an electronic check in system to collect data on student visits and the reasons that students are seeking counselor support.

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Carving out time for face to face meetings/planning/updates.

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Carving out time for face to face meetings/planning/updates.

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We are in the final stages of developing a counselor handbook to ensure alignment of practices at each grade level across the district.

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Our team is often advocating for transparency in school-wide practices. We have gotten consistent feedback from colleagues as being sought after thought partners and collaborators at the school site.

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I am able to make many decisions and advocate for counselors with data and just being a leader who doesn’t shy away from making decisions.

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As a leader in my counseling department, I helped to develop the Tier II team and am now working on the Tier I team to strengthen school-wide practices.

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I have monthly PLCs,level PD, mentors for counselors who are new to the district, monthly New counselor PD. As a coordinator I go out to every site and meet with the principal and counselor and go over the role of the school counselor. Advocating for the counselors and really listening to their needs.