# data[].attributes.body
Priority 1:  I  will look to  improve teaching and instruction through the creation of a professional learning community.
Priority 2:  I will create a positive school culture that would empower both teachers and students.
Priority 3:  I will create a learning environment that is warm, inviting, and encourage students and teachers to take risks.
Priority 4:  Encouraging staff to collaborate and work together to create instruction techniques, units, and assessments.
Priority 5: To establish open and transparent communication with the community.

# data[].attributes.body
First, a principal must develop positive relationships with the school community. I would make it a priority to create positive relationships with staff members, students, and parents by creating a trustworthy, respectful, and caring environment. I feel the best way to do this is by being visible in the school and community. Teachers and students need to see you in the classroom, at after school activities, or greeting them at the door in the morning or afternoon. I also think that open communication is critical when building relationships. The school faculty needs to feel as though they are heard, and their input is valuable.

Next, I would make it a priority to review or revise the mission and vision statement of the school. I feel as though this is important because vision and mission statements provide an overview of the school's goals by establishing clear expectations and standards. I think once the vision and mission statements are created, they need to be communicated to the school faculty.

The next priority would be to create an environment that encourages teamwork. Grade-level teams could work together to share ideas and resources. Principals would need to make sure that all grade-level teachers have the same planning period or a devoted time before or after school to meet.

The next priority would be to have teachers examine data by establishing weekly PLC meetings. Teachers and school faculty would meet to discuss pre-test data, formative assessments, and post-test data. Teachers would look for trends in student data, explain how they can challenge higher-level learners, and how they can meet the needs of the lower-leveled students.

Lastly, I would focus on providing high quality and meaningful professional development. I would have teachers and faculty members take a survey at the beginning of the year to find out knowledge or skills they feel as though they need to develop. I would use the data from the survey to plan professional development opportunities.

# data[].attributes.body
1. Community Engagement
2. Communication
3. Time Management
4. Politics of Distraction
5. Teacher Efficacy/Effectiveness

1. Community Engagement- Identify the how the community at large thinks about the school and how to engage the community as it relates to school support from the community.
2. Positively and effectively communicating with all stakeholders of the school and the community.
3. Time Management- Effectively planning times and dates in order to address the various needs and challenges of the school.
4. Politics of Distraction- Knowing and understanding the politics of the school, community, and district and negotiate through the issues politics may lay forward.
5. Teacher Efficacy/Effectiveness- Understanding how the collective group self measures their effectiveness as teachers, administrators, and support personnel on the school community environment.

# data[].attributes.body
1. Assessing and Establishing Staff Culture. For me, assessing the current staff culture is the number 1 priority. Before I can introduce goals, before I can made changes to curriculum, I need to gauge the current staff culture to decide where to go. This could look different with each school or staff. In my current building the biggest concern is a lack of teamwork and consistency.
2. Creating Team Collaboration. Step 2 would be to determine the types of teachers I have to determine who the story tellers are, who the gossips are, who the spies are and figure out what kind of team currently exists in order to leverage those strengths and weed out the negative players.
3. Identify the vision, rituals and values. Once I know who my key players in the staff are then I can establish teams to determine the vision, rituals and values of the school. I need to establish what/who is important in the current culture as well as make sure their voices are heard before determining the vision for the year. Without their investment nothing I did would be successful.
4. Create goals. Once the team is established and the mission/vision is flushed out then and only then can we as a team create goals. Its my job to help guide what those goals should be, but the teachers should be helping to shape those goals and should have a stake in what those goals are
5. Establish new and tweak old systems and routines. The last priority for me would be a revamp of systems and routines. Depending on the school I'd like to see data meetings implemented weekly where teachers are reviewing student work and making adjustments based on what they see. I would want to be in classrooms and see classroom routines tightened to ensure maximum instructional time. Without strong routines and procedures you lose learning time and aren't maximizing every minute.

# data[].attributes.body
1. Build relationships with the staff. Learn their strengths and weaknesses, what they like and don't like. What are their opinions on how things have been operating in the building.
2. Establish building goals to help continue to build or rebuild the schools culture/climate.
3. Meet with parents, students and community members and begin to build those relationships.
4. Begin to analyze and collect data and determine what is/isn't working. Begin to formulate long term plans for PD to improve data.
5. Make it a point be seen and available to assist. Be in meetings, get into classrooms, be in the halls, cafeteria, etc...

# data[].attributes.body
1. Develop and build relationships with all staff within the building. I would do this in a smaller group setting, perhaps broken down by content area for teachers, office staff, custodial staff, library/technology staff. I want them to know they have a voice, and hear from them on what the strengths and weaknesses are within the building.
2. Have the staff complete a  survey that will guide me in developing a vision and goals for our building.
3. Analyze the data to determine the strengths of the teachers and students  in the building. This will help me visualize how I will prioritize my time as an instructional/building leader.
4. Meet with the other administrators and departments heads, to determine responsibilities. Make sure they understand we are a team, and working as a team will put us and our students in the best position to succeed.
5. Meet as a community, and make sure they know their involvement is not only wanted, but important to the success of our students and staff.

# data[].attributes.body
Top Five Priorities:
1) Build relationships with staff members. Let them know I care and that I value their expertise and input. We are in this together! 2) Hear staff out. I would like to meet with all teachers individually, and as a whole group to determine strengths and areas of need. 3) Develop a vision with staff and set goals to reach that vision. Focus on growth, not perfection. 4) Visit classrooms regularly to determine teachers strengths and give encouragement and praise. 5) Develop a learning community where administration, teachers, parents, community liaisons, and even other districts can develop ways to improve the school through data analysis. Some topics of discussion other than academics would be: What are other schools doing? What are other leaders doing? What differentiation is happening? What are behavior expectations? What are teacher strengths?...

# data[].attributes.body
Top 5 Priorities

1. My first step would be a panorama survey to gauge the school climate, gain feedback about instructional road blocks, and to determine how I can best support my staff.
2. Highlight my core leadership team and recruit teachers who can support school-wide growth. Leadership will focus on collaboration and committee work.
3. Review the schools RTI, MTSS, and PLC systems and make sure they align to the areas of lowest academic performance.
4. Schedule instructional rounds to observe teachers and build relationships with students and staff. Provide constructive feedback to help foster growth and instructional skills.
5. Meet with families and stakeholders to establish a strong connection with community. Gaining insight into the lives of the families we serve can help build trust and eliminate potential risk factors.

# data[].attributes.body
1. Build relationships with the staff. Learn about the culture of the school/district. Develop a positive climate in the building.
2. Develop a strategy for daily tasks and meetings. Pick a team leader for each grade level. This person will bring concerns to building meetings. Then picking one person to represent our school at district-level meetings.
3. Develop relationships with the families, students, and community. I want them to know that we are partners in students' learning.
4. Analyze data and set goals for the school and grade level teams, relating them to the districts goals. Decide how we will track those goals and hold each other accountable.
5. Be present. I want to be in classrooms, observing the great things teachers are doing. I want families and students to see me at school events and feel comfortable approaching me about concerns and supports. I want community members to know me and know what I am working towards at the school.

# data[].attributes.body
#1- Developing relationships with my staff. This will start the process of respecting one another and letting my staff know that I am here to help them and lead them well.

#2- Develop a chain of command. I would establish "Team Leaders" for each grade level. These leads would be able to help give me a better understanding for each grade.

#3- Establish Building Goals that will establish our schools culture.  I would get input from my staff and this would be a "team" thing. I want all of my staff to buy-in to the goals we create.

#4- Establish community involvement.  I want the school community to be invested in the school and have their support.

#5- Face Time! As the new principal, I want to be visible and present for my staff. Face to face conversations and interactions are going to be beneficial.

# data[].attributes.body
1. Build a relationship with the staff - meet with staff both individually and in groups. Develop a personal relationship with each staff member. Work to build a positive culture focused on collaboration and growth.

2. Build a rapport with parents, students & community members - plan some outreach activities to get parents into the school for fun activities, visit classrooms frequently to connect with students, be visible often.

3. Analyze the data to determine strengths, areas for improvements, gaps, etc. Share out with staff and ask for thoughts and feedback.

4. Set up professional learning communities with guidelines for the work to be done. Have staff involved in creating the guidelines, making sure to include what is important to them in the framework of the PLCs.

5. Include staff in creating a vision statement and goals - both for the school as a whole and within individual PLCs.

# data[].attributes.body
1. Educational Leadership.
2. Building Relationships with students and community.
3. Time management.
4. Communication.
5. Building a Culture.

# data[].attributes.headline
Click anywhere on this Padlet and respond to the scenario above.  Be sure to type your name on your response.  

Welcome!
Matt

# data[].attributes.subject
Click anywhere on this Padlet and respond to the scenario above.  Be sure to type your name on your response.  

Welcome!
Matt