Michael Casey

Dr. Williams
DLP #1
Due: Nov. 1

1.1 Assessing and Enhancing your School’s Identity

Part One
1) School’s Mission Statement:
We are Trailblazers! Together, we celebrate our strengths and our diversity; Seize
opportunities to serve others; Strive for excellence in all that we do.

Evaluation: Distinguished- a written statement(s) is in place and used as a central factor

in leading school improvement – pervasively known and used throughout the school
community

2) School’s Vision Statement:

We will inspire innovative leaders working for positive change in our global community.

Evaluation: Accomplished- a written statement(s) is in place and used on a regular basis

by the school to lead school improvement

3) School Value/Belief Statement:

None

Evaluation: Not Demonstrated- no evidence of a written statement(s)

Part Two

1) School Mission Statement Rationale- Distinguished:

- Reviewed daily- announcements
- At the core of what we practice and preach, daily
- Created with input from a variety stakeholders (Teachers, Students, Parents, Central
Office)
- Aligns with Evaluation Tool: Ensures that the school’s identity actually drive and
inform the culture of the school
2) School Vision Statement Rationale- Accomplished:
- Embodies the statement “creates with stakeholders a vision for the school that
captures peoples’ attention and imagination.”
- Inspires the future by using the language: working towards positive change.
- Captures the big idea- inspiring students to make an impact in the world
3) School Value/Belief Statement Rationale- Not Demonstrated:
- To my knowledge, belief statements do not exist on their own
- When the vision and mission were created we generated a list of our beliefs and
incorporated them into the language of those two statements
Part Three
1) Review Vision and Mission with teachers who are new to the school or who may not
have been a part of the vision/mission setting process three years ago
2) Drill down on our vision- Based on this statement: What are our core beliefs?
3) Use vision to drive, inspire or improve our emphasis on global education (21st century
skills)

1.3 Personal Reflection on Strategic Leadership

As a school leader, we are preparing students to enter a world where many of the jobs and
careers that will be available have not yet been created. Once we understand this, it helps
generate a “future thinking” mind frame, where we constantly challenging the status quo in
our schools. Continuously using and repurposing our core values, we can ground ourselves in
practices that are best for our students, teachers and community. As we build this educational
network of teachers, parents and community around our students it will allow me to
distribute responsibility to many stakeholders. While research shows that a teacher is the
leading determining factor in a student’s success, it is also true that some of our most
successful students where boosted up by a strong support network outside of the classroom.
As a school leader, I want to build that support network for our students while empowering
our teachers to take leadership of their classroom. Based on these observations and a desire
for myself to succeed as a leader, it is clear why NCPAPA puts so much weight in strategic
leadership. Without a vision towards the future and a mission to help take us there, we will
never be more than a developing community of learners dreaming of being distinguished.