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David J. Erickson

College Name, Grand Canyon University

EAD-529: Clinical Internship II: Learner-Centered Leadership

Dr. Daphne Lowe

March 22, 2023

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Part 1: Case Analysis

Case Analysis 1–3: Summary, Issues, Stakeholders

The assistant principal (myself) has worked in a low-performing middle school for a year.

After an administrative change, I was named principal for the upcoming year based on my

knowledge of the school and community. The population consists of 700 students, mostly those

of low-income families, with a diverse demographic and our largest population being Hispanic

and African American. With 35 total teachers—including one SPED and one gifted—, most of

them have seen 14 previous administrators.

The issues include the school’s low accountability grade, the need to hire seven new

teachers, modifying school culture, and assessing the correlation between discipline and

achievement. Stakeholders involved in this case are myself, other administrators, the teachers,

the students and their families, and the community.

Case Analysis 4–5: Laws and Policies

 WAC 180-16-220:

o “At a minimum…each school [must] have a school improvement plan that is data

driven, promotes a positive impact on student learning, and includes a continuous

improvement” (Washington State Legislation, Supplemental basic education

program approval requirements, 2023).

 Policy No. 2005P: (revised 2016)

o This policy “requires each school to develop and adopt a school improvement

plan that includes an annual review process” (Marysville School District [MSD],

Policies, Instruction: School Improvement Plans, 2013).

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o “Each school is expected to use a continuous process of review and improvement

in support of the district goals. […] Our work is urgent. Our students can’t wait

until ‘next year’ for us to close learning gaps” (MSD, Policies, Instruction: School

Improvement Plans, 2013).

Case Analysis 6–8: Solutions and Action Steps

Solutions:

 Determine if seven new teachers mean adding to current staff numbers or if seven

current teachers need to be let go.

 Review disciplinary records from past to determine severity and discipline result.

This could and should result in policy changes to keep students in class.

 Schedule PD’s for staff regarding engagement, academics, and school culture.

 Create family/community events to involve everyone in decisions and changes

made at the school.

 Re-write SIP to include realistic statistical growth in achievement.

Action Steps:

 Reach out to district employees to determine caveat of seven new hires.

 During July research, create new expectations of school culture and environment,

while also researching and planning new PD’s.

 Send email to staff including updated mission and vision for the school year,

along with brief expectations. Majority of information to be shared upon staff

return.
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 Advertise to the community (via email, billboards, newspaper) inviting them to

family and community engagement opportunities for them to share input and

goals for the school and students.

Case Analysis 9: Consequences

Morally:

 Staff members may reject the involvement and refuse participation.

 Historical perception of divide between staff and administration may result in

backlash with seven new hires.

Legally:

 If an employee will not be renewed, the “employee shall be notified in writing on

or before May 15th…for that year” (Washington State Legislation, RCW

28A.405.210: Conditions and contracts of employment, 2023). Staff/union could

fight back.

Part 2: Rationale

Rationale

As stated in the action steps, if I found myself in this situation, determining the seven

new hires would have to be the first step as it would define the base of the new foundation. If I

was in this situation, I would aim for hiring seven new teachers in hopes that seven teachers

would be leaving from the previous year. I don’t say this in malice; I wish for no one to lose their

job. However, with the history of 14 different administrators going through the school with the

same staff, there is an obvious disagreement and lack of trust between staff members and any

administrative figure. Bringing in, virtually, a third of new teachers would help create a new

cultural shift within the school. As stated within the study, the school received a “D” grade in
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accountability. Though this may have come from previous administration, the staff are the first

line of accountability for the students in their classwork. Therefore, new staff members coming

in can help to establish a new sense of culture.

In addition to adding new staff members, the creation and breakdown of a new SIP for

the school will help the staff move toward identifying reasonable goals. For instance, within the

case study, it states that behavioral issues and consequences correlated to academic achievement.

Therefore, the SIP could combine goals and standards put in place for both academic and

disciplinary work. If fewer discipline occurs, academic progress should increase. However, the

catch-22 situation in this would be determining how the staff and administration could adjust

student perceptions, attitudes, and actions while at school. In this, I believe, the most beneficial

piece to improvement would be through community engagement.

According to PSEL 8e, an educational leader must create the opportunity “for the school

community to partner with families to support students and learning in and out of school”

(National Policy Board for Educational Administration [NPBEA], 2015). By engaging the

community and reaching out to provide opportunities for all to provide input in the operations of

the school would help create a relationship and trust. With the community involved in school,

further buy-in may be created as the perception of inclusion is given rather than a repetition of

the same process that has always taken place. Moreover, this collaboration has the potential to

address the issues of past disciplinary practices and how they will be adjusted in order to keep

students in the classroom more while, simultaneously, still holding the students accountable for

their actions.
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Reference

Marysville School District. (2023). School District Policy and Procedure. Marysville School

District 25. eConvene Website. (2016). Retrieved 21 March 2023, from

https://app.eduportal.com/documents/view/404222.

Model Code of Ethics for Educators (MCEE) – NASDTEC. (2021). Retrieved March 21, 2023,

from https://www.nasdtec.net/page/MCEE_Doc

RCW 28A.405.210: Conditions and contracts of employment—Determination of probable cause

for nonrenewal of contracts—Nonrenewal due to enrollment decline or revenue loss—

Notice—Opportunity for hearing. (2023). Retrieved 21 March 2023, from

https://app.leg.wa.gov/rcw/default.aspx?cite=28A.405.210

Recognition - National Policy Board for Educational Administration. (2011, November).

Retrieved March 21, 2023, from

http://www.npbea.org/wp-content/uploads/2018/01/ELCC-Building-Level-Standards-

2011.pdf

WAC 180-16-220: Supplemental basic education program approval requirements (2023).

Retrieved 21 March 2023, from https://apps.leg.wa.gov/wac/default.aspx?cite=180-16-

220.