1

Case Study: Shaping School Culture

Shayla Williams

Grand Canyon University

March 6, 2024

EAD-529
 2

Part 1: Case Analysis

Brief summary of the case

This case study revolves around a fresh principal taking charge of a school with a reputation for

being underperforming. The school's faculty consists mostly of experienced teachers who have

weathered a revolving door of administrators. The student body has a predominantly Hispanic and

African American population, hailing from economically disadvantaged areas and single-parent

households. Additionally, students frequently exhibit behavioral challenges that hinder academic

progress. Despite being armed with a surplus of information and data to assist in decision-making, the

sheer volume can be daunting for the new principal.

As the newly appointed principal of a school characterized by a history of stringent behavior

management practices, I am tasked with addressing the challenges that have arisen from previous

administrations' struggles to effectively manage student behavior on campus. The student body at our

school is notably diverse, with many students coming from low socioeconomic backgrounds.

Unfortunately, the response from students has been one of rebellion, which does not align with their

true voices and cultural identities. Many students feel oppressed and believe that they are not being

respected or properly guided within the school environment. This lack of harmonious behavior

management has not only impacted student conduct but has also led to academic struggles, resulting in

the school receiving a D grade for its overall academic performance and success.

Moreover, the presence of experienced teachers who have witnessed various administrative

approaches over the years underscores the school's ongoing challenges in effectively managing student

behavior and engaging stakeholders in the educational process. It is evident that there is a disconnect

between the student body and the school's culture, leading to a lack of academic engagement among

students. Addressing these underlying issues and fostering a more inclusive and respectful environment
 3

will be crucial in improving both behavior management and academic outcomes at our school. By

prioritizing student well-being, cultural sensitivity, and community involvement, we can work towards

creating a more positive and supportive educational environment for all stakeholders involved.

Issues to be Resolved

There exists a noticeable divide between the student body and the school, which can have

significant repercussions within the community. This disconnect has led to significant behavioral

challenges, with the school struggling to effectively manage such issues. Rather than focusing on support

and rehabilitation, the current approach seems to lean towards stricter punitive measures. Addressing

these concerns requires a reevaluation of the school's behavior policies and procedures. With the influx

of new teachers, it is crucial to prioritize hiring educators with strong classroom management skills,

excellent interpersonal abilities, and the capacity to collaborate effectively with existing staff members.

Restoring stability and professionalism on campus hinges on fostering consistent and positive

relationships among faculty, staff, and stakeholders. It is imperative to move away from a perception of

strictness towards a culture of listening and understanding student needs. By engaging with the

community and students, the school can then shift its attention towards developing curricula that

resonate with its diverse student body. Establishing and supporting extracurricular activities, clubs, and

service initiatives will further enrich the educational experience. Involving the community in school

activities and decision-making processes will help create a more inclusive and effective educational

environment.

Crucial aspects of maintaining a thriving educational institution are: assessing the loyalty and

dedication of experienced staff in their tenure at a school, their focus on student success, recognizing

influential teachers, carefully selecting new staff members, pinpointing opportunities for valuable

professional growth, engaging parents more effectively, addressing underperformance in student

outcomes, refining the school's core values and goals, fostering a positive school environment, and
 4

managing student conduct. These components collectively contribute to a school's overall success and

effectiveness in nurturing student learning and development. By prioritizing these elements, we can

create a supportive and enriching environment that benefits both students and educators alike.

Stakeholders involved in the issues

o Students

o Faculty and staff (instructional and non-instructional staff)

o Student families

o Administrative team

o District representatives

o Community members

One or two existing laws or court rulings that relate to the issues

o Goss Vs. Lopez (Right to Due-Process)

Nine students from two high schools and one junior high school in Columbus, Ohio, were

subjected to 10-day suspensions without prior hearings by the respective school principals. Ohio

legislation did not require such hearings, however, a legal dispute ensued, culminating in a

federal court decision that recognized the violation of the students' rights. The case was

subsequently escalated to the Supreme Court for additional deliberation (Goss v. Lopez, 1975).

o Serrano v. Priest (CA, 1971)

“In 1971, the legal precedent set by the case known as Serrano (I) initiated the sequence of

litigation known as the Serrano v. Priest series, encompassing three distinct cases. The litigation

stemmed from the argument presented by Los Angeles County public school students and their

families, asserting that the prevailing California school finance mechanism, primarily reliant on

local property taxes, unfairly disadvantaged students in lower-income districts. In a landmark

decision, the California Supreme Court deemed this funding structure to be in violation of the
 5

Equal Protection Clause, citing the substantial inequity in the distribution of financial resources

among various school districts (Landmark US Cases Related to Equality of Opportunity in K-12

Education, 2022).

District policies that relate to the issues

o AC - NONDISCRIMINATION / EQUAL OPPORTUNITY

“Richland School District One is an equal opportunity employer and does not discriminate on the

basis of race, color, creed, national origin, sex, age, or disability in admission to, access to,

treatment in, or employment in its programs and activities.” (Policy AC Nondiscrimination/Equal

Opportunity, 2023)

o JA - STUDENT POLICIES GOALS/PRIORITY OBJECTIVES

“The Richland One Board of School Commissioners believes that it is the responsibility of

students, parents and staff to see that students attend school and conduct themselves in an

appropriate manner.” (Student Code of Conduct, 2022)

Possible solutions to the issues

o Reconstitution- Reconstruction of instructional staff would change a school's culture, reduce

unwanted behaviors, and allow the school to hire additional staff in target areas. (Education

Week, 2004).

o State Mandated “Takeover”— When the South Carolina State Department of Education steps in

to take control of a struggling school or an entire district, it is a significant intervention aimed at

improving academic performance and ensuring that students receive a quality education. This

process, known as state intervention or takeover, typically occurs when schools consistently fail

to meet academic standards, leading to concerns about the welfare and future success of the

students. By assuming governance and replacing the local school board and top administrators,
 6

the state aims to implement reforms, provide additional resources, and bring in new leadership

to turn around the underperforming schools. (Education Week, 2004).

o Establishing a leadership committee comprised of motivated faculty members is a strategic move

towards implementing effective intervention strategies. These faculty members can play a crucial

role in mentoring and guiding students towards achieving academic excellence. By providing

support, encouragement, and resources, such as tutoring services or study groups, the

committee can help students overcome challenges and reach their full potential. Additionally,

creating a culture of collaboration and accountability within the school community can further

enhance the success of intervention initiatives and contribute to a more harmonious and

productive learning environment.

Solutions chosen to resolve the issues

o I would make the administrative decision to first try building a committee whose focus is to

establish a new culture on campus while addressing behavior management intervention issues. A

different group will be tasked with preparing and strategizing measures of intervention and

opportunities to help our school's students succeed.

o The administrative team will manipulate the budget to include financial compensation for faculty

and staff to attend mandatory Professional Development sessions and make unpaid sessions

optional.

Action steps (2-5) for implementing each solution, including a timeline for each step.

o June: Engage with stakeholders to communicate the importance, requirements, and

vision for the upcoming year. Identify areas in need of improvement. Arrange meetings

with committees to reinforce the organization's mission and vision, appoint leaders for

the committees, and strategize for the next phases. Develop updates for the student
 7

handbook, generate innovative concepts for academic support and intervention using

financial and human resources. Maintain momentum for the upcoming academic year

to ensure progress and success.

o July: Implement the new handbook by distributing it to all staff members, organizing

professional development sessions for everyone, and making it mandatory for all

employees to attend during the first week of August. Ensure effective communication by

sending out memos and emails to inform and remind staff about these upcoming

activities. This approach will help in dispersing important information, engaging

employees in the new policies, and fostering a cohesive and informed workforce.

o August: Implementing new intervention programs, conducting professional

development rollout days for all faculty members, preparing for the school culture

committee and clubs, engaging stakeholders for participation, and organizing a

community day carnival at the conclusion of the first week of school are essential

activities to enhance the educational environment. These initiatives aim to support

student success, foster a positive school culture, and strengthen community

involvement. By executing these programs and events, the school can create a more

inclusive and engaging experience for students, teachers, and community members

alike. It is crucial to plan and coordinate these efforts effectively to maximize their

impact and ensure the overall success of the school community.

Potential moral and legal consequences of each solution

The primary objective is to cultivate success for all members within the educational

institution. Potential moral implications that may surface involve educators facing
 8

heightened pressure while navigating the complexities of the upcoming academic year.

Transitioning from a phase of perpetual change to one necessitating stability could present

significant challenges for teachers. Maintaining a sense of purpose amidst this transition is

imperative, despite the potential rise in stress levels inherent in our profession. From a legal

standpoint, previous apprehensions regarding students' access to due process appear to

have been resolved, indicating a more equitable system in operation. Nevertheless,

establishing trust among the community and faculty remains a obstacle that must be

addressed to garner their unwavering support.

 9

Part 2: Rationale

My proposed solutions center around promoting accountability and engaging all

stakeholders in shaping the school's new direction and vision. The outlined objectives are

designed to cultivate a revitalized school culture. Various committees will play a pivotal role in

spearheading ongoing and sustainable school improvements. Moving forward, the plan entails

regular meetings with these committees to assess data pertaining to student engagement,

academic performance, retention rates, feedback, and other key metrics. Reflective practices

will be integral to making necessary refinements and enhancements. By engaging stakeholders,

we aim to underscore the intentional efforts of the committee groups and the transparent

decision-making processes. Through our cultural initiatives, we seek to celebrate the diverse

backgrounds of our students by hosting on-campus events that honor their heritage. The

decision-making framework will prioritize inclusivity while upholding individual responsibility,

ensuring that any setbacks are attributed to specific individuals rather than the entire

community. Anticipating resistance to change, establishing trust is paramount. By initiating

these initiatives before the start of the academic year, we aim to demonstrate a tangible

dedication to our students, encouraging them to perceive the school in a new light. Actively

involving the broader community is crucial to garnering their endorsement and support for our

school's endeavors.

Once we engage them, we aim to involve them in the school environment, with the

ultimate goal of supporting student success. This initiative begins with a focus on servitude.

Through the utilization of funding committees and active participation in crucial decision-

making processes related to policies and procedures, our primary aim is to consistently serve
 10

the students and promote their educational progress. Cultivating these relationships is essential

as they serve as exemplars for others. My objective is to effectively communicate and

demonstrate our accomplishments to a wider audience. By highlighting the positive

relationships forged with colleagues, parents, students, and community leaders, we can

embody the school's vision and mission effectively.

 11

Reference

Goss v. Lopez. (n.d.). Oyez. Retrieved from https://www.oyez.org/cases/1974/73-898

Landmark US Cases Related to Equality of Opportunity in K-12 Education. Equality of

Opportunity and Education. (2022). https://edeq.stanford.edu/sections/section-4-

lawsuits/landmark-us-cases-related-equality-opportunity-k-12-education

Low-Performing Schools. (2004). School & District Management. Education Week.

https://www.edweek.org/leadership/low-performing-schools/2004/09

Policy AC Nondiscrimination/Equal Opportunity. (n.d.). Richland School District One.

Retrieved from https://www.richlandone.org/cms/lib/SC02209149/Centricity/Domain/

132/Policy-AC%201.9.18.pdf

Student Code of Conduct (RSD1). (2022). Richland School District One. Retrieved from

https://www.richlandone.org/cms/lib/SC02209149/Centricity/Domain/342/STUDENT%20CODE

%20OF%20CONDUCT%202022-2023.pdf