Sunnyside Questions

EDL995_Blog_BethPendergast

I.                   Personnel: Sunnyside is a suburban school that has generations of families that have grown up and worked in the plants there.  There are also, two higher education facilities that draw people.  Educational staff would come from the community.  Spouses of plant workers and employees of the higher education facilities some of which have grown up in the community for several generations.  There would  be a diverse staff with the population being 50% White, 20% African American, 20% Hispanic, 8% Asian and 2% American Indian and the Asian and Hispanic cultures growing.  Education is valued in the community so the teaching profession would be a valued position.  I would think there would be some cultural issues to be worked on, and some clicks that may exist, but overall a staff that works well together and shares in decision making or the school would not be as successful and have as good as a reputation as it has.  As a leader in this elementary building I would work on the diversity of the staff and make sure they felt like they were all contributing members of the educational team.  They need to know their voice counts and they can freely express ideas and opinions.  I would create diverse teams to work together to help create a better working environment.  I would change up the teams each year so that staff can get an opportunity to work with all members.

II.                Instruction: This elementary school has a successful special education program and gifted program.  Instructional practices focus on the learner and best practices.  The staff uses data to drive instruction and a variety of instructional strategies to engage students in learning.  The students are active and vocal when I enter the room.  They are able to tell you what they are learning about, the objectives and expectations.  The staff is trained in the use of technology and application of technology.  They involve the parents and community in the education of the students.  The staff utilizes the resources available within the community.  The teachers have students lead some discussions and explore where the discussion leads.  The students track their progress and take ownership.  The staff helps students set goals and track their progress towards those goals.  All students are included in some way and have goals they are accountable for.  Students need to be given more learning opportunities and staff trained to provide them.  As a leader, I would assure the staff has training, that teams are established for planning and monitor student progress.  Assuring that resources are available and giving staff the opportunity to give input to curriculum decisions would also be essential to a successful building.

III.             Governance: The principal is in charge in the building, but it is not a dictatorship.  It is a respected position.  The staff is valued because they feel valued.  They know that they count and their opinion matters and without them it would not be as successful as it is.  The community also holds a lot of power.  The principal interfaces with the community on many levels.  The community passes the levies that run the schools.  The principal often does the front line work with parents at events and when there are problems.  How things are handled is crucial.  The principal ultimately makes decisions about classes, hiring staff, resources, training, and allocation of building funds as well as other things.  This is usually conveyed at the beginning of the year and throughout at staff meetings.  The staff is sometimes consulted for opinions, but ultimately the decision is the principal’s.  It is good to compromise with the staff when you are able, because there are times when you cannot.  There is administration above you that controls what you do and limits your power.  In this case the community of Sunnyside would seem to have a lot of influence since they are involved and pass levies which the district does rely on for funding.

IV.             Finances and Resources: Sunnyside has a tradition of passing levies and bond initiatives.  The recent trends are changing.  There are more retired people and plant closings occurring that may impact this in the future.  However, there is still the two higher education facilities that generate revenue with the events that they host and it had a downtown center that is still thriving that generates revenue.  The school board, superintendent and treasurer determine what each building needs to operate and each building is given funds from which to work with.  The budget is outlined and is specific as to what it can be spent on.  Some funds can be moved around and some cannot.  The principal has some power to move funds in certain areas in the building funds and has the power to control that spending, but must account for that spending.  The staff is given a budget from which they can work within to get resources or their choice.  Other money available for resources would be up for a team discussion as to how it should be spent.  Many buildings have a staff development fund and that could be a fund that a team of teacher could work with the principal to determine how best to spend.  If there is extra money for resources or playground equipment, which would be another area where staff would be consulted.  Sometimes companies donate resources to the schools which create another source of funding or materials.

V.                My Realities: My current school is very different than Sunnyside.  I am at an Educational Service Center which is not a district.  We do have a governing board, but our funding is different and we operate a little differently.  I do not have much of a budget to work with or materials and resources.  I have to get creative with staff development and ways to make my building more like a traditional school.  We work with very difficult students on many levels, but watching them succeed is all that more rewarding.  The staff is awesome and they want it all for their students.  I want to give it to them.  There are a lot of frustrations to overcome and being a new principal to the building has been a challenge.  It has been difficult to establish a rapport with some of the staff.  They are testing the waters and not are not very willing to work as a team players.  I am determined to keep positive and do what I know is right.  The majority of the staff has said they   have felt they could come in the office, sit down and talk and feel like someone listened.  I feel like staff should have input and feel like they have a vested interest.  Sometimes the powers above me do not allow me the freedom to do what I would like to do. 

            There was a big building change this year with staff so this year will bring more change.  I am creating new teams and mixing it up.  There will be new teaching teams and new committees.  I will be involved in some, but each will have a leader that will not be me.  We have a new reading curriculum that our reading teachers went to training on this summer.   I am attending as well to show support and learn about the program.  It is good to interact with the staff.  I am looking forward to a great year.

Blogging: It is interesting to read what other people write and what they are doing.  I never know if I am seeing things the way I should or if I am off in left field.  It sometimes gives confirmation that I am on target or completely off.  Either way it is nice to connect with others.  I am often chained to my desk working or have a line up at my door of staff with questions.  I like to hear about what others are doing or thinking.