5333Reflection+-+Leadership+for+Accountability

** Curriculum, Measurement, and Alignment of Resources ** This assignment was very interesting to me because it is amazing to see what should go into creating a curriculum and making sure a district's resources are being used to better the numbers that we crunch every year. It was also very interesting to see how our school and how our district is doing on TAKS scores. ** Decision Making and Problem Solving ** I found it interesting that this entry was assigned on the week we develop a campus action plan and a staff development agenda. Before, I am not sure I would have ever put them all together. In the past, I have always thought of decision making and problem solving as something the superintendant's office deals with. I am now seeing that it is done on every level.
 * Vision and Campus Culture ** Leslie Jones and Fran Crochet refer to a vision as “A guiding ‘Frame-work’ of action…” Components of a shared vision include your mission and goals, and how you plan to reach those goals. Steps in developing, articulating, and implementing a shared vision include getting together as a team of staff members and agreeing on where our school is going in the future. The key is for the staff, as a whole, to be one-hundred percent behind the vision, or it will fail. My campus did just this. We got together as a team (teachers, principal, and even our administrative assistant) and together created our own vision for our school.  Personally, I found the article, “Quality Learning: Creating a Vision” very informative and helpful with all of the links to other helpful websites as well. These include in depth explanations of what a great vision looks like. If the principal does not have a personal vision, I believe that the school is going nowhere fast. It takes great vision from all members for our campus to get better, but I believe that this is especially true of the principal.