PROOF 2 - Capstone

May 17th 2022

Capstone Presentation

Dennis Messer

Bonita Williams

Blair Skidmore

Jason Reeves

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Vickie Jones

William Daniels

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Gina, Regan and Lauren Messer

My Family

Dr. Fred Carter

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ILP Team Members

Edwin Smith

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Board of Education Members

Thank you to the Following Individuals

Standard 6 – External Development Leadership – A superintendent, in concert with the local board of education, designs structures and processes that result in broad community engagement with support for and ownership of the district vision. Acknowledging that strong schools build strong communities, the superintendent proactively creates, with school and district staff, opportunities for parents, community members, government leaders, and business representatives to participate with their investments of resources, assistance, and goodwill

Standard and Goal -E sports team -Student News Channel (YouTube)

Evidence/Artifacts

8/12/21

Dates Initiated/Complete d

District Facility Plan Committee MOA with Knox County for continued services and monitoring of student progress.

Serve on and facilitate community boards within the district. (6b) Partner with Knox County School district to provide CTC courses for our district (6d)

8/12/21

8/3/21

Prompt engagement within the 9/01/21 community with a monthly Local Newspaper article media submission Podcast, School on (6b) announcements on school website and other media sites.

Involve local community partners (6d) Attend local Chamber Meetings and SESC COOP 7/27/21 meetings agendas, FRYSC Council

Develop new extracurricular activities for students within the district (6a)

Actions that Demonstrate the Standard

Professional Growth Plan

The superintendent creates conditions that result in strategically reimaging the district’s vision, mission and goals to ensure that each student graduates from high school, is globally competitive in post-secondary education and/or the workforce, and is prepared for life in the 21st century. The superintendent creates a community of inquiry that challenges the community to continually repurpose itself by building on the district’s core values and beliefs about the preferred future and then developing a vision.

Standard 1 - Strategic Leadership

Incorporated the 30-60-90 Plan

Determined ARP ESSER LEA Plan

Presented the Comprehensive District Improvement Plan to the Board

Completed the Superintendent’s Professional Growth Plan

Sent weekly Emails to Admin. Team

Oversaw: Financial planning ESSER, Seek Funding, Building Project

Strengthened relationships with community partners

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EVIDENCE

Standard 1

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NEXT STEPS Revisit current Vision and Goals statement for district Formulate a Strategic Plan for district in partnership with KEDC Continue to strengthen relationship with all stake holders.

The Superintendent supports and builds a system committed to shared values and beliefs focused on teaching and learning where performance gaps are systematically eliminated over time and every student graduates from high school college and career ready.

Standard 2 – Instructional Leadership

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• EVIDENCE Completed I-Ready, CERT and ACT Testing Developed New RTI Tier 1 Form Began new PLC structure - teacher lead Started/Continued Programs: IXL, TCI, Smekens Writing Program, Reading Mastery Transformation and Study Sync Adopted new Walk Through Document for administrators

Standard 2

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NEXT STEPS Review staff placement for new school year Find new Partnerships to expand Dual Credit Increase instructional rigor for all grades

The Superintendent understands and acts on important role a systems culture has in exemplary performance of all schools. He/she works to understand the people in the district and community as well as their history and traditions as they move forward to support and achieve district goals.

The Superintendent must be able to improve the district culture, if needed, to align the work of adults with district’s goals of improving student learning and infusing the work and passion, meaning, and purpose.

Standard 3 – Cultural Leadership

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Held Barbourville Alumni Reunion Celebrated Teacher Apperception day Conducted School Safety Inspections and Partnered with Local Police Department Held Staff Member Visitation in gymnasium Distributed Thanksgiving Meal Made visibility a priority in both the school and the community Sent birthday cards to all staff members

EVIDENCE

Standard 3

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Continue to build relationships with the community and Alumni Continue to seek feedback from parents, community and staff Be present for Staff and Students Work with student groups to reach parents, staff and students through multiple social media platforms

Next Steps:

The Superintendent ensures the district is a professional learning community with process And systems in place that results in recruitment, induction, support, development, and retention of a high performing, diverse staff. The Superintendent uses distributed leadership to support learning and teaching, plans professional development, and engages in district leadership succession plan.

Standard 4 Human Resource Leadership

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EVIDENCE Hired second Guidance Counselor Took disciplinary action where necessary Hired new classified custodian Held Professional Development for all employees Monitored COVID issues for both staff and students Test to stay on campus Evaluation for all classified and certified employees

Standard 4 NEXT STEPS • Begin new mentoring program for all option six certified staff and1-3 year certified staff • Continue review of Certified/Classified salary tables • Continue monitoring retention/recruitment of all staff

The Superintendent ensures that the district has processes and systems in place for budgeting, staffing, problem solving, communicating expectations, and scheduling that organize the work of the district and give priority to student learning and safety. The Superintendent must solicit resources (both operating and capital), monitor their use, and assure the inclusion of all stakeholders in decision about resources so as to meet the 21st century needs of the district.

Standard 5- Managerial Leadership

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Made technology Upgrades in school/district (Classroom speakers Vape detectors) Completed District energy audit Revised mask policy Covid-19 Held budget meetings on district bonding potential Communicated with board members by text message and phone calls Held district meeting about ESSER funding Participated on District Facility Plan committee

EVIDENCE

Standard 5

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NEXT STEPS Continue to seek funds to upgrade school technology Begin Strategic Planning Consider District upgrade of ventilation system

The Superintendent in concert with the local board of education designs structures and processes that results in broad community engagement with support for and ownership of the district vision. Acknowledging that strong schools build strong communities, the superintendent proactively creates, with school and district staff, with their investments of resources, assistance, and goodwill.

Standard 6- Collaborative Leadership

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EVIDENCE Worked with both State/ local officials on district needs Continued partnership with GEAR UP Continued CTC MOA with Knox County Held memberships in KEDC & SESC (Deeper Learning Project) Continued Union College and Southeast Community College Dual Credit

Standard 6 NEXT STEPS • Begin partnership with Southeast Community College(Barbourville) • Begin Grow Your Own Educators with SESC partnership

The Superintendent promotes the success of learning and teaching understanding, responding to, and influencing the larger political, social, economic, legal, ethical, and cultural context. From this knowledge, the Superintendent works with the board of education to define mutual expectations, policies, and goals to ensure the academic success for all students.

Standard 7- Influential Leadership

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EVIDENCE Worked/met with State official during legislative session Began memberships with: Chamber, KEA, KASA, KASS Attended meetings: KEDC, SESC and Chamber Partnered with Local American Legion for lease of soccer field

Standard 7 NEXT STEPS • Continue to advocate for all students in public schools • Attend state conferences • Network with other Superintendents

January

December

May

August

July

March

February

April

November

Some men see things as they are, and say why. I dream of things that never were, and say why not.

Robert Kennedy

October

September

THANK YOU for this opportunity to serve this community. My journey has been fulfilling and the future is boundless for our Barbourville students.