Running Head: 100 DAY PLAN

100 Day Plan

Introduction:

In the following 100 day plan, one will find a monthly schedule categorized by individual focus.

This plan will provide me with a schedule of important tasks centering on my non-negotiables as

a building administrator. This 100 day plan begins in August and carries on through mid-

October.

Goals/Focus:

 I will listen to staff members to gain a better understanding of previous building

operations and the essential wants and needs from staff members.
 Throughout my first three months, my primary focus will be in building relationships
with students, staff and family/community members. These relationships will be built
through listening and considering wants and needs when decision making as well as the
formation of a collaborative working environment.
 Staff members will understand the vision and mission of the school and consider this
mission and vision when faced with challenging decisions.
 Through formative and summative assessment, I will identify assessment strengths and
weakness in teaching and learning in the core subjects.
 Based on the identified strengths and weaknesses, I will develop a plan for continual
improvement.
 I will establish routines and procedures that will encourage and guide staff collaboration
throughout the school year.

Key Values:

 Creating a school composed of independent thinkers, dependent on collaboration from

peers to allow each students’ thinking to grow and develop.
 All students can learn; success is measured through growth versus meeting a benchmark
or cut score.
 All students are valued; all students are important. As a staff, we must strive to adapt our
teaching to best meet the needs of each individual learner. No two students are alike; all
students should be treated individually and educational plans are modified to meet the
needs of the individual learner.
 Our goal is develop students to be positive members of society, thus utilizing skills
practiced within the classroom: collaborative thinking, teamwork, acceptance and goal
setting, resulting in persistent learners.
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Action Timeline

Familiarize myself with the community of the school. This would include
driving through neighborhoods and studying student July 2017
population/demographics.

Review school and district data trends to understand gaps in student

achievement and the student composition within the district. July 2017

Meet/Interview all staff members in a 1:1 setting. This includes:

 Classroom teachers (General Education)
 Special Education/Support Staff
 Para-educators
 Secretarial Staff

I will conduct one on one interviews with all employees having direct
interaction and impact on teaching and learning within the building. These August 2017
interviews will help me better understand the wants and needs of staff
members, as well as their previous roles and responsibilities within the
building. Interview questions will include:
 Tell me about yourself; this may include information about yourself
personally or professionally, you feel will help me better understand
the person you are in and out of the classroom.
 Finish this sentence, “The best thing about (Name of Elementary)
School is…..”
 Finish this sentence, “The most frustrating part of my job is….”
 If you were principal, what is one change you would like to see made
in the future?
 What is one thing you believe you do really well in the classroom, and
what is one area you would like to see more professional development,
or you would like additional training to support your needs?

Based on the reviewed school data and discussions/interviews with school

staff, modify the school improvement plan to match the findings within the August 2017
school data.

Review class lists based on interviews and data. I will look more closely to
identify the distribution of students on IEP’s and 504’s amongst classrooms. August 2017
Familiarizing myself with this distribution will allow myself to gain insight on
student placement. As my first year as principal in a new district, I will not
change class placements, but more so familiarize myself with how students are
placed. In the coming year, I will want to look more closely at strategic class
placements, ensuring we are placing all teachers in the place with the right
students in order to maximize student success and student growth. This
mission and vision will promote collaboration between the resource room,
special education teachers, as well as those who provide additional support to
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students (speech pathologist, occupational therapist, etc). After making keen

observations within my first year, I would like to coordinate special services to
minimize instructional loss by students who receive these unique services. My
first year will serve as a learning curve so I can gain information in order to
make intentional shifts in future years.

As a new administrator, I understand staff may be apprehensive about the

upcoming school year. A staff social will be planned, including all school
employees (teachers, support, secretarial, custodial, kitchen staff) to help
develop relationships between staff members. My goal is ALL staff members
feel as if they are part of the team. Their voices matter. Together, we will August 2017
create the most amount of positive change. The staff social will be centered on
team bonding and trust; therefore, will include adventure activities at a high
ropes course.

Plan a school wide “Meet and Greet” ice cream social before the school year August 2017
begins. This event will influence school culture. Staff will be encouraged to
attend, welcoming students and families into another school year.

Develop a plan for the first day of school with students. This would include an
assembly to bring all students together, unifying students and staff to celebrate August 2017
the first day of school.

Schedule a meeting with parent groups such as the PTO to introduce myself,
seek to understand their previous involvement and formulate a plan of August 2017
involvement moving forward.

Familiarize myself with safety procedures such as: tornado, fire and lockdown
drills. Contact the necessary police/fire department to schedule drill dates for August 2017
the school year.

Hold informal meeting with custodial staff to ensure the building is ready to
be opened for staff and students. Review expectations and gain an August 2017
understanding of how I can support the custodian staff.

Hold informal meeting with lunch supervisors and recess aides

communicating expectations during this time of the school day. Urge open August 2017
communication between aides and myself to ensure proper behavior is
displayed during educational downtime. Review protocols for reporting
misconduct at lunch/recess.

Plan staff development and training prior to the first day of school to
communicate the first day of school plan. This includes:
 Expectations for staff on the first day of school
o Review how students are getting home
o Emergency card information should be sent home with students August 2017
o Teachers are expected to make contact with parents through
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email or newsletter introducing themselves on the first day of

school
o Dress code
o Discussion of student expectations and agenda for first day of
school assembly
Student Expectations Include:
 Arrival/dismissal procedures
 Hallway expectations
 Lunch Room/Recess
 Dress code
 Respect
 Student Engagement
 Dismissal procedure
 PLC grade level meetings, expectations*
 Contractual start and end times

Within this first staff development prior to the first day of school, I will ask
teachers to consider what they need from me, what they need from their
colleagues and what they need from themselves in order to be successful.
Teachers will participate in a silent reflection where they will be asked to jot
down their responses to each of these three questions. Teachers will then have
to share with their table partners, and lastly, share out as a staff. During this
time, I will also reflect as to what I need from staff members, and what I need
from myself in order for this to be a successful year. In doing so, I can
promise to staff:
 To always put children first and to make decisions which I feel keep
children safe and allow them to grow to their greatest potential.
 To be available to listen and support staff in the way that is most
appropriate. I will strive to put staff members in positions which all
will be able to be successful.

During this meeting, I will communicate with staff my commitment on being

present and visible within the building. This means circulating through
classrooms, the hallways, and visiting the lunchroom. I will reiterate the
importance of putting kids first and making kids feel valued. When circulating
through classrooms in the morning or afternoon, my responsibility or focus is
not on teacher evaluation, but is strictly on seeing the kids interact with one
another, and interacting with them myself.

I will have an open door policy and when my office door is open, I am
available to assist with student needs, handle a disciplinary issue, meet with
parents, community members, teachers, etc. When my door is closed, I will
ask to not be interrupted, unless it is an emergency situation. When meeting
with a student, parents, community members or teachers, I need to be able to
give that party my full undivided attention, without interruptions. At the
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conclusion of a meeting, I will open my door and address any issues that may
have arose.

*In creating and coordinating professional development and staff meeting

agendas, time will be carved out and allotted for grade level colleagues to
participate in PLC’s once a month. PLC meeting times will follow a structured
protocol each containing a different learning outcome. I will communicate this
with staff members so all teachers realize time will be designed each month
for grade levels to meet and work towards a common understanding of
improving teaching and learning.

Communicate mission and vision with staff members. Discuss non-negotiables

and expectations for teaching and learning within the classrooms. This staff August 2017
development will be interactive. Staff will be asked to consider their non-
negotiables as a teacher part of a staff, and their non-negotiables in the
classroom. Teachers will participate in a chalk talk thinking routine to record
thinking and comment on colleagues’ responses.

Seek to understand credentialing and articulation process prior to the start of

the school year. How are “at risk” students targeted, and what conversations
take place between colleagues to better understand and better meet students’
needs as learners? August 2017

Although modifications will not be made the first year, I will strive to take
notes on key observations in these critical first few months for future
modifications. How is data used to drive instruction, and how are credentialed
and non-credentialed students held accountable for growth?

First Day of School, Assembly- staff introductions, student expectations are First Day of
reviewed and discussed. School
September 2017

First Day of School, walkthroughs in all classrooms First Day of

School
(September
2017)

Continual walkthroughs each day. With the understanding of unforeseen

situations and circumstances that need to be handled promptly, as a personal September-
goal, I will strive to walk through each classroom, each day I am in the ongoing
building to build a presence within the school.

Plan staff meeting professional development for the semester (September- September 2017
December).

Communicate with staff members expectations for Open House/Curriculum September 2017
Night.
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Plan Professional Learning Communities (PLCs) agendas/protocols for each

month. Grade level PLC’s will focus on the following focus questions:
 How can we maximize student learning as a grade level by
differentiating instruction to better meet the needs of all students? I
will focus on feasible solutions for math, reading and writing.
 What implications does current data tell us about our instruction? What
areas can we improve and what areas have we recently seen growth?
 How can we use common assessments to better understand our
learners? (Time will be given for teachers to create common
assessments to be used within the grade level) September-
 How can our report card comments best show student learning, while ongoing
also best communicating with parents how they can assist their child at (modifying as
home to maximize growth? needed)
What content language do we use and expect our students to use across
contents? Are we holding all of our children to the same standard?

 After each PLC meeting, staff will be required to turn in notes from
these meetings. This will also allow staff to address any questions or September-
concerns they may have with building procedures, protocols, PLC’s or ongoing
grade level expectations. As my schedule allows, I will focus on
rotating through PLC meetings to gain a better understanding of
current practices and ideas for improvement within these practices.

Send weekly e-mail to staff informing every one of the schedule for the
coming week, along with celebrations, successes and announcements. Weekly-
ongoing

Circulate through classrooms on Curriculum Night. End of

September 2017

Meet with grade level teams to discuss SMART goals, grade level Beginning of
expectations and noticings in gaps of learning. October.
SMART goals
due for final
submission
mid- October

Familiarize myself with evaluation tools (Marzano, Danielson, etc).

Communicate protocols for evaluations with staff members and the impact Beginning of
walk-throughs, formal observations and student growth have on final October 2017
evaluations. Project domain reflection deadlines as part of the evaluation
model.

Meet with any individual teachers as needed to further discuss SMART goals,
provided or suggested accommodations, modifications, etc. October 2017
100 DAY PLAN 6

Review data used to formulate credentialing plans. Professional development

may be developed based on collected data to ensure fidelity in administration October 2017
of the chosen assessments (DRA, QRI, etc).

Formulate a committee to revisit and review the school mission statement.

This committee will include classroom instructional staff, support staff, and
involvement from the Parent Teacher Organization. When reviewing the
mission statement, it is important for staff to consider the core values October 2017
engrained within the fabric of the school, such as promoting student growth.
The educational ideals/practices that cannot be compromised should be a
forefront in the school’s mission statement. Multiple meeting dates will be
established to allow time for the committee to be reflective of the school’s
mission statement and responsive as to how the mission statement should be
revised.

Review and familiarize myself with report card protocols and procedures. This
may include discussing how report cards are handled with team leaders, or
sending out a survey designed to tease out report card strengths and
inconsistencies. I will look to ensure grade level colleagues are using October 2017
consistent student measures when deciding if a student is meeting a desired
grade level benchmark. Evidence and artifacts for report cards should be
consistent amongst grade levels.

Next Steps:

With the second quarter of the school year quickly approaching, I would look to hold

individual meetings with teachers to discuss report cards. Teachers would be required to

document evidence of student learning much below the standard, as well as above the standard.

Correlation should be made between students covered through SMART goals and those below

the standard. In addition, I would look to ensure grade levels teams were consistent with one

another.

After the first quarter, I would assess PLC teacher teams, and select one teacher from each

grade level to be placed on a leadership team within the building. The leadership team would

meet twice a month and focus on student achievement, celebrating successes on staff, building
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school culture and communicating new initiatives back to grade level teams. This committee

would be composed of teachers with varying levels of experience and strengths.

In February, I would reflect on the processes embedded within the first half of the school

year. These processes may include: formation of class lists, the credentialing process, IEP/504

process and placement, staff meetings, PLC’s, Specials Schedules, etc. After observing the

processes and procedures in place, I would look at the procedures I wanted to change. It would

not be realistic on intending to make all necessary changes to systems and procedures as a

second year administrator; however, I would tackle a handful of procedures I felt change could

make the greatest improved impact on student success.

Summary Analysis:

The first 100 days as administrator are bound to be taxing, full of unexpected, unplanned

experiences. During these times, my mission and vision will serve as my guiding force in aiding

my navigation through uncharted waters. Much of my time during my first 100 days will be

centered on building relationships with staff, students, families and community members. I will

strive to be visible, present and transparent in my communications with all parties. Unintendedly

during this transitional phase, teachers may push back due to any new procedures, expectations

or requests that may feel unfamiliar. With new leadership, and the formation of new committees,

some teachers may feel as if they are not getting the attention or positions they desire. Open

communication will be key in ensuring all voices are heard. Intentionally, I hope all teachers feel

comfortable sharing their concerns, questions and worries with me.

As a reflective person by nature, I will dedicate time towards reflection to promote a

growth orientated culture where my staff members and I can thrive. Using this form of reflection
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to improve on future practices will support my career and maximize success. I will know I am

doing a good job through observing school culture and climate. As an effective school leader,

students and staff need to be working interdependently with one another, demonstrating trust and

support. This observation would be instrumental to indicate my success as a leader.