Principal Entry Plan

Doneen
Johnson

I am a student at heart,
teacher by default,
educator by choice,

and a leader by example.

A detailed 90-day action plan
accompanies this entry plan and will be

modified as necessary.

Leadership is about making others cut and remove this section
better as a result of your presence and
actions. It is about making sure the
positive impact lasts even in your
absence.

This plan will help us strategically:

● collect necessary information to
identify areas of strengths and areas
for growth.

● limit initiatives and focus on student
growth.

● implement resources.
● use time effectively.
● motivate and empower one another

for continued improvement and
growth.

PURPOSE cut and remove this section

The first 90 days are the most important days during a
transition. With the belief that any school can become a
great school with a great reputation, proper focus and
attention must be placed on the things that absolutely
matter while consistently holding high expectations for
everyone, challenging others and myself to continually
improve, building authentic relationships, and cultivating
a pleasant environment conducive to learning.

My job will be to recognize greatness while providing
support and guidance on areas of struggle. This comes
with understanding the culture and needs of the school
without judging. A clear and intentional plan will help
guide and ensure a smooth transition between principals.
This entry plan serves that purpose.

This document should be used to provide all
stakeholders within the community, students, staff, and
district insight to my vision and thought process as an
educator and life-long learner. Creating this plan has
been challenging, yet rewarding as I was able to delve in
deeper to my core values and beliefs about education.
My vision to lead is based on one thing - greatness. I
plan to lead from the standpoint that good is just not
good enough. There is always work to be done, even if it
requires maintaining being great.

I have had the pleasure of working as a classroom cut and remove this section
teacher, remediation teacher, tutor, principal intern,
assistant principal, mentor, and literacy coach
throughout my career as an educator. I research
relevant topics in education to constantly improve my
practices and coach those working with me. My
experiences have created the mindset that there are no
two students who feel, think, and act identical to one
another regardless of the similarities within the
environment they are accustomed. Yet, they all need to
feel cared for and appreciated for who they are.
Educators have the ability to mold and help students
feel as though there are no limits to the greatness they
can achieve. I am a servant leader with high
expectations for transformation and growth of all,
including myself.

SCHOOL VISION cut and remove this section
The school will provide rigorous and relevant learning experiences
allowing students to communicate and collaborate in diverse
settings to prepare each student for life beyond school through the
use of engaging indispensable learning opportunities.

EDUCATIONAL VALUES
School is a place where you will spend more time with others than
you spend with your own family. Therefore, we become invested in
our job to build up our students and the community. We should
always do our best, because the children become a representation
of us.
Our school community is a family and we must operate as such.
We must treat each child as if they are our own, work together,
support one another, and realize that every single person is
valuable to the school family. We are only as successful as the
energy we put out. Therefore, respect is a non-negotiable.

EDUCATIONAL BELIEFS
● The greatest resource and hope for the future is the
successful education that can be passed through
generations.
● Everyone can learn and succeed in areas of benefit with the
proper supports in place.
● High expectations yield excellence while goal-setting and
constructive evaluation enhance performance.
● Education is a lifelong journey.
● Caring and responsible attitudes create respectful
individuals.
● A skilled, committed, and caring staff is vital for success.
● The consistent support and partnership between the school
and family is important to an individual’s success as the
education and welfare of students is a shared responsibility.

I will put students first. cut and remove this section

School is a service business. I will always remember why I chose
education and hold true to the promise of being part of a cause bigger

than myself and to have a positive impact on our future. Creating
opportunities for younger generations has been and will continue to be my

top priority. I will remember that our goal is learning and growth for all of
our students. My vision and purpose extends far beyond standardized

tests. Many of the important lessons we teach are “not on the test.”

I will be visible.

I will be in the hallways, classrooms, and at events as much as my
schedule allows. I will make it a point to get to know staff, students, and
parents and to be accessible to all. I will make the most of the time I have

been afforded to work with each of you.

I will engage our community.

Parents are vital partners to our work. I will do my part to build
relationships with our families through meaningful community
partnerships. I value the input of others and will take all ideas, concerns,
and questions into consideration as decisions are made on behalf of our

students, staff, and community.

I will be direct.
I will make tough decisions and be accountable.

I will clearly articulate my views and values so that everyone knows my
perspective. I will communicate regularly so people will know what is
happening at school. I will practice transparency, be a model for high
standards, and maintain high expectations. Hard calls will need to be
made and I pledge to make my decisions based on what will benefit

students most. I will be open about the thought process behind making
final decisions. I will also have difficult conversations with students, staff,

and parents when necessary. As a servant leader, I commit to making
tough decisions, listen and be direct, but also realize that I will make
mistakes. When mistakes occur, I will take the responsibility and improve.
I will not ask anyone to do anything that I am not willing to do myself,

including coming out of my comfort zone to learn and grow.

I will empower others.

To be a leader, you must build the leadership capacity of others. I will
constantly encourage members of the staff to push beyond their comfort

zone to further their development so that we may do the same for our
students and families. I will trust staff members to be professionals, and

will not hesitate to praise excellence and growth.

“It is through others that we develop into ourselves.”

cut and remove this section

SUCCESSFUL STUDENTS cut and remove this section
Graduate every student confident, competitive, and ready for a career,
college, and life.

● Organize digital data notebooks for staff AND each student.
● Set SMART goals/data plans for instruction and student

achievement.
● Set up an assembly calendar and host motivational assemblies for

students throughout the year.
● Engage in daily morning meetings.
● Train students to become leaders of the morning announcements.
● Create a student comment/concern box.
● Review master and class schedules to maximize instruction.
● Analyze demographics, behavior data, teacher surveys, parental

involvement surveys, and interview responses.
● Teach students to be reflective and provide continuous

opportunities for self-expression.

“Develop a passion for learning. If
you do, you will never cease to grow.”

WHOLE CHILD TENETS cut and remove this section

● Each student enters school healthy and learns about and practices a
healthy lifestyle.

● Each student learns in an environment that is physically and
emotionally safe for students and adults.

● Each student is actively engaged in learning and is connected to the
school and broader community.

● Each student has access to personalized learning and is supported
by qualified, caring adults.

● Each student is challenged academically and prepared for success in
college or further study and for employment and participation in a
global environment.

● Each student will practice self-reflection through the continuous and
effective practice of restorative justice.

BUILD STAFF CAPACITY cut and remove this section

● A shared vision of learning is developed.
● The school culture and instructional program is sustainable and

conducive to student learning, as well as professional growth.
● A safe, effective learning environment is created.
● Consistent collaboration with families and community members is

encouraged.
● Ethic, integrity, and fairness is evident.
● Leadership is distributed throughout the building to inspire

high-functioning practices and decision-making.
● All decisions are made with a shared decision-making model and

based on what is best for students.

“High expectations are the key to everything.” cut and remove this section

PROVIDE AN EQUITABLE EDUCATION

● Each student will be provided with adequate instructional and support
systems.

● High comparable achievement will be made possible for all subgroups.
● Participation in school programs will be accessible and inclusive of all

students.
● Acceptance, value, respect, safety, security, and support will be

exercised to decrease and eliminate the fear of threat, humiliation,
danger, disregard, or failure as students are challenged to become
invested in their education and succeed.
● Each stakeholder will have the opportunity to voice concerns and
suggestions for improvement as each stakeholder bears the weight of
responsibility for each student.

In this first image, it is Individuals are given The obvious supports are
assumed that everyone different supports to make no longer needed to see the
benefits from the same it possible for them to have same view, because the
support. They are being equal access to the view. causes of inequality were
treated equally. They are being treated addressed. The systemic
equitably. barrier has been removed.

“Once learning begins, it never stops until
the learner gives up.”

cut and remove this section

PREMIER PROFESSIONALS cut and remove this section
Recruit, support, and retain impactful teachers, leaders, and support staff.

● Develop recognition and awards for staff with monthly motivators.
● Establish leadership teams and define leadership team roles.
● Meet with SIT to plan for PLCs, data analysis, leadership, MTSS, vertical,

correlates, PBIS, and SIT meetings.
● Attend instructional meetings regularly.
● Create an observation schedule for all staff.
● Review lesson plans and provide timely feedback.
● Determine and schedule needed professional development sessions.
● Ensure new teachers receive mentors and meet regularly.
● Coach all teachers through actionable steps as needed.

● Highly effective classrooms can result from highly effective professional cut and remove this section
development.

● Student learning outcomes is the driving force behind professional development
efforts.

● Observations and coaching is vital to improving the teaching and learning taking
place throughout the school.

● Teachers are professionals who use their classrooms as innovative sites to
engage students in authentic learning.

● Teachers share valuable information with other teachers.
● Teachers understand their practices and how it affects their students.
● Professional learning communities are networks to promote quality practices

and data analysis.
● Professional development is ongoing and is determined by the needs of the

students, staff, and school needs.

Ensure Effective Professional Development:
● Relevant sessions will be identified through staff suggestion, data, and
observation. Various options will be offered to allow choice.
● Sessions will be interactive and allow staff to walk away prepared for
implementation.
● PD will be ongoing, so that practice is sustainable and consistent for evaluation
of effectiveness.
● Strategies, activities, and information will be embedded into the teaching
process for continued improvement of teaching and learning. Effective and
actionable feedback will be given for continued growth.
● Learning will be personalized with professional development plan (PDP) goals
challenging all to continue learning and growing so that professional capacities
are stretched and development within education is encouraged.

cut and remove this section

A positive school culture creates an environment where those involved want
to do more and that is what makes us stronger as a team.

EXCEPTIONAL ENVIRONMENT
Integrate resources, facilities, and staff to maintain a safe, inviting learning environment
for students to grow academically, socially, and emotionally.

● Send an introductory letter to all staff inviting them to set up a meeting time to
gain insight about their needs.

● Collaborate with current administration to get an overview of the building.
● Spend time getting to know all support staff while discussing expectations,

developing routines, and sharing goals.
● Review handbooks, schedules, and calendars.
● Conduct a safety inspection/walkthrough of the building and grounds.
● Evaluate and meet with the school crisis response team to review procedures and

make staff aware of protocol.
● Review budgets to adequately take care of school and students’ needs.

COMMITTED COMMUNITY
Collectively engage school, parents, and community in building student success.

● Send an introductory letter to families inviting them to meet and greet sessions to
get acquainted and provide feedback.

● Make personal phone calls to families who do not attend the meet and greet
sessions.

● Share a video on the school’s website to share the mission, vision, goals, and core
values of the school.

● Set up professional development opportunities for parents regarding
curriculum, assessments, technology, homework, technology, PBIS, etc.

● Develop a key location for families and community members to access
information and acknowledge recognition of awards.

● Create monthly parent newsletters/videos highlighting student growth,
experiences, and successes.

● Recruit parent volunteers and actively engage PTA.
● Create a contact list of community partners in the district.
● Invite community partners to attend events.

Ensure Connectedness:
● Perform a needs assessment to establish our strengths and needs for improvement.
● Strengthen a culture of learning for students, staff, and parents with clearly-defined high
expectations.
● Establish regular community interactions.
● Increase parental and community involvement through targeted and intentional
activities/programs.
● Build effective communication strategies throughout the school.
● Develop fair processes to allow all stakeholders the opportunity for input.
● Foster respect for diversity by spotlighting all cultures and national
celebrations/awarenesses.
● Create an inviting environment embraced by all.
● Set consistent consequences and rewards.
● Create rituals and traditions that are meaningful and engaging to staff, students, and
families.
● Students, families, and educators work together to develop and work through a shared
school vision.
● Build strong relationships.
○ Staff-Staff
○ Staff-Student
○ Staff-Parents
○ Staff-Community
○ Student-Student
○ Parents-Student
● Teach essential social skills.
● Allow opportunities for problem-solving skill practice.
● Praise and celebrate victories.
● Norms, values, and expectations support social, emotional, and physical safety.
● Stakeholders are engaged and respected.
● Model and nurture attitudes that emphasize the benefits of learning.
● Contribute to the daily operations of the school and care for the physical environment.

Each day should offer new challenges, even if simply building upon previous
challenges. Students should walk out of the door feeling accomplished at
something each day. Our students are our future and we will depend on them
one day. Therefore, we must behave as such and ensure that we do what is
required for success.

The question that grounds my work and allows me to gauge effectiveness that I
ask others to reflect on as well is:

Will the work and influence put forth daily allow us to trust our current students to
make decisions that affect us as they become our doctor, lawyer, grandchild’s
teacher, mechanic, technician, first responder, activist, or neighbor one day?







Goal #1
Perform a needs assessment to establish our strengths and needs for improvement.

It is my job as principal to assess systems, identify weaknesses to improve upon them, and indicate strengths to
continue. I must get stakeholders involved and engaged by establishing trust and allowing them a voice in our
school wide vision. During initial meetings, stakeholders will come to understand my core values and vision for
our school. It is important that we establish a culture of confidence, excitement, and excellence that can resonate
with students.

Measurement of Goal: Common themes among various groups will be identified. Data will indicate common
stakeholder beliefs in our schools’ strengths, weaknesses, and vision for excellence. Data analysis will also
clarify target areas for immediate improvement. We will use this data to improve student learning by establishing
a set of SMART goals.

Goal #2
Strengthen a culture of learning for students, staff, and parents with clearly defined high expectations.

In our school, expectations will be clear to all stakeholders and consistently modeled by the principal each day.
We must all take ownership in our school and commit to doing whatever it takes to exude excellence! It is
important that we switch from a culture of teaching to a culture of learning. What students learn matters, but how
they learn defines their success both within and outside the classroom. To build on a culture of learning, we
must commit to the philosophy that ALL students can learn and that we will maintain high expectations for ALL
students. We must work collaboratively as a team to develop new ideas and strategies to help our students. We
must have an organized system that sets clear expectations for students and answers the following questions:

● How do we know that students are learning?
● How can we support/assist students in their learning?
● Based on a collaborative analysis of the results of our efforts, what can we do to improve student

learning?

Measurement of Goal: Strengths and weaknesses for each of our programs and initiatives are evaluated for
effectiveness. There will be agreed upon school wide goals that will focus on improving student learning.
Professional development plans will be developed with updates throughout the year. Administrators are visible
throughout the school day and within the community. Frequent walk-throughs are intentional and conducted in a
manner to provide positive/constructive feedback or determine action steps for coaching on a regular basis.
There should be a noticeable decline in discipline incidents and an increase in achievements for all.

Goal #3
Establish regular school to community interactions.

It is imperative that we have a communication model that allows all voices to be heard, while maintaining a clear
focus on goals. Everyone should feel as though they belong to the school family. The school environment should
feel safe, inviting, warm, and welcoming as visitors come to the school. Giving support to the community will
bring support to the school, so we must be willing to venture beyond our school doors to get the job done.

Measurement of Goal: Updated website, social media interactions, and analysis of student and parent surveys.
Newsletters will be sent out to parents and posted on the school website. Regular communication methods will
occur as necessary. Worthwhile events will take place and invitations will be extended.

FIRST 30 DAYS

The first 30 days of entry will be dedicated to immediately establishing relationships. In this
time, it is imperative that learning takes place about the school’s history, understanding
traditions, digging into data, and gaining input for the direction stakeholders believe the school
should be headed. The school grounds and building will be inspected so that urgent needs are
tended to in a timely manner.

Task: Engage Staff

Invite staff to a voluntary “interview” to meet and understand needs; Meet & Greet Social
Determine a set of interview questions to ask each individual to gain a clear idea of individual needs.

Task: Listening Tour- Identify values, beliefs and conceptions/misconceptions of the school.

School Statements, Motto, Mascot, Reputation, News Releases
Invite staff to meet and provide insight to the previous practices of the school.

Task: Review campus data. Begin with individual and student group academic data. Review student discipline
referrals, suspensions, and campus discipline procedures. Review any current parent and/or teacher surveys.
Discipline Policies and Student Conduct Handbook; Behavior Plans; PBIS Plan and Strategies; Historical Test
Scores; Current Assessments; Parental Involvement

Task: Introduce myself to the staff via video welcome message, letter to staff, and invitation to meet me in
person.
Share information about self
(bio, contact information, educational philosophy, principal entry plan)

Task: Interview the former principal to gain insight.

Build a relationship with the outgoing principal and gain a clearer understanding of what has been happening
throughout the building; Understand the traditions and keep the ideas that worked.

Task: Get to know the office staff well.

What are their duties/responsibilities?
Schedule, Payroll, Attendance, Scheduling, Enrollment, etc…
Treat the office staff to lunch catered at school.

FIRST 30 DAYS

Task: Meet the cafeteria and custodial staff.
Is the building clean? Develop schedule and expectations. What maintenance areas need to be addressed prior
to opening? Treat the cafeteria and custodial staff to lunch catered at school.

Task: Check staff needs and hire teachers who are passionate about children and have a growth mindset.
Schedule interviews as soon as possible if vacancies exist. Create a committee and invite staff to help hire new
staff. Plan sets of interview questions dependent upon position.

Task: Learn the curriculum provided by the district. How is this being implemented?
Locate curriculum and instruction staff, meeting dates, resources, pacing guides, links, and expectations of the
district. Remind staff of where to find resources and begin preparing curriculum files for each grade level.

Task: Review school financial statements.
Examine accounts and historical spending habits with bookkeeper and set expectations. Review the budget.
Develop a conservative plan for the school year to include short and long-term goals. Fundraising Ideas

Task: Create opportunities for shared leadership, shared responsibility, and collaboration. Empower the staff.
Begin empowering staff during informational meetings by asking for input; Create a calendar for collaborative
planning in each grade level; Get information about each person’s strengths and weaknesses to
determine/suggest teams

Task: Identify the core values of the school.
Present core values, vision, and mission during introduction; Get input from staff during informational
meetings and draft core values as offered by staff

FIRST 30 DAYS

Task: Review the campus improvement plan and update if needed.
Identify whole school and subgroup performance targets; Ensure goals and strategies are aligned; Review
previous goals; Analyze school improvement plan for gaps and identify goals to continue.

Task: Make a strong first impression during the first 30 days. Plan a big event to kick off the first day of school
and during Open House. Keep the vision of the school in mind at all times.
Post introductory video on the school website; Plan Open House activities; Send out reminder phone calls
through the automated system.

Task: Spend time studying the district and campus handbooks.
Family Guide; Federal Programs; Parent Involvement; School Board Policies; Transportation

Task: Set goals to improve student learning. Have the staff help in identifying areas that are working best and
areas that need attention.
Determine goals based on staff information meetings and share compilation of ideas during back to school
meetings; Work as a group to define, modify, and strengthen any goals, while creating notable strategies; Meet
with instructional coaches.

Task: Take pride in the school. Display positive messages.
Motivational Quotes, Staff Shout-Outs, Positive Pride, School Values, Student Boards, etc.

Task: Create a Home-Away-From-Home experience. Staff, students, and parents need to feel welcomed and
part of the team.
Parents, staff, and students may show up unannounced at any time, even during the summer. At any time, they
must all feel welcomed and important to the team. Brief office staff on customer service and provide training as
needed.

FIRST 30 DAYS

Task: Survey the staff.
What are the strengths of the school? What do you like about the school? What are your hopes/wishes for this
year? What do you want the school to be? What are the areas of opportunities for growth or improvement in
our school? What successes have been celebrated in the past? Which do you want to continue to be celebrated?
I am most proud of our school because...? In what areas would you like to see the school grow? In what areas
would you like to grow? Committees to serve? Areas of strength?

Task: School Safety: visitors on campus, arrival/dismissal procedures, before/during/after school duties of
supervision,etc.
Inspect security of the campus. How do students transition from class-to-class, through the building
independently, between buildings, across the campus, to/from buses, the playground? Supervision of
halls/common areas of the building?
Create a duty schedule.

Task: Dive into Data (State, District, Campus, Groups)
What are the formative assessments? When are they given? Are they valid assessments? Analyze root causes in
areas of need. Prepare pertinent information for back to school staff meeting to set goals.

Task:

Task:

WITHIN 60 DAYS
Within 60 days, the direction of the school should be evident and work to accomplish goals
should be in motion. Teams are being established and roles are defined with clear expectations
as everyone continues working to meet achievable bite-sized targets.

Task: Create a meeting schedule for all grade levels, departments, and campus committees.
Vertical/Department Collaboration, PLC, SIT, PBIS, Correlates
Meeting days will be scheduled based on feedback from staff insight meetings so staff ideas are reflected;
Monthly Staff Celebrations/Gatherings; Staff meetings will correlate with professional learning.

Task: Implement a strong morale boosting plan to kick off the year.
Incorporate team building event during back to school staff meeting; Encourage monthly socials/gatherings;
Celebrate and recognize accomplishments

Task: Update the school website, indoor/outdoor signage, and calendars. Reflect the energy of the school.
All updates may be determined during the first 30 days. It may take an additional 30 days to have proper
personnel make those changes and properly use funds to update signage and areas around the building.

Task: Get copies of the master schedule and calendars for all staff.

Provide teacher binders for staff during back to school staff meeting that pertains pertinent school-wide
information including emergency substitute plans to be housed in the classrooms. Maintain an updated shared
calendar.

Task: Create a Monday Motivational Memo to keep staff motivated and inspired.
Motivational messages will be sent out to students, staff, and families on a regular basis; Staff Thank You
notes; Student notes home; Personalized student motivational notes

Task: Send out a weekly/daily email as needed to keep everyone “in the know.”

Weekly reminders; Phone app for reminders and text messages to be downloaded during back to school staff
meetings; Parents will be encouraged to download the app as well.

WITHIN 60 DAYS

Task: Create a leadership team of teacher leaders.
Identify main priorities for teams to accomplish; Develop norms, procedures, meeting schedule, and roles.

Task: Develop a shared vision with the staff.
Post the vision and mission statement; Create a poster for every classroom; Place on a mural for the halls or
entrance of building; Create a graphic of the belief and vision for the school

Task: What are the non-negotiables for the year?
Daily Greetings; Morning Meetings; Parent Contact; Team Participation; Lesson Planning; Professional
Development; Present a possible solution with problems; Professionalism

Task: Create a back-to-school checklist for the staff.
Lesson Planning; Substitute Plans; Emergency Exit and Procedure Signs Posted; Materials/Supply Check-Out;
Classroom Rules and Routines; Classroom Communication Plan; Inspect Cumulative Folders

Task: Identify the staff development needs. Create a plan with teachers to address their needs.
Following staff informational meetings, begin developing professional development draft with priorities in
mind; School-wide PDP targets; Begin assigning action steps in the next 30 days. Analyze staff data in regards
to behavior data and office referrals to determine levels of support; Licensure and Highly Qualified Staff;
NCEES; EVAAS

Task: Personnel records- review and take notes.
Obtain contact information for all staff for emergency situations during back to school staff meeting.

WITHIN 60 DAYS

Task: Create an assessment calendar, professional development calendar, school events calendar, classroom
observation calendar, and organize the first PD sessions for back to school.
How often are assessments given and is it often enough for teachers to get information on how students are
progressing? Set particular days of the week/month for types of meetings according to staff informational
meetings.

Task: Host a Breakfast for Pre-K and Kindergarten parents.
The breakfast can be hosted on a day as chosen by the Pre-K and Kindergarten teachers as convenient for
parents to allow parents and students to become comfortable with the school/classroom/teachers.

Task: Plan for enrollment day. Carefully place students in classes by balancing academics and
identified/documented issues.
Identify behavior incidents; review report card grades; review teacher EVAAS data and assessment results for
strengths; Invite a set of teachers to gain feedback for student placements and make changes as deemed
necessary

Task: Know the layout of the building and emergency procedures. Build a master schedule for drills.
Ensure each classroom has a flipchart of emergency procedures and exits; Plan a tentative schedule for all drills
to take place throughout the year.

Task: Create a welcoming environment. Start with the entrance and main office.
Get to know the office and custodial staff prior to making changes with the decor; Incorporate colorful designs;
Set out inviting aromas; Hang welcoming signage

Task:

90 DAYS

Within 90 days, all staff should feel comfortable and already impacting students with warm
environments conducive to learning. Steady professional development must occur and
intentional learning must take place daily.

Task: Instill a culture of learning rather than a culture of just teaching. All students can learn given a positive
learning environment.
Provide professional development for creating a positive learning environment. Model positivity.
Be visible in the classrooms and in common areas of the school. Adverse Childhood Experiences (ACES) training

Task: Recognize students and staff for their dedication.

Monthly staff scheduled celebrations; Assemblies and announcements for student successes; Honor Roll,
Attendance, and Behavior Awards

Task: Meet with families and community members. Invite them to a Meet and Greet. Share ideas on activities
for the school year and welcome their input. Work with local businesses, churches, etc...
Coffee with the Principal, Contact the PTA President; Create a system for parents to provide feedback -
accessible box in the hall, online submission system; School Newspaper; Prepare a poll/survey to determine
needs of parents and community members; Offer multiple meet & greet sessions to allow maximum
participation.

Task: Host a meeting specifically for students.

Pizza with the Principal, Popsicles with the Principal, Lunch with the Principal, etc.; What do you like about the
school? What do you dislike? What are the rules of the school? What is the homework policy? If you could
change one thing about the school, what would it be? What would you keep the same?

Task: Provide student-specific supports and interventions to students in need.

Determine the systems that will be used to monitor student performance; Analyze strengths, weaknesses, and
barriers; Plan enrichment and remediation schedules

Task: Review attendance at the end of each week. Contact teachers and parents of students with excessive
absences.
Schedule regular meetings with the school counselor and social worker to develop necessary plans for students
with excessive absences; Quickly begin monitoring students with excessive absences in previous years.

90 DAYS

Task: Create social media accounts for the campus or gain access to current accounts.
Invite families to download Remind App for messages; Parent Connect; Offer a raffle for all families to enter
upon downloading the app for communication during the first week of school (get parents to interact with the
app by sending a message to be entered into the drawing).
Task: Be knowledgeable of all required state/district trainings- CPR certifications, Bullying, etc...
Identify staff members with certifications and keep record of all trained individuals; Schedule trainings for staff
members needing updates/renewal of trainings.

Task: Create a schedule for faculty meetings. Do not cancel. This sets a tone for future meetings.
Always provide refreshments of some sort. Always begin with celebrations and recognitions; Staff members
spotlight one another; Teacher of the Month; Staff Member of the Month

Task:

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