This is another example of a principal being empowered to lead a district-wide stakeholder team with respect to the district’s calendar. During the needs analysis stage of the development of our strategic plan, data collected indicated the number one social/emotional concern by students and parents was the placement of first semester finals and end of the first semester after winter break.

This is another example of a principal being empowered to lead a district-wide stakeholder team with respect to the district’s calendar. During the needs analysis stage of the development of our strategic plan, data collected indicated the number one social/emotional concern by students and parents was the placement of first semester finals and end of the first semester after winter break.

As superintendent, my Cabinet and principal teams worked on establishing supports to improve safety for all students and to empower our students to achieve and succeed while enrolled in our schools. The district did not have any policies or procedures in place to support a variety of diverse student populations prior to me becoming superintendent. Included is a letter to staff, a presentation provided by the administrative team on opening day for all employees, new policies passed in April 2017, and procedures that were created and published during the current school year. The policy committee worked extremely close with our principals and their assistant principal teams to provide guidance and coaching to ensure improved equity for all students.

As superintendent, my Cabinet and principal teams worked on establishing supports to improve safety for all students and to empower our students to achieve and succeed while enrolled in our schools. The district did not have any policies or procedures in place to support a variety of diverse student populations prior to me becoming superintendent. Included is a letter to staff, a presentation provided by the administrative team on opening day for all employees, new policies passed in April 2017, and procedures that were created and published during the current school year. The policy committee worked extremely close with our principals and their assistant principal teams to provide guidance and coaching to ensure improved equity for all students.

The district did not have a strategic plan before I became superintendent. I worked on the development of the plan for over one year and completed the plan thereafter. The plan was passed in September 2017 and implemented during the school year.

The district did not have a strategic plan before I became superintendent. I worked on the development of the plan for over one year and completed the plan thereafter. The plan was passed in September 2017 and implemented during the school year.

As superintendent, I committed to empowering my principals to lead, develop accountability, and employ/analyze attitudinal and statistical data to make data-driven decisions and recommendations. This is one example where principals were empowered and coached to lead a district-wide stakeholder team to explore the effectiveness, responsiveness, and value of assessments used by the district.

As superintendent, I committed to empowering my principals to lead, develop accountability, and employ/analyze attitudinal and statistical data to make data-driven decisions and recommendations. This is one example where principals were empowered and coached to lead a district-wide stakeholder team to explore the effectiveness, responsiveness, and value of assessments used by the district.

As superintendent, my Cabinet and principal teams were committed to preparing all learners for global citizenship and high-quality Science, Technology, Engineering, Arts, and Mathematics (STEAM) instruction. As a result, we initiated a STEAM philosophy district-wide. We embedded STEAM across the curriculum and also included professional learning for content areas beyond the STEAM acronym to ensure high-quality teaching and learning was provided. We also partnered with our three sending school districts to ensure STEAM articulation remained in place for years to come.

As superintendent, my Cabinet and principal teams were committed to preparing all learners for global citizenship and high-quality Science, Technology, Engineering, Arts, and Mathematics (STEAM) instruction. As a result, we initiated a STEAM philosophy district-wide. We embedded STEAM across the curriculum and also included professional learning for content areas beyond the STEAM acronym to ensure high-quality teaching and learning was provided. We also partnered with our three sending school districts to ensure STEAM articulation remained in place for years to come.

As principal at Lane Tech College Prep, I led both the High School and Academic Center for Middle School students. Lane Tech houses over 4,200 students and the attendance area is the entire city of Chicago. As a result, Lane Tech is one of the most diverse schools in the nation. Each year, we hosted an open house for students considering enrollment in both the Academic Center and the High School.

As principal at Lane Tech College Prep, I led both the High School and Academic Center for Middle School students. Lane Tech houses over 4,200 students and the attendance area is the entire city of Chicago. As a result, Lane Tech is one of the most diverse schools in the nation. Each year, we hosted an open house for students considering enrollment in both the Academic Center and the High School.

I spent nine years during my time as both a principal and an assistant principal developing and nurturing the growth of my school’s STEAM program. I led curriculum development efforts and the design of innovative learning spaces to implement creative, state-of-the-art course offerings.

I spent nine years during my time as both a principal and an assistant principal developing and nurturing the growth of my school’s STEAM program. I led curriculum development efforts and the design of innovative learning spaces to implement creative, state-of-the-art course offerings.

When I became superintendent, I was in the unique position of hiring all my principals, assistant superintendents, and almost every district director. I inherited a district that has been experiencing high administrative turnover over the previous four years.

When I became superintendent, I was in the unique position of hiring all my principals, assistant superintendents, and almost every district director. I inherited a district that has been experiencing high administrative turnover over the previous four years.

While superintendent, my Cabinet created a presentation based on an analysis of student mathematics and reading/literacy utilizing Grant funds to meet student needs (funds were monitored annually). A Task Force was also assembled to examine alternatives to suspension and work with the counseling department and Dean to implement changes for better supporting truant students. A review of cultural competencies was also provided along with recommendations for better supporting all students via an equity lens.

While superintendent, my Cabinet created a presentation based on an analysis of student mathematics and reading/literacy utilizing Grant funds to meet student needs (funds were monitored annually). A Task Force was also assembled to examine alternatives to suspension and work with the counseling department and Dean to implement changes for better supporting truant students. A review of cultural competencies was also provided along with recommendations for better supporting all students via an equity lens.

As principal, I provided an annual “State of the School presentation for all stakeholders. The presentation included a focus on freshman student on-track progress, Advanced Placement (AP) enrollment, standardized testing data, school culture and climate, student support services, and parental involvement and support services.

As principal, I provided an annual “State of the School presentation for all stakeholders. The presentation included a focus on freshman student on-track progress, Advanced Placement (AP) enrollment, standardized testing data, school culture and climate, student support services, and parental involvement and support services.