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Standard 2: Governance and Leadership

HMS leadership team consists of administration, guidance, grade team leaders, and instructional coaches. The leadership team can document compliance with Standard 2 in the following manner:

The Faculty and Staff handbook clearly and directly supports the school's purpose and direction and the effective operation of the school. It clearly states the mission, vision, and slogan of the school, and gives direction for professional growth of all staff. Staff handbooks are prepared before the beginning of the school year and are reviewed in detail with the faculty and staff during preplanning. The student Code of Conduct is also distributed to teachers/students/parents at the beginning of the school year to ensure students are in compliance with district policies and practices.  The Gadsden County Teacher Evaluation Model is in place for monitoring effective instruction and challenging learning experiences for all students.

The governing body (District) has processes to ensure that its decisions and actions are in accordance with defined roles and responsibilities as evidenced through their curricular duties, the Gadsden County Teacher Evaluation Model, agendas and minutes for leadership team meetings, faculty/staff meetings, and department meetings. Various stakeholders provide professional development on all areas of the curriculum. PAEC Administration ensures that all teachers are certified and highly qualified as evidenced on the DOE website. There is proof of legal counsel; some faculty and staff are members of the union. Evidence includes a list of the assigned staff. There is a formally adopted Code of Ethics that is established, but it needs to be reviewed by the administration. The administration also needs a communication plan and a training plan to inform all staff on code of ethics, and conflict of interest.

The governing body (District) consistently protects, supports, and respects the autonomy of the school leadership to accomplish goals for improvement in student learning and instruction, and manage day-to day operations of the school. The Administration collaborates with the governing body (DLT- District Leadership Team) regularly regarding school operations, effectiveness and strategic planning. Evidence includes the District and School Improvement Plans, agendas from DLT meetings, minutes of the meetings, e-mails, and School Board meeting minutes. Unfortunately the school leadership has no control over the allocations from the district's budget but receives appropriate staff allocation based on the number of students enrolled.

Administration frequently collaborates with the academic coaches and teachers to discuss continuous improvement of the school. The LT also meets with the School Advisory Committee (SACS) and the PTSA regularly to discuss continuous improvement and the best interest of the school. Grade level team leaders collaborate with teachers, and subject area chairpersons collaborate with their departments to discuss Evidence of the collaborative process includes agendas and sign-in sheets from meetings (Faculty meetings, SACS, PTSA/Parent Expos and documentation regarding parent meetings). Evidence of communications to the parents includes the school's website, scheduled parent conferences, and parent links.

Leadership effectively communicates with community stakeholders to solicit their support, collaboration and involvement in school improvement efforts. School leaders encourage active stakeholder participation with measurable results to assure stakeholder ownership and sense of community. Stakeholders provide input and or feedback resulting in revisions to the School Improvement Plan. Internal Stakeholders include parents, teachers, students; PTSA-membership drive, and the SACS Committee. External Stakeholders include Kiwanis Club, Harvey's Market, Burger King, Subway, Granny's, Stone's Hardware, Coastal Lumber Company; NAPA Auto Parts. Evidence includes communication to stakeholders about policy revisions, agendas, and minutes of stakeholder meetings (PTSA/Parent Expo, SACS Committee, and Kiwanis), sign-in sheets to monitor participation, memorandums to stakeholders, and survey responses.

Administration regularly implements the supervision and evaluation processes using the Gadsden County Teacher Evaluation Model. Feedback of the supervision and evaluation process is immediately given to the teachers. Administration reviews the evaluation feedback with the teacher to adjust professional practice and ensure student learning Evidence includes the Gadsden County Teacher Evaluation Model w/ criteria for improving professional practice and student success noted (feedback), teacher walk-through notes, job specific criteria for staff, and examples of professional development offerings related to improvement.