2009-2010 Self-Study WASC Action Plan - Julian Charter School

ORGANIZATION AREAS OF STRENGTH
• A personalized learning vision that is visible, clear and
drives decisions (and attitudes) at the school.
• An academic program that meets individual needs and
interests while also preparing students for appropriate
pathways post graduation.
• The flexibility to make financial, human, physical, resource,
or academic program changes as needs are identified.
• Proactive and well-connected/informed leadership that
helps to keep the school on a sound financial footing and
knowledgeable about legislative impacts/changes.
• An outstanding relationship with the sponsoring district.
• A governing board that supports the professional staff in the
carrying out of their responsibilities.
• Continued progress towards finding the “right seat on the
bus” for employees while meeting the needs of the school.
• As a school of choice, all students, parents, and teachers
have chosen to be a part of Julian Charter School.
ORGANIZATION GROWTH AREAS
• Seek additional ways to provide ongoing revenue streams to
support teaching and learning; provide for ways to thrive
during economic recovery and institute structures that work
well in good economic times and also during the lean years.
• As the governing board grows or evolves and/or vacancies are
filled, seek members with diversified areas of expertise.
• Provide ways for staff to more fully understand the breadth of
program options, organizational structures, and systemic decision-making
impacts; increase inter-program communication.
• Build in leadership opportunities, succession planning and
more opportunities to build capacity within existing staff.
• Stay competitive with other charter schools.
• Increase effectiveness and efficiency in delivering personalized
learning; reduce demands on EFs.
• Embrace 21st century skills for students and staff; infuse 21st
century skills into strategic planning.
• Continue to seek ways to support parent-teachers and
independent study families.
• Continue to build a data-driven PLC culture where staff
development and professional growth stems from the work of
the team and is responsive to teachers’ needs.
Chapter 4: Self-Study Findings: Organization
Julian Charter School Focus on Learning 2009-2010 57