Iowa Leadership Standards - Calvary Christian Academy

 1.1 – Collaboratively design, communicate, and evaluate a district mission and vision designed to reflect a core set of values and priorities that include data use, technology, equity, diversity, digital citizenship, and community.  1.2 – Lead district strategic planning and continuous improvement processes that engage diverse stakeholders in data collection, diagnosis, design, implementation, and evaluation.

• "Where there is no vision, the people perish: but he that keepeth the law, happy is he." 
• Mission and Vision: Collaborated with CCA school board to customize mission/vision statements to reflect the heart of Calvary Christian Academy. Professional Development to engage teachers in this process. Lead Professional Development to create Portrait of a Graduate to reflect the mission/vision of CCA.
• Equity/Diversity: Created Discipline Handbook and updated Family/Student handbook to reflect law and policy of equitable services. Implemented tiered interventions of support to meet the diverse needs of all students. (ELL, TAG, Special Education).
• Technology: Implemented NWEA and IXL technological supports for the academy. Obtained a $10,000 grant for Smart Boards in all classrooms. 
• Community: Engage community through multiple avenues to inform of CCA- Church Radio, WMT Radio, KCRG, presenting at local churches and community events.District Strategic Planning: Work with Linn Mar CSD to obtain Title II, Title III and Title IV dollars. Created Strategic Planning presentation for Town Hall Meeting. 

Educational leaders act ethically and according to professional norms to promote each student’s academic success and well-being. 

• "Let integrity and uprightness preserve me; for I wait on thee." Psalm 25:21
• Establish procedural systems to ensure each student and parent is teated with dignity and respect. Train and develop teachers to understanding root causes of behavior and interventions to support the same. 
• Establish procedural systems and equip teachers for parent communication and ethical meetings with parents/caregivers. 
• Collaborate with school board and building teachers to ensure that new laws and policies are included in board policy and family handbook. 
• Meet monthly with Iowa Association of Christian Schools to learn and share about updated policies and laws. 
• Meet and work with parents, volunteers and staff to ensure FERPA - Family Rights and Privacy Act (confidentiality) is followed. 

Educational leaders strive for equity of educational opportunity and culturally responsive practices to promote each student’s academic success and well-being. 

• "Even every one that is called by my name: for I have created him for my glory, I have formed him; yea, I have made him." Isaiah 43:7
• Foster and train teacher to create a culture of belonging and respect where each child is known, valued, and supported, recognizing that students come with varied academic experiences, family dynamics, and needs. "It's not personal."
• Communicate and engage with parents from other cultures and backgrounds to ensure that cultural aspects are understood and teacher communicate accordingly.
• Professional development for teachers to understand that students come with a variety of needs and that those with disabilities must be taught according to 504 plans, reading disabilities and needed supports. 

Educational leaders develop and support intellectually rigorous and coherent systems of curriculum, instruction, and assessment to promote each student’s academic success and wellbeing.  As a leader, it is critical to be well-informed of research-based curriculum, instruction and assessment. Professional Learning is central to best practices for teachers and staff. 

• "Happy are thy men, happy are these thy servants, which stand continually before thee, and that hear thy wisdom." 1 Kings 10:8
• Calvary Christian Academy utilizes the ABEKA curriculum. The curriculum for each grade level was tied to the Iowa Core Standards. 
• Educated parents, teachers and school board on the importance of assessments that measure academic growth. Raised awareness to parent population and the needed dollars were donated in 2024. 
• Trained teachers to utilize MAP scores into IXL Summer Learning. These scores were shared during Parent-Teacher Conferences.
• Utilize the Continuous Improvement Model to set rigorous academic goals for students and trained staff to implement.
• Provided professional development and guidance to teachers for the Iowa Assessments, created goal sheets for students and individually met with students that were known for not giving their best efforts or were fearful of ISASP.

Educational leaders cultivate an inclusive, caring, and supportive school community that promotes the academic success and well-being of each student.

• Visible, community-minded and personable. 
• Reponsible leader that is unashamed that I am there forkids and do not shy away from difficult conversations/events.
• Worked closely with families to identify barriers to student learning, including academic struggles, attendance concerns, and behavioral challenges. 
• Educational Leader to train teachers and in how to work with challenging parents, write office referrals, craft emails, provide professional development for making phone calls-both positive and negative. 
• Implemented MTSS intervention systems using assessment data to provide targeted academic supports. 
• Supported families and teachers in understanding student progress through clear reporting of academic growth through NWEA Maps, ISASP and IXL interventions.
• Collaborated with outside educational and behavioral supports for students; including but not limited to: GWAEA-Speech IEPs, Students, disability suspected, outside counselors and interventions, churches and private schools outside of CCA. 
• Utilized the MTSS and the Continuous Improvement Model. 

Educational leaders develop the professional capacity and practice of school personnel to promote each student’s academic success and well-being.

• Professional Development with Teachers to create the ARMOR - student expected behaviors: Academic, Responsibility, Mission, Obedience, Reverence for God.
• Provided weekly staff meetings to praise, problem solve, collaborate for student, classroom and academy success. 
• Evaluated each teacher on Iowa's Eight Teaching Standards to provide direction, collaboration and continuously improve for student, parent and academy success. 
• Systems Thinking - Continuous Improvement-Build Capacity - academic, behavior, social communication skills

Educational leaders foster a professional community of teachers and other professional staff to promote each student’s academic success and well-being.

• Foster a professional community grounded in collaboration, accountability, and a shared commitment to student success and well-being. Create systems that ensure equity without favoritism and a positive peer culture.
• Establish clear expectations, encouraging open communication, and creating opportunities for meaningful professional growth. Through regular staff meetings, instructional coaching, and data-driven collaboration using assessments such as NWEA MAP and IXL, our team works together to identify student needs, refine instruction, and strengthen interventions.
• Provide professional learning that is relevant to the development of CCA and in step with the mission/vision statements.
• Provide professional learning for all parents and caregivers prior to the start of the school year. 

 Educational leaders engage families and the community in meaningful, reciprocal, and mutually beneficial ways to promote each student’s academic success and well-being.

Iowa administrators are quickly learning that it is critical to listen, learn and collaborate with parents and caregivers of our students. I have demonstrated a long history of this mindset. 

• Established a school system centered on parent collaboration, recognizing parents as the primary educators of their children. 
• Recruited, interviewed and provided tours for families and visits for their children to inspire, educate and share the mission and vision of CCA. 
• Developed regular communication systems, including family newsletters, parent meetings, and individual conferences to ensure transparency and trust. 
• Created monthly Family Chapel events to engage families in the spiritual and educational life of the school. 
• Facilitated Town Hall meetings to gather parent input, answer questions, and collaboratively address school improvement efforts. 
• Maintained an open-door leadership approach, making myself accessible to families for concerns, problem-solving, and support. 
• Gathered meaningful parent feedback through Google Surveys for Accreditation.

Educational leaders manage school operations and resources to promote each student’s academic success and well-being.

• Direct daily operations of the academy to ensure a safe, effective, and Christ-centered learning environment that promotes each student’s academic success and well-being.
• Daily strategic planning, resource allocation, and operational leadership to support both students, parents and staff. Examples: Discipline, Parent Problem-Solving or Support, Organize/Problem solve with Volunteers, Financial Decisions
• Collaborate with Business Director to manage academy’s budget and financial resources with careful stewardship.  
• Prioritize student needs, implementing technology integration, student interventions, through staff professional development at no cost to CCA.
• Support, train and problem solve with families to ensure they receive the ESA for each child. 
• Lead the development and implementation of operational systems, including student enrollment, scheduling, staffing, transportation coordination for field trips.
• Lead coordinator for compliance for CSI accreditation, implementation of state requirements and communication to all needed parties. 
• Member of Safety Team - coordinate with Safety Team (A.W.) in providing safety protocols and ensuring they are being followed by all staff, including volunteers.
• Collaborate with teachers, families, and the school board, to create efficient systems that strengthen academic excellence and Biblical discipleship in classrooms, chapel and Family Chapel.
• Commitment to organizational fidelity and sustainability for CCA.

Educational leaders act as agents of continuous improvement to promote each student’s academic success and well-being.

• "For the perfecting of the saints, for the work of the ministry, for the edifying of the body of Christ"  Ephesians 4:12
• Continuous Improvement Model 
• Write -Provide surveys CSI; Follow up with families
• Lead Accreditation work to create a framework for reflection, accountability, and strategic planning, ensuring Calvary Christian Academy remains committed to excellence, student growth, and long-term organizational sustainability.