1.7 Communication Structures and Formal structures and Formal structures and Formal structures are in to With Staff opportunities for opportunities for fostering staff opportunities for fostering build effective staff relationships fostering staff input input into school decisions and staff input into school balanced with transparency and into school decisions initiatives are defined but may decisions and initiatives are open, two-way communication and initiatives are not be used to effectively build in place and are used across staff and school teams informal, are not well relationships and two-way effectively to build and between administrators and defined, or do not communication across staff and relationships and two-way staff. exist. school teams. communication across staff and school teams. However, there are some barriers to communication between administrators and staff. 1.8 Sustainability There is little to no School leadership is of the School leadership School leadership implements evidence that school importance of planning for implements specific strategies (e.g., succession plan, leadership prioritizes sustainability. However, there is strategies (e.g., succession distributed leadership, new building staff capacity little to no evidence that plan, distributed leadership, funding streams) for ensuring to sustain improvement efforts will be new funding streams) for improvement efforts will be improvement efforts. sustained over time or under ensuring improvement sustained over time or new new leadership. efforts will be sustained over leadership. Majority of staff time or new leadership. believe and can describe specific strategies that will enable the school to continue to improve, even with changes in staff or school leadership.
1.7 Communication With Staff Structures and opportunities for fostering staff input into school decisions and initiatives are informal, are not well defined, or do not exist. Formal structures and opportunities for fostering staff input into school decisions and initiatives are defined but may not be used to effectively build relationships and two-way communication across staff and school teams. Formal structures and opportunities for fostering staff input into school decisions and initiatives are in place and are used effectively to build relationships and two-way communication across staff and school teams. However, there are some barriers to communication between administrators and staff. Formal structures are in to build effective staff relationships balanced with transparency and open, two-way communication across staff and school teams and between administrators and staff. 1.8 Sustainability There is little to no evidence that school leadership prioritizes building staff capacity to sustain improvement efforts. School leadership is of the importance of planning for sustainability. However, there is little to no evidence that improvement efforts will be sustained over time or under new leadership. School leadership implements specific strategies (e.g., succession plan, distributed leadership, new funding streams) for ensuring improvement efforts will be sustained over time or new leadership. School leadership implements strategies (e.g., succession plan, distributed leadership, new funding streams) for ensuring improvement efforts will be sustained over time or new leadership. Majority of staff believe and can describe specific strategies that will enable the school to continue to improve, even with changes in staff or school leadership.