Leadership

AVID Schoolwide leadership sets the vision and tone that promote college and career readiness and high expectations for all students in the school.

What are some of the particular strengths of AVID Schoolwide Leadership at your school?

Strengths

What aspects of AVID Schoolwide Leadership have room for growth at your school? How might you address these in your Site Plan?

One of the particular strengths of AVID Schoolwide Leadership at our school is the strong collaboration between the School Leadership Team (SLT) and the AVID Site Team. School leaders are actively involved in AVID planning and implementation, ensuring that the program remains a central part of our school’s vision and priorities. This partnership fosters alignment between AVID strategies and schoolwide goals. The SLT and AVID Site Team work closely to ensure that all students— not just those in the AVID elective—are prepared for college and careers. This is accomplished through intentional efforts to provide rigorous instruction across content areas, engage students with real-world experiences, and connect them with community partners who can offer mentorship, resources, and exposure to postsecondary opportunities. Through this shared leadership, AVID is not an isolated program, but rather a driving force behind the academic culture of the school.

Room for Growth

While our AVID Schoolwide Leadership demonstrates strong collaboration and commitment, there are a few areas with room for growth. One key area is increasing the visibility and communication of AVID goals and progress to all stakeholders, including staff, students, and families. While the School Leadership Team (SLT) and AVID Site Team are aligned in their efforts, more intentional communication could help build greater buy-in and understanding schoolwide. Another area for growth is expanding leadership opportunities for staff and students within the AVID framework. Empowering more teachers to take on leadership roles related to AVID implementation and offering student leadership roles—such as AVID ambassadors or peer mentors—could strengthen ownership and sustainability of the program. Additionally, while our leadership supports AVID-aligned practices, there is an opportunity to integrate AVID more explicitly into schoolwide decision-making processes and strategic planning. To address these areas, our AVID site goals and school improvement plan could include the following actions: Develop a communication plan to regularly share AVID updates, successes, and goals with the entire school community. Create pathways for teachers and students to take on leadership roles related to AVID initiatives. By focusing on these leadership growth areas, we can strengthen the integration and long-term impact of AVID across the entire school community.

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