Paul Rice

Dynamic educational leader with a proven track record at multiple secondary schools, achieving full accreditation for three consecutive years. Expert in data analysis and school improvement, fostering stakeholder engagement and implementing effective safety protocols. Committed to enhancing student experiences through innovative instructional leadership and strong community relationships.

• Head Soccer Coach
• Model UN Sponsor
• Debate Sponsor
• School improvement team
• Teacher of the Year

• Instructional Leadership
• All the schools I have worked in have been fully accredited.
• Over 600 walkthroughs were completed by the administrative team for the 2024-2025 school year.
• The School Improvement Plan was created with input from department chairs and data focused on improving areas of need.
• SIP goals were reviewed with staff at faculty meetings, with updates on progress.
• AP bi-weekly instructional data meetings were held related to the departments they oversee.
• AP and department chair meetings were conducted to discuss SIP goals for departments directly responsible for action steps.
• Weekly administrative meetings were held to discuss observation feedback, teacher needs, and those in need of individual coaching sessions.
• A summative evaluation system was created that allowed all administrators to observe each teacher on a summative evaluation.
• Communication
• A monthly staff calendar with important dates for each month was distributed.
• A bi-weekly newsletter for staff was published.
• A weekly parent newsletter was sent out.
• Four-week staff surveys focused on instructional needs, safety, communication, and discipline were conducted.
• Staff expectations were communicated in the staff handbook, reviewed, and updated yearly. These expectations were communicated to staff each year.
• Non-licensed staff expectations were communicated during individual meetings prior to the start of the school year.
• Meetings with new teachers were held on a semester basis.
• Safety and Security
• Security stations were created to monitor the building and make the security team more visible to students and staff.
• Daily security meetings were held to discuss building and student issues.
• A shared discipline spreadsheet was created so security and administration were aware of students returning from suspension and those in ISS.
• Weekly security data monitored E-Hall pass usage, students in the hall, vape detector data, and weekly discipline data.
• MTSS strategies were implemented, creating a behavioral matrix for students.
• Weekly and monthly MTSS celebrations were held for students and staff to recognize behavior, growth, and excellent teaching.
• Re-entry meetings were conducted for students suspended.
• Daily building checks were performed by the security team, and bi-weekly inspections of the building were conducted by administration.
• Monthly crisis management team meetings were held.
• Organizational Management
• A monthly staff calendar was distributed.
• A bi-weekly staff newsletter was published.
• Interview questions with performance tasks and rubrics were created.
• A fine arts master calendar was created to coordinate auditorium usage with teacher input.
• Weekly meetings were held with the Treasurer, Senior Administrative Assistant, Counseling Director, Instructional Specialist, and Nurse.
• Meetings with the Graduation Coach were conducted.