Teacher Leadership Development Team Strategic Priorities 

Strategic Priority 1: Significant Academic Achievement
Our entry point to the broader work is teaching, and teaching in our context requires a transformational paradigm to ensure students are on the path to expanded opportunities and real choice about their future. In order to do this, our staff and CMs must disrupt the current statistics challenging our students by using their context as a means to a new end. This will take staff and CMs internalizing and living our Teaching As Leadership X.O, Teach For America’s approach to teaching and learning. CMs will consistently strive towards providing a classroom where students are passionate, urgent, and joyful about rigorous content while working towards a meaningful academic destination that drives every thought and action. Learning in this type of classroom, will lead students to achieve academic results on par with the average of the top performing schools in the district.
​Strategic Priority 2: Advocates & Allies
It is our belief as a region that the movement for an equitable Jacksonville must be fueled by our students and their families; therefore we develop our corps members and staff as advocates and allies in the communities where we teach and work. Accomplishing this will require us to learn the stories of the people who have lived and breathed the history of this place – the people who created the assets and struggled through the obstacles. To do this, we must cultivate deep and trusting relationships with students and their families as well as our colleagues and partners in order to stand in true solidarity with our schools, the district, and community. We will leverage our relationships to foster a true love of Jacksonville and develop a deep rooted commitment to our city’s future in the short term and long term. Additionally, corps members, and staff must know themselves deeply enough to accept their personal limitations and capitalize on their strengths and privilege, and to understand how their own social identity shapes their leadership, relationships, and lifelong role in this work.
​Strategic Priority 3: People and Culture
We believe in and live out our core values in all that we do with each other, corps members, and our many partners in this work. We work with intentionality and strive to live out our regional team commitments of focus, future, fun, and family. We value learning and growing; we operate with a growth mindset about situation, others, and ourselves. Therefore, we believe in cultivating one another through feedback, experiences and professional development opportunities. We respect each other operating with love and care, and push each other to be our best selves to further accomplish our charge.