31.12.07
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1.6.07
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27.4.07
19.4.07
NHKS AUCTION... HONORING THE LEGACY AND REALITY OF NAVY HALE KEIKI SCHOOL AND ITS PLACE IN OUR MILITARY AND CIVILIAN COMMUNITY... A TRUE `OHANA...
17.4.07
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29.9.06
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31.5.06
2nd Grade SAT Score Graph... Last 3 Years
Our Total Battery (overall test) continues to climb above grade level. Our Everyday Math program seems to be bearing fruit in that our Math scores, especially Math Problem Solving scores are climbing (over one year above). Our efforts to address Spelling, Reading Vocabulary, and Word Study Skills
continue to be addressed through our schoolwide trainiing in a scientific research-based approach to reading (Orton-Gillingham Multi-Sensory Approach.) Our goal is to bring these scores up to a half year above grade level by next year.
continue to be addressed through our schoolwide trainiing in a scientific research-based approach to reading (Orton-Gillingham Multi-Sensory Approach.) Our goal is to bring these scores up to a half year above grade level by next year.
30.5.06
26.5.06
18.5.06
28.4.06
19.3.06
17.3.06
24.2.06
23.2.06
19.1.06
16.1.06
9.1.06
16.12.05
14.12.05
7.12.05
18.11.05
17.11.05
28.10.05
24.10.05
21.10.05
14.10.05
10.10.05
30.9.05
Dear Parents
After collaboration within our staff and also with the Board of Governors, we have refined our mission statement to a concise mission statement in one sentence that is focused, true, and easy to remember. This mission statement is simple, yet a powerful and important tool to keep us focused and on target as we work together for our children.
The Mission of NHKS is to uphold the highest standards of academic, social and emotional literacy in support of our children, their future, and their families.
The Mission of NHKS is to uphold the highest standards of academic, social and emotional literacy in support of our children, their future, and their families.
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11.9.05
Stories are the most
Stories are the most powerful tool of any culture.
We can use the strength of stories, our story, to sustain our efforts to improve NHKS.
There are so many great things I am discovering about this school!!!
We have to be able to tell the true and viable positive stories about the culture, attitudes, and beliefs of NHKS to ourselves and others.
Counterexamples (negative events) will always occur. These must not fuel negative self-talk or “lounge-talk”, but must fuel correction and the strength of the story itself.
ct
We can use the strength of stories, our story, to sustain our efforts to improve NHKS.
There are so many great things I am discovering about this school!!!
We have to be able to tell the true and viable positive stories about the culture, attitudes, and beliefs of NHKS to ourselves and others.
- The story we tell explains what the mission, vision, beliefs, and values are, as well as the way team players interact, how decisions are reached, and how goals are addressed by the school culture.
- The story we tell must be true, believable, and demonstrable.
- The strength of the story is that it is at once, true and self-fulfilling (every day, in every way, we are getting better, better, and better.)
- The story must be told, retold, and made more and more true each day.
- The story must not be undermined by contradictory stories.
Counterexamples (negative events) will always occur. These must not fuel negative self-talk or “lounge-talk”, but must fuel correction and the strength of the story itself.
ct
EXCELLENCE
EXCELLENCE (adapted from “author unknown”)
I. Excellence is never an accident.
• It is achieved in an organization or institution only as a result of an unrelenting and vigorous insistence on the highest standards of performance. It requires an unswerving expectancy of quality from the staff, volunteers, everyone.... It requires a mission and a vision.
II. A vision of excellence is contagious. It infects and affects everyone in the organization. It charts the direction of program. It establishes the criteria for planning. It provides zest and vitality to the organization. Once achieved, excellence has a talent for permeating every aspect of the life of the organization.
III. A vision of excellence demands commitment and a tenacious dedication from the leadership of the organization.
(after denial, resistance, exploration, ... commitment)
• Once it is accepted and expected, it must be nourished and continually reviewed and renewed. It is a never-ending process of learning and growing. It requires a spirit of motivation and boundless energy.
• It is always the result of a creatively conceived and precisely planned effort.
IV. A vision of excellence inspires; it electrifies. It potentializes every phase of the organization’s life. It unleashes an impact which influences every program, every activity, every committee, every staff person.
• To instill it in an organization is difficult; to sustain it, even more so. It demands adaptability, imagination, and vigor. But most of all, it requires from the leadership a constant state of self-discovery and discipline.
V. A vision of excellence is an organization’s life-line. It is the most compelling answer to apathy and inertia. It energizes a stimulating and pulsating force.
• Once it becomes the expected standard of performance, it develops a fiercely driving and motivating philosophy of operation. Excellence is a state of mind put into action. It is a road map to success. When a climate of excellence exists, all things -- staff work, volunteer leadership, finances, program -- come easier.
VI. A vision of excellence in an organization is important....because it is everything.
VII. “EXCELLENCE” can be achieved only by focusing on strengths and managing weaknesses, not through the elimination of weaknesses.
I. Excellence is never an accident.
• It is achieved in an organization or institution only as a result of an unrelenting and vigorous insistence on the highest standards of performance. It requires an unswerving expectancy of quality from the staff, volunteers, everyone.... It requires a mission and a vision.
II. A vision of excellence is contagious. It infects and affects everyone in the organization. It charts the direction of program. It establishes the criteria for planning. It provides zest and vitality to the organization. Once achieved, excellence has a talent for permeating every aspect of the life of the organization.
III. A vision of excellence demands commitment and a tenacious dedication from the leadership of the organization.
(after denial, resistance, exploration, ... commitment)
• Once it is accepted and expected, it must be nourished and continually reviewed and renewed. It is a never-ending process of learning and growing. It requires a spirit of motivation and boundless energy.
• It is always the result of a creatively conceived and precisely planned effort.
IV. A vision of excellence inspires; it electrifies. It potentializes every phase of the organization’s life. It unleashes an impact which influences every program, every activity, every committee, every staff person.
• To instill it in an organization is difficult; to sustain it, even more so. It demands adaptability, imagination, and vigor. But most of all, it requires from the leadership a constant state of self-discovery and discipline.
V. A vision of excellence is an organization’s life-line. It is the most compelling answer to apathy and inertia. It energizes a stimulating and pulsating force.
• Once it becomes the expected standard of performance, it develops a fiercely driving and motivating philosophy of operation. Excellence is a state of mind put into action. It is a road map to success. When a climate of excellence exists, all things -- staff work, volunteer leadership, finances, program -- come easier.
VI. A vision of excellence in an organization is important....because it is everything.
VII. “EXCELLENCE” can be achieved only by focusing on strengths and managing weaknesses, not through the elimination of weaknesses.













































































