AGM1 — AGM Task 2: School Partnerships
WGU D036 AGM1 — AGM TASK 3:
INCLUSIVE SCHOOL CULTURE
Practicum in Educational Leadership - Focus on
Professional Practices —
Janae Passinetti
, AGM1 — AGM Task 2: School Partnerships
A. Evaluation of Current Partnerships
At Wilma Elementary, community partnerships play a vital role in shaping our school culture;
however, their impact is not fully equitable across all student and family groups. Surveys with
students and teachers revealed that strong connections with local organizations and parent
groups primarily benefit families already closely connected to the school. While these
collaborations provide enrichment and supplemental resources, families from underrepresented
backgrounds are less likely to engage or feel consistently supported. Students also noted that
some classmates lack the same access or encouragement. These findings indicate that, while
Wilma Elementary demonstrates a strong commitment to fostering a community of care, current
partnerships do not consistently support equitable engagement. Research highlights the
importance of inclusive engagement for student achievement (Hanover Research, 2014).
Opportunity for Growth
The school has an opportunity to expand outreach to culturally relevant organizations and
multilingual family support programs. This ensures that all students and families feel valued and
included, thereby strengthening student learning in and out of school.
B. New Partnership Opportunity (NELP 5.2)
A promising opportunity for school improvement is a partnership with Generation Alive, a
nonprofit organization dedicated to empowering youth through community service and
leadership development (Generation Alive, n.d.). This partnership directly addresses the
identified need to equitably engage diverse and underserved families while responding to
feedback on enhancing student leadership and empathy. By implementing Generation
Alive’s Action Team Program, leadership students will engage in structured service-learning
that connects classroom learning to meaningful community action.
B1. Justification of the New Partnership (NELP 5.2)
The Generation Alive partnership is selected because it directly addresses the growth area
identified in Part A: the need to expand engagement with underrepresented families and
strengthen the school’s community of care. Existing partnerships largely create benefits for
families already connected, leaving a gap in equitable access. Partnering with Generation Alive
aligns with NELP Standard 5.2 by leveraging external resources to advance school improvement
and by ensuring all students have equitable opportunities to develop leadership, civic
responsibility, and a greater sense of belonging.
C. Plan Development for New Partnership
C1. Describing Success Evaluation (NELP
1.2)
Success for the new partnership will be evaluated using a mixed-methods approach focused on
equity, engagement, and impact. Quantitative data will include tracking participation rates of
WGU D036 AGM1 — AGM TASK 3:
INCLUSIVE SCHOOL CULTURE
Practicum in Educational Leadership - Focus on
Professional Practices —
Janae Passinetti
, AGM1 — AGM Task 2: School Partnerships
A. Evaluation of Current Partnerships
At Wilma Elementary, community partnerships play a vital role in shaping our school culture;
however, their impact is not fully equitable across all student and family groups. Surveys with
students and teachers revealed that strong connections with local organizations and parent
groups primarily benefit families already closely connected to the school. While these
collaborations provide enrichment and supplemental resources, families from underrepresented
backgrounds are less likely to engage or feel consistently supported. Students also noted that
some classmates lack the same access or encouragement. These findings indicate that, while
Wilma Elementary demonstrates a strong commitment to fostering a community of care, current
partnerships do not consistently support equitable engagement. Research highlights the
importance of inclusive engagement for student achievement (Hanover Research, 2014).
Opportunity for Growth
The school has an opportunity to expand outreach to culturally relevant organizations and
multilingual family support programs. This ensures that all students and families feel valued and
included, thereby strengthening student learning in and out of school.
B. New Partnership Opportunity (NELP 5.2)
A promising opportunity for school improvement is a partnership with Generation Alive, a
nonprofit organization dedicated to empowering youth through community service and
leadership development (Generation Alive, n.d.). This partnership directly addresses the
identified need to equitably engage diverse and underserved families while responding to
feedback on enhancing student leadership and empathy. By implementing Generation
Alive’s Action Team Program, leadership students will engage in structured service-learning
that connects classroom learning to meaningful community action.
B1. Justification of the New Partnership (NELP 5.2)
The Generation Alive partnership is selected because it directly addresses the growth area
identified in Part A: the need to expand engagement with underrepresented families and
strengthen the school’s community of care. Existing partnerships largely create benefits for
families already connected, leaving a gap in equitable access. Partnering with Generation Alive
aligns with NELP Standard 5.2 by leveraging external resources to advance school improvement
and by ensuring all students have equitable opportunities to develop leadership, civic
responsibility, and a greater sense of belonging.
C. Plan Development for New Partnership
C1. Describing Success Evaluation (NELP
1.2)
Success for the new partnership will be evaluated using a mixed-methods approach focused on
equity, engagement, and impact. Quantitative data will include tracking participation rates of
