Findings
According to AEIS reports, CMS has experienced high mobility rates from 2008 to 2011. Principal Crook identifies Cullen’s image as a major contributing factor to students’ high mobility rates: “Definitely the image, and perception of the school is a challenge… I would love to have my kids back here at Cullen...the 200-250 that choose to go somewhere else.” Some faculty members have acknowledged Principal Crook’s efforts to improve the school’s image: “The principal has good ideas. He’s trying to make the school look better,” explained one faculty member.
While some faculty believe Cullen’s image is improving, they still indicate areas of need, such as safety, discipline, and expansion of academic programs. When some community members and campus faculty stated that CMS would not be their first choice for their children, they most often cited school fights, a perceived lack of resources, and drug use in the community as their reasons. A former Cullen student expressed that she feels “less safe working in the area because of the drugs.” Other concerns included a desire for improved discipline, more diverse academic programs, and an expansion of extracurricular activities at CMS.
Cullen faculty members stated that a collective school effort to share positive information to parents would significantly change parental perceptions of CMS. One business owner echoed this sentiment, stating that although she works very close to the CMS campus and would find it convenient to send her middle school child there, she may choose another campus because she received specific correspondence detailing interest in her child: “ I have never received any correspondence from [Cullen] by phone, mail, or email, but I would like to.” Business and non-profit owners also expressed interest in establishing a relationship with CMS, as well as a desire to be approached by an administrative figure. One community member stated that Principal Crook has been a recognizable presence in the community (i.e. working the carpool line, speaking to elementary schools, meeting with church pastors), but other stakeholders wanted a more personal, hands-on approach.
While some faculty believe Cullen’s image is improving, they still indicate areas of need, such as safety, discipline, and expansion of academic programs. When some community members and campus faculty stated that CMS would not be their first choice for their children, they most often cited school fights, a perceived lack of resources, and drug use in the community as their reasons. A former Cullen student expressed that she feels “less safe working in the area because of the drugs.” Other concerns included a desire for improved discipline, more diverse academic programs, and an expansion of extracurricular activities at CMS.
Cullen faculty members stated that a collective school effort to share positive information to parents would significantly change parental perceptions of CMS. One business owner echoed this sentiment, stating that although she works very close to the CMS campus and would find it convenient to send her middle school child there, she may choose another campus because she received specific correspondence detailing interest in her child: “ I have never received any correspondence from [Cullen] by phone, mail, or email, but I would like to.” Business and non-profit owners also expressed interest in establishing a relationship with CMS, as well as a desire to be approached by an administrative figure. One community member stated that Principal Crook has been a recognizable presence in the community (i.e. working the carpool line, speaking to elementary schools, meeting with church pastors), but other stakeholders wanted a more personal, hands-on approach.