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Professional Excellence in Schools

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									 School-Based Administrators‟
Professional Development Series
             Day 1
          July 9, 2003
WHY ARE WE HERE?
  Frame, Plan, and Paint Portraits
  Provide Ongoing Professional
   Development to Promote Student Learning
   (NPLB)
  Define the Many Roles of the Principal
  Discuss the Professional Growth System
  Focus on the Curriculum Implementation
  Relate School Improvement and Strategic
   Planning
LESSONS LEARNED

   Impact of your actions
   Walk the talk
   Hire great staff
   Make work comfortable and fun
   Be accessible and visible to the community
   Politics is not a bad thing
   If you don’t feed the teachers, they will eat
   you.
LESSONS LEARNED (continued)
    If you paid attention to one or two really
    important things for your school (the 20%), the
    other 80% would follow. No one rises to low
    expectations (ensure success for NCLB).
    The further back you look, the more you see.
    Expect what you inspect.
    No autonomy without accountability
    Know the curriculum yourself
    Know the needed instructional techniques
YOUR ROLE AS AN
EDUCATIONAL LEADER
 Local, state and national issues
 around student outcomes


  In the community with external
 stakeholders


 Student learning in the classroom
“The concept of OTL, then, is a simple but
powerful one—if students do not have the
opportunity to learn the content expected of them,
there is little chance that they will. OTL addresses
the extent to which the curriculum in a school is
„guaranteed.‟ This means that states and districts
give clear guidance to teachers regarding the
content to be addressed in specific courses and at
specific grade levels. It also means that individual
teachers do not have the option to disregard or
replace assigned content.”
                                         Marzano
GREAT TEACHERS…

  NEED GREAT
   PRINCIPALS
          LEARNING
                                                              Standard 1
                                         Leaders facilitate a vision of teaching and learning
          TEACHING

                                                            Standard 2
                                     Leaders nurture and sustain a healthy professional culture
       ENVIRONMENT and                                      Standard 3
           CULTURE                   Leaders ensure a safe and effective learning environment

         COMMUNITY

                                                            Standard 4
                                     Leaders initiate and model collaboration with stakeholders
           SCHOOL
        IMPROVEMENT
                                                             Standard 5
        CALL TO ACTION           Leaders model professionalism and professional growth in a culture
                                                    of continuous improvement


STATE AND FEDERAL REQUIREMENTS                              Standard 6
                                 Leaders understand and respond to the larger political, legal, social
                                                      and economic context
PROFESSIONAL GROWTH
SYSTEM
The principal is an educational leader
who promotes success for all students as
he/she:
Standard #1 - Facilitates the
development, articulation, implementation
and stewardship of a vision of teaching
and learning shared and supported by the
school community.
“Leadership is the art of
accomplishing more than the
science of management says
is possible.”
               Colin Powell
PROFESSIONAL GROWTH
SYSTEM (continued)

 Standard #2 - Nurtures and sustains a
 school culture of professional growth,
 high expectations and an instructional
 program conducive to student learning
 and staff professional growth.
“All things being equal, a student in an
effectively organized school achieves at
least a half-year more than a student in an
ineffectively organized school over the
last two years of high school. If this
difference can be extrapolated to the
normal four-year high school experience,
an effectively organized school may
increase the achievement of students by
more than one full year.”
                         Chubb and Moe
Yes, leadership is about vision. But
leadership is equally about creating a
climate where the truth is heard and the
brutal facts confronted. There‟s a huge
difference between the opportunity to
“have your say” and the opportunity to be
heard. The good-to-great leaders
understood that distinction, creating a
culture wherein people had a chance to
be heard, and, ultimately, for the truth to
be heard.           Collins, Good to Great
SETTING THE VISION

 “There is no more powerful
 engine driving an organization
 toward excellence and long-range
 success than an attractive,
 worthwhile, and achievable vision
 of the future, widely shared.”
                     Burt Nanus
OPPORTUNITY-TO-LEARN
SCHOOL LEVEL FACTORS
 Marzano’s Factors                MCPS Offices
 Guaranteed and viable            OCIP, OSD, OSP
 curriculum
 Challenging goals and effective OSA, OGAT, OSP
 feedback
 Parent and community             OSCS, Dept. of
 involvement                      Communications
 Safe and orderly environment     Safety and Security,
                                  Office of COO
 Collegiality and professionalism OHR, OSD, OSP
CHALLENGES
  Grading and Reporting/Course
  Expectations

  Elementary Report Card

  Encouragement for Students

  Communication to Parents
PROMISING PRACTICES:
WHAT IS IQMS?
WHAT IS IQMS?

  IQMS       Instructional
                Management System
                – Tactical - Current Data
                – Class and Student
                  Analysis
                – Transactional
                – Standards and
                  Curriculum
                – Assignments
                – Pre-defined Reports
INSTRUCTIONAL MANAGEMENT
SYSTEM REPORT
WHAT IS IQMS?

  IQMS       Data Warehouse
                – Strategic – Historical
                  Data
                – District-wide Analysis
                – Read-only
                – Trend Analysis
                – Multi Dimensional
                  Analysis
                – Ad Hoc Queries
DATA WAREHOUSE REPORT
PROFESSIONAL GROWTH
SYSTEM (continued)


 Standard #3 – Ensures the management
 of the organization, operations, and
 resources for a safe,efficient, and effective
 learning environment
WE HAVE TALKED ABOUT:

Learning
Teaching
Culture and environment at your school


WHERE ARE YOU?
PROFESSIONAL GROWTH
SYSTEM (continued)

Standard #4 – Collaborates with the school
staff and other stakeholder groups
including students, families, and
community members in continuous
improvement processes and decision-
making.
PROFESSIONAL LEARNING
COMMUNITIES
“Schools that function as learning
 communities will recognize the
 power of an effective partnership
 with parents, and will develop
 specific strategies to create that
 relationship.”
               Rick Dufour
PROFESSIONAL GROWTH
SYSTEM (continued)
  Standard #5 – Models
  professionalism and professional
  growth in a culture of continuous
  improvement.
    Establish trust, develop relationships
    Utilize feedback
    Stand for something
    Lead with soul as well as data
PROFESSIONAL GROWTH
SYSTEM (continued)

  Standard #6 – Understands,
  responds to, and influences the
  larger political, social, cultural and
  economic conditions that impact
  schools and the school system.
    Deal with change
    Participate in development of policies
    Advocate for school community
LEADERSHIP
                    Strategies/Initiatives
Leadership is an “overarching variable
that impacts the effective
implementation of the school-level
factors, the teacher-level factors, and
the student-level factors.”
                             Marzano
PRINCIPALS‟ ROLE AS
STRATEGIC LEADER

Baldrige Guided School Improvement Process


MCPS Strategic Plan


MCPS 5-Year Comprehensive Master Plan


Professional Growth System
School Improvement Process
     Schools must program for every child and be
     able to address the four critical guiding
     questions:
           What do students need to know and be
           able to do?
           How will we know whether they learned
           it?
           What will we do if they haven’t learned it?
           What will we do when they already know
           it?
School Improvement Process (continued)
    Schools must be aligned with the Montgomery
    County Public Schools Strategic Plan: Our Call to
    Action: Pursuit of Excellence
    Schools must include representatives from all
    stakeholder groups in the development of the plan
    Schools must evaluate progress on their goals,
    make revisions as necessary, and report their
    findings on a quarterly basis to their school
    community and community superintendent
    Schools must incorporate the Framework for
    Improving Teaching and Learning, the Baldrige Look
    Fors, and the four critical questions to develop their
    plans
School Improvement Process (continued)
    Framework for Improving Teaching
    and Learning
    Curriculum
    Instruction
    Planning
    Evidence of Student Learning
    Expectations
    Professional Learning Communities
School Improvement Process (continued)

     Enduring Understanding: “The
     purpose of WALK THROUGHS is
     to increase the quality and
     frequency of intellectual discourse
     about teaching and learning”
                         Research for Better Teaching
Our Call to Action:
Pursuit of Excellence
Our Call to Action: Pursuit of
Excellence
   Board of Education Academic Priorities:
   Organize and optimize resources for improved
   academic results
   Align rigorous curriculum, delivery of instruction,
   and assessment for continuous improvement of
   student achievement
   Develop, expand, and deliver a literacy-based
   pre-kindergarten to Grade 2 initiative
   Use student, staff, school, and system
   performance data to monitor and improve student
   achievement
Our Call to Action: Pursuit of
Excellence
    Foster and sustain systems that support and
    improve employee effectiveness, in partnership
    with MCPS employee organizations
    Strengthen family-school relationships and
    continue to expand civic, business, and community
    partnerships that support improved student
    achievement
Our Call to Action: Pursuit of
Excellence
   System Goals
    Ensure Success for Every Student


    Provide an Effective Instructional Program


    Strengthen Productive Partnerships for Education


    Create a Positive Work Environment in a Self-
    renewing Organization
Our Call to Action: Pursuit of
Excellence
                    Implementation

    Ensure Success For Every Student

   Milestones
   Data Points
   Objectives
   Performance Measures
   Lead and Support Office
Our Call to Action: Pursuit of
Excellence
                       Strategies/Initiatives
    Ensure Success for Every Student
    Early Success Performance Plan
    Class Size Reduction
    Services for Special Education Students
    Services for English for Speakers of Other
    Languages Students
    Removing Barriers to Learning-Counseling and
    Mental Health
    Extended Time
Our Call to Action: Pursuit of
Excellence
                       Strategies/Initiatives
     Ensure Success for Every Student
     High School Reform
     Multicultural Education
     Alternative Programs
     Organization
     Safe and Secure Schools
Our Call to Action: Pursuit of
Excellence
    Ensure Success for Every Student
    Objective: MCPS provides equitable
    access to a rigorous and high quality
    education for all students
    Performance Measures:
    The percentage of students in each
    category of the high school academic
    attainment measure
    Adequate yearly progress of
    students as reported by sub-groups
Our Call to Action: Pursuit of
Excellence
    The percentage of students who complete
    Math A in grade five or earlier
    The percentage of students enrolled in
    honors and AP Placement courses as
    reported by sub-groups
    The percentage of students who take AP
    exams and achieve a three or higher
    The percentage of students with disabilities
    in general education classes more than 80
    percent of the school day
MCPS Strategic Plan is Consistent
with State/Federal Regulations
    Responds to the state’s Bridge to
     Excellence in Public Schools Act and
     the federal No Child Left Behind Act
    Performance goals:
    By 2013/2014, all students will reach high
     standards at a minimum, attaining
     proficiency or better in reading/language
     arts and mathematics
MCPS Strategic Plan is Consistent
with State/Federal Regulations
    All limited English proficiency students will become
     proficient in English and reach high academic
     standards, at a minimum attaining proficiency or
     better in reading/language arts and mathematics
    By 2005/2006, all students will be taught by highly
     qualified teachers
    All students will be educated in learning
     environments that are safe, drug free, and
     conducive to learning
    All students will graduate from high school
MCPS Strategic Plan is Consistent
with State/Federal Regulations
    Responds to the state’s Bridge to
     Excellence in Public Schools Act and
     the federal No Child Left Behind Act
    Focus Areas:
    Teacher and principal recruitment and
     retention
    Educator readiness and professional
     development
    Parent and community involvement
MCPS Strategic Plan is Consistent
with State/Federal Regulations

     Integration of technology
     Assistance to low performing schools
     Use of best practices and proven methods
      based on scientifically based research
Master Plan Components

          Executive Summary
           – Concise overview of how the
             master plan addresses the
             state’s key questions:
               What do we want for our
               children?
               How   might we provide it?
               How will we know whether
               we’ve done it well?
A&S Professional Growth System
The principal is an educational leader who
promotes success for all children as he/she:
ensures the involvement of staff and other stakeholders in
continuous improvement processes and decision-making;
leads the continuous improvement of instruction through a
collaborative, data-driven analysis of student learning;
aligns programs, practices, and resources to support the
teaching and learning process;
demonstrates and promotes high expectations for the
achievement of all students;
Professional Growth System (continued)
provides leadership and facilitates a shared vision of
teaching and learning that supports achievement for all
students;
establishes trust and demonstrates openness and
respect in relationships and the decision-making
process; and
expands personal knowledge and develops abilities to
respond to continuously changing political, social,
cultural, and economic conditions that impact schools
and the school system.

								
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