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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