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Formerly National Educational Service District Office and Professional Learning Communities March 30, 2007 Dr. Dennis King

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1 formerly National Educational Service District Office and Professional Learning Communities March 30, 2007 Dr. Dennis King

2 formerly National Educational Service The norms for our school are not like the norms for other schools…we expect our school to do things differently. »Fred Newman

3 formerly National Educational Service Current Reality Vs Our Ideal School

4 formerly National Educational Service Connecting the Strategic Plan to Each Student District - Strategic Plan District Mission, Vision, Goals, Targets School Improvement Plan Mission, Vision, SMART Goals, Initiatives, Interventions Grade Level, Department Collaboration Team Protocols, Goals and Interventions Essential Questions of a PLC

5 formerly National Educational Service District School Improvement Model What are the essential components of a school improvement model in your school district? How are they implemented? Are they standardized throughout each school? How do you guarantee the district curriculum is being taught?

6 formerly National Educational Service The real voyage of discovery consists, not of seeking new landscapes, but in seeing through new eyes Marcel Proust

7 formerly National Educational Service Curriculum Mapping Assessment FOR Learning Instruction Literacy Traditional Model of School Improvement Q

8 formerly National Educational Service Literacy Assessment Instruction Unit/Curriculum Design Professional Learning Communities Student Support Foundation, Collaboration, Results Orientation Interventions, SMART Goals Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Grade Level or Dept. Professional Development Plan Professional Learning Communities Assessment Literacy Unit/Curriculum Design School Improvement/Professional Development & PLCs Instruction

9 formerly National Educational Service Professional Learning Communities Student Support Foundation, Collaboration, Results Orientation Interventions, SMART Goals Foundation for School Improvement Professional Learning Communities Foundation, Collaboration, Results Orientation Interventions, SMART Goals Mission, Vision, Values, Goals Process for School Improvement –Collaborative teams throughout the district – grade level and departmental –Developed team protocols to allow teams to function as teams vs. groups School Improvement Plans – alignment

10 formerly National Educational Service School Professional Development Plans Aligned to District Initiatives and School Improvement Plans Focused Professional Development Embedded within the Collaborative Team Professional Development Initiatives Professional Development Plan Professional Learning Communities Curriculum Mapping Assessment FOR Learning Instruction Literacy

11 formerly National Educational Service Curriculum Mapping What we want students to learn? –Curriculum Management System –Curriculum –Diary Mapping (content, skills, assessments) –Read Through –Aligned to State Standards/Indicators

12 formerly National Educational Service Assessment Assessment FOR Learning –Five Keys to Highly Effective Assessment Clear Purpose Clear Targets – knowledge, skills, reasoning and products Good Design Sound Communication Student Involvement –Assessment Methods Measures of Academic Progress (MAP)

13 formerly National Educational Service Literacy Reading Continuum Essentials –Reading –Writing –Communication

14 formerly National Educational Service Instruction Permeates throughout the initiatives Teacher tool kit Researched Based Strategies

15 formerly National Educational Service Special Education Placement Screening and Evaluation for Special Education Problem Solving Team Systematic School Interventions How does the school respond when students dont get it? Grade Level / Department/Classroom Interventions - SMART Goals Early Interventions – What do we need to know prior to the start of school? INTERVENTION PYRAMID District Interventions

16 formerly National Educational Service District Interventions –AVID –READ 180 –Larsen Math –Personal Plans of Progress –High School Advisory –K-12 Reading Continuum Language Program –Early Intervention Summer School

17 formerly National Educational Service Implementation of Professional Development Embedding Professional Development How do we act as a team? Establish Team Protocols What do students need to know? Curriculum Mapping and Unit Design How do we know students have learned? Assessment For Learning What do we do if they havent learned? Instruction/Interventions What do we do if they have learned? Differentiation

18 formerly National Educational Service Aligning the School Improvement Plans to the School Improvement Process Mission - Why we exist? Vision - What we want to become? SMART Goals - Specific, Measurable, Attainable, Results Oriented, Time-bound Initiatives - What do we need to do to reach the desired results? (District and School) Interventions Collaboration

19 formerly National Educational Service Developing a School Improvement Plan Model Plans Rubric How do we begin?

20 formerly National Educational Service Culture What is culture? How do we define culture in a PLC? How is culture defined in your school?

21 formerly National Educational Service Pyramid of Intervention Strategies Least Restrictive Most Restrictive

22 formerly National Educational Service Interventions As a school – How do you respond when a student doesnt learn? As a department – How do you respond when a student doesnt learn? As a teacher – How do you respond when a student doesnt learn?

23 formerly National Educational Service Special Education Placement Screening and Evaluation for Special Education Problem Solving Team Systematic School Interventions How does the school respond when students dont get it? Grade Level / Department/Classroom Interventions - SMART Goals Early Interventions – What do we need to know prior to the start of school? INTERVENTION PYRAMID District Interventions

24 formerly National Educational Service StudentLearningProblem Using the Data Protocol to Identify Student Learning Problems Aggregate / Summary Reports Disaggregated results Strand / Indicator Item Analysis Student Work Triangulate Student Learning Data /Curriculum maps /Classroom Assessments The Data Protocol is most effective when used within a PLC to develop Grade-level or Departmental interventions.

25 formerly National Educational Service Initiatives Instruction Data Driven Decisions Pyramid of Interventions Professional Learning Communities Strategic Plan Mission, Vision, Goals

26 formerly National Educational Service Professional Learning Communities SPED Strategic Plan Personalized Learning & Academic Growth District Data District Interventions (Read 180, Advisories) School Improvement Plan School Goals School Data KSA, MAP School Interventions (Structured Study Hall, etc.) Department/Grade Level Goals Grade/Department Data Common Assessments, Curriculum Maps Dept./Grade level Interventions Teacher Data Formative Assessments, Student work, etc. Instruction, Literacy, Unit Design, Interventions, etc.

27 formerly National Educational Service Team Protocol Timeline Week 2 – Team Norms / Consensus Week 4 – Team Vision Week 6 – SMART Goal Week 8 – Team Interventions Week 9 –

28 formerly National Educational Service Leading and Following Through Change

29 formerly National Educational Service Leading and Following through Change What are the implications for leaders? What should we be doing? What are the implications for followers? What should they be doing? What are the implications for the system? What gets in the way of moving forward?

30 formerly National Educational Service Myth vs. Realities of Change Myth – Everyone wants to embrace change because the organization wants to change Realities –Most people act first in their own self interest, not in the interest of the organization –Most people do not want to understand the What and Why of organizational change –Most people engage in organizational change because of their own pain, not because of the merits of change »Jerry Patterson, Coming Even Clearer About Organizational Change

31 formerly National Educational Service Leading through Change All my life, I assumed that somebody, somewhere knew the answer to the problem. I thought politicians knew but refused to do it … but now I realize that nobody knows the answer. (Senge, 1990)

32 formerly National Educational Service How has the concept of our leadership practice changed?

33 formerly National Educational Service How has the leadership model changed? From hierarchical leadership-decisions are best made at the top to distributive leadership-enlisting more of the professional staff to assume leadership roles servant leadership-a sincere desire to work in service to the needs of others stewardship-holding in trust the authority and responsibilities we have been given

34 formerly National Educational Service What did Jim Collins find in their five year research project on great organizations? Any system is designed to produce exactly what it produces. To change performance, we must change the system, and this requires new approaches to leadership. Good is the enemy of great!

35 formerly National Educational Service What did Jim Collins find in their five year research project on great organizations? The good to great organizations did not focus principally on what to do; they focused equally on what not to do and what to stop doing. They created a culture of discipline where disciplined people meant less hierarchy, bureaucracy, control.

36 formerly National Educational Service What did Jim Collins find in their five year research project on great organizations? They had leadership that was a blend of humility and professional will. They believed that you first had to get the right people on the bus, the wrong people off the bus, and the right people in the right seats and then figure out where to drive. They realized that the concept of good is the enemy of great is not just an organizational problem – it is a human problem.

37 formerly National Educational Service What did Jim Collins find in their five year research project on great organizations? They put their best people on their biggest opportunities, not their biggest problems. They created a climate where truth was heard through questions, dialogue, autopsies not blame, and red flags. They created from complexity a single organizing idea that unified and guided everything.

38 formerly National Educational Service Michael Fullans lessons for leading complex change? Give up the idea that the pace of change will slow down Coherence making is a never-ending proposition and is everyones responsibility Changing context is the focus Premature clarity is a dangerous thing

39 formerly National Educational Service Michael Fullans - lessons for leading complex change? The publics thirst for transparency is irreversible You cant get large-scale reform through bottom-up strategies – but beware of the trap Mobilize the social attractors – moral purpose, quality relationships, quality knowledge Charismatic leadership is negatively associated with sustainability

40 formerly National Educational Service What is the overriding theme present in all research on improving student and teacher success and in reforming our schools to help all students learn? Leadership!!!

41 formerly National Educational Service Having thought about these attributes of great leaders and understood that leaders are made more by themselves than any external means, what is the evolution of your professional practice at this point in your career? How would you characterize your current practice?

42 formerly National Educational Service Change is Complex! Any significant innovation, if it is to result in true change, requires individual implementers to work out their own meaning. Michael Fullan

43 formerly National Educational Service PLC School Improvement Knowing Doing Being

44 formerly National Educational Service What we know today does not make yesterday wrong, it makes tomorrow better. Carol Commodore


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