Columbus County Leadership Academy Summer 2009

Columbus County Leadership Academy Summer 2009
Welcome Introduction Agenda 1

Agenda Day 1: 21st Century and Teacher Standards
Day 2: PLCs and Change Process Day 3: The Evaluation Process Day 4: Putting it All Together

Goals for Retreat Gain knowledge about the teacher evaluation instrument Become an expert with the standards and evaluation process Strengthen your instructional leadership skills Begin to plan for professional development at your school using the teacher evaluation instrument Be confident that your staff will be ready to implement the teacher evaluation process next year

Future-Ready Students For the 21st Century
The guiding mission of the North Carolina State Board of Education is that every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century.

To accomplish this mission, North Carolina Public Schools will:
Produce globally competitive students Be led by 21st century professionals Be healthy and responsible Leadership will guide innovation in NC Public schools Be governed and supported by 21st Century Systems

Future-Ready Students
Read through the descriptors for each of the 5 guiding mission statements of the North Carolina State Board of Education. Identify new (or frequently used) vocabulary words for us as educators. How will we immerse the members of our school community in the new vocabulary? Small group, break out by level. Share out

New Standards for Teachers, Principals & Superintendents!
GS 115C required the Commission to review and propose standards for teaching in North Carolina In August 2006 Chairman Lee charged the Commission to review and align the standards to reflect the State Board’s newly adopted mission and goals The Commission is composed of 16 practicing educators.

How are the NC. Professional Teaching. Standards different
How are the NC Professional Teaching Standards different from the Core Standards adopted in 1998? The most significant difference is ALIGNMENT! SBE mission and goals 21st Century Skills and Knowledge Research from Teacher Working Conditions Survey School Executive and Superintendent Standards Evaluation Instruments Program approval for Schools of Education Professional Development

In recent decades, school reform efforts have recognized teacher and principal professional development as a key component of change and as an important link between the standards movement and student achievement.(Elmore, 2002)

North Carolina Professional Educator Evaluation Systems
The design is a growth model to improve instruction and enhance professional practice. Support and promote effective leadership, quality teaching, and student learning Provide the basis for performance goals and professional development activities Multiple data sources, artifacts, and evidence will be used in assessing educator performance Rubrics are formative in nature based on a rating scale from developing through distinguished flexible enough to be fair to teachers and school executives of varying levels of experience and in school settings

The teacher performance evaluation process will:
Serve as a measurement of performance for individual teachers. Serve as a guide for teachers as they reflect upon and improve their effectiveness. Serve as the basis for instructional improvement. Focus the goals and objectives of schools and districts as they support, monitor, and evaluate their teachers. 11

The teacher performance evaluation process will:
Guide professional development programs for teachers. Serve as a tool in developing coaching and mentoring programs for teachers. Enhance the implementation of the approved curriculum. Inform higher education programs as they develop the content requirements for higher education programs. 12

Changing Expectations
Traditional Model Professional Model Teaching Content Loosely coupled and idiosyncratic Standards based and articulated Teaching Practice Teacher as artisan, isolated, idiosyncratic Teacher as a professional, standards based, public, collaborative Accountability De-emphasized, mystified Public, prominent Equity Implicit and input oriented Explicit and outcome oriented Leadership Managerial, autocratic Facilitative, instructional, nurturer of professional learning communities New Teacher Center, Univ. of California

Important Shift Supervising Teaching
Works from a perspective that effective teaching results in effective learning. Supervising Learning Works from a perspective that if students are learning, the teaching must be effective.

Why 21st Century Word Splash
Global economy HS graduates Tom Friedman Did You Know Time Magazine PISA PLCs Jim Collins You Tube Virtual Learning A small group activity minutes

HS graduation global economy You Tube Did You Know Tom Friedman Virtual Learning PLCs Jim Collins PISA Time Magazine

How did we get here? North Carolina has moved from a manufacturing and agricultural economy to a technological and research-based economy. Schools must respond to this change if students are to be ready for the future.

NORTH CAROLINA’S Educational Pipeline
In North Carolina, for every 100 9th grade students… …70 students graduate four years later. …41 students enter college. …28 students are still enrolled in their 2nd year. …19 students graduate with either an Associate’s degree within three years or a Bachelor’s degree within six years Source:

Tom Friedman: The World is Flat http://mitworld.mit.edu/video/519
Did You Know: Jim Collins: Good to Great

Overview “This is a story about the big public conversation the nation is not having about education…whether an entire generation of kids will fail to make the grade in the global economy because they can’t think their way through abstract problems, work in teams, distinguish good formation from bad, or speak a language other than English.” How to Build a Student for the 21st Century TIME Magazine December 18, 2006

Ranking of G8 countries: 10th grade math & problem solving
Why 21st Century Skills? Ranking of G8 countries: 10th grade math & problem solving OECD Ranking Problem Solving Science Reading Math 30th 25th 20th 15th 10th 5th 1st 1st 2nd 3rd 4th 5th 6th 7th 8th 14th 15th 15th The U.S. ranks 7th of the G8 countries in 10th grade math and problem solving. The U.S. also ranked below average on all of the Program for International Student Assessment (PISA) measured areas in These rankings worsened in 2003, except for reading which remained flat. (Note: PISA measured “problem solving” for the first time in 2003). PISA looks at the results for roughly 15-year-old students as a measure of the output of primary and secondary schools. That age is chosen because many systems begin to move students to “higher and further” education schools and colleges at age 16. PISA which is internationally sponsored by the OECD is tracking with the U.S. sponsored Trends in International Mathematics and Science (TIMSS), that also shows the U.S. slipping or just treading water relative to the countries surveyed. TIMSS measures performance at fourth and eighth grades. Finally, the National Assessment of Education Progress (NAEP) is a U.S. specific measure at fourth, eighth, and twelfth grades. The NAEP began in 1990 in response to the 1983 report entitled, A Nation at Risk, that highlighted the bourgeoning gap between U.S. students and those of competitive countries. U.S. students have shown very modest improvement under NAEP, though it has been labeled as “too easy” by critics. More importantly, since NAEP performance has begun to influence federal funding of schools, it has influenced teaching practice to the point where science is all but excluded from K–8 curriculums, as it only tests reading and math. This in turn has led teaching colleges to essentially drop science from the preparation of teachers looking to teach in elementary grades. The are fewer and fewer jobs for science teachers at those grades despite ongoing shortages at the high school level. 21st 18th 25th 28th 2003 2006 2003 2006 2003 2006 2006 Source: PISA, 2003, Courtesy of Cisco Systems

Virtual Learning NCVPS: Thinkering Online PD Columbus County Second Life

21st Century Skills Framework
Break

The Support systems for 21st Century Learning must be in place:
Standards and Assessments Curriculum and Instruction Professional Development Learning Environments

As students are expected to learn more complex and analytical skills in preparation for further education and work in the 21st century, teachers must learn to teach in ways that develop higher order thinking and performance. (Darling-Hammond, 2005)

Vision for the Future 21st Century Students
Think both critically and creatively Effective communicator and problem solver Learn and understand their connection to the world around them Receive support and encouragement throughout their education to think about and plan for their futures

Vision of Teaching What will teachers need to know and be able to do in the 21st Century schools? Ask participants to brainstorm ( Whole Group)

NC Standards for Teachers
Standard 1: Teachers demonstrate leadership Standard 2: Teachers establish a respectful environment for a diverse population of students Standard 3: Teachers know the content they teach Standard 4: Teachers facilitate learning for their students Standard 5: Teachers reflect on their practice

NC Standards for School Executives
Standard 1: Strategic Leadership Standard 2: Instructional Leadership Standard 3: Cultural Leadership Standard 4: Human Resource Leadership Standard 5: Managerial Leadership Standard 6: External Development Leadership Standard 7: Micro-Political Leadership Time: 9:35-9:40 am (5 minutes) The seven Executive Standards (Strategic, Instructional, Cultural, Human Resource, Managerial, External Development, and Micro-political) define the common direction of 21st Century leadership for NC schools. They go beyond the school level to include the power of influence of external organizations and create opportunities for meaningful professional development for building level executives. North Carolina’s Standards for School Executives are interrelated and connect in executives’ practice. They are not intended to isolate competencies or practices. Executives’ abilities in each standard will impact their ability to perform effectively in other standard areas. For example, the ability of an executive to evaluate and develop staff will directly impact the school’s ability to reach its goals and will also impact the norms of the culture of the school. School executives are responsible for ensuring that leadership happens in all seven critical areas, and effective school leaders are expected to develop this leadership in others as well as themselves. All 7 areas will be evaluated each year for every principal. Goals will be set in on just 2 or 3 of the standards each year, but again, all 7 will be evaluated in the Summary Conference. The new evaluation tool should help principals as they reflect upon and become more effective school leaders. These standards are the key to tying all of the pieces of a principal’s job and what they actually are doing in their daily routine to our expectations of what we want them to be as school leaders and the evaluation process we use to determine their effectiveness in that role. 31

Teachers demonstrate leadership.
Standard I: Teachers demonstrate leadership. Group Discussion: Leadership What is Leadership? The act of influencing the classroom practices of professional educators. -Reeves, 2008 Please keep fad in for Reeves definition!

If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams

Standard I: Teachers demonstrate leadership. Group Discussion:
Why Teacher Leadership? What Do Teacher Leaders Do? Please keep fad in for group questions !

Standard I: Teachers demonstrate leadership.
A. Teachers lead in their classrooms: Take responsibility for all students’ learning Communicate vision to students Use data to organize, plan, and set goals Use a variety of assessment data throughout the year to evaluate progress Establish a safe and orderly environment Empower students Talk through with no activities

B. Teachers demonstrate leadership in the school: Work collaboratively with all school personnel to create a professional learning community Analyze data Develop goals and strategies through the school improvement plan Assist in determining school budget and professional development Participate in hiring process Collaborate with colleagues to mentor and support teachers to improve effectiveness

Teachers lead the teaching profession: Strive to improve the profession Contribute to the establishment of positive working conditions Participate in decision-making structures Promote professional growth

D. Teachers advocate for schools and students: Advocate for positive change in policies and practices affecting student learning Participate in the implementation of initiatives to improve education

E. Teachers demonstrate high ethical standards: Demonstrate ethical principles Uphold the Code of Ethics and Standards for Professional Conduct Activity to be added: Ethics handout

Teachers who choose the path of teacher leadership…become owners and investors in their schools rather than mere tenants Roland Barth (1999)

Relationships What kind of relationships will be needed to obtain
21st century desired outcomes? Teachers and Students? Teachers and Teachers? Students and Students? Student and Community? School and Community? What will we see teachers doing? What will we see students doing? Table Talk

3 Steps for 21st Century Schools
Collaboration Competition Cooperation How do our classrooms compare? Strengths? Challenges? Think of these 3 questions as you watch the video clip. Summarizes the morning and prepares to transition to Relationships

Relationships the school environment must assist students to develop a sense of belonging and confidence through healthy relationships with faculty, staff and other students. Building caring and supportive connections with students, parents, and communities

Standard II: Teachers establish a. respectful environment for
Standard II: Teachers establish a respectful environment for a diverse population of students. A. Teachers provide an environment in which each child has a positive, nurturing relationship with caring adults: Encourage an environment that is inviting, respectful, supportive, inclusive, and flexible Unwrap

Standard II: Teachers establish a. respectful environment for a
Standard II: Teachers establish a respectful environment for a diverse population of students. B. Teachers embrace diversity in the school community and in the world: Demonstrate knowledge of diverse cultures Select materials and develop lessons that counteract stereotypes and incorporate contributions Recognize the influences on a child’s development, personality, and performance Consider and incorporate different points of view

C. Teachers treat students as individuals:
Standard II: Teachers establish a respectful environment for a diverse population of students. C. Teachers treat students as individuals: Maintain high expectations for all students Appreciate differences and value contributions by building positive, appropriate relationships

Standard II: Teachers establish a respectful environment for a diverse population of students. Teachers adapt their teaching for the benefit of students with special needs: Collaborate with specialists Engage students and ensure they meet the needs of their students through inclusion and other models of effective practice

Standard II: Teachers establish a respectful environment for a diverse population of students. Teachers work collaboratively with the families and significant adults in the lives of their students: Improve communication and collaboration between the school and the home and community Promote trust and understanding and build partnerships with school community Seek solutions to overcome obstacles that prevent family and community involvement

Principal Standard III: Cultural Leadership
School executives will understand and act on the understanding of the important role a school’s culture plays in contributing to the exemplary performance of the school. support and value the traditions, artifacts, symbols and positive values and norms of the school and community that result in a sense of identity and pride upon which to build a positive future “re-culture” the school if needed to align with school’s goals of improving student and adult learning and to infuse the work of the adults and students with passion, meaning and purpose 49 49

Standard II Activity Small Groups:
Compare and contrast the TPAI document and the Teacher Evaluation Instrument Thinking Map as a tool?

Academic Standards: What They Are and Why We Need Them
The standards are a fair and effective way to give students the “rules of the game” when they are in school. By comparing one child’s performance to a clear standard, parents, children and teachers know precisely what is expected. Douglas Reeves

Quick Write Briefly describe your idea of rigorous and relevant learning? Thinking Map as a tool?

Relevance Relevance is making learning meaningful. To truly engage students, good teachers connect what kids learn to what they already know from their own cultures and life experiences. Relevant learning is interdisciplinary and contextual. It requires students to apply core knowledge, concepts or skills to solve real-world problems. How closely does your school/district fit the definition?

Columbus County Schools
“Worksheets and lecturing are no longer viable teaching methods in the 21st century. Classrooms have to be exciting, engaging places where complex ideas and meaningful connections are made. The gains that we have made have been a result of our teachers striving to reach every child in an engaging and effective way and realizing that growth occurs one child at a time.” Dr. Dan Strickland, Superintendent of Columbus County Schools Thinking Map as a tool?

Standard III: Teachers know the content they teach.
Teachers align their instruction with the North Carolina Standard Course of Study: Teach the North Carolina Standard Course of Study Develop and apply strategies to make the curriculum rigorous and relevant Develop literacy skills appropriate to specialty area

B. Teachers know the content appropriate to their teaching specialty: Know subject beyond the content they teach Direct students’ curiosity into an interest in learning

Standard III: Teacher know the content they teach.
Teachers recognize the interconnectedness of content areas/disciplines: Know links between grade/subject and the North Carolina Standard Course of Study Relate content to other disciplines Promote global awareness and its relevance

D. Teachers make instruction relevant to students: Incorporate life skills which include leadership, ethics, accountability, adaptability, personal productivity, personal responsibility, people skills, self-direction, and social responsibility Demonstrate the relationship between the core content and 21st Century content that includes global awareness; financial, economic, business and entrepreneurial literacy; civic literacy; and health and wellness awareness

Standard II: Instructional Leadership
School executives will set high standards for the professional practice of 21st century instruction and assessment that result in a no-nonsense accountable environment. must be knowledgeable of best instructional and school practices must use this knowledge to cause the creation of collaborative structures within the school for the design of highly engaging schoolwork for students, the on-going peer review of this work, and the sharing of this work throughout the professional community. Standard 2 is frequently the standard that people remember the most because of the emphasis on the principal as an instructional leader. Like all of the standards this could be a full time job in and of itself so effective school leaders learn how to be strong instructional leaders and to develop strong instructional leaders in their buildings. Read Standard 2 You will notice the creation of collaborative structures in Standard 2. These may be Professional Learning Communities, Professional Learning Teams or any other named collaborative groups. The standards and the evaluation tool refer to these collaborative teams repeatedly because there is an expectation that all schools will be using an effective collaborative approach to school change and development. 59 59

“…learning and change is intensely interpersonal
“…learning and change is intensely interpersonal.” (People getting smart together) Collaboration: Sharing expertise and perspectives on teaching and learning Examining data about students Shared responsibility and mutual support for effective instruction The Adaptive School p.18 C.2 The Importance of Professional Community Collaboration This slide is a definition of collaboration for teachers. Use research (How People Learn) and talk about it –putting research into practice. With emphasis on student leaning. Learning how to look at student work and learn from it. Not “contrived collegiality” This kind of collaboration and collegiality is part of one’s professional identity. It needs to structured, taught, and learned Collaboration has a structure (form) that can be taught and must be learned and practiced to be effective. Top quote is from Outlook March Vol 2 Issue 3, Ann Healy-Raymond article “ Developing Professional Learning Communities. Sentence proceeding quote is, “The most important learning occurs through relationships in community.” 60

You can teach a student a lesson for a day; but if you can teach him to learn by creating curiosity, he will continue the learning process as long as he lives. Clay P. Bedford

Rigor Rigor means having high expectations in curriculum
standards, classroom assignments, ongoing assessment, and testing. A different way to think of Rigor: Rigor is the goal of helping students develop the capacity to understand content that is complex, ambiguous, provocative, and personally or emotionally challenging. Complex curriculum: like physics, calculus, chemistry, biology or economics, are composed of interacting and overlapping ideas Provocative curriculum: conceptually challenging, dealing with dilemmas, engaging students in identifying problems, conducting inquiry, taking positions- Richard Wright’s Native Son or Katherine Peterson’s Bridge to Terabithia). Ambiguous curriculum: modern poetry, primary documents, and statistics, are filled with multiple meanings that must be examined and sorted into patterns of significance (Dickinson’s “The Soul Selects her Own Society,” or A.A. Milne’s The House at Pooh Corner, or a database describing U.S.immigration patterns from 1875 to 1920). Personally or emotionally challenging curriculum: the novels of Toni Morrison or Lois Lowry, the facts of Shay’s Rebellion, or the Trail of Tears).

Bloom’s Revised Taxonomy
Remembering Understanding Applying Analyzing Creating Evaluating

21st Century Curriculum 21st Century Model Social Studies Content
Analytic Thinking Current Events Purposeful Podcasts

21st Century Curriculum 21st Century Model Analytic Thinking
Geographic Content Geography Global Positioning Software

21st Century Curriculum 21st Century Model Reading Comprehension
Analytic Thinking Reading Success Maker Pro

The mediocre teacher tells. The good teacher explains
The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires. William Ward

Standard IV: Teachers facilitate learning for their students.
A. Teachers know the ways in which learning takes place, and they know the appropriate levels of intellectual, physical, social, and emotional development of their students: Know how students think and learn Understand the influences on student learning and differentiate instruction Keep abreast of evolving research Adapt resources to address the strengths and weaknesses of students

B. Teachers plan instruction appropriate for their students: Collaborate with colleagues Use data for short and long range planning Engage students in the learning process Monitor and modify plans to enhance student learning Respond to cultural diversity and learning needs of students

C. Teachers use a variety of instructional methods: Choose methods and materials as they strive to eliminate achievement gaps Employ a wide range of techniques using information and communication technology, learning styles, and differentiated instruction

D. Teachers integrate and utilize technology in their instruction: Know appropriate use of technology to maximize student learning Help students use technology to learn content, think critically, solve problems, discern reliability, use information, communicate, innovate and collaborate

E. Teachers help students develop critical thinking and problem-solving skills: Encourage students to ask questions, think creatively, develop and test innovative ideas, synthesize knowledge and draw conclusions Help students exercise and communicate sound reasoning; understand connections; make complex choices; and frame, analyze, and solve problems

F. Teachers help students work in teams and develop leadership qualities: Teach the importance of cooperation and collaboration Organize learning teams in order to help students define roles, strengthen social ties, improve communication and collaborative skills, interact with people from different cultures and backgrounds, and develop leadership qualities

G. Teachers communicate effectively: Communicate clearly with students in a variety of ways Assist students in articulating thoughts and ideas clearly and effectively

H. Teachers use a variety of methods to assess what each student has learned: Use multiple indicators, both formative and summative, to evaluate student progress Use assessment systems to inform instruction and demonstrate evidence of students’ 21st Century knowledge, skills, performance, and dispositions. Provide opportunities for self-assessment

Standard IV Group Activity
What teacher behaviors might you be looking to see for this Standard? What student behaviors might you be looking to see for this Standard?

Recording sheet for Activity. Divide participants into 8 groups A-H.

Standard V: Teachers reflect on their practice.
Teachers analyze student learning: Think systematically and critically about learning in their classroom: why learning happens and what can be done to improve student achievement Collect and analyze student performance data to improve effectiveness How and when will this take place?

Teachers link professional growth to their professional goals: Participate in continued, high quality professional development Do you ensure that PD is connected to student achievement?

C. Teachers function effectively in a complex, dynamic environment: Actively investigate and consider new ideas that improve teaching and learning Adapt practice based on data Reflective question with word splash

Reflection Strategic plan PD 360 New Standards Evaluation tools Teachscape Waterford Benchmark ClassScape PIMUS Collaborative Structures How do these district-wide tools support Teacher Standard V?

Day 2 Professional Learning Communities The Change Process

The Power of PLC’s The most promising strategy for sustained, substantive school improvement is building the capacity of school personnel to function as a professional community. The path to change in the classroom lies within and through PLC’s. (McLaughlin 2003)

http://www.ncptsc.org/ Superintendents set high standards for the
professional practice of 21st century instruction and assessment that result in an accountable environment. They create professional learning communities resulting in highly engaging instruction and improved student learning. They set specific achievement targets for schools and students and then ensure the consistent use of research-based instructional strategies in all classrooms to reach the targets.

Standards Provides for the development of effective professional learning communities aligned with the district strategic plan, focused on results, and characterized by collective responsibility for 21st century student learning; Provides structures for the development of effective professional learning communities aligned with the school improvement plan, focused on results, and characterized by collective responsibility for instructional planning and for 21st century student learning; These are the standards; where are we? Work collaboratively with all school personnel to create a professional learning community

Professional Learning Communities
“Professional” – someone with the expertise in a specialized field, an individual who has not only pursued advanced training to enter the field, but who is also expected to remain current in it’s evolving knowledge base. “Learning” – ongoing action and perpetual curiosity “Community” – a group linked by common interests

Characteristics of a PLC
Shared Mission, Vision, Values and Goals Collective Inquiry Collaborative Culture Action Orientation and Experimentation Continuous Improvement Results Orientation

Is the Mission, Vision, and Values SHARED?
Mission: Why do we exist? What is our fundamental purpose? Vision: What must our school become to accomplish our purpose? What is our compelling future? Values: How must we behave to achieve our mission? What are our collective commitments?

Building Block Clarifies Priorities Sharpens Focus Gives Direction
Guides Behavior

Is the structure in place to promote COLLABORATION?
Time Modeling Format for Meeting Format for Reporting Process for Deciding on Work to be Done

COLLABORATIVE TEAM MEETING
Program Requirements Data - Needs of Students School’s Resources Grade Level or Department Team Meeting (Problem Solving) Planning Delivering Monitoring Effective Differentiated Instruction Kathryn Howe & David Howe 2005 94

Are the CONVERSATIONS around STUDENT LEARNING?
What do students need to know and be able to do? What do our students need for success? In school (this year, next year, and so on) In life On state tests Big Ideas Essential Questions

How will we know when they have learned it?
Common Assessments Represent the most effective strategy for determining whether the guaranteed curriculum is being taught and, more importantly, learned Inform the practice of individual teachers Build a team’s capacity to improve its program More efficient than assessments created by individual teachers More equitable for students Facilitate a systematic, collective response to students who are experiencing difficulty

How will we respond when they don’t learn?
Shift from Teaching to Learning Pre-Question: Why didn’t they learn? Was it taught well and/or according to student factors? Do we have effective, systematic intermediate (Tier II) and intensive (Tier III) interventions in place?

Providing Learning Opportunities for ALL Children
Intensive Intervention Tier III Differentiated Intervention Tier II Differentiated Instruction Instructional Continuum Resources Initial Instruction Tier I Time 98

How will we respond when they
already know it? Enrichment Acceleration

Establishing Learning Communities in a Challenging Environment
“The Levey Middle School Story”

Levey Middle School A Classic Case of Dysfunction
97% African-American student population – Student population of 800+ School-wide Title 1 eligible Over 80% of students live in single female headed households Achievement scores well below state averages 25% – 40% annual student turnover rate school over 3000 disciplinary suspensions school year over 150 students failed two or more classes and were required to attend summer school 65% of staff in their first, second, or third year of teaching school year, third principal in three years

Year #1 Establishing Professionalism Collective Inquiry
Establishing Shared Mission and Vision Creating Order

Teacher Curriculum Review Critical Data
Choose Goals (No more than four/five) Identify best literature/research that helps increase staff ability to meet goals Develop study questions that applies the research to school’s current reality Prepare study guide for teachers and pace their curriculum for the entire school year

Study High-Achieving Schools and Research Relevant to Your School
Use staff meetings as “learning centers”, not for announcements and trivia Make sure that study sessions are used to find solutions for your problems, not for complaints about the current state of your school. Be prepared to answer the nay Sayers Tie the information learned in your book studies to the vision for the school Suggested Reading: Nothing’s Impossible, Lorraine Monroe, Turning Points 2000, Anthony Jackson, Getting Started, Eaker, DuFour and DuFour, Transforming Schools, Zmuda and Kuklis

Establish Principles Establish order based upon what is “right” and what is “wrong” Address “Budgetary Justice” Stand up to anyone who threatens those principles, they will be the foundation for your fabulous school. This is not easy!!!!! Make the things that are good for kids, the foundation of your school culture Build Efficacy What does he mean by Budgetary Justice?

Year #2 Ensuring that Students Learn Culture of Collaboration
Pyramid of Intervention School-Wide Academic Focus

What do we want students to know?
Identify “Essential Standards/Outcomes” Pace them per quarter Identify instructional material necessary to ensure mastery of standards by the students I think we need to discuss bullet one.

How do we know if they have learned?
Develop common assessments Common assessments measure if students can performed the desired tasks Common assessments should be given at least each quarter in each core subject matter Common assessments should not exceed 25 questions Assessments should be developed by the teachers that teach the content Assessment questions should be similar to the modality used on the state assessment Anthony does not believe in using District benchmark testing. He believes common assessment should be developed by teachers at the school level.

Collaborative Culture
Develop teams Organize team structure and collaboration Find time in schedule and make collaboration a priority Develop protocol and guidance for teams Collaboration must yield results

Pyramid of Intervention What do we do when students do not learn?
Homework lunch In-school tutors Student Support Specialist After-school tutoring Student Success Plan Title 1 Summer Institute University Summer Program

School-Wide Academic Focus
Develop school-wide theme Develop school-wide motto Develop school-wide programs that support curricular areas of need, i.e., “Writing Month”

Year #3 Professional Development Refinement
Action Orientation and Experimentation Confronting Counterproductive Behavior Work on Affective Needs

Action Orientation and Experimentation
Development of pilot programs and innovations related to the staff members new level of proficiency Hip-Hop Literacy Program Screen Writing Class Business Program and Levey Dollar Store

Work on Affective Needs
Build relationship between the staff and students to strengthen the sense of school community Analyze affective offerings for students and adjust where necessary Develop a regular system for recognizing good teaching and building staff relationships

Levey Results Reading 2000 – 30% Proficient (State Avg. 68%)
Math 2000 – 31% Proficient (State Avg. 54%) 2005 – 76% Proficient (State Avg. 62%)

PLCs Where are we? Where are we going? Successes and challenges
Resources and support Facilitated discussion, resource sharing

Characteristics of a PLC
Rate your current level of effectiveness in each one of the six characteristics of a PLC using a Likert scale of 1 -5, with 1 being very ineffective and 5 being very effective. I think this is when the district could discuss where they are as well.

Where Do We Go From Here? Worksheet
School Improvement Goals Drive Team Goals Describe two characteristics of a professional learning community that you would like to see in place in your school. What steps or activities must be initiated to create this condition in your school? Who will be responsible for initiating or sustaining these steps or activities? What is a realistic timeline for each step or phase of the activity? What will you use to assess the effectiveness of your initiative? Learning by Doing DuFour, Eaker, and Many

The Professional Learning Community Continuum
Element of a PLC Pre-Initiation Stage Initiation Stage Developing Stage Sustaining Stage Creating a Focus on Results That Impacts Schools, Teams, and Teachers There is no effort to establish specific district goals intended to impact the direction of each school. The district reacts to problems as they arise and does little to either focus on the future or promote continuous improvement. The district establishes multiple long range goals as part of a comprehensive strategic planning process. Schools may create annual school improvement plans in response to district requirements, but those plans have little impact upon classroom practices. The district has identified a few key goals. Every school then adopts goals designed to help the district achieve its targets. Every collaborative team in every school adopts SMART goals specifically aligned with its school goals. A process is in place to monitor each team’s progress throughout the year. Educators throughout the district have a results orientation. Collaborative teams of teachers establish both annual goals and a series of short-term goals to monitor their progress. They create specific action plans to achieve goals and clarify the evidence they will gather to assess the impact of their plans. This tangible evidence of results guides the work of teams as part of a continuous improvement process. Each member understands the goals of the team, how those goals relate to school and district goals, and how he or she can contribute to achieving the goals. Learning by Doing DuFour, Eaker, and Many

SMART Goals S Specific + Strategic M Measurable A Attainable
R Results -Oriented T Time Bound

Competencies Knowledge (factual and experiential) + Skills = Competency

Personal, Team, or Both Know Thyself…. And Thy Staff…
Review the list of Competencies to determine which ones you feel confident and competent about now, ones you need to work on, and the ones that you will need to plan for assistance through delegation. Activity

Principal Standard I: Strategic Leadership
School executives will create conditions that result in the creation of a climate of inquiry to: strategically re-image the school’s vision, mission, and goals to align with 21st Century needs challenge the school community to continually re-purpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it. 123 123

“Giant Leaps” Unlikely
Current Practice Changes In Practice There will be no change in outcomes until new practices are implemented.

Are You Ready for the Change?
is a PROCESS, not an event is made by INDIVIDUALS first, then institutions is a highly PERSONAL experience entails DEVELOPMENTAL growth in feelings and skills Hord, S., Rutherford, W., Huling-Austin, L., & Hall, G. (1998) Taking charge of change. Austin, TX: Southwest Educational Development Laboratory.

Change Implications…Not Actual Change Initiatives
First-Order Change When a change is perceived as: Second-Order Change An extension of the past A break with the past Within existing paradigms Outside of existing paradigms Consistent with prevailing values and norms Conflicted with prevailing values and norms Implemented with existing knowledge & skills Requiring new knowledge & skills to implement

Magnitude of Change Lies in the eyes of the beholder
Has to do less with the change itself than with the knowledge, experience, values, and flexibility of individuals expected to carry out the change effort Few changes are of the same magnitude to all stakeholders Leaders must understand and accurately estimate the order of magnitude of their improvement initiatives for all stakeholders

Phases of Change Highly interdependent Not sequential….Recursive
Phases are different for First and Second Order Changes McRel’s Balanced Leadership Framework

Create Demand Little change occurs in any organization that is satisfied with the status quo Create tension between the current reality and a preferred future to develop sufficient energy and motivation away from the status quo Create a shared vision that challenges the current reality or Clarify for everyone that the current reality is so unpleasant that individuals or groups are willing to accept the risk and discomfort associated with changing the status quo

Implement Relentless focus on the quality, fidelity, consistency, and intensity of implementation Leaders must be highly knowledgeable about curriculum, instruction, assessment, and the research based practices associated with the change initiative (provide conceptual guidance) Leaders must support teachers and others in realizing and implementing the change through inspiration, by portraying a positive attitude about their abilities, and being a driving force behind the initiative

Fidelity: Innovation Configurations
Problems begin when the details of how to do it are not made clear. What does the innovation look like when it is in use? What would I see in classrooms where it is used well? What will teachers and students be doing when the innovation is in use? Focus on developing pictures and descriptors, not philosophy. From CBAM…Concerns Based Adoption Model Just means to clarify what the expectations are….best accomplished as a collaborative venture

Manage Personal Transitions
Gains for students, schools, or districts can be perceived as a loss for staff – especially when they must gain new knowledge, develop new approaches and procedures, redefine relationships, and re-examine their norms and values These personal transitions often result in a response that is resistant to change Leaders must be flexible in their approach and behaviors by being directive or non-directive as the situation/person warrants

Moving through the Change
Stages of Concern 0. Awareness Informational Personal Management Consequence Collaboration Refocusing Take out animation Hord, S., Rutherford, W., Huling-Austin, L., & Hall, G. (1998) Taking charge of change. Austin, TX: Southwest Educational Development Laboratory.

Planning for Change Awareness Level/Information Level
Content: standards/rubric, school data 1. How would you kick this off? 2. Where would you start? Structures: faculty meetings, PLCs, SIT, PTA, Teacher Work days Activity- Job Alike.

Monitor and Evaluate Collecting and analyzing data on the quality, fidelity, consistency, and intensity of implementation Assessing the impact of implementation on student achievement Determining the impact of implementation on implementers Adjust leadership behaviors accordingly

The Evaluation Instrument
Day 3 The Evaluation Instrument

The Evaluation Process
Orientation: Within two weeks of a teacher’s first day Must include rubric, policy & schedule of evaluation The teacher self-assessment: Uses the teacher rubric Is done by individual (without input from others) Used in developing IGP Used in pre and post conference discussions

Definitions Beginning Teacher - Teachers who are in their first three years of teaching and who hold a Standard Professional 1 License Probationary Teacher – Teachers who have not obtained Career Status in their district Career Status Teachers –Teachers who have been granted Career Status in their district Formal Observation – an observation of a teacher’s performance for a minimum of 45 minutes or one complete lesson 138

Definitions Performance Descriptors – The specific performance responsibilities embedded within the components of each performance standard Performance Goals - Goals for improvement in professional practice based on the self-evaluation and/or supervisor recommendation 139

Definitions School Executives – Principals and assistant principals licensed to work in North Carolina Self-assessment – Personal reflection about one’s professional practice to identify strengths and areas for improvement (conducted w/out input from others) Summary Evaluation Form – A composite assessment of the teacher’s performance based on the evaluation rubric and supporting evidence 140

Definitions Informal Observation – An observation of a teacher for a minimum of 20 minutes North Carolina Teacher Rubric – A composite matrix of the standards, elements and descriptors of the North Carolina Standards for Teachers Performance Standard – The distinct aspect of leadership or realm of activities which form the basis for the evaluation of a teacher Performance Elements – The sub-categories of performance embedded within the standard 141

Definitions: Artifact – A product resulting from a teacher’s work (a natural by-product, not a newly created document) Possible Artifacts: School Improvement Plan School Improvement Team North Carolina Teacher Working Conditions Survey Student Achievement Data Professional Development Student Work National Board Certification PTSA Professional Learning Communities (PLC) Lesson Plans Student Dropout Data Time: 9:45 -10:00 – Slides 142

Performance Rating Scale
Developing – Demonstrated adequate growth but did not demonstrate competence on standard(s) of performance Proficient – Demonstrated basic competence on standard(s) for performance Accomplished – Exceeded basic competence on standard(s) of performance most of the time 143

Performance Rating Scale
Distinguished – Consistently and significantly exceeded basic competence on standard(s) of performance Not Demonstrated – Did not demonstrate competence on, or adequate growth toward, achieving standard(s) of performance [NOTE: If the “Not Demonstrated” rating is used, the evaluator must comment about why it was used.] 144

Standard 1: Teachers Demonstrate Leadership
c. Teachers lead the teaching profession. Teachers strive to improve the teaching profession. They contribute to the establishment of positive working conditions in their school. They actively participate in and advocate for decision-making structures in education and government that take advantage of the expertise of teachers. Teachers promote growth for all educators and collaborate with their colleagues to improve the profession. Developing Proficient Accomplished Distinguished Not Demonstrated (Comment Required) Has knowledge of opportunities and the need for professional growth and begins to establish relationships with colleagues. . . . and Contributes to the: Improvement of the profession through professional growth. Establishment of positive working relationships School’s decision-making processes as required Promotes positive working relationships through professional growth activities and collaboration. Seeks opportunities to lead professional growth activities and decision-making processes. Time 1:30 – 1:40 – Slides 145

Teacher Responsibilities:
Know and understand the North Carolina Professional Teaching Standards Understand the North Carolina Teacher Evaluation Process Prepare for and fully participate in each component of the evaluation process 147

Teacher Responsibilities (Cont.):
Gather data, artifacts, evidence to support performance in relation to standards and progress in attaining goals. Develop and implement strategies to improve personal performance/attain goals in areas identified individually or collaboratively identified. 148

Principal/AP Responsibilities
Know and understand the North Carolina Professional Teaching Standards Participate in training to understand and implement the Teacher Evaluation Process. Supervise the Teacher Evaluation Process and ensure that all steps are conducted according to the approved process.

Principal/AP Responsibilities Cont.
Identify the teacher’s strengths and areas for improvement and make recommendations for improving performance. Ensure that the contents of the Teacher Summary Evaluation Report accurately reflect the teacher’s performance. Develop and supervise implementation of action plans as appropriate.

Pre-Observation Conference
A pre-observation conference must occur before any observations happen during the year. Discuss: self-assessment, PDP & lesson(s) to be observed Teacher will have written description of lesson for first observation Subsequent observations do not require a pre-observation conference

Observation(s) Formal observations occur over one complete lesson (a minimum of 45 minutes) Probationary teachers require 4 formal observations: 3 administrative, 1 peer Career status teachers (in their summative year of evaluation) must have three observations: at least 1 must be formal The first observation must be a formal, announced observation Subsequent observations may be unannounced Evaluator uses the rubric as a recording tool

Post Observation Conferences
Must occur after each observation Must occur no later than 10 school days after the observation Designed for the purpose of identifying areas of strength and those in need of improvement Requires review and signature of rubric

Summary Evaluation Conference
Bring Self Assessment & PDP Review Observations Discuss Additional Artifacts Sign Summary Rating Form Begin discussion for future goals

Summary Rating Form Every element for every standard is marked (not demonstrated requires comment) Ratings are based on formal and informal observations throughout the year Overall rating for each standard is chosen by the evaluator after reviewing all of the elements within a standard. Comments can be added from evaluator or the teacher. Signatures required on the final page. 156

Self Assessment You will have about 20 minutes to complete your own self-assessment. In addition to rating yourself, take notes as to what artifacts you might use to support your rating. Consider the explanations and comments you would make with your Principal/AP.

Self Assessment Reflection
Take the next 10 minutes and talk with a partner about the self-assessment process you completed. Discuss these questions: Did you find it easy or difficult? Do you feel confident discussing your assessment w/ your evaluator? What artifacts came to mind to support your rating?

Professional Development Plans
Teachers who are rated as “Proficient” or higher on all Standards will develop an Individual Growth Plan Teachers who are rated as “Developing” on any Standard will be placed on a Monitored Growth Plan Teachers who are rated as “Not Demonstrated” on any Standard or has a rating of “Developing” for two sequential years will be placed on a Directed Growth Plan (meets GS requirements of an action plan) Cannot be used w/ any teacher being recommended for dismissal, demotion or nonrenewal

Goal Setting Activity Review pages 32 and 33 in your manual
After examining Standard 1, work with your tablemates to write a possible goal for this teacher. List 2 – 3 strategies that will help him/her meet their goal Check your goal for SMART elements

Evidence Opinion observable & specific
not influenced by the observer’s perspective objective unambiguous draws conclusions influenced by the observer’s perspective subjective may be subject to debate Time: 10:15 – 11:15 – Standard 1 Activity

Language Analysis Making evidence based statements
With an elbow partner: Review the statements Circle the words or phrases that imply opinion and/or are left open to interpretation Rewrite statements and make them evidence based Time: 10:15 – 11:15 – Standard 1 Activity

Teachers are leaders in their classrooms.
Making it Real - Standard I Pre-Observation Conversation Note Taking Guide Teachers are leaders in their classrooms. Teachers demonstrate leadership in the school. Teachers lead the teaching profession. Teachers advocate for schools and students. Teachers demonstrate high ethical standards. Time: 10:15 – 11:15 – Standard 1 Activity

Making it Real - Standard I
With a partner identify evidence that you might use to indicate each level of a teacher’s performance on Element A on Standard 1: When time is called (5 minutes) repeat for Elements B, C and D As a table discuss the paired results Using the ethics policy identify with your group 1 or 2 areas that might be unknown to teachers.

Making it Real - Standard I
At your tables discuss: The teacher’s level based on current evidence. Next steps appropriate for the principal & the teacher to move the teacher’s practice forward. Additional evidence you may need to collect during the observation.

Standard V – Building Teacher Self-Awareness
This standard will: Help teachers begin to use evidence-based language Support the overall purpose of the rubric as a growth model Diminish subjectivity and emotion from the post observation conferences & summary evaluation

Making It Real: Standard V
Read the dialogue for standard 5 silently In table groups, use the chart paper to record the following: The rating you would give the teacher 2-3 rewritten teacher statements Two rewritten paraphrasing statements (principal) Three clarifying questions the principal could have asked Post your recordings on the wall Time: 8:30 – 8:45 – Meet and Greet reflecting on Day 2 Cheryl or Steve Time: 8:45 – 9:45 – Standard V Activity

Standard V: Summary Teacher Self Assessment depends on clarity of communication Evidence-based conversations Principal supports teacher awareness of self-reflective behavior District plans need to emphasize opportunities for professional growth

Evaluation Tool Resources
DPI Web site: Professional Teaching Standards Professional Development NSDCTeacher Eval Instrument.pdf

DPI Web Site 1 day ppt 2 day ppt 3 day ppt
All forms, materials, videos Additional resources Coaching Training

E-Learning for Educators
A Partnership with DPI, LearnNC, UNC-TV, The Friday Institute, NCVPS, EDC and 8 States. Our goal is to create and provide professional learning opportunities for administrators and teachers, aligned to the standards. The Principal Story Play CD for introduction-if time permits

Day 4 Putting It All Together How Can We Help? SBE-Community

Deployment Plan Summer 2009 Fall Winter Spring Summer 2010 To
Leadership Academy Teacher evaluation Instrument training Plan pd for staff Building capacity at the school Form school based leadership teams Begin to build capacity using the standards and rubric Use faculty meetings, PLC meetings School based leadership team attends one day training Continue to provide staff development Meet with Team to plan for training at school Continue district-professional development Continue to participate in school based pd Provide a one day training sessions for all staff on the evaluation instrument Use the One day PPT Provide follow up sessions as needed Attend the one day training session Meet with admin for follow up support Ensure staff have understanding of the new evaluation system Plan observation schedule Attend Leadership Retreat: “Coaching” Become familiar with self assessment tool Review standards and rubric Attend NCAE training if needed P R I N C A L S To T E A C H R S

Calendar for Deployment
School-based Team training Faculty Meeting Kick off By December Faculty Mtg By March Spring Training

Pacing Aug school team formed Sept school teams trained (1 day)
Oct-first faculty mtg: share standards Nov-share rubric Jan-school team prep for training Mar-train all teachers Summer-follow up available for teachers Summer Leadership retreat; Coaching

SBE Goal 1: NC public schools will produce globally competitive students (High Student Performance).
Columbus County Strategic Plan: 1.1 Prepare students to master a rigorous, relevant curriculum. 1.2 Ensure that students will graduate ready to work and/or continue their education. Priorities provide high-quality instruction to all students implement systematic prevention and intervention strategies make effective use of new technology to develop students’ 21st Century Skills

SBE Goal 3: NC public schools will be led by 21st century professionals (Quality Teachers, Administrators and Staff). Columbus County Strategic Plan: 3.1 Recruit, retain and compensate a diverse corps of high quality teachers, administrators, and staff. 3.2 Promote continuous learning by providing support for high quality professional development for all employees. Leadership Priorities: develop and implement recruitment plans to attract applicants with diverse backgrounds fully implement teacher and executive standards fully implement Professional Learning Communities develop and implement a comprehensive professional development plan provide high quality working conditions

Strategic Leadership Revisit SIP with data Share PLC goals
Update school goals Share plans to build capacity Principal Goals- SD II SIP updated PD planned for the school year All documents aligned Result: All documents aligned

Virtual Professional Development
Improving Learning: One Principal at a Time

Closing Questions & Answers Comments Evaluation

Columbus County Leadership Academy Summer 2009

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