Presentation on theme: "Training for School Board Members"— Presentation transcript:
1Training for School Board Members PILOT DPAS IITraining for School BoardMembers
2Our Process - necessary for the Superintendent and all Administrators Training IOverview of DPAS IIReview the main components and timelinesReview formsTraining IIWork through the process
3Accountability Legislation – An Overview DPAS II Only effective for those districts participating in the pilotFor any administrator participating in the pilot, any rating received on a Summative Evaluation during the pilot period shall not be included in the determination of a pattern of ineffective administration
4Who is an Administrator in this Regulation? An administrator is a professional employee of a board in a supervisory capacity involving the oversight of an instructional program.
5AdministratorInexperienced – less than three years of service as an administratorExperienced – three or more years of service as an administratorRole Experienced - three or more years of service as an administrator in that role
6Linking DPAS II Evaluations SuperintendentAssistant SuperintendentDistrict OfficeDirectors/SupervisorsSchool AdministratorsPrincipals/Assistant PrincipalsTeachers/Specialists
7Evaluator Credentials Evaluators must complete DPAS II training developed by DOE.Evaluators will receive a certificate of completion which is valid for five years and is renewable upon professional development focused on DPAS II as specified by DOE.
8FORMATIVE PROCESS Consists of Goal setting Conference Self-Evaluation Survey of Staff Supervised by the AdministratorFormative Conference/Reports
9Appraisal Criteria Component I – Assessment on Leader Standards Component II – Assessment on Goals and PrioritiesComponent III – Assessment on School and District Improvement Plan (Strategic Plan)Component IV – Assessment on Measures of Student ImprovementDSTP Accountability RatingsDistrict adopted norm or criterion referenced assessmentsAssessments selected by districts to measure quality and equity of student learning across content areasOther measures of student performance that are used by teachers in the school are standards based and DSTP- like
10Summative EvaluationFour Components Equally Weighted and Assigned a Rating of Satisfactory or UnsatisfactorySatisfactoryUnsatisfactoryISLLC StandardsSatisfactoryUnsatisfactoryGoals and PrioritiesSatisfactoryUnsatisfactorySchool Improvement PlanSatisfactoryUnsatisfactoryStudent PerformanceOverall Summative ratingEffectiveNeeds ImprovementIneffective
11Summative Evaluation Rating Effective – received Satisfactory in all four of the components.Needs Improvement received one Unsatisfactory Component rating out of the 4 components. (Summative rating may be delayed until the DSTP data is available.)Ineffective – received two or more Unsatisfactory Component rating out of the four.
13Assessment of Leader Standards Component I 2. Aggregated assessment on the DPAS II Surveys from (in summative evaluation)Those individuals who the administrator supervises,The administrator himself/herself,The supervisor
14Assessment of Goals and Priorities Component II Adequate progress on the administrator’s professional goals(These are to be collaboratively agreed upon in the formative meeting.)
15Assessment of the School Or District Improvement Plan - Component III There is growth in the goals and objectives in the school or district improvement plan.The school plans link to the district plans.
16Assessment on Measures of Student Improvement - Component IV A satisfactory rating on this component means the administrator demonstrates acceptable performance by:DSTP results show performance has improved.Based on formula for school accountability rating, there are consistent indicators of improvement in school accountabilityAnd by Meeting at least four of the additional 5 criteria below:Makes progress on targets for school improvement on the DSTPThere is improvement on goals established for the equitable distribution of learning outcomes based on gender, race, SES, special education status and language proficiencyThere is consistent evidence of improvement on district adopted norm and criterion referenced assessments.There is improvement in the per cent of student who are meeting the targets for school or district accountability.There is improvement on student attendance or graduation rate.
17Improvement PlanDeveloped for an administrator who receives an overall rating of Needs Improvement or Ineffective on the Summative Evaluation or an Unsatisfactory on any component on the Summative Evaluation regardless of the overall rating.An Improvement Plan shall also be developed if performance on the Formative Process is Unsatisfactory.
18Improvement Plan Contents Identification of the specific deficiencies and recommended areas of growth.Measurable goals for improving the deficiencies to satisfactory levels.Specific resources necessary to implement the plan, including opportunities to work with curriculum specialists or other administrators with relevant experiences.Procedures and evidence that must be collected to determine that the goals of the plan were met.Timelines for the plan, including intermediate check points to determine progress.Procedures for determining satisfactory improvement.
19Improvement PlanDeveloped collaboratively by the administrator and evaluator.If can not be developed collaboratively, the evaluator has the authority to determine the plan.The administrator is responsible for implementation and completion of the IP.Upon completion the administrator and evaluator shall sign the documentation that determines the satisfactory or unsatisfactory completion of the plan.
20Challenge ProcessAdministrator can challenge any rating on the Summative Evaluation or the Formative Process.Must submit additional information within ten working days of the date of administrator’s receipt of the Summative Evaluation.This is part of the appraisal record.It is forwarded to supervisor of the evaluator.Within ten days of receiving the challenge, the supervisor will review all documentation and issue a written decision.If denied the decision, the supervisor shall state reasons for denial.The decision of the supervisor of the evaluator is final.
23Evaluators are responsible for Effective Feedback that is….. DescriptiveSpecificFirst HandNot OpinionTimelyBehavioral PatternsFactualHonest
24Tips for Receiving Feedback Listen openly.Take time to digest.Acknowledge valid points.Accept compliments.Paraphrase what you heard.Show that you understand even if you don’t agree with the speaker’s interpretation.Ask for clarification.Request feedback.
25School Leadership Standards Interstate School Leaders Licensure Consortium(ISLLC) Standards
26Uses of the ISLLC Standards Preparation for next generation of school administrators.Mentoring of new administrators.Professional development of practicing administrators.Administrator evaluation.
27Leader Standards Component I Wanted: School Administrator“Must be more powerful than a locomotive, faster than a speeding bullet, able to leap tall buildings in a single bounce – blue uniform with tights and cape furnished.”Apply Any School District
28Understanding of Effective Leadership Heavy reliance on research based on linkages between educational leadership and productive schools, especially in terms of outcomes for children and youth.Emphasis on strong educators, anchoring their work on central issues of learning and teaching as well as school improvementFocus on school leaders who are moral agents and social advocates for the children and the communities they serve.Making the valuing and caring connections with others as individuals and as members of the educational community
29The Changing Nature of Society The emergence of a more diverse society- racially, linguistically, and culturally.Changing economy, more information based with global emphasis.The decrease of social capital and the increase of poverty.The use of trend data.
30An Evolving Model of Schooling Rethinking teaching and learning to successfully engage and challenge all students.A new emphasis on caring centered and community focused conceptions of schooling.Stakeholders external to the school are playing significantly enhanced roles in education.
31Central Themes A Vision for Success A Focus on Teaching and Learning An Involvement of All StakeholdersA Demonstration of Ethical Behavior
32Student Centered Reform The bottom line of schooling, after all, is student learning. Everything principals do- establishing a vision, setting goals, managing staff, rallying the community, creating effective learning environments, building support systems for students, guiding instruction, and so on must be in service of student learning. (Institute for Educational Leadership, 2000, p.4)Superintendent oversees that happens in ALL schools and is consistent with District Plan and Goals
34Standard 1A school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.
35Standard 2A school administrator is an educational leader who promotes the success of all students by advocating, nurturing, and sustaining a school culture and instructional program conducive to student learning and staff professional development.
36Standard 3A school administrator is an educational leader who promotes the success of all students by ensuring management of the organization, operation, and resources for a safe, efficient, and effective learning environment.
37Standard 4A school administrator is an educational leader who promotes the success of all students by collaborating with families and community members, responding to diverse community interests and needs, and mobilizing the community resources.
38Standard 5A school administrator is an educational leader who promotes the success of all students by acting with integrity, fairness, and in an ethical manner.
39Standard 6A school administrator is an educational leader who promotes the success of all students by understanding, responding to, and influencing the larger political, social, economic, legal, and cultural contexts.
40Component II – Assessment of Goals and Priorities What has been accomplished in the district plan to date?What other factors should be addressed that are not included in the district plan?What are the priorities for this evaluation year?What is reasonable to accomplish?
41Component III – Assessment of the District Strategic Plan How are we using the plan?How well has the district communicated the plan?How are we doing?Has the board allocated appropriate resources and support for the plan?Are we addressing our priorities?
42DATAThe measure of success is not whether you have a tough problem to deal with, but whether it’s the same problem you had last year.- John Foster Dulles
43Tools for Understanding Problems and Improving Results Data helps you:Refine the definition of a problem by quantifying its frequency or impact.Verify which potential causes of a problem are actual causes.Monitor whether changes you have made to fix a problem have had the desired impact.
44Tools for Measuring Student Performance Standardized Assessments – (norm and criterion referenced)Year to YearCohort ProgressCurriculum –embedded assessments( performance assessments, portfolios, and student assessment)District AssessmentsOther Factors
45Delaware’s AYP Intermediate Targets How is our district meeting AYP?ElementaryMiddleHighWhich schools are meeting AYP?Which schools did not make AYP?How are your schools doing on the State Progress Determination?What role did our superintendent play?What are the next steps for improvement?
46DSTP Reading (1998 – 2005) Percent of 3rd graders who Met or Exceeded the Standard
47No Name Elementary School % of 3rd grade students who met or exceeded the standards
48Questions to Ask? What does the data tell us? What problems or challenges do they reveal?What can we do about what the data reveal?What strategies should we brainstorm?What research should we consult?What are data telling us about how effective our current efforts are in helping us achieve our goals?
49Goals and Priorities The key: Linking Learning and Improvement Using your District Strategic Plan & GoalsMake learning something that an entire district does.Apply that learning to achieve continuous improvement.What is accomplishable this year?
50SMART Goals Strategic and Specific Measurable Attainable Results-orientedTime bound
51Strategic GoalsLinked to strategic priorities that are part of a larger vision of school success for the entire district.These goals will have both broad based and long term impact because focused on the specific needs of the students for whom the goal is intended.
52MeasurableBeing able to know whether actions made the kind of difference we wantedBeing able to measure a change in results because of these actions.Should occur in a number of different ways using a variety of tools and strategies.Yielding consistent patterns gives greater confidence that actions have made a difference.
53AttainableA goal must be within the realm of our influence or control and doable given current resources.Must know your starting point (baseline).Must know how much time you have to accomplish the goal.Must know what kinds of resources you have to make the necessary changes.
54Results-Based Define what is expected. Communicate a desired end point.Answer the question, “So What?”Not process but results.Should come in the form of student achievement in a particular area, a percentage of students who improve in a certain area, or as a demonstration of learning that can be defined and measured.
55Time-Bound Helps to determine attainability. Helps to keep the goal a priority.Gives the goal urgency.Requires periodic check on how well or how swiftly progressing toward the goal.Keeps goal dynamic part of improvement process.
56ExampleWithin the next two years, increase by 50% the number of 6th and 7th grade students scoring proficient or advanced levels in reading and math. (Currently, only one third of students score at this level.)
58Create an Evaluation Plan Reflect the Priorities and Goals discussed previouslyReasonable and ObtainableShould have Mutual AgreementClearly defined Superintendent AND Board ResponsibilitiesStages of ProgressHave a mid term review and adjustments if necessaryA final review that is fair and honest
59Goal Setting Conference 1 Goal Setting Conference Board schedules conference with Administrator prior to August 15th Conference held Goals reviewed and agreed upon SIP plan reviewed and agreed upon Goals and plans signed by both parties If revision needed, resubmitted to the board and process begins again.
60FORMATIVE FEEDBACK FORM for Leader Standards Name _______________ Position ____________________________Appraiser ____________ Date of Conference __________________This form may be used to record the content of conferences held and to note any goals or performance expectations agreed upon, and any other pertinent information either party feels should be recorded.Component I: Assessment on Leader StandardsStandard 1:Standard 2:Standard 3:Standard 4:Standard 5:Standard 6:Narrative:
61Plan Develop a plan mutually with S.M.A.R.T. Goals Strategic and SpecificMeasurableAttainableResults-orientedTime bound
62Mid Year ConferenceBoard and Superintendent discuss progress toward goals.Discussion of unforeseen issues.The Board makes suggestions and necessary, mutually agreed upon adjustments are made.Board provides the administrator with two copies of the summary of the Mid Year Conference within a week of the conference.Superintendent signs and returns one copy to the supervisor.
63Mid Year Conference Administrator____________ Date____________ This will serve as a summary of the MId Year Conference held on______Accomplishments and Commendations:Narrative:Areas for Growth and Improvement:
64Mid Year Conference Scheduled in January or February Board Schedules conference and reviews strategies and documentation submitted.Superintendent Submits strategies and documentation of what has been done or is being done to meet the goals established at the goal setting conference and on the School Improvement Plan
65Evaluator Self- Assessment Survey Prior to Summative Conference
66Distribute the Leader Standards Survey Inexperienced or Administrators on an Improvement Plan distribute Survey to those staff members he/she Supervises by March 1.Experienced Administrators distribute Survey to those he/she supervises by April 1.………………………………………………………Surveys are to be sent anonymously to Board.
67Summative Appraisal: Board Analyzes Data from Surveys Important to carefully consider any outlying responses.Important to compare superintendent’s self-assessment with other surveys.Look for trends and patterns.Helps establish targets for professional development for the superintendent.
68Preparing for the Summative Conference Superintendent supplies Board with all documentation of all four components a week prior to the conference.Survey results are compiled for review.
69Documentation Any additional documentation of Leader Standards Documentation of GoalsProgress on District Improvement PlanMeasures of Student Improvement - Testing dataOther documentation as necessary
70Summative Conference Provides documentation of Leader Standards Goals and PrioritiesAdjustments madeStudent Assessment Data
71Board Meets with Superintendent Reviews and discusses documentationAnalyzes documentationCompletes summative formLists accomplishmentsRecommendationsProvides an end of the year Summative Evaluation within a week of the conferenceAdministrator will sign and return.
72Questions….. FeedbackWhat else do you need from us to be successful?