Transcript Vision and Purpose – Link to Academic Excellence

Vision and Purpose – The Link to
Academic Excellence
• Illinois AdvancED Fall 2010 Practitioners
Conference
• September 16-17, 2010
• Champaign, Illinois
• R. Baranoski, L. Parker, Dr. S. Tuttle
Strategic Situations
“Build a professional community that
fosters learning, reflection, and
collaboration…”
Mary E. Dietz, Designing the School
Leader’s Portfolio
Our Vision and Purpose
• Conduct research that improves
students’ lives.
• Recognize issues of significance
to school improvement.
• Investigate recent and existing
information and standards that
address the significance of
shared purpose and vision on
academic excellence.
Collectively Moving Mountains
• Vision is to “dreams” as purpose is to goals.
• Inspiring others toward a shared purpose
necessitates building trust and actualizing a
plan that develops both understanding and
belief.
• Harnessing people’s emotions as well as
their minds.
• “The psychological stability of the present
impedes our ability to emotionally
invest in a future divergent from
established trends and traditions “
(Dede, 1990).
Making It Personal
• Shared Purpose must be
personally rewarding to all
participants, at some level.
• Help participants see their own
personal identity in the Shared
Purpose of others (Senge, 1990).
• People like to learn new skills, to
feel successful and feel selfworth (Senge,1990).
• Purpose leads to motivation.
“The Art of the Long View”
• Start with the vision, then identify all
the major factors shaping the dream.
• Rank key assumptions and trends
driving the vision, by their importance.
• Build a vignette around how a
particular group or important
individuals will respond to the
vision.
• Be realistic, adaptive, positive and
humorous in the creative formulation
( Schwartz, 1991).
Evolution of Shared Purpose
• Game theory attempted to
mathematically capture unrelated
individuals in strategic situations in
which an individual success depends on
the behavior/choices of others.
• In cooperative “games,” communication
is required to adhere to promises
(Nash,1950).
The Research
• Quantitative correlation study to
explain a conjectural relation between
shared purpose and academic
excellence.
• Variables : North Central Accreditation
▫ ACT Scores
▫ AYP Status
• Research involved collecting data to
determine to what degree does a
relationship exist between the variables.
Data Analysis
• Two-tailed test of correlation, with
an alpha level of 0.05, power of
0.80, and a medium effect size of [r]
= 0.03. Resulting in an indicated
sample of 82 required to achieve
power of 80%.
• Power analysis performed for
ANOVA, with four independent
variables, alpha level of 0.05, power
of 0.80, medium size effect of f
=0.25. Indicating a sample of 180
participants to achieve power of
80%.
Standard #1 Vision
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Copy of School Improvement Plan.
Building Improvement Plans/grade
level goals
Building Staff Development Plan
Staff meeting agendas (addressing
vision/mission)
Weekly school newsletter
Monthly student recognition
Local newspaper articles highlighting
achievement
Building-wide discipline
plans/academic guidelines
Implement character counts
Establishing student organization in
support of student learning
Number of times speak to
community in person about vision
for learning
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Use of student data/profiles to
identify goals and address actual
needs
Department meeting agendas (grade
level meetings, team meetings too)
District report card/building report
– annual report to all community –
3-year comparison
“State of the School” report from
principal quarterly
Mission/Vision statement posters
everywhere/schools/businesses
Partners in Education programs
Tours of building and sites to
prospective parents
Iowa State & The Wallace Foundation
The Purpose of My Leadership
In this exercise, you will focus on the purpose of your leadership, and how your purpose is delivered from your life story,
your passsions and your motivated capabilities.
Discerning Your Passions Through Your Life Story
Recall your early life story (addressed in the exercises for Chapter One and Chapter Three) and use it to identify sources
of your passions that are close to your heart.
1. By reframing your life story, can you discern your passions more clearly?
2. In what ways do your passions lead you to the purpose of your leadership?
Copyright © True North
The Purpose of Your Leadership
Write an essay to your self describing the long-term purpose of your leadership.
1. For the near-term what is your purpose in leading?
2. In what ways does the purpose of your leadership relate to the rest of your life? Is it integral to it or separate from it?
Copyright © True North
Principal Performance Standards and Criteria
PART I: JOB RESPONSIBILITIES
STANDARD #1: A principal is an educational leader who promotes the success of all students facilitating the
development, articulation, implementation, and stewardship of a vision of learning that is shared and supported
by the school community. (Shared Vision)
The principal
a. In collaboration with others, uses appropriate data to establish rigorous, concrete goals in the control of student
achievement and instructional programs.
b. Uses research and/or best practices in improving the educational program.
c. Articulates and promotes high expectations for teaching and learning.
d. Aligns and implements the educational programs, plans, actions, and resources with the district’s vision and goals
e. Provides leadership for major initiatives and change efforts.
f. Communicates effectively to various stakeholders regarding progress with school improvement plans and goals.
Evidence:
Summary Rating
Meets Standard
Doesn’t Meet Standard
Reflection:
Iowa State & The Wallace Foundation
STANDARD #2: A Principal 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. (Culture of Learning)
The principal
a. Provides leadership for assessing, developing, and improving climate and culture.
b. Systematically and fairly recognizes and celebrates accomplishments of staff and students.
c. Provides leadership, encouragement, opportunities and structure for staff to continually design __________
effective teaching and learning experiences for all students.
d. Monitors and evaluates the effectiveness of curriculum instruction and assessment.
e. Evaluates staff and provides ongoing coaching for improvement.
f. Ensures staff members have professional development that directly enhances their performance and improves
student learning.
g. Uses current research and theory about effective schools and leadership to develop and revise his/her professional
growth plan.
h. Promotes collaboration with all stakeholders.
i. Is easily accessible and approachable to all stakeholders.
j. Is highly visible and engaged in the school community.
k. Articulates the desired school culture and shows evidence about how it is reinforced.
Evidence:
Summary Rating
Meets Standard
Doesn’t Meet Standard
Reflection:
Iowa State & the Wallace Foundation