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Confront the Brutal Facts Yet Never Lose Faith When…you start with an honest and diligent effort to determine the truth: the right decisions often become self-evident. You absolutely cannot make a series of good decisions without first “confronting the brutal facts.” Brutal Facts

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confront the brutal facts yet never lose faith
Confront the Brutal FactsYet Never Lose Faith
  • When…you start with an honest and diligent effort to determine the truth:
    • the right decisions often become self-evident.
  • You absolutely cannot make a series of good decisions without first “confronting the brutal facts.”
brutal facts
Brutal Facts
  • School districts are struggling to attract and retain qualified candidates for leadership roles.
  • There is a lack of qualified candidates coming from outside Frederick County.
  • Employees in some classifications have been placed in leadership positions without adequate training.
  • FCPS employee satisfaction survey indicated “opportunities for advancement” and “promotion for field-based and support staff” needed improvement.
  • Professional development evaluations indicate the need for more leadership training.
leadership development
Leadership Development

Taking off to new heights

superintendents charge
Superintendents Charge
  • In light of these points, the Superintendent assigned the Deputy Superintendent to:
    • research internal and external practices in leadership development.
    • make recommendations regarding leadership development for the Frederick County Public Schools.
investigation of current practices
Investigation of Current Practices
  • What is in place within and outside of FCPS. Sources included:
    • Literature and research
    • Each cabinet member
    • Principals and teachers at each instructional level
    • Leadership from each bargaining unit
    • Maryland State Department of Education
    • Eight outside school systems from

three states

what is leadership
What is Leadership
  • Mobilizing others to get extraordinary things done in organizations.
  • “It’s about the practices leaders use to:
    • transform values into actions,
    • visions into realities,
    • obstacles into innovations,
    • separateness into solidarity,
    • and risks into rewards.”Kouzes and Posner

“Leadership is a choice not a position”Covey

review of literature and research
Review of Literature and Research
  • Leadership is:
    • considered the single most important aspect of effective school reform.
    • important in setting the tone in a school. Climate is the best predictor if a school will have high achievement.
    • positively and significantly correlated to positive working conditions.
    • cause for employees to have an overall increase in satisfaction.  
    • a predictor of adequate yearly progress (AYP) status.
    • a powerful predictor of whether a school was included in top school designation categories.
evaluation of literature and research
Evaluation ofLiterature and Research
  • These points demonstrate that:
    • each FCPS employee needs to recognize him or herself as a leader.
    • Each employee needs to understand their importance as a valuable contributor in the education and achievement of our students.
findings
Findings
  • Differed by employee group.
  • The findings are organized into three categories:
    • Administrative Leadership
    • School-based Leadership
    • Support Staff Leadership
  • Under each category, information details:
    • FCPS Current Practices
    • Findings
findings administrative leadership
FindingsAdministrative Leadership
  • FCPS Current Practices
    • No formal plan for developing the pool for administrative applicants.
    • CASI offices provide induction opportunities for school-based administrators.
    • Formal induction plans are not evident in other types of positions.
    • Opportunities for leadership development are provided for CASI personnel, but there is little for others.
    • Evaluations from book studies and leadership program last summer were very positive with request for more.
findings administrative leadership11
FindingsAdministrative Leadership
  • External Findings
    • Many school systems:
      • have preparatory courses before entering the applicant pool.
      • utilize both principal and assistant principal internships.
      • employ retired principals to mentor new principals and assistant principals.
      • have formal induction programs

for new administrators, with

specific curricula.

      • hold annual leadership seminars.
findings school based leadership
FindingsSchool-based Leadership
  • FCPS Current Practices
    • No systemic plan for leadership development or ongoing training for team leaders, SIT members, department chairs, etc.
    • There is not widespread clarity or understanding of responsibilities, job descriptions, etc.
  • External Findings
    • There was not a great deal of consideration given to preparation for school-based leadership positions.
    • Many did hold annual trainings for the people serving in these positions.
findings support staff leadership
FindingsSupport Staff Leadership
  • FCPS Current Practices
    • This area was found to be the weakest.
    • Due to multiple shifts and varied schedules, it is difficult to schedule trainings for support staff.
    • Getting communications to support staff announcing training opportunities is difficult.
    • Extensive technical training is provided.
    • Many individuals are placed in leadership positions with no training in human relation skills, evaluation, etc.
    • There is no systemic orientation before a person reports to work.
findings support staff leadership14
FindingsSupport Staff Leadership
  • External Findings
    • Other school systems provide leadership development for support staff in leadership roles.
    • Orientation combined with leadership development was a common feature of systems.
    • Support employees are provided training opportunities in such areas as system policies, organization, customer service, embracing diversity, and workplace confidentiality.
action plan overview a first class blueprint
Action Plan OverviewA first class blueprint
  • Objectives
    • Leadership Development
  • Strategies
    • Unintended Findings
    • Systemic Leadership
    • Administrative Leadership
    • School-based Leadership
    • Support Staff Leadership
action plan leadership development objectives
Action PlanLeadership Development Objectives
  • Provide programs for all employees that result in higher student achievement (Goal 1 Master Plan)
    • Increase the number of employees who are aware of the expectation in specific leadership positions
    • Increase the number of qualified internal applicants for leadership positions
    • Increase and develop the leadership competencies of employees in leadership positions
    • Increase the leadership capacity that is evident in performance evaluations
    • Improve the results of employee satisfaction survey
    • Increase opportunities of leadership training
action plan unintended findings strategies
Action PlanUnintended Findings: Strategies
  • Develop:
    • the leadership competencies for classroom teacher leaders through training opportunities.
    • a required orientation program for all new FCPS employees that communicates:
      • overall mission of the school system.
      • the individual’s role within the mission.
      • organizational structure.
action plan systemic strategies
Action Plan Systemic Strategies
  • Create an advisory committee for each of the following three categories:
    • School–based Leadership
    • Administrative Leadership
    • Support Staff Leadership
  • The advisory committees will investigate a return on investment model and provide input and feedback.
action plan systemic strategies19
Action Plan Systemic Strategies
  • Develop:
    • partnerships with local higher education institutions to collaborate on leadership development programs.
    • an MSDE course that provides leadership training for teachers who want to be better leaders in the classroom.
    • a position to organize and coordinate the development and the delivery of leadership development programs.
action plan administrative strategies
Action Plan Administrative Strategies
  • Develop:
    • and offer preparatory workshops for internal administrative applicant pool.
    • an internship program for teachers preparing to be assistant principals and for assistant principals preparing to be principals.
  • Continue study groups that analyze leadership theory and its impact student achievement.
  • Hire retired former principals to mentor new principals and assistant principals.
action plan administrative strategies21
Action Plan Administrative Strategies
  • Combine the CASI induction programs for new assistant principals and principals.
    • develop a formal induction curriculum
  • Provide annual leadership training for all administrative personnel.
  • Align the leadership development program with a new administrative evaluation instrument.
    • Use the Maryland Standards for Instructional Leadership as a basis.
action plan school based leadership strategies
Action Plan School-Based Leadership Strategies
  • For SIT members, team leaders, department chairs etc., develop:
    • and/or update job descriptions.
    • job performance checklists.
    • an MSDE workshop course on effective school-based leadership techniques.
    • induction leadership training.
    • and provide annual training on performance expectations.
    • and provide annual leadership training.
action plan support staff strategies
Action Plan Support Staff Strategies
  • Provide:
    • leadership training during work hours or consider a means of compensation.
    • regular study opportunities that analyze leadership theory and its impact on student achievement.
  • Develop:
    • means of communicating training opportunities to notify all support staff.
    • an optional “future manager” workshops.
    • a formal induction program for support staff placed in positions of leadership.
budget
Budget
  • Fully implemented:
    • Approximately $357,000.00 over four years
  • Everything but internships:
    • $97,000 FY07
    • $20,000 FY08
slide25
Leaders are not born, they are made!

Lombardi

An opportunity to soar……

Leadership Development