Sentences with phrase «developing effective school leadership»
The NYC Leadership Academy (NYCLA) is the nation's leading innovator for developing effective school leadership that transforms schools, inspires teachers, and improves outcomes for all students.
https://www.nycleadershipacademy.org/ Not exact matches
We know that effective school leadership is crucial to the success of education systems, and in 2014, we established the Scottish College for Educational Leadership to ensure all teachers develop their leadership skills.
Two years ago, PELP, a collaborative project between faculty at Harvard Business School and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students present recommendations for a school district to a panel of faculty jSchool and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students present recommendations for a school district to a panel of faculty jSchool of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students present recommendations for a school district to a panel of faculty jschool districts, began the Case Competition where teams of Harvard University students present recommendations for a school district to a panel of faculty jschool district to a panel of faculty judges.
By developing a framework for effective teacher teams that includes five criteria — leadership, task focus, collaborative climate, structure and process, and personal accountability — Troen and Boles provide school leaders with the tools needed to navigate this relatively new terrain and to make effective teacher teams a reality.
During this four - day institute, you'll work with a cohort of emerging leaders to unpack common leadership challenges, clarify your vision of an effective school, establish your core values, and develop the foundational skills of an effective school leader.
Two years ago, PELP, a collaborative project between faculty at Harvard Business School and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students presSchool and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students presSchool of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students presschool districts, began the Case Competition where teams of Harvard University students present...
Effective leadership is a pre-requisite for a successful school, writes Liz Walters from the National Association of School Business Management, who gives advice on a range of strategies schools can use to develop their lschool, writes Liz Walters from the National Association of School Business Management, who gives advice on a range of strategies schools can use to develop their lSchool Business Management, who gives advice on a range of strategies schools can use to develop their leaders
Projects have included: teacher career pathway programs that diversified roles in the teaching force; teacher career pathways that recognize, develop, and reward excellent teachers as they advance through various career stages; incentives for effective teachers who take on instructional leadership roles within their schools; incentives that attract, support, reward, and retain the most effective teachers and administrators at high - need schools; rigorous, ongoing leadership development training for teacher leaders and principals, leadership roles for teachers aimed at school turnaround; and the creation of new salary structures based on effectiveness.
The findings regarding differences between elementary and secondary schools are particularly important as we begin to develop theories of effective school leadership.
Supporting Principal Leadership for Pre-K — Third Grade Learning Communities addresses ways to enhance SEA and LEA leadership capacity for building P -3 communities, cultivate standards of effective practice for P - 3 principals and related leaders, develop practical implementation strategies as described by an elementary school principal and state education leaders, and consider implications for state and local policymakers, technical assistance and professional developmental providers, and higher education.
Given that the quality of school leadership is the second most important factor in student achievement (after the quality of teachers), 1 school districts must create the conditions to systematically support, develop, and retain highly effective leaders.
Several other characteristics of more effective schools include features that are also linked to the culture of the school and leadership: maintaining focus on learning, producing a positive school climate, setting high expectations for all, developing staff skills and involving parents.
She coaches school leaders and leadership teams to develop effective instructional practices focused on student achievement, to create systems for organizational effectiveness in management and to create coherence within school districts and schools.
Research behind VAL - ED (the Vanderbilt Assessment of Leadership in Education tool to assess principal performance, developed by researchers at Vanderbilt University) suggests that there are six key steps - or «processes» - that the effective principal takes when carrying out his or her most important leadership responsibilities: planning, implementing, supporting, advocating, communicating and monitoring.40 The school leader pressing for high academic standards would, for example, map out rigorous targets for improvements in learning (planning), get the faculty on board to do what's necessary to meet those targets (implementing), encourage students and teachers in meeting the goals (supporting), challenge low expectations and low district funding for students with special needs (advocating), make sure families are aware of the learning goals (communicating), and keep on top of test results (monitoring).41
The Behaviours are used to support individuals in developing and sustaining the practice of highly effective leaders and evidencing the impact of their leadership on members of the school community.
Developing effective teachers and school leadership is why we started the Reach Institute and remains the central focus of our work.
Developing an effective, aligned school leadership team can also provide valuable input for candid feedback and diverse viewpoints.
The 2015 Professional Standards for Educational Leaders state that effective leaders «develop the capacity, opportunities, and support for teacher leadership and leadership from other members of the school community.»
The HOT APPROACH is an innovative delivery system that provides teachers, teaching artists, administrators, parents, and arts organization educators vital professional development, resources, tools and strategies to develop, deepen and expand effective practices in standards based arts education, arts integration, school culture change and leadership development.
School leadership teams use data to help inform what is needed to strengthen and sustain the implementation of school - wide PBIS within their building, as well as develop or refine their own effective team structure, tools, and procSchool leadership teams use data to help inform what is needed to strengthen and sustain the implementation of school - wide PBIS within their building, as well as develop or refine their own effective team structure, tools, and procschool - wide PBIS within their building, as well as develop or refine their own effective team structure, tools, and processes.
Recognizing that effective schools must have strength and leadership among the teaching team, Blake works tirelessly with large districts — most recently Grant Public Schools, Swan Valley Elementary Schools, and Richfield Public School Academy — to develop these teams of professionals with a laser - beam focus on instruction and student engaschools must have strength and leadership among the teaching team, Blake works tirelessly with large districts — most recently Grant Public Schools, Swan Valley Elementary Schools, and Richfield Public School Academy — to develop these teams of professionals with a laser - beam focus on instruction and student engaSchools, Swan Valley Elementary Schools, and Richfield Public School Academy — to develop these teams of professionals with a laser - beam focus on instruction and student engaSchools, and Richfield Public School Academy — to develop these teams of professionals with a laser - beam focus on instruction and student engagement.
Numerous provisions contained in S. 1177 represent a huge step forward from current legislation: the elimination of adequate yearly progress and the 100 percent proficiency requirements, tempering the test - and - punish provisions of No Child Left Behind; the continued requirement of disaggregated subgroup data; removal of the unworkable school turnaround models required under the School Improvement Grant and Race to the Top programs; clarification of the term school leader as the principal of an elementary, middle or high school; inclusion of the use of Title II funds for a «School Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeschool turnaround models required under the School Improvement Grant and Race to the Top programs; clarification of the term school leader as the principal of an elementary, middle or high school; inclusion of the use of Title II funds for a «School Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeSchool Improvement Grant and Race to the Top programs; clarification of the term school leader as the principal of an elementary, middle or high school; inclusion of the use of Title II funds for a «School Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeschool leader as the principal of an elementary, middle or high school; inclusion of the use of Title II funds for a «School Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeschool; inclusion of the use of Title II funds for a «School Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeSchool Leadership Residency Program»; activities to improve the recruitment, preparation, placement, support, and retention of effective principals and school leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeschool leaders in high - need schools; and the allowable use of Title II funds to develop induction and mentoring programs that are designed to improve school leadership and provide opportunities for mentor principals and other educators who are experienced and effeschool leadership and provide opportunities for mentor principals and other educators who are experienced and effective.
The HOT APPROACH is an innovative delivery system that provides teachers, teaching artists, administrators, parents, and arts organization educators vital professional development, resources, tools and strategies to develop, deepen and expand effective practices in arts education, arts integration, school culture change and leadership development.
HCR coordinates Minority Leadership Training, a state - based program that involves minorities in Association activities and prepares them for leadership roles by developing the skills they need to become effective leaders in their schools, communities, and the Association.
About New Leaders New Leaders is a national nonprofit that develops transformational school leaders and designs effective leadership policies and practices for school systems across the country.
We partnered with Minneapolis Public Schools to design and launch an aspiring principals program to develop leaders to transform low - performing schools; worked with the district to train leadership coaches and to build capacity to lead and model effective professional development for principals; and provided executive coaching for associate superintendents while building their capacity toSchools to design and launch an aspiring principals program to develop leaders to transform low - performing schools; worked with the district to train leadership coaches and to build capacity to lead and model effective professional development for principals; and provided executive coaching for associate superintendents while building their capacity toschools; worked with the district to train leadership coaches and to build capacity to lead and model effective professional development for principals; and provided executive coaching for associate superintendents while building their capacity to coach.
Our flagship program, the Aspiring Principals Program (APP) is a nationally - recognized, standards - based program that uses experiential learning methods to develop the real - world skills necessary for effective school leadership.
The HOT Approach is an innovative delivery system that provides teachers, teaching artists, administrators, parents, and arts organization educators vital professional development, resources, tools and strategies to develop, deepen and expand effective practices in arts education, arts integration, school culture change and leadership development.
The meetings encourage relationship building and learning from each other's successes and missteps on topics such as ESSA reporting, sustainability for teacher leadership and career pathways, school planning cycles, and developing an effective budget process.
New Leaders: New Leaders is a national nonprofit that develops transformational leaders — including teacher leaders, aspiring principals, principals, instructional leadership teams, and district supervisors — in high - need communities and designs effective leadership policies and practices for school systems across the country.
Supporting Principal Leadership for Pre-K through Third Grade Learning Communities addresses ways to enhance SEA and LEA leadership capacity for building P -3 communities, cultivate standards of effective practice for P - 3 principals and related leaders, develop practical implementation strategies as described by an elementary school principal and state education leaders, and consider implications for state and local policymakers, technical assistance and professional developmental providers, and higher education.
All but six states — Montana, Nebraska, Pennsylvania, Texas, Vermont, and Wyoming — have requested flexibility from meeting onerous NCLB requirements in exchange for developing and implementing their own reforms that prepare students for college and careers, improve the lowest - performing schools, and support effective teaching and leadership.
A reflective and analytical mindset has helped her to learn from the experiences of others along the way and to develop her own approach to effective school leadership which has also been reflective of context and respectful of the history of each position she has held.
LE raises the academic achievement of students by developing teachers to take on leadership roles within their schools, thereby expanding the influence of these highly effective teachers.
New Leaders works to transform leadership in high - need, low - income schools by developing transformational school leaders and designing effective leadership policies and practices for school systems across the country.
Principal mentors are provided a toolkit of mentoring resources and work with mentees to create a customized mentoring plan that focuses on developing the skills and dispositions in four critical areas of school - level leadership: interpersonal and facilitation skills, teacher observation and feedback, effective school - level practices and classroom - level practices, and using data to improve instruction.
If developing the leadership potential of teachers empowers them to better support student learning, encourages them to stay in the profession, and makes it possible for principals to be more effective, then schools and districts should explore how to bring these opportunities to their respective sites.
[6] Empirical research has consistently established that strong leaders improve student outcomes through several «avenues of influence,» including: providing supportive working conditions; increasing teacher motivation; ensuring effective instructional leadership; developing robust professional communities; and creating supportive school climates.
Ability to develop and maintain effective working relationships with site leadership, school groups, youth and families, the general public, park guests, and...
Professional Experience William H. Maxwell Career and Technical Education High School (Brooklyn, NY) 8/2003 — Present Assistant Principal • Oversaw daily school operations including finances, legal compliance, and curriculum development • Provided instructional leadership to teachers of Science, Physical Education, and Health Careers • Developed and executed meaningful professional development courses for faculty and staff • Observed classroom activities ensuring effective and professional instruction praSchool (Brooklyn, NY) 8/2003 — Present Assistant Principal • Oversaw daily school operations including finances, legal compliance, and curriculum development • Provided instructional leadership to teachers of Science, Physical Education, and Health Careers • Developed and executed meaningful professional development courses for faculty and staff • Observed classroom activities ensuring effective and professional instruction praschool operations including finances, legal compliance, and curriculum development • Provided instructional leadership to teachers of Science, Physical Education, and Health Careers • Developed and executed meaningful professional development courses for faculty and staff • Observed classroom activities ensuring effective and professional instruction practices
Choose from more than 300 concurrent sessions addressing the most pressing issues for education leaders including improving instruction, social - emotional learning, culturally responsive pedagogy, applying data - driven decision making, understanding professional development redesign, developing leadership capacity, learning facilitation skills, supporting new teachers and principals, implementing effective school improvement, and much more.