The academy is a nationwide networked improvement community of CAOs, assistant superintendents, and other district - level instructional leaders who are working together to tackle common challenges and grow in their practice as they lead bold and sustainable
instructional change in their districts.
Not exact matches
Because some
districts were affected while others were not, he was also able to provide unusually convincing evidence on the effect of
changes in the number of
instructional days.
The executive leadership training programs will provide an opportunity for participating state and
district teams to work more collaboratively
in such areas as leading
change and team development, leadership for
instructional improvement, methods to accelerate leader performance, addressing stakeholder engagement around critical state and local issues, and sustaining improvements
in school and student achievement.
States and
districts can respond with any number of strategies, including more resources,
instructional coaches, a
change in leadership, and more effective teachers.
Standerford concluded that state and
district policies had influenced the teachers» efforts by making them aware that
changes were expected
in reading instruction, but had not made clear for the teachers what those
instructional changes should be.
Then,
in July of 2006, a new superintendent, assistant superintendent, and director of special education were hired and began the hard work of
changing the ways
in which adults worked together to raise the level of
instructional practice and student performance across the
district.
New Teacher Immersion by Susan Totaro and Mark Wise An intensive orientation program gives novice teachers
in one
district a game -
changing introduction to the
instructional culture.
These goals serve as the primary tenants for advancing the high school renewal work to: 1) establish system coherence by aligning central office and site programs, and accelerating student learning by leveraging and expanding knowledge and skills among staff, parents, and community members; 2) improve the quality of
instructional leadership by providing ongoing professional development for school leaders; 3) improve the quality of teaching throughout the
district through embedded professional development; 4) increase student engagement
in the learning process by personalizing learning environments to build on student interests; 5) increase community involvement
in schools by giving principals ownership of the
change process, expanding student voice, and bringing parents and students into the school renewal process.
These include: · Use of
instructional programs and curricula that support state and
district standards and of high quality testing systems that accurately measure achievement of the standards through a variety of measurement techniques · Professional development to prepare all teachers to teach to the standards · Commitment to providing remedial help to children who need it and sufficient resources for schools to meet the standards · Better communication to school staff, students, parents and the community about the content, purposes and consequences of standards · Alignment of standards, assessment and curricula, coupled with appropriate incentives for students and schools that meet the standards
In the unlikely event that all of these efforts, including a change in school leadership, fail over a 3 - year period to «turn the school around,» drastic action is require
In the unlikely event that all of these efforts, including a
change in school leadership, fail over a 3 - year period to «turn the school around,» drastic action is require
in school leadership, fail over a 3 - year period to «turn the school around,» drastic action is required.
The
district staff wrote: «
In the past thirteen months alone, CWC submitted eight (8) material revision requests to the Charter Schools Division, ranging from instructional program changes to admissions preferences and changes in facilitie
In the past thirteen months alone, CWC submitted eight (8) material revision requests to the Charter Schools Division, ranging from
instructional program
changes to admissions preferences and
changes in facilitie
in facilities.
Dr. Bryan O'Black leads Project ACE (Advancing Classroom Education), a multiphase effort to
change the culture of learning
in the
district, which includes supporting principals to grow as
instructional leaders through a summer Principals» Technology Academy and empowering students to take more ownership of their learning
in a one - to - one environment.
Also
in that
district, we observed how senior central - office staff members periodically used data from principal - satisfaction surveys to inform
changes throughout the central office to support school principals»
instructional leadership.
An intensive orientation program gives novice teachers
in one
district a game -
changing introduction to the
instructional culture.
As an educator at heart for 20 years, Paula has taught
in classrooms, led a NextGen school as the
Instructional Coach, and witnessed
district - wide
change as a Personalized Learning Coordinator.
Participating superintendents have been asked to regularly reflect on their
changing practices as
instructional leaders
in their
districts.
Provide tools, products, and / or services that support
districts in evaluating the degree of implementation of focused
instructional strategies and its effects on
changes in adult professional practice and student learning?
New approaches to teacher evaluation, combined with comprehensive professional development for teachers and school leaders and
changes in the organization and capacities of school
districts, can support the types of teacher knowledge acquisition and
changes in instructional practices called for by the Common Core Standards and assessments.
«The sharp falloff
in mathematics achievement
in the U.s. begins as students reach late middle school, where, for more and more stu -
District implementation
changing instructional practice requires extensive supports for teachers.
The vision for student achievement
in your
district is what drives
changes in instructional strategies, which
in turn drives
changes to curriculum.
Our coaches support leaders
in making
changes in instructional quality and organizational capacity at the school and
district levels to drive
change that impacts students.
She brings more than 25 years of experience as transformational educator, working as a practitioner
in the classroom, a leader at both the school and
district levels, and as a consultant and thought partner to drive
instructional and systematic
change in districts across the country.
Then, a team of CGCS
instructional and research staff conducted site visits between November 2012 and March 2013 to the six
districts participating
in The Wallace Foundation's Principal Pipeline Initiative.2, 3 The results reported
in this study therefore apply to the
district structures and policies that were
in place during this time period and may have subsequently
changed.
The academy is a nationwide networked improvement community of CAOs, assistant superintendents, and other
district - level
instructional leaders who are working together to tackle common challenges and grow
in their practice as they lead bold and sustainable
change in their
districts.
The study, Starting With Why: How
District Leaders Create a Compelling Sense of Urgency to Drive District - wide Change, features the Wilkinson County School District in Irwinton, GA and examines how leaders developed, promoted, and supported a district - wide culture of instructional innovation that laid the groundwork for steady gains in 8th grade math achievement for African - American males and economically disadvantaged s
District Leaders Create a Compelling Sense of Urgency to Drive
District - wide Change, features the Wilkinson County School District in Irwinton, GA and examines how leaders developed, promoted, and supported a district - wide culture of instructional innovation that laid the groundwork for steady gains in 8th grade math achievement for African - American males and economically disadvantaged s
District - wide
Change, features the Wilkinson County School
District in Irwinton, GA and examines how leaders developed, promoted, and supported a district - wide culture of instructional innovation that laid the groundwork for steady gains in 8th grade math achievement for African - American males and economically disadvantaged s
District in Irwinton, GA and examines how leaders developed, promoted, and supported a
district - wide culture of instructional innovation that laid the groundwork for steady gains in 8th grade math achievement for African - American males and economically disadvantaged s
district - wide culture of
instructional innovation that laid the groundwork for steady gains
in 8th grade math achievement for African - American males and economically disadvantaged students.
Districts also differ
in their abilities to facilitate
change in instructional practice.
As Little (1993) suggests,
instructional change is dependent on teachers» opportunities to learn about new ideas and adapt them to local conditions (McLaughlin, 1987; Standerford, 1997);
districts have a large hand
in determining the nature, frequency, and effectiveness of these learning opportunities.
This
change in mindset and culture is tough, but the Activators have successfully implemented this transformational
change on all levels - for teachers,
instructional coaches, and
district administrators.
But
in districts without such resources, science teachers can use the ample
instructional ideas available on the web to prepare classroom activities and lesson plans about renewable energy and climate
change.