Growing Today’s Leaders Understanding the Ohio Principal Evaluation System

Growing Today’s LeadersUnderstanding the Ohio Principal Evaluation System

Parma City School DistrictMarch 30, 2012

Principal is the lead teacher Research demonstrates a strong relationship

between leadership and achievement Average effect size is .25 Instructional leadership has moved from a vague

concept to concrete practices Knowledge and skills strike a right balance 21 specific leadership responsibilities

SMaC Great by Choice – Jim Collins 10xer behaviors

o Fanatic discipline- live to values, principles, standards and goals

o Empirical creativity – look primarily to evidenceo Productive paranoia- establish contingency plans

Leadership recipeo Specific – targeted goals, timeframeo Methodical- controlled, high performance, lead by

actionso Consistent – performance markers, outside influences do

not define work

Second Order Change Break with past Outside of existing paradigms Conflicted with current norms Emergent Unbounded Complex Nonlinear New knowledge required Implemented by stakeholders

Recipe for Today’s School Leader

Curriculum, instruction and assessment

Optimizer Intellectual

stimulation Change agent Monitor and evaluate Flexibility Ideals and beliefs

Responsibilities positively correlated

with 2nd order change.

Important Ingredients

Culture Communication Order Input

Responsibilities that may

suffer during second order

change.

Professional Goal Setting

Goal setting Data S.M.A.R.T. goal Action steps Evidence timeline

District Goal By 2012, elementary student reading

performance per grade level, as measured by DIBELS composite assessments, will reach 75% “at benchmark” level.o Systematically implement RTI data dayso Design targeted interventionso Set expectations by communicating core one

fidelity checklistso Progress monitor all students below benchmark

Self-Reflection Tool

Personal Goal Standards based Essential question guiding reflection Rate performance Determine strengths/weaknesses by standard Identify a growth area S.M.A.R.T goal Actions steps/timeline Rate yourself on Standard 4

Collective Commitment

District Leadership team/Building level team/teacher based team

Shared leadership Focus on practice McRel walkthroughs Data days Moving compliance to commitment Curriculum vs. craft

I think and I feel…to I know because…

Growth model Measurable

o DIBELS, pass/fail rates, o OAA scores, o Value Added, o formative assessments, o summative assessments, o TBT reporting tools, o surveys, o communications

Supporting Leaders Meet them where they’re are Set expectations Use rubric to transition from philosophy to

practice Establish formative meetings Monitoring instruction at classroom level Becoming the lead teacher Attend BLT’s Provide specific feedback

Scenario Read the scenario Discuss practices with table Identify standards in the scenario Rate the performance level using the rubric

Bibliography Collins, Jim, and Morten T. Hansen. Great by

Choice: Uncertainty, Chaos, and Luck : Why Some Thrive despite Them All. New York, NY: HarperCollins, 2011. Print

R. Marzano, T. Waters, B. McNulty (2005). School Leadership that Works. Alexandria, VA: ASCD

Contact Information Parma City School District

o 5311 Longwood Ave. Parma, OH 44134 o 440-842-5300

Cassandra Johnson, Director of Human Resources,o johnsonc@parmacityschools.org

Jodie Hausmann, Director of Elementary Teaching & Learning o hausmannj@parmacityschools.org

Jeff Cook, Director of Secondary Elementary Teaching & Learning o cookj@parmacityschools.org