2013-2014: Focus and Success

Across the nation: Role/responsibility of schools have changed New, higher standards Increased accountability Greater fiscal constraints Around the world: Global market Increased competition for college acceptance Changing face of the job market

Rigor Redefined, Tony Wagner

In a study where Wagner engaged top industry leaders, he learned what the needs are for the next generation of the workforce.

Our students have to be more innovative…. “It’s not [about] incremental improvement anymore… we have to do things that haven’t been done before.”

Mike Summers, VP at Dell, stated “Kids out of school have an amazing lack of preparedness in general leadership skills and collaborative skills.” “They lack the ability to influence.”

Clay Parker of BOC Edwards talked about flexibility and the ability to use a variety of tools to solve new problems as the job someone gets hired for now will certainly change or vanish down the road.

Mark Chandler from Cisco spoke of the need for great initiative and the need to have an entrepreneurial drive and spirit.

People have to be stronger communicators and possess better writing, speaking and presentation skills.

We need to be better prepared to process and analyze large quantities of information.

Daniel Pink said, we have to “develop young people’s capacities for imagination, creativity, and empathy.”

July: Administrative retreat

Focus: Build a cohesive team focused on common objectives

Resultant: Creation of a set of three theories about what we need to accomplish in our schools to advance opportunities for students

Theories of Action: a set of underlying assumptions about how we will move our organization from its current state to its desired future.

Purposely broad belief statements

Greater specificity created in building-level objectives

Creates a common ground and focus for District educators

If we provide students with rigorous, authentic learning experiences rooted in a comprehensive curriculum, then they will acquire the knowledge, skills and dispositions of successful 21st Century learners that will prepare them to thrive in a rapidly evolving global society.

If we value and foster the professional learning and growth of all members of our school community, then we will increase ownership and build our collective capacity to support student success.

If we engage in a systematic approach of classroom observation, collect evidence and offer feedback to one another, then data-based decisions will promote reflective practice, inform instructional design and guide professional learning in order to continuously advance student achievement.

All staff members are excited by having a common vocabulary and lens to guide our

professional thinking.

This is not a replacement for targeted, specific District goals, but a framework for our

professional thinking.

Strategic

Long-

Range

Board

District

Building

Supt.

Let’s initiate our conversation tonight by considering the 2012-13 goals

Curriculum and Instruction Goal Use the work that will be required to implement Common Core Curriculum Standards to accomplish the following outcomes: Creating and implementing differentiated curricula that use data and

best practices to challenge each student to meet his/her potential. Enhancing the culture within the School District and at each school

to ensure that students are actively engaged in reaching their potential and highly motivated by the learning opportunities presented to them.

Establishing consistent expectations for learning experiences and curriculum delivery across all classrooms within a grade level or all sections of a class at the middle school and high school levels.

Facilities Goal Evaluate the current conditions of the athletic fields and take the necessary steps to provide adequate practice and competition fields for the athletic programs offered at the middle and high schools.

Long-Range Planning Goal Create and begin to implement a process of determining long range plans for the school district with a focus on the following initial steps: Reviewing and refining the mission and vision of the Irvington

Public Schools. Evaluating the current and future financial health of the school

district. Establishing a format and process to assess the cost/benefit

factors related to program and services. Defining the infrastructure components that need to be

evaluated and planned for, including such items as safety and security, technology, and space considerations.

Are there goals that should be carried forward? It is time for us to: Ask challenging questions Consider the type of experiences we desire

for our students Identify areas for improvement Prioritize needs Provide for motivation and direction for all

District employees

Do our students achieve appropriate levels of proficiency in all content areas?

Are our programs/curricula rigorous enough to

prepare our students for the challenges they will face in their future?

Do we have the assessment tools/practices in

place to understand our students’ needs? Do our secondary programs provide students

with enough options and choice to pursue their interests and passions?

What should the role of technology be in our students’ education?

How do we ensure that parents understand what we teach

and why we are teaching it? How do we reprioritize our budget to be able to provide

students with more and/or new opportunities? Do our facilities (buildings and grounds) limit or hinder

our programs?

How do we support teachers’ professional learning to increase student performance in all areas of the curriculum?

What thoughts do you have about the District Goals?

What objectives should be set for our work?

Can we develop specific goals that can guide the work of the BOE, leadership, and faculty?

October 8th, BOE meeting; continue to develop goals

October 22nd, Adopt goals; discuss Board goals