csi and principal pa admin sept 2011
TRANSCRIPT
-
8/3/2019 CSI and Principal PA ADMIN Sept 2011
1/4
About the Author: Dr. PaulaA.Calabrese transitioned romasslsfanfexecutive director ofthe Education Division of theAl egheny Inte mediate Un t #3,the largest intermediate unit inPe nn sylvan a, to i n dependenteducationalconsultant n 2003.Dr. Calabrese s the presidentand founder of Cardinal Con-sulting Group, lnc. which con-nectspeople, resources andresu ts th ough profession adevelopment or adm n strators,teache s and pa aprofessiona/s.Her area of focus s formativesupervision of teachers, appli-cation of the Charlotte Danielsonframework for professional de-ve opment a n d d fferentiatedsupervisionmodel and process.She served as a DistinguishedEducator or the PennsylvaniaDepartmentof Education orthreeyears and in this capacity,she workedwith teachersandadministrators n the DuquesneCity and Wilkinsburg BoroughSchoo/Dlsfrlcfs.Dr. Calabresebegan her educationalcareer nthe CatholicDiocese of Pi tts-burgh Schoolsas an elementaryteacher. She ater took posrtionsof reading specialistn the PIumBorough and Woodland HillsSchool Districts.
What's he Gonnection etweenC.S.l. nda Day n the Lifeof a Principal? By Dr. Paula A. Calabrese
C.S.r.,CrimeScene nvestigation,s a popularelevision erieswhosepremisehasdirect pplicationo the roleof heschool rincipal.hespecial gents reconsistentlyortrayeds nsatiablexaminersf crime cenes eeking bjective,irrefutablevidenceo dentifyheperpetratorndbring he nvestigationo aclose...al lwithin60-minuteimeperiodncludingommercials.lf therewerea televisionerieseaturinghedailyworkofprincipals,t might ecalledL.S.r., earningScene nvestigation. lthough rincipals eardozens fhats: heyarecounselors, bdiators,isciplinarians,anagers,eaders,acilita-tors,andmost mportantly, aster eachers. heyare alsoLearning cene nvestgators.Inhat ole, t sparticularlymportantor hemnotonly o knowandunder-stand estpracticesn eaching nd earning,utalso odemonstrate astery fthosepracticess heysuperviseheir lassroomeachers.nd hegoodnews sthat heyhaveat east180days,without ommercials,o conductheir nvestiga-tions, dentifyhe needs f their eachers, rovide ifferentiatednterventionsndimprove tudent chievement.Although astereacher nd nstructionaleader re he op hats, heprimaryresponsibilitiesf principals,hese oles reoften etasideo managehecrisesthatwreak avocwitheveryprincipal'simemanagementlananddaily to-do"istUnfortunately.S.l., lsoknown s ormativeupervisionf eachers,s he askmost requentlyeglectedue o circumstanceshichoften ppearo be beyondthecontrol f principals.So,howdo principalson heir nvestigativeatsas L.S.l., scapeheconfinesof heiroffices nd akecontrol f these istractionshatseparatehem rom heirmost mportantesponsibilityndcritical hallenge:rovidingnformativeeedbacto teacherso ensure tudent chievementnd o retain roficienteachers?Offering timemanagementlan, uggestingto-do is tand ecommendingget-organized-quickormula ouldbe heeasywayout.Formostprincipals,hoseideas reuntenable.n act,mostprincipalsnowandpracticehese oncepts.Thecatch s hatstudents,arents,acilities,entral ffice dministration,ommunitymembers ndotherpeople, laces nd hings eryoftenmake heprincipal's"to-do"is ta "no-can-doist." notherwords, choolifegets n heway.That's otto say hatschoolife s notamongheprincipals'esponsibilities,ut ather,heyveryoften eemmoreurgent ndappearo needaddressedmmediately.o,formativeupervisiongain ites hedust.Howcanprincipalsrulybecome n L.S.l.?Howcan heymakea differencenthe ives f studentshroughormativeupervisionf teachers?heverysimple,bu tchallengingnswers o setandmaintain riorities.Develop Leadership esultsand Evidence istGeta yellowegalpadandmake wocolumns. abelhe eftcolumnhe Resu/fsof Beinga Visible .S./.Label he rightcolumn he Resu/fs f Being nvisible. ou'l
Continuedon next pagAdministrator September 2011 2
C,S.r. s only a television sez'es,but L.S.l. s a reality series in whichprincipalstake a leading roleamong a diverse casf of characterswho often require hem to go off script and ad lib to make t throughthe instructionalday.
-
8/3/2019 CSI and Principal PA ADMIN Sept 2011
2/4
S.,Ll:gfr',\idj$ii{Be...t,!:|a:,3jih. ';N,$i"r,f.{t**i,j,r{tifF34{"u,$$*i8!'tbit,{1"li4N {*r{iat$f,g&i;}-!toi{.i,;tt;.;iJ-'1*iiEra"Continued rom previousPageget esultsn both olumns, utwhich esults oyoureallywant o achieve? etyourprioritiesased nthestudent utcomesouwant o achieveoryourschool. ook or heevidencehatproduceshere-sufts ouhope o achieve.SeeFigure1 below)
portant ndurgqnttems.Howdo you eelwhen ouspendhemajority f your ime nQuadrant? Workingconsistentlyn hisquadrantauses tress hatcan esultnmental ndphysicalfatigue.ow, hinkaboutQuadrantl. Theactivitiesisted re hemostimportanroles ndresponsitiesof theprincipalTheyaretheonesthat,whendonewellprovideobsatisfactiandbuilda positiveschool n-vironmenfor every-one.WhedutiesnQuadranll aren'taddresseover ime,theymoveintoQuadrant andbecomeurgent ndforce hepr incipaworkundestress nd
GatherEvidence f DailyTimeUsageln hisbestsellingook,TheSevenHabits f HighlyEffective eople, uthorStephenCoveyasks hequestion,Howdo I spendmy ime?"Hegoeson oanswert through timequadranthart. hepurposeof hechart s o analyze ow ime s spent hrough-out heday n ermsof activitieshatareurgent, oturgent,mportantndnot mportantndanycombi-nationhereof.Examinehe imequadranthart.Reviewhe istsof activitieshatare ypical f a principal'sorkday.Addotherasks hatarea regular artof thedailyschedule. here o hey it?Take ome ime o ana-lyze heamount f imespent nactivitieshatap-pear o be mportant,utare eally ot mportantndarenoturgent. hose re he imewasters. eletethem o the ullest xtent ossible. heck ut he m-28 Administrator eptember011
perhapseducehequality f hework.Procrasti-nating nQuadrantl items reatesQuadrantcri-ses.Decide hatpercentagesf your imeyouspein eachquadrant,hendetermine here ou eallyshould ndneed o spend our ime.Setyourpri-orities ased n hestudent utcomesouwantto achieveoryourschool.Visithttp://www.paess .o glimag es/stoi es/doc ments/adm n stratorlquad ant-cha rt3.pdf to down oadFigure2 - TimeQuadrantChart)Empower eacherso Also BecomeL.S.l.Now hatyourprioritiesreset, et'sget hem ntoaction y starting itha facultymeetingo explainhowyourpriorities il lgovern our imeandactionsAffirmhatyourpriority s a principals o create nenvironmentnwhich eachersan each uccessfContinuedon next pa
Figure 1Resultr ol Belngo VisibleL.5.1.:Evidence l Engogement
Results ol Belng Invlsible:No Evidence f Engagement
1 Teachersee ne ace-to-face 1 Teacherson't seemeveryoften2 Students eeme ace-to-face 2 Students on'tseemeoutside nyoffice3 Parentseemeout andabout ndviewmeasapproachable 3 Parentsmay iewmeas
aloofor unin-formed
4 lappeartobeengagedn he i feof heschool4 I appearo bedisengagedrom schoolif e
5 I informallyearnmoreabout he eachersandstudents
5 I miss ut on nforrnalnteractions ithteachers ndstudents6 Studentsnowthat ' l lbe n heirclass-roomso monitorheirbehavior
6 Studentsmaybehavenappropriatelynclassroomsnd nterfere it h others' earn-ing1 Studentsnowthat ' l lbe n hecorr idorsandwil lsee hemas heymove bout
Students i l l th ink hat won'tsee hem,won'tknow hemanddon'tcare boutthem8 I canaverta crisis y nterveningt an earlystage
8 A minor ssuemightbecome majorcrisiswithoutea ly ntervention9 I cananswer uestions uicklyha twill re-solve ssues efore heyescalate
9 Simple uestions ndconcerns ay esterwithout mmedat eanswers10 I provide videncethat'mavailable,'mengaged,'m nterested,'m suppottive ndl' m consistentlyathering vidence f effec-
t ive eachingnd earningn myschool
10 I provide videncehat l'm not available,'r nno tengaged,'m not nterested,'m notsuppofive...evenhough n rnyheart wantto be,but here'sno realevidenceo showthat am.
-
8/3/2019 CSI and Principal PA ADMIN Sept 2011
3/4
Figure 2 Time Quadrant Chart
URGENT NOT URGENT
IMPORTANT
? DECIDE WHAT TO TAKE ON BASEDON EVIDENCE, NECESSITIES
OBLIGATIONS Manage crises
Address pressing problems
Deal with emergencies
Complete deadline driven projectsAttend required meetings
Resolve student discipline issues
Mediate parent and community issues
GO! QUALITY LEADERSHIP LONG TERMTIME SAVERS
Prepare for supervisory visitsCollect and analyze student and teacher data
Prevent crises by proactive stance
Plan for student achievement
Build relationships within whole community
Empower teachers
Conduct formative supervision of teachers
Conduct summative evaluation of teachers
Be visible to students, teachers, parents
Build a Professional Learning Community
Keep up with professional reading
Participate in professional organizations
Grow professionally; be a lifelong learner
Take care of own health and well-being
NOTIMPORTANT
CAUTION!
DECEPTIVE ACTIVITIES THAT APPEARIMPORTANT AT THE TIME BUT ARENOT PRODUCTIVE
Interruptions in person, by phone, byemail
Some phone calls
Some U.S. mail and email
Unplanned meetings
STOP!
NON CONSTRUCTIVE TIME WASTERS,TIME ABUSERS
Trivia
Busywork
Escape activities
Irrelevant mail
Excessive TV
I % of time spent % of timespent II
% of time spent IVIII % of time spent
-
8/3/2019 CSI and Principal PA ADMIN Sept 2011
4/4
Continued romprevious pageandstudents an earn.Explainhatyou'll o hisby Principals ayweardozens f different ats, utengagingeachersn moreopportunitiesor ormative none smore riticalhan hatof L.S.l.Gatheringsupervision. evidence f effectiveeadership,imemanagementTake he ime o help eachersecognizehediffer- and eacher mpowermentanmakea principalences etweenormativeupervisionndsummative veryspecial gentndeed.evaluationn erms f purposesndoutcomes. uide Formore nformation,ontactheauthor tthem ngatheringvidence f effectiveeaching nd [email protected],SeeFigure below)
Figure 3SUPE V S ON FormativeAssessm nt EVATUATION:umm tiveAssessmentFocusesn eacher rowthanddevelopment;ninstructive rocess
Assessesveral,comprehensveperformace;aregulated,a idation rocessRecognizeshe complexi ty f teaching Fulf i l ls ornmonweal th'sbl igat iono protect hi l-
d ren rom harm
H ghightsnstructionastrategies lncludesoth nstructionaandnon instructionadutiesEncouragesollegiarelat ionshpwithsuperui so r Relateso evaluatornhierarchical,uthoritat ivemannerAcknowledgeshe expertfse f both partfes Viewsevaluator s havinggreaterexpetise and
knowledge
Dif ferent iatesased n teacher 'sndividual eeds Holdso standardizedneasuresnd sduepro-cess rientedViewsobseruer s a suppofterwith strategiesosha e; nform s nstruction
Viewsobseruer sa dramacritic; eachersplayarole
Allowseacher nd upervisortoollaboratesL,S.l.artnersngatheringndanalyzingvidenceof eachingnd earnngRequireseacherto eprimary ,S,l, hogathers,analyzesndpresentsvidencef competenceotheevaluator
ReferencesCovey, Stephen.(1996).The Seven Habitsof Highly EffectivePeople.New YorkCity,NY: Simon and Shuster.Danielson,Charlotteand Thomas L. McGreal. (2000).TeacherEvaluationTo Enhance ProfessionalPracflce.Alexandria,VA: Association orSupervision nd CurriculumDevelopment.Nolan,J. and Hoover, . (2008).TeacherSupervision nd Evaluation: heory nto Practice 2"dEdition)Hoboken,NJ: Wiley and Sons.Sarver,EdwardJ. (2003).Friend,Colleague nd FormerSuperintendent f the SouthernLehighSchoolDistrict. ttribution f the analogybetweenC.S.l. nd L.S.l.
Administrator eptember011 2