leadership in education: a journey
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Leadership in Education: A Journey. International School Leadership: a division of the Ontario Principals’ Council Dr. Joanne Robinson. Focus for Today. Background information about OPC and the Ontario education system Principals as the key to student success - PowerPoint PPT PresentationTRANSCRIPT
Leadership in Education: A Journey
International School Leadership: a division of the Ontario Principals’ Council
Dr. Joanne Robinson
Focus for Today
1. Background information about OPC and the Ontario education system
2. Principals as the key to student success
3. The changing role of the principal4. Challenges and opportunities for
school leaders
Ontario has:
• 40% of Canada’s 33.6 million people (it is the most populous province)
• 60% of 225,000 immigrants who come to Canada annually
• Over 1 million square kilometres of land• 2.1 million students• Almost 126,000 teachers (unionized teaching and
support staff)• About 5,000 schools in 72 school districts• Funding of $20.2B (CDN) in 2010-11 (40% increase
compared to 2002-03)• Principals are not unionized but supported through OPC• Budget announced this spring allocates $22.8 billion for
education – 45% increase since 2002-03
What is the Ontario Principals Council?
1. A professional association representing elementary and secondary vice-principals and principals in the public education system in Ontario.
2. Three main roles on behalf of our members:• Advocacy• Consultation, advice and legal support
when necessary• Professional learning and training
3. Relatively young organization, since April 1, 1998
4. Not part of the government, political but non-partisan
Programme for International Student Assessment (PISA) 2009
From 65 countries, only Shanghai, China scored significantly better in reading. In mathematics Ontario scored very well.
In Ontario, the difference in achievement between students in the top socio-economic quarter and the lowest quarter was half the OECD average.
Within Canada, Ontario has the highest proportion of immigrant students.
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Elementary Outcomes: Achievement Results
4 key levers for elementary reform:1. Improving
classroom teaching and learning
2. Improving school effectiveness
3. Leadership capacity building
4. Research and evaluation
150,000 more students at provincial standard
6 key levers for secondary reform:1. Leadership
infrastructure2. Engaging and
relevant programming
3. Effective instruction
4. Focused Interventions for students at risk of not graduating
5. Legislation and policy development
6. Research, monitoring and evaluation
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Secondary Outcomes: Achievement Results
Ontario
The exemplar for high performance is established and transparent: District Effectiveness Framework School Effectiveness Framework Leadership Framework Standards of Practice for Teaching Curriculum Expectations Growing Success (Assessment)
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Professionalism
Ontario College of Teachers: Teacher certification Principals qualification program Supervisory Officials qualification program Additional qualifications
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Ken Leithwood’s Theory of Action
LSA Initiatives
Leadership Practices
RationalPath (Academic press, Disciplinary climate, TLCPs)
EmotionsPath (Efficacy, Trust)
OrganizationalPath (Time, PLC ,TLCPs))
FamilyPath (Expectations, Reading
School-wideExperience
ClassroomExperience
StudentLearning
Ontario Leadership Framework
Leadership is the exercise of influence on organizational members and diverse stakeholders toward the identification and achievement of the organization’s vision and goals.
Setting Direction Building Relationships and Developing
People Developing the Organization Improving the Instructional Program Securing AccountabilityPersonal Leadership Resources Cognitive Social Psychological
Ontario Leadership Domains
Leadership Frameworks
• Inspire a shared vision of leadership in schools and boards
• Promote a common language that fosters an understanding of leadership and what it means to be a school and system leader
• Identify the practices and competencies that describe effective leadership
• Guide the design and implementation of professional learning and development for school and system leaders
Setting Direction• Build a shared vision• Identify specific, shared short-term goals
• Create high expectations• Communicating the vision and goals
Building Relationships and Developing People
Providing support and consideration for individual staffStimulating growth in the professional capacities of staffModeling the school’s values and practicesBuilding trusting relationships with and among staff, students and parents
Developing the Organization
Build collaborative cultures and distribute leadershipStructure to facilitate collaborationBuilding positive relationships with families and communitiesConnect the school to wider environment Maintain a safe and healthy environmentAllocate resources to support the vision and goals
Improve the Instructional Program
Staffing the instructional programProviding instructional supportMonitoring progress in student learning and school improvementBuffering staff from distractions to their work
Securing Accountability
Building staff members’ sense of internal accountabilityMeeting the demands for external accountability
PERSONAL LEADERSHIP RESOURCES
COGNITIVE RESOURCES:• PROBLEM-SOLVING EXPERTISE• KNOWLEDGE OF EFFECTIVE SCHOOL AND
CLASSROOM PRACTICES THAT AFFECT STUDENT LEARNING
SOCIAL RESOURCES:• PERCEIVE AND MANAGE EMOTIONS• ACT IN EMOTIONALLY APPROPRIATE WAYSPSYCHOLOGICAL RESOURCES:• OPTIMISM• SELF-EFFICACY• RESILIENCE
Specifies the importance of a strong sense of purpose
Talks enthusiastically about what needs to be accomplished
Talks optimistically Describes a compelling vision for the
future
Principals and Student AchievementVivane Robinson
Dimension One: Establishing goals and expectations
Expresses confidence that goals can be achieved
Talks about their most important values and beliefs
Includes setting, communicating, and monitoring of learning goals, standards, and expectations
Involves staff and others in the process so that there is clarity and consensus about the goals
Dimension One: Establishing goals and expectations
Includes aligning resource selection and allocation to priority teaching goals
Includes provision of appropriate expertise through staff recruitment
This may be particularly important in regions where there is a chronic resource shortage and the principal influence will be critical
Dimension Two: Strategic resourcing
Direct involvement in the support and evaluation of teaching through regular classroom visits and formative and summative feedback to teachers
Direct oversight of the curriculum through school-wide coorfination across classes and year levels and alignment to school goals
Dimensions Three: Planning, coordinating and evaluating teaching and the curriculum
Discussions about explicit achievement standards for the subjects they teach
Asking for evaluation results or progress of their students in a subject (like reading)
Make suggestions about the choice of instructional methods in the subject
Encourage collaboration among teachers Initiate professional development for
teachers Make suggestions about the content that
must be covered in the subject
How?
Effective leadership not only promotes but is actively involved in professional development; the leader participates as the lead learner
Principals are more active participants in teacher learning and development and discussions of teaching and learning
Effective leaders are more accessible and knowledgeable about instructional matters
Dimension Four: Promoting and participating in teacher learning
and development
Reduce distractions and external pressures and interruptions
Clearly and consistently enforced social expectations and discipline codes
Establish an orderly and supportive environment both inside and outside the classroom
Protecting time for teaching and learning
Dimension 5: Ensuring a safe and orderly environment
The ability to apply relevant knowledge to the appropriate situation
Taking complex problems and seriously engaging others in solutions
Mentoring and coaching others to lead complex problem-solving processes
Building relational trust and building trust while tackling tough situations
Student-Centred Leadership
Tri-Level Focus
LEADING STUDENT
ACHIEVEMENT
INSTRUCTIONAL LEADERSHIP
INSTRUCTIONAL LEADERSHIP
INSTRUCTIONAL LEADERSHIP
SCHOOL
Professional Learning
Communities
DISTRICT
Principal Learning Teams
PROVINCE
LSA STEERING TEAM(ADFO, CPCO, OPC, EDU, CSC)
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Leadership and capacity building related to instruction – Focus, alignment and coherence
Levers to successful improvement systems
1. A small number of ambitious goals2. A guiding coalition at the top3. High standards and expectations4. Investment in leadership and capacity
building related to instruction5. Mobilizing data and effective practices as a
strategy for improvement6. Intervention in a non-punitive manner7. Reducing distractions8. Being transparent, relentless and
increasingly challenging30
Three Main Findings: It’s a system thing, not a single thing Prescribe adequacy, unleash greatness Common but different
“How do the world’s most improved school systems keep getting better?”
Good to Great – focus on building professional capacity Great to Excellent – focus on learning through peer collaboration and innovation
Ontario: sustained improvement, from 2003-2009 moved from “good” to “great”, now moving from “great” to “excellent”.
McKinsey Report (2010)
◦ Assessment for, as and of Learning ◦ School and Classroom Leadership ◦ Student Voice◦ Curriculum, Teaching and Learning◦ Programs and Pathways◦ Home, School and Community
Partnerships
School Effectiveness Framework
School Improvement Planning
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1. Needs Assessment
• Student achievement data
• Demographic data
• Program data• Perceptual data• Analysis of data
2. Smart Goals 3. Targeted,
Evidence Based Strategies
4. Resources
5. Professional Learning
6. Monitoring
7. Responsibility8.
Evaluation
Benefits of a Framework
Common LanguageFlexible Approach
Platform for Team-BuildingGuide for Professional Learning
Powerful Self-Reflection Tool
ONTARIO LEADERSHIP FRAMEWORK
SETTING DIRECTION
BUILDING RELATIONSHIPS AND DEVELOPING PEOPLE
DEVELOPING THE ORGANIZATION TO SUPPORT DESIRED PRACTICES
IMPROVING THE INSTRUCTIONAL PROGRAM
SECURING ACCOUNTABILITY
Core Leadership Capacities: Developing Expertise in Using Data:
- Gathering, Analyzing, and Making Decisions
Setting Goals Collaboratively
Promoting Collaborative Learning Cultures
Engaging in Courageous Conversations: - Providing and Receiving Feedback Effectively
Aligning Resources with Priorities
Professional Learning Cycle
Plan
Act
Observe
Reflect
High Yield Strategies (School Wide)
• Differentiated Instruction• Three Part Lessons• Higher Order Thinking Skills• Moderated Marking• Assessment for Learning
Principal as Instructional Leader
Think, Pair, Share
Using the outline of the Ontario Leadership Framework, identify what you already do in one domain.Identify the greatest challenge to being an instructional leader in that domainIdentify two specific things you will implement immediately and track the success