Leadership Initiatives For Transformation - LIFT OFFICE OF STRATEGIC LEADERSHIP DEVELOPMENT 1
Office of Leadership Vision and Mission Our Vision To serve and advance Shelby County Schools and the citizens of Memphis by being the State of Tennessee’s premier knowledge, research, and development epicenter for Transformational and Turn-Around Leaders. Our Mission Leadership Development in Shelby County Schools incites well-developed participants into action and encourages engagement in the academic, social, political, and managerial aspects of leadership, as well as community partnerships. Actively participating in impactful, leadership development thus creates a cadre of well-equipped, diverse leaders who are knowledgeable, visionary, prudent, courageous, judicious, and efficacious. 2
Who Are We and What Do We Do? • Make Shelby County Schools even better through school leadership • Hub for leader growth and development • Make decisions based on the “ Big Picture ” • Foster the transparency and oversight of principal development, selection, and leader policy creation and implementation • As a result of all this, improving the lives of 110,000 students through strategic leadership development! 3
LIFT Focusing on three aspects The purpose of this partnership is to LAM prepare ten (10) educational leaders from SCS to become principals by providing clinical field experiences, broad-based instruction, and problem-based research analysis for current PLC Coaches and/or Assistant Principals who have a Tennessee School Leader License. 4
The Shelby County Schools LIFT The program is designed to provide the Residents will learn from: strategies and tools that ensure 1. SCS’ Best Principals and Leadership innovative leadership through data 2. Union University Faculty analysis, effective team building, and 3. A Personal coach skill in operational management . 4. Academic and Leadership Consultants Built around current research and trends in management, the program helps one to The learning and development will move beyond one’s comfort zone in solve current school challenges while providing frameworks one can apply innovative exercises , courses, seminars, during the school year and over time. shadows, and one-on-one coaching to encourage the resident to absorb new and innovative perspectives which will lead Residents will go on a journey of self- ultimately to greater student growth and discovery in leadership; recognizing the achievement. affects emotional intelligence has as one leads and manages faculty and staff. 5
Pipeline Development Criteria: Selection Process: • Admin certification • Writing exercise/data assessment • Two successful years as a • Application PLC Coach or Instructional • Resume/Curriculum vitae Facilitator • • Currently TEM Certified Interviews • Philosophy of Education • Level 4 or 5 evaluation • Two letters of scores recommendation: one from • Meets all the qualifications their current principal and one to be accepted into the from a teacher that they have Union University. coached. 6
PIPELINE DEVELOPMENT Rigorous Selection Robust Learning Intense Support Plan LIFT Quality & Measured Differentiated Monitoring Coaching 7
Expected Outcomes 1. A well-qualified group of aspiring principals ready to assume the principalship upon demand and position vacancy 2. Stronger principals with the developed skill set to coach and develop their administrative teams and faculty from the course offering of Teacher Leadership 3. Able to create development plans and identify specific, ongoing development actions to build accountability for student achievement 4. Improve leader competency and effectiveness to drive an average of 5% of improvement each year when the aspiring principal transitions to serve as principal. 5. Strengthen internal principal pipelines 8
Tennessee Transformational Leadership Alliance TTLA Grant Impact How we use the Principal Data Funds • Contracted the educational services of Union University • Provided national and locally recognized educational, instructional and organizational leaders to the Fellows for their development • To provide materials and resources for the Fellows * The above graph shows where the new principals came from. The percentage was taken It is our plan to continue using the funding as from the total number of each particular group (i.e. 2/9 = 22%). the above outline shows. 9
How the Pipeline Compliments Priority 3 The Academic Plan • Establish more personalized • High Quality Instruction and job-embedded • Effectively using the professional learning Instructional Practice experiences for leaders and Guides (IPGs) teachers • Using the IPGs to create • Develop comprehensive Cycles of Professional Learning "Grow Your Own" educator • Reinforces the Instructional pipelines for leaders Core • Use data to understand what • Accelerate the learning of is working and where staff students beyond one year’s members need greater growth support 10
Expansion As the work expands in three (3) to five (5) years, a more solid and robust Leadership Development Office will emerge for the intentional development of PLC Coaches/Facilitators as a prong of the scope. 1. A recognition that the role of the PLC Coach in SCS is a viable leadership role 2. Ensuring that PLC Coaches/Facilitators are part of the Leadership Development process. 3. A deliberate program of work for PLC Coaches/Facilitators District wide 4. The intentional work to develop PLC Coaches/Facilitators for Assistant Principal, Principal, and/or Central Office roles 11
Roadmap to Leadership 12
THANK YOU! 13
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