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Aligning School Districts as PLCs - Softcover

 
9781935543398: Aligning School Districts as PLCs
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In order for a learning community to best deliver upon its full potential, all levels and all roles districtwide need to become aligned around the three big ideas of a PLC: ensuring a focus on learning, building a collaborative culture, and establishing a results orientation. For each of these big ideas, there are certain non-negotiables things around which there must be common agreement and expectations. For the first big idea, ensuring a focus on learning, there are three non-negotiables: a guaranteed and viable curriculum, a balanced and coherent system of assessment, and a schoolwide pyramid of interventions. For building a collaborative culture, the non-negotiables are a shared mission, vision, values, and goals; high-performing collaborative teams, and intentional collaboration. And for the third big idea, a results orientation, the non-negotiables are establshing a data mindset; data management, collection, and analysis; and data-based action to improve results. In aligning around the non-negotiables, there are four essential elements to consider the definition of district roles (strategic, tactical, and operational), communication using data, loose and tight leadership, and the so-called alignment constants. The alignment constants are certain non-negotiables that are identical for each big idea (policies, practices, and procedures; appraisal systems; resources and training, and monitoring and reporting). Professional learning communities have shown clear and demonstrated success. Now the challenge is to replicate those successes on a larger scale in many school districts and across multiple schools. This approach of bringing the non-negotiables of the three big ideas into alignment across all three roles districtwide with respect to the essential elements has the potential to deliver PLCs on that larger scale.

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About the Author:
Mark Van Clay is a consultant in the areas of collaborative leadership, performance scorecards and dashboards, systems and role alignment, strategic visioning, continuous improvement models and strategies, reporting through data, shared revenue models and collective bargaining contracts, student management as a behavior curriculum, and the application of instructional theory to classroom practice. He also consults on continuous organizational improvement through the Consortium for Educational Change. Mark is coauthor of The School Board Fieldbook: Leading With Vision (2009) and has published multiple articles in state and national professional journals. A twenty-two-year superintendent whose leadership experiences include wealthy, financially challenged, and ethnically diverse school districts, Mark is also a former principal, elementary teacher, and gifted writing instructor for schools in suburban Chicago. As a superintendent and principal, Mark s leadership led to U.S. Department of Education Blue Ribbon School Awards for two schools, one in a wealthy suburban district and the other in a school with a high ethnic student population. Mark holds doctorate, masters, and bachelors degrees from Northern Illinois University, Purdue University Calumet, and DePauw University, respectively. Perry Soldwedel is the Director of Continuous Improvement for the Consortium of Educational Change. CEC is a not-for-profit consortium of some eighty Illinois school districts who work together to accelerate behaviors and actions leading to organizational growth and improvement. His expertise is in the areas of shared leadership, system assessment, strategic visioning, data collection and measurement, information/analysis, accountability, and the alignment of standards, assessments, and instruction. Perry is a former school district superintendent, assistant superintendent for curriculum and instruction, technology director, principal, assistant principal, and elementary and middle school teacher, all in the state of Illinois. His district received two Blue Ribbon School awards and was the recipient of a $3.5 million U. S. Department of Education Technology Challenge Grant. The district also received a Lincoln/Baldrige award. He has taught continuing education classes for the University of Illinois. He is coauthor of The School Board Fieldbook: Leading With Vision (2009). Perry received his three degrees from the University of Illinois, Bradley University, and Western Illinois University. Thomas W. Many, former superintendent of Kildeer Countryside Community Consolidated School District 96 in Buffalo Grove, Illinois, keeps a sharp focus on school improvement issues. He uses the tenets of professional learning communities (PLC) to ensure that all students are able to reach their maximum potential. Student achievement in District 96 has improved every year for twelve consecutive years. More than 95 percent of all students now meet or exceed state standards. The district has been especially effective in helping students with special needs improve their academic performance. Under Tom s leadership, District 96 has become recognized as one of the premier elementary school districts in the nation. Tom s long and distinguished career includes twenty years of experience as a superintendent. He has also served as a classroom teacher, learning center director, curriculum supervisor, principal, and assistant superintendent. A dedicated PLC practitioner, Tom is a compelling and sought-after speaker and coauthor of Learning by Doing: A Handbook for Professional Learning Communities at WorkTM (2006, 2010) with Rick DuFour, Rebecca DuFour, and Robert Eaker.

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  • PublisherSolution Tree
  • Publication date2011
  • ISBN 10 1935543393
  • ISBN 13 9781935543398
  • BindingPerfect Paperback
  • Number of pages152

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