LEADERSHIP DEVELOPMENT 1 Office of Leadership Vision and Mission - - PowerPoint PPT Presentation

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OFFICE OF STRATEGIC LEADERSHIP DEVELOPMENT

Leadership Initiatives For Transformation - LIFT

Office of Leadership Vision and Mission

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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.

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• 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!

Who Are We and What Do We Do?

LIFT

The purpose of this partnership is to 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.

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Focusing on three aspects LAM

The Shelby County Schools LIFT

The program is designed to provide the strategies and tools that ensure innovative leadership through data analysis, effective team building, and skill in operational management. Built around current research and trends in management, the program helps one to solve current school challenges while providing frameworks one can apply during the school year and over time. Residents will go on a journey of self- discovery in leadership; recognizing the affects emotional intelligence has as one leads and manages faculty and staff. Residents will learn from:

• 1. SCS’ Best Principals and Leadership
• 2. Union University Faculty
• 3. A Personal coach
• 4. Academic and Leadership Consultants

The learning and development will move beyond one’s comfort zone in innovative exercises, courses, seminars, shadows, and one-on-one coaching to encourage the resident to absorb new and innovative perspectives which will lead ultimately to greater student growth and achievement.

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Pipeline Development

Criteria:

• Admin certification
• Two successful years as a

PLC Coach or Instructional Facilitator

• Currently TEM Certified
• Level 4 or 5 evaluation

scores

• Meets all the qualifications

to be accepted into the Union University. Selection Process:

• Writing exercise/data

assessment

• Application
• Resume/Curriculum vitae
• Interviews
• Philosophy of Education
• Two letters of

recommendation: one from their current principal and one from a teacher that they have coached.

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PIPELINE DEVELOPMENT

Rigorous Selection Robust Learning Plan Quality & Differentiated Coaching Measured Monitoring Intense Support

LIFT

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Expected Outcomes

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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

Tennessee Transformational Leadership Alliance TTLA Grant Impact

How we use the Funds

• Contracted the educational

services of Union University

• Provided national and locally

recognized educational, instructional and

• rganizational leaders to the

Fellows for their development

• To provide materials and

resources for the Fellows

It is our plan to continue using the funding as the above outline shows.

Principal Data

* The above graph shows where the new principals came from. The percentage was taken from the total number of each particular group (i.e. 2/9 = 22%).

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How the Pipeline Compliments

Priority 3

• Establish more personalized

and job-embedded professional learning experiences for leaders and teachers

• Develop comprehensive

"Grow Your Own" educator pipelines for leaders

• Use data to understand what

is working and where staff members need greater support

The Academic Plan

• High Quality Instruction
• Effectively using the

Instructional Practice Guides (IPGs)

• Using the IPGs to create

Cycles of Professional Learning

• Reinforces the Instructional

Core

• Accelerate the learning of

students beyond one year’s growth

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Expansion

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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

• f 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

Roadmap to Leadership

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THANK YOU!