march 29, 2013
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Effective Principals in Our Schools Takes Commitment and Focus
American Association of School AdministratorsAnn Clark, Deputy Superintendent
March 29, 2013
About CMSNumber of Schools: 159• Elementary schools: 88• Middle schools: 39• High schools: 28• Alternative schools: 4Number of Principals/APs: 159/238Number of full-time teachers: 8,890Number of Students (excludes Pre-K): 138,012Zone Superintendents: 6
Vision: Charlotte-Mecklenburg Schools provides all students the best education available anywhere, preparing every child to lead a rich and productive life.
Mission: The mission of CMS is to maximize academic achievement by every student in every school.
•Effective Teaching and Leadership•Performance Management
Areas of Focus
•Recruit and retain top talent for school-level positions.•Ensure that school leaders have the ability and resources to meet
the needs of students and teachers.•Develop training programs for leaders and potential leaders to help
improve performance.
Key Strategies
•Design a five-year principal-induction program.•Develop a succession plan for all key positions within the district.•Expand opportunities for principal innovation through Freedom and
Flexibility with Accountability.
Tactics
Board Theory of Action
Core Beliefs
Strategic Plan 2014
Strategic Plan Alignment
Wallace Principal Pipeline Initiative
CMS was awarded a grant from the Wallace Foundation, which launched an initiative in 2011 to help six urban school districts develop a much larger corps of effective principals and to determine whether this makes a difference in student learning in their schools.
Based on 10 years of research, Wallace has identified four key parts of a principal pipeline that can develop and ensure the success of a sufficient number of principals to meet district needs.
Leader Standards
Pre-Service Training
Selective Hiring
Evaluation/Support
Principal Pipeline Initiative
• School Executive Leadership Academy• Aspiring Leaders
Leadership Framework
Leadership Framework Alignment
Establish competencies that indicate CMS focus on
developing effective
leaders within the NC Seven Standards of
Executive Leadership
Ensure principal
preparation programs include an
emphasis on the NC Seven Standards and competencies
in their selection
criteria and curriculum
Incorporate NC Seven Standards
and competencies in
selection and hiring strategy
for school leaders
Re-assess how effectiveness is measured and evaluated to
include the NC Executive Principal
Evaluation and other measures
(TEP)
Align principal/AP support with
NC Seven Standards and competencies
to help principals /AP
grow
Principal Preparation PartnersLeaders for Tomorrow-Winthrop
University
• Two year program tailored to CMS Strategic Plan 2014
• Candidates are nominated by sitting principals or district leaders
• Selection criteria and curriculum mapped to the NC Seven Standards of Executive Leadership
• CMS district leaders participate in selection process and classroom activities
• Participants complete coursework towards an MA in educational leadership and license
School Executive Leadership Academy –Queens University of Charlotte
• Partnership between the Cato School of Education, the McColl School of Business, CMS and other surrounding districts
• Candidates are nominated by sitting principals or district leaders
• Selection criteria and curriculum are mapped to the NC Seven Standards of Executive Leadership
• CMS district leaders participate in selection process and classroom activities
• Participants receive the North Carolina school executive license in 14 months
AP/Principal Talent Pools• Rigorous screening and selection that provides candidates for school based
selection process– Resume, Letter of Interest, PD transcript, evaluations (past three years),
student/school level data that demonstrates impact– Interview, Writing Exercise and Case Discussion (principal candidates
only)– Rubric that aligns with NC Seven Standards of Executive Leadership
• Screening by HR; selection by principals
• All candidates for principals/AP positions must be in the talent pool
• School leadership position openings only advertised to talent pool candidates and sitting principal/APs
• Training provided to talent pool candidates
Talent Effectiveness Project: AP/Principal Evaluation
The principal design team has recommended:
• Ensure consistency with the evaluation process
• Explore ways to incorporate peer feedback for developmental purposes
• Identify ways to improve the teacher survey
More accurately evaluate and more fully support CMS
employees’ performance
Align goals at all levels so every
employee understands their
contribution to student success.
The Talent Effectiveness Project is aimed at developing all talent across the district, to ultimately ensure student success.
Principal/AP SupportPrincipals
Assistant Principals
Aspiring Assistant Principals (Deans, Facilitators, etc)
Support: PD and coachingPrincipal Yrs 1-5: Principal Induction
Program
Aspiring Principals: Principal Talent Pool Training
AP Yrs 1-2: AP Induction Program
Assistant Principal Talent Pool
Training
Demonstrating Leadership
Vision and Innovation
• Innovation Institute
• Val-Ed 360 Degree Feedback (pilot)
Learning About Leadership
• Queens University Education Leadership Institute
Basic Skills
• Consultant Coach Model• SAM Process (Year 2)
• Capstone Project• Val-Ed 360 Degree
Feedback (pilot)
Year 5
Year 4
Year 3
Yrs 1
& 2
Principal Induction
Principal/AP SupportZone
Support
Principal Induction
Individualized Coaching
Professional Developmen
t Principal
Thank YouPlease feel free to reach me at
a.clark@cms.k12.nc.us with any questions.
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