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A high-performing school is described as one where student achievement is high and student and teacher absenteeism is low. Student behavior is such that teachers seldom have to control them or tell them what to do. This results in greater time on task, higher teacher morale, low teacher absenteeism, and improved parental support. One other distinctive feature of a high-performing school is that the student peer group is a positive force and not a negative force. The end result is a school culture where faculty and students trust and care about each other, and there is a cooperative attitude.
Lately, our nation's strategy for improving our schools is mostly limited to "getting tough" with teachers. Blaming teachers for poor outcomes, we spend almost all of our energy trying to control teachers' behavior and school operations. But what if all of this is exactly the opposite of what is needed? What if teachers are the answer and not the problem? What if trusting teachers, and not controlling them, is the key to school success? Examining the experiences of teachers who are already trusted to call the shots, this book answers: What would teachers do if they had the autonomy not just to make classroom decisions, but to collectively--with their colleagues--make the decisions influencing whole school success? Decisions such as school curriculum, how to allocate the school budget, and whom to hire. Teachers with decision-making authority create the schools that many of us profess to want. They individualize learning. Their students are active (not passive) learners who gain academic and life skills. The teachers create school cultures that are the same as those in high-performing organizations. They accept accountability and innovate, and make efficient use of resources. These promising results suggest: it's time to trust teachers.
Creating a Culture for Learning is based on the belief that all schools must create cultures that promote professional growth in order to succeed in their commitment to the achievement of high standards by all students. It includes self-assessments, reviews of the literature, numerous practitioner examples, and tools and templates to answer these questions: • What are the characteristics of cultures for learning? • What structures promote and support cultures for learning? • What knowledge, skills, and attitudes are needed to create, implement, and maintain cultures for learning? • How can schools best use data to inform practice? • What is best practice in teaching, learning, and leading in such a school?
This book shows principals how they can accelerate their impact and make a difference from day one. Speaker and author Dr. Brad Johnson offers new and experienced principals authoritative advice on how to succeed in key areas: understanding the best leadership traits; developing positive relationships with staff; building a dynamic team culture; and creating a unified vision. Each chapter includes inspiring stories and practical examples for leaders in all types of school districts. Using these strategies, you will learn how to immediately maximize your influence over yourself, your staff, and the entire school culture.
Establish a school change culture where desired outcomes are actually achieved Change in schools is hard, but often essential. Internal and external factors require careful analysis before jumping into any change. Are you prepared to work with colleagues with confidence and clarity through such shifts? In Shifting, educators and leadership experts Jeff Ikler, Kirsten Richert, and Margaret Zacchei empower educational change leaders to proactively and coherently navigate complex change in schools to achieve the desired outcomes. Using a three-part framework—Assess, Ready, Change—this book leads educators to examine a school’s imperatives and readiness for change, identity the tools and abilities required to manifest change, and take action by defining the roles and processes necessary to effectively implement both sweeping change and smaller day-to-day adjustments. Change leaders learn to · Shift the emphasis in the change process from procedure to the people implementing change · Move from an environment of "command and control" to one of leaders creating other leaders · Reframe change as an essential shift in school culture rather than a series of episodic events Rich with leadership insights, stories, podcasts, and hands-on activities, Shifting offers an integrated tapestry of wisdom and support for changemakers intent on meaningful collaboration in a positive, engaged workplace.
We already know what works in schools; we just need to focus on getting it right. This is the premise of Simply Better: Doing What Matters Most to Change the Odds for Student Success, which offers a practical, research-based framework for improving student achievement. According to author Bryan Goodwin, decades of research have shown time and again that focusing on the following five essential practices can vastly increase students' chances of doing well in school: * Guaranteeing that instruction is challenging, engaging, and intentional * Ensuring curricular pathways to success * Providing whole-child student supports * Creating high-performance school cultures * Developing data-driven, high-reliability district systems Whether at the district-, school-, or classroom-level, educators don't need to reinvent the wheel or pursue the latest trends to ensure that students succeed. This powerful book reveals what research clearly shows works best in schools, and provides a valuable blueprint for turning that knowledge into visible results.
Schools across the United States and Canada are disrupting the adverse effects of poverty and supporting students in ways that enable them to succeed in school and in life. In this second edition, Parrett and Budge show you how your school can achieve similar results. Expanding on their original framework's still-critical concepts of actions and school culture, they incorporate new insights for addressing equity, trauma, and social-emotional learning. These fresh perspectives combine with lessons learned from 12 additional high-poverty, high-performing schools to form the updated and enhanced Framework for Collective Action. Emphasizing students' social, emotional, and academic learning as the hub for all action in high-performing, high-poverty schools, the authors describe how educators can work within the expanded Framework to address the needs of all students, but particularly those who live in poverty. Equipped with the Framework and a plethora of tools to build collective efficacy (self-assessments, high-leverage questions, action advice, and more), school and district leaders—as well as teachers, teacher leaders, instructional coaches, and other staff—can close persistent opportunity gaps and reverse longstanding patterns of low achievement.
Capturing insights from 20 successful principals, this illuminating book presents real-world strategies that help school leaders refine their administrative skills and generate dramatic improvements in schoolwide achievement.
This book provides a valuable balance between what one must know and what one must do to turn around low-performing schools. The 3-E framework simplifies this complex process by focusing resources on the environment, the executive, and the execution of the turnaround plan. A set of case studies on individuals who have led successful turnarounds of schools gives life to the theoretical concepts.