Urban Leadership - Managing People

Urban School Leadership - Managing People (Chapter 4)

Amy Battaglia

Sarah Cieslewski

Sedric Veazey

Multiple Choice

Quality of teaching in classrooms and leadership in schools are the two most important variables that make a difference in student achievement in schools?

• True

• False

Preparation Programs

• Teachers and administrators trained in a college or university program to meet their state’s requirements

• Elementary teachers require training in multiple subjects where middle and high school teachers specialize in one content area

• Around the early 1990’s the role of the principal changed from less focus on operations to more of a focus on having ALL students meet high standards of achievement toward graduation in order to be ready for postsecondary education or a career. (Now tasked with the improvement of learning outcomes and the transition to an instructional leader.)

Pre-Service Training

• Shared understanding - engage in conversations about what effective teaching is and how to observe/recognize it

• Colleges and Universities should require more course work for aspiring teachers on race and class and how they see these issues through the lens of their own races and classes

• Engage in difficult conversations and know it’s okay to feel uncomfortable

• Opportunities for innovation and change

Certification for Teachers and Leaders

• Requirements are established by the state - not all have reciprocity

• Shortcoming - certification tests do not generate data that can provide qualitative evidence of the candidates teacher or leadership skills

• Challenge defaults to being addressed by school and district leaders

Poll

Do you feel your principal/administrator has a commitment to both collaboration and support for teams?

• Yes

• Sometimes, but improvement needed

• No

Hiring Strategies for Urban School Districts and Schools

"Effective recruiters convey clear expectations, are transparent in providing information, and show respect the applicant's concerns and need to know."

Poll

There is no one-size-fits-all strategy for successful recruitment of teachers or leaders. When applying for a new position, what is the most important topic you consider?

• Location

• Size of community, school, and district

• Schedule/Planning time

• Type of district: urban, suburban, or rural

• Diversity

Poll

Which variables are most important to you when seeking a new position? (You may choose more than 1)

• Class size

• Length of school/work day

• Reputations

• Employment contract

• Availability of supplies/materials

Other HR Challenges

• Post open positions early

• Understand the contract

• Timelines are often established through school board policy or union contracts: transfer requests, returning from a leave of absence, programs or electives have been dropped

Multiple Choice

Urban districts are able to offer contracts to teachers several months before the suburban districts are able to do?

• True

• False

Teacher and Principal Residency Programs

• Successful principals must be effective instructional leaders as well as good managers

• Teacher loss within large urban districts: Average = 50% by end of 5th year (just long enough to have loans forgiven)

• Dual Certifications are favorable (especially certifications that are recognized as an area of need)

Assignment

• Sometimes the assignment can come from Central Office

• Online platforms have become the norm for applicants, and principals have direct access to the resumes to identify candidates. HR also has the ability to view applicants for a screening process

Induction and Staff Support

• Induction should focus on helping teachers and leaders make a smooth transition to their new positions

Teacher Retention and Leadership

• Turnover is high for teachers in Urban districts (30% in the 1st 3 years and 50% or more in 5 years)

• Turnover is sometimes the result of a lack of support during the 1st year, disconnect with school culture, classroom management, and/or ineffective leadership (principal)

• Organizations have made a push to keep teachers and leaders: Teach for America, New Leader for New Schools, New Teacher Project, and Charter schools

  
  

Teacher and Leader Retention

Retention is an area of struggle for many districts, especially urban districts. In chapter 4, Pyzant explains his approach in Boston to retain both leaders and teachers. What is one strategy you would implement or suggest as a leader to retain teachers?

Padlet Discussion:

https://padlet.com/sauberti/3m487bg0oc4t4134

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