Leading school counselors Cory Notestine and Dan Peabody discuss how the implementation of the Common Core has impacted their work and the ways in which they are collaborating with colleagues.
Fresh out of New York University film school in 2003 and with only a whirlwind summer of training, it was pretty clear to me that I wasn’t safe to practice as a new teacher. Still, the New York City Teaching Fellows gave me hiring papers. Fueled by excitement and inspiration, I took a job teaching 26 4th graders in the Bronx that fall. Although I knew virtually zero about effective teaching, I plunged ahead armed with wits and worksheets.
My rookie year in Class 4-217 at P.S. 85 was, of course, a fiasco – lost learning time that those students can’t get back. Visitors to our class would have seen student fights, unceasing chatter and a stressed-out teacher resorting to survival mode and lowered expectations.
I should have had to wait until I could demonstrate a baseline of competency. The practice of heaping everything on underprepared rookies – like my 22-year-old self – needs to stop. In this trial-by-fire culture, everyone loses: students and parents get stuck with low-skilled teachers, new teachers struggle and run for the door, and our education system remains locked in a state of churn.
The lack of a clear, high bar for what new teachers should know and be able to do on day one also has lowered expectations and respect for the teaching profession. ...
By Casey Carlson, American Federation of Teachers member and resource specialist at Soquel High School in Santa Cruz City Schools (CA)
Editor's note: This month, a judge in California handed down a ruling that pits teachers against their students, claiming that due process rights for teachers – often called tenure – negatively affect disadvantaged students. The American Federation of Teachers asked educators to offer their perspectives on what due process rights mean to them and how those rights impact their work in the classroom. The following post is one teacher’s response.
What Due Process Means to Me
As a special educator, I have often had to disagree with, or act in opposition to, directions of my administrators in order to stand up for the rights of students with disabilities.
When I was a young teacher in Oakland, I was part of a program that moved students with more severe disabilities from a segregated campus to a junior high school. At first, we were not included in school activities like assemblies, and my students were not integrated in PE or music. I had to stand up for their right to be included ...
Mark White is the incoming President of the National Association of Elementary School Principals (NAESP). He began his career as a principal 25 years ago, after serving as a classroom teacher for six years, and he is eminently qualified to share best practices and recommendations as a long-serving building leader. Mr. White has been the principal of Hintgen Elementary School in La Crosse, Wisconsin, since 1990. He has served as President of the Association of Wisconsin School Administrators and held a variety of positions with NAESP, including State Representative and Federal Relations Coordinator. He is in his third year on the NAESP Board of Directors, representing Iowa, Michigan, and Wisconsin.
Public School Insights (PSI): You’ve been a principal for 25 years. How have principal needs changed in the past decade or so? And what advice would you give to newer principals who are starting out?
White: The role of the principal has shifted dramatically in the past decade. The need for a refined set of leadership skills by principals has never been more important. The expectations by the community, parents, and staff point directly to the principal’s office. With those high expectations comes great responsibility and resulting possibility. The education community has never been more open to innovation and creativity on the part of principals. Along with the openness comes increased expectations and accountability ...
The Learning First Alliance (LFA) is leading a focused campaign advocating for time, support and resources for successful implementation of Common Core State Standards (CCSS). It includes interviews with education leaders from across the country who are sharing how their states and communities are working to Get It Right, the title we’ve given our campaign. Several meetings I attended recently outlined strategies for “getting it right” that showcased research and practice in key areas necessary to “get it right”: accountability measures, state education agencies’ capabilities and classroom teacher practice.
Last week, the Stanford Center for Opportunity Policy in Education (SCOPE) hosted a daylong meeting on Rethinking Accountability: Putting Students and Learning First that looked at accountability from a variety of angles, including accountability for meaningful learning, professional capacity and resources. All three types of accountability point to the requirement for system change that’s built on an evidence-based design and factors in responsibility at a variety of levels – state, district, school, classroom and community. While success happens locally, that success and the responsibility for that success is dependent on adequate resources, a culture of support and a realization that professional capacity is built over time ...
By Joellen Killion, Senior Advisor, Learning Forward
Research supports the value of educator collaboration. A recent report from the Rennie Center confirms that when teachers collaborate, students benefit. Too often, however, professional learning within communities of peers is merely a label.
Professional learning communities (PLCs) are hijacked in multiple ways, usually under the pretense of facilitating or supporting the collaboration. Administrators who dictate the content of collaboration are some of the biggest offenders. Teachers who fail to engage responsibly as professionals with colleagues in collaboration are also offenders. When educators at any level arrive late, break commitments, seek to maintain the status quo, or remain within their comfort zone, they are subverting the core principles of professional learning communities.
Within authentic professional learning communities, members determine their content and process for their continuous improvement. While they may benefit from skillful facilitators who offer processes and protocols, the community commits to learning as a means to improve practice and results. A key distinction exists between a community of professionals who engage in learning for continuous improvement and a gathering of professionals who conduct routine work together ...
By Dr. Helen Janc Malone, Director of Institutional Advancement, Institute for Educational Leadership (IEL)
The Institute for Educational Leadership is a non-profit organization whose mission is to equip leaders to work together across boundaries to build effective systems that prepare children and youth for postsecondary education, careers, and citizenship. The work of IEL focuses on three pillars required for young people and their communities to succeed:
- Involving the broader community with public education to support the learning and development of young people.
- Building more effective pathways into the workforce for all young people and supporting the transition to adulthood.
- Preparing generations of leaders with the know-how to drive collaborative efforts at all levels.
The year 2014 marks the 50th anniversary of Institute for Educational Leadership. Fifty years yields many lessons. IEL’s broad network of leaders—superintendents, principals, policy leaders, academics, public officials, private funders and community-based practitioners—shared what they have learned about effective leadership as a part of IEL’s 50th anniversary celebration. Ten powerful lessons emerged from our review of their advice. We are grateful for their contribution.
- Leaders are anchored in a commitment to equity and the pursuit of social justice. They mobilize partners and ...
By Jessica Medaille, Chief Membership Officer, International Society for Technology in Education (ISTE)
There’s a lot of talk right now about leadership across many professions. As leaders in education, we have long recognized that to effect change, we must look to and listen to our colleagues as well as to voices from other professions and communities. That way we can hear points of view that may differ from ours, expand our thinking and view issues from a new angle.
As we approach the ISTE annual conference, we’re excited about the unique range of opportunities participants will have to hear about new strategies, build leadership skills and to learn what works. Stories of triumph and perseverance are what make the ISTE community, and our annual conference, a unique experience.
In reflecting on the leaders we’ve invited to speak at this year’s conference, I’m inspired by their collective work. Leaders like Ashley Judd, who during a recent TEDx talk carried a powerful message about empowerment, lending her voice to those whose voices are not heard and telling stories to inspire others in the hopes of changing policies. Or Dale Dougherty, founder of Make magazine, creator of Maker Fair and coiner of the phrase Web 2.0, who brings the do-it-yourselfer mindset to everyday technology, celebrating the right to tweak, hack and bend any technology to your own will ...
By Daniel A. Domenech, Executive Director, AASA, The School Superintendents Association
AASA supports charter schools when they are operated by the local school board and managed by the local superintendent. Under certain circumstances, a district-operated charter school could offer students the quality education they perhaps are not receiving under existing conditions.
In 1995, I was the district superintendent for the Western Suffolk Supervisory district on Long Island, NY, a role quite different from that of the local superintendent. The district superintendent reports directly to the state commissioner of education and, in essence, is the commissioner’s regional representative. When the district superintendent for the adjoining Nassau County retired, I was asked by then-New York State Commissioner Thomas Sobol to assume the role of acting district superintendent for Nassau County as well. It was while serving in that capacity that the commissioner directed me to inspect the Roosevelt Union Free School District. ...
By Dr. C.J. Huff, Superintendent, Joplin (MO) Schools, and NSPRA Vice President at Large – Superintendents of Schools
Each day professional educators across our country walk into our schools with the noble purpose to educate and grow our next generation of leaders, employees, neighbors, and families. And with each passing day our noble purpose – the reason we do what we do – becomes muddled as we find ourselves fighting perceptions that don't really reflect reality. But as a school board member reminded me once, perception is reality. So the question that must be answered is, “How do we change perception?”
What’s Working...What’s Not?
As you read this article, from coast to coast, school districts will be pushing the send button on thousands of press releases. Spelling bee champions will be recognized, teachers of the year announced, scores from last night’s ballgame celebrated, a big decision by a school board shared, the kindergarten penny drive that raised funds to help the local humane society – the list goes on. We will permeate cyberspace with the good news of our schools. We will tweet, post, click send, like, repost, resend again with the hope that someone... anyone... will pick up on a story and that it will go viral in a good way. And we wait. Then wait some more. We tell great stories, but few are there to listen ...
By Gail Connelly, Executive Director, National Association of Elementary School Principals (NAESP)
“The Buck Stops Here,” an expression popularized by President Harry S. Truman, has often been applied to school leadership. It denotes the end of the line, the last decision, the final responsibility. For principals, who assume the dual roles of school manager and instructional leader, the responsibilities of school leadership never end; the “bucks” just keep coming.
With upwards of 40 different daily tasks to accomplish, today’s principals must be multifaceted, possessing a range of skills and competencies more complex than ever before.
When it comes to the factors that they directly influence, such as student safety, financial management, teacher working conditions, and high-quality instruction, for example, principals must rely on their “managerial” capabilities. This role also involves brokering various stakeholder interests and contending with unfunded state mandates, among other escalating education issues.
In this era of high-stakes accountability, the pressure has never been greater for principals to excel also as instructional leaders. Research shows the link between school leadership and student achievement continues to be underestimated, despite ...