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Instructional leaders

Instructional leaders. Improving School Programs through Assessment and Planning. Assessing & Planning. The Technical Side of School Improvement. Value of Assessing & Planning. Assessing and Planning provides the instructional leader with a road map for where the school is going.

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Instructional leaders

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  1. Instructional leaders Improving School Programs through Assessment and Planning

  2. Assessing & Planning The Technical Side of School Improvement

  3. Value of Assessing & Planning • Assessing and Planning provides the instructional leader with a road map for where the school is going. • Assessing, answers the question How are we doing? • It is a real-time picture of where we are and where we’ve been • Planning answers the question of Where do we want to go and Which path do we want to take?

  4. What Should You Be Doing? • You only have so much time where should the Instructional Leader devote his/her time? Paperwork? Discipline? Observation? Meetings? School Improvement? Interacting with Staff

  5. Why aren’t you doing it? • Most school leaders admit that they want to become Instructional Leaders. • They admit that they want to spend more time observing and interacting with teachers and students. • Why don’t they do it? • Time

  6. Analyze how time is used? Paperwork Preferred Actual Phone Calls Private Meetings Group Meetings Classroom Visits Hall and Ground Visits Private Time Miscellaneous

  7. Analyzing the Need • Is there a need to infuse new technology in the classrooms? • How do you know? Conduct a Needs Analysis • This is a formal review of the past and current state of technology use. • Common Methods include • Eyes and Ears • Systematic Observation • Surveys Infuse new technology in all classrooms.

  8. Analyzing the need • Delphi Technique • A problem statement is circulated amongst the staff. • Ex. We want to increase the use of technology in the presentation of material and in student displays of learning. What do you think we should do? • Leader collects all comments compiles them and returns the list to the staff for review. • The staff reads and synthesizes the various ideas. • The leader compiles the individual lists and sends to the staff to be ranked. • The ranked list is reviewed by leader the most frequently listed items are kept and sent to the staff for ranking. Open-ended Survey Synthesis Rank Items

  9. Analyzing the need • In many cases needs are easily understood by everyone. • There are some cases where needs are complex and underlying causes must also be addressed. • There are several methods one can use for this kind of analysis • Fishbone Diagram • Flow Charts • Pareto Charts

  10. Pareto Chart • To create a Pareto Chart you must have data. • Typically this comes from surveys. • This chart represents the reasons why students dropped out of school their senior year. • The school wanted to create a prevention program. • How is this chart helpful in assessing the need?

  11. Planning Models • There are several models which help in the planning process. • Affinity Diagrams • Impact Analysis Charts • Gantt Charts • Goal of the models • Organize needs • Group common needs together • Identify underlying causes • Set deadlines

  12. Sample Affinity diagram Orders Consistently Late Last Quarter CommunicationsIssues Sales & Marketing Manufacturing Fail to alert when price changes may affect volume Fail to keep production schedule updated Inconsistent adherence to due dates Fail to keep inventory updated Fail to check production schedule before promising product Fail to communicate unscheduled equipment down-time Often an Affinity Diagram is made up of post-it notes that are arranged/grouped into categories.

  13. Impact analysis chart • Helps to determine the impact a change will have on people and things. • It also helps us to see the possible effects of the change. • Circles represent the desired change. • Triangles represent the People and Things impacted. • Rectangles represent the possible effects of the impact. • Let’s try it out. Practice Chart

  14. Impact analysis charts

  15. Sample gantt chart

  16. Combining Assessment & Planning • Often Assessment of Need and Planning for Implementation are considered separate activities. • They are viewed sequentially • First step, assess the need • Second step, plan the implementation • Can these distinct activities be combined and if they are what would the model look like? • Combined Models: • Force Field Analysis • Plan, Do, Study, Act (PDSA) • Strategic Planning

  17. Force Field Analysis • What does it do? • It helps to identify goals and objectives • Analyze competing forces • Planning necessary to bring about change • There are 10 processes to complete a Force Field Analysis

  18. Start Force field analysis model Where we are right now Where we want to be Restraining Driving Describe if nothing changed Describe this ideal place Identify the action that will strengthen the driving force as part of the change Identify the actions that will eliminate the restraining force as part of the change Gap Describe the difference between where you want to be and where you are

  19. Plan, Do, study, act (PDSA Charts

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