Domain I—Leadership of the Educational Community – Competencies 1 - 4
Competency 1 Area:
The superintendent knows how to act with integrity, fairness, and in an ethical manner in order to promote the success of all students.
This competency was one that I scored “s” in all six areas before I began my classes, and I have continued to increase my strengths in these areas through my activities and course assignments. As I participated the many ways provided for learning I continued to deepen my understanding and knowledge of this competency. To serve as an advocate for children, to model and promote the highest standard of conduct, to practice ethical principles and integrity in decision making, actions and behaviors are all important areas that a great superintendent should represent. One of our activities used to gather a better understanding of this competency was to interview my superintendent and gain his insight. This was a good learning tool. He shared his professional insights and experiences that have helped him learn. The Code of Ethics and Standard Practices for Texas Educators present a guide that implements the policies and procedures that are necessary for district personnel. Some of the learning tools we also used were the discussion of ways district personnel have been affected by poor choices of ethical behaviors. These situations helped us to learn from the decisions of others and the results from those poor decisions. The laws and policies are important to know. Our blog activities allowed us to share our knowledge and situations that related to laws and policies. The importance of interacting with district staff, students, school board, and community are also skills that a superintendent needs to develop while representing in a professional and ethical manner. The superintendent’s role involves relationship with many stakeholders. In my interview the relationship with the school board was discussed. He shared that they have retreats and workshops to help everyone learn their roles and responsibilities. Within the community many opportunities arise to present the vision and mission of the school district. One activity I did was to interview several community members and their involvement with education and their views on ethical behavior for leaders. Ethics is important in all levels of education. It is important that as an advocate for children the superintendent act with integrity. To be a leader, one must lead by example. This reputation is evident in many ways and is seen by all who are involved in education. Fairness is also a big characteristic in this competency area. When you are dealing with the public you must listen to all sides of situations and make determinations that affect all. Hard decisions, unpopular decisions or challenging decisions are all part of the leadership role, and knowing the importance of caring them out with integrity, fairness and ethics is necessary for the success of the superintendent.
Competency 2 Area:
The superintendent knows how to shape district culture by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the educational community.
I began my knowledge in this area on the overall level of competent and now have moved to the overall level of strength. Shaping the district culture in crucial in the overall success of a district. The superintendent must be able to develop, articulate, implement and steward the vision on learning with the educational community. The district site base and campus site base committees plan a major role in helping to develop and implement the vision of the district. Public School Board meetings also allow for the stakeholders to be a working part of the school district. In observing these meetings, I have learned a great deal about the overall culture of the district. My district has also had bond elections and needs committees that were used to develop and follow the vision of the district. Assessing these were good activities to help me better understanding their roles as part of the creators of the vision for learning. In analyzing the schools vision and mission one activity that played a major role in the success for implementation is developing the school’s master schedule. This tool affects the total success of each campus and thus the overall academic success of the campus. We looked at numerous factors that would create the best way for each of our students, campus and district wide, to be global learners. Another activity was to develop a campus discipline plan. Each stakeholder had the opportunity to improve on the procedures in place and redesign them where they were needed. The students also had input on the rewards and outcomes. Faculty meetings are also tools I used to help develop the school culture and correlate it to the district culture. An incentive plan was developed to help motivate a successful learning community. Another activity to help me learn more about this competency was the development and assessment of common assessments throughout the district. These tools were created by each district’s grade level. Brainstorming was used and together tests were developed to measure each student’s strengths and weaknesses. These district grade level meetings have helped better develop the culture and vision of the district. The data checks also provide ways for each teacher, grade level, campus and district to see areas of concern and focus on improving those areas. The CScope curriculum continues to be reviewed and developed. The superintendent continues to lead in this vision to unify the campuses and improve the performance for each student. Our class assignments also focused on concepts that tie into this competency. Such assignments as analyzing the concepts of equality, equity and adequacy helped us better understand how districts develop their visions. Our human resource department plays an important role in adding to the development of a district’s vision by recruiting personnel that aid in achieving the best possible staff. Our district went through a RIF last year, so knowing, understanding and supporting educational programs for all student populations and making that a priority shows the work that the district plays as a whole. When we shared our districts’ visions with others, it was a good way to learn how other schools were surviving and being risk takers in this very challenging time of school finance and budgets. One of the most important areas in this competency to me was the one that recognize and celebrated the contributions of staff and community toward realization of the district’s vision. This is one of my favorite parts of our board meetings when we can acknowledge and celebrate publically the successes of our students, teachers, programs, adopters, and community members who make our district vision come true.
Competency 3 Area:
The superintendent knows how to communicate and collaborate with families and community members, respond to diverse community interests and needs, and mobilize community resources to ensure educational success for all students.
In this area I started with an average of competent score. I now have moved to the average of strength. Communication is one of my strengths. This competency has many areas that the need for communication is vital. One of my activities included interviewing my district’s public relations director. One of the most important factors for a good superintendent is to know how to get the facts to the community and staff correctly. A solid community relations person can be one of the superintendent’s most valuable personnel positions. Involvements with community organizations also provide important ways to articulate the importance of public education. Adopters and mentor programs help connect education and community. It is important to know the major opinion leaders in the community and have a good line of communication. Our district has a community leadership meeting every month to stay in open communication. The Site-base committees are also important tools for systematic communication and gathering input from all stake holders. Our class assignments helped us to focus on all the ways of communication in a district. Formal and informal techniques are used to gain accurate views of the perceptions of district staff, families and community members. Our district uses skyward family access, PTA, family nights and Meet the Teacher Nights as great tools for communication. Our local newspaper and radio station are actively involved in publicizing the news. Each board meeting the news is present to report the educational information. Our district also has websites, email access, telephone, and face to face communication which help to make communication accessible and encouraged. In the avenue of communication conflict management skills and effective listening skills are also necessary in successful relations. In identifying conflict management skills and assessing my own skills in this area I have been made more aware of how to implement those skills and better develop my strengths in that area. Listening skills have also been something I needed to retrain on and through my activity on this area I have been able to apply those skills with my students, staff, parents, central office staff and community members. This competency truly requires much knowledge of how to communicate, how to listen, how to apply, how to design and how to celebrate all that education of the district has to offer. I have used the knowledge that I have developed in this competency area daily in my current position of principal. I know I will continue to improve in this area and look forward to using my skills in whatever position I hold.
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Competency 4 Area:
The superintendent knows how to respond to and influence the larger political, social, economic, legal, and cultural context, including working with the board of trustees, to achieve the district's educational vision.
In this competency I averaged in the competent area, but had several areas where I needed to improve my knowledge and skills. I have improved my knowledge, still having an average of competent, but now without any areas of needed improvement. In the areas of providing leadership in defining superintendent-board roles and establishing mutual expectations, communicating and working effectively with board members and preparing and recommending district policies to improve student learning and district performance in compliance with state and federal requirements I have gained the most knowledge. My superintendent’s interview concerning the board and his requirements and relationship was very helpful in providing me a better working knowledge of what is truly expected from all involved. He shares some pamphlets that he gives to each new board member. These resources help all understand their roles and responsibilities. The activities we did to better develop our knowledge of federal and state requirements also helped me understand what is required. This past year has been one of the most difficult in my educational history and in reviewing my cohort’s blogs and wikis it has been for them as well. I also had the opportunity to interview Dr. Creel and his involvement in the Orange Grove lawsuit. Just this week, my superintendent has said that our district is joining the group that is representing the equity issue for the current financial problems of education. I have also had the opportunity to know someone who has served on SBEC and have obtained a better understanding of all that falls under their responsibilities. In working with my district, acknowledging the political groups and organizations helped me understand and learn how to elicit input on critical issues. My counselor and I worked together to help provide a list of agencies that can help our students and families. I also now have access to a member who serves on the State CPS Board. He is a valuable resource to knowledge concerning this area for our students and families. The legal guidelines to protect the rights of students and staff and to improve learning experiences are probably one of the most challenging areas of this competency. There are so many issues that must be addressed through the legal realms. We have a district attorney that educates us on laws that affect our policies. Our HR director continues to keep us updated on new laws that are implemented through the federal, state and local levels. The Board and superintendent must be able to work together and adhere to mutual expectations, policies, and standards. I learned ways that communications with the board are acceptable and not acceptable. Watching the Board and Superintendent at board meetings has been a very interesting learning tool. The Board is made up of seven unique individuals that all have expertise in different areas. Education is truly influenced by many factors such as political, social, economic, legal and cultural. The superintendent must be able to respond and influence each one.
DOMAIN II—INSTRUCTIONAL LEADERSHIP – COMPETENCIES 5 - 7
Competency 5 Area:
The superintendent knows how to facilitate the planning and implementation of strategic plans that enhance teaching and learning; ensure alignment among curriculum, curriculum resources, and assessment; use the current accountability system; and promote the use of varied assessments to measure student performance.
My first score in this competency was overall competent. I have now moved to the overall score of strength. This competency has centered on a lot of activities that have helped me develop a better knowledge of what is needed to be successful in these areas. Several of the activities were part of included talking with my staff to make the best schedule for my campus. We looked at all the different programs we had to offer on our campus such as RTI, Computer lab, library, PE, music, gifted, dyslexic, ELL, resource, life skills, inclusions, art, and general education. Many students are involved in multiple programs so scheduling is always challenging. Working as a team helped all have ownership and was successful in developing the best schedule possible. We also have a new SPED director this year and a new diagnostician on my campus. Many things in SPED are changing, and the district is involved and affected. Extracurricular activities are also available throughout the district. At my campus, student council is now being redesigned to hold more responsibility and leadership. Another activity I used was to research the American Psychological Association and the principles used for the strength and weaknesses of the learner and the learning process. I also interviewed our curriculum director. This year we are implementing six week assessments to help measure each student’s progress. Teachers are used to create the tests and curriculum specialists are hired to help correlate the curriculum. In implementing the planning procedures to develop curricula for optimal learning among students, it is important for the entire district to buy into the curriculum. Our district is now using CScope for the entire district. The teachers are being trained on how to best implement this new curriculum. This curriculum is designed to increase the depth of learning and alignment across the district. The technology program Eduphoria/Aware is used to process the data and provide each teacher student data. This data is used by the campus as well as the district. It is research based and provided overall accountability as well as independent progress. Gifted and talented certifications are required for my campus as a tool to help my staff provide creative think, critical think and problem solving skills to my students. As a superintendent I would ask my entire district to train in these strategies and skills. In our class several assignments dealt with accountability which allowed us to better understand how AEIS and AYP affect districts accountabilities. The comparisons of the districts were also beneficial in helping me develop a practical understanding and working knowledge of the overall process and standards that each district is required to achieve. Accountability, testing, technology, curriculum, resources, strategies planning and implementation are all vital to successful instructional leadership and accountability.
Competency 6 Area:
The superintendent knows how to advocate, promote, and sustain an instructional program and a district culture that are conducive to student learning and staff professional growth.
I began this competency with an average of competent. I made a little growth and now have an average as strength. I still have several areas of competent. I will continue to look for ways to deepen my skills in this competency. One of the activities used was to analyze the campus survey from last year and determine how it affected learning strategies for my campus. Through this survey we were able to look at the homework policy and the Skyward family access program that communicates student progress daily to parents. We also looked at our discipline procedures. We determined that one of our areas of need for more knowledge was how to work with our ED students. Our SPED program is undergoing new opportunities and is being improved throughout our district. We also wanted to help our parents be better prepared so a book study will be implemented on behavior in the spring. Student recognition is also an area that we continue to celebrate. Honor roll, attendance, accelerated reading, math club, most improved wrangler, million word readers, are all avenues for recognition and celebration. These achievements can be recognized before the board as well creating celebrations for the entire district. My intern plan was also very valuable under this competency as if helped me to focus on what needs I had to develop. Another area that affected instructional strategies is school safety. This was interesting to me as our class lead us in learning about school safety. Discipline plans are also necessary in the overall instruction program to be able to implement a good educational learning environment. Our lessons and assignments on equity and equality again showed how instruction can be affected. Staff development and growth are influenced as well. There are a multiple of student services and activities are used to address developmental, scholastic, social, emotional, cultural, and physical and leadership needs. The knowledge of these programs is necessary to meet all students’ instructional needs. Professional growth and development is very important to me as a campus leader and I will carry this on when a district leader. We have implemented a year’s theme and correlated it around staff development that promotes energy and excitement to our campus. To provide good instruction a positive learning environment is essential and a good leader understands how to motivate her staff or district to achieve the best possible. A strong instructional program helps in preparing our students to be successful lifelong learners. Our class assignments and lectures helped me better understand this competency. I look forward to continuing to develop my skills in staff development and will continue to use resources such as the service centers, professional organizations, peers, and other district models to glean useful information.
Competency 7 Area:
The superintendent knows how to implement a staff evaluation and development system and select appropriate models for supervision and staff development to improve the performance of all staff members.
This area of competency, already being in administration, was somewhat familiar to me. I scored in the overall strength level on the pre assessment and on the post assessment. I believe in challenging my staff to be the best they can be. The assessment tool is one for us to center on those strengths and weaknesses. I interviewed our district’s Human Resource Director as one of my activities to learn more about staff evaluation, accountability and supervision. He shared many resources that aided him in his job. We discussed growth plans and strategies to help me plan, implement and evaluate staff. One tool I look forward to is the evaluation piece that has each staff member do a formative and a summative reflecting on themselves. This is invaluable to me because it helps me see how they assess themselves and it give me the opportunity to help them find ways to continue to grow in the areas they see need. The PDAS system is also used to create an overall evaluation of the year for each teacher. Our district used Eduphoria. Part of this process provides walkthroughs that give immediate feedback to teachers when lessons are being monitored. This has been very informative and provides opportunities for administrators to keep current on what is going on. Another topic we discussed was recruitment. Our online process now takes the personal experience away from the first phase of the interview process. I am learning, this being my first year of hiring, that recruitment, selection, and development of my staff play an important role for the campus. The organizational health and climate of the staff is influenced by all who a part of the team. Another one of our assignments was to develop a profession development plan. This provided me the opportunity to research and plan in depth what a district superintendent would need to do to provide appropriate models and staff development to improve performance of all staff. Investing in programs that continue to teach and train staff will result in more successful students and citizens in the future. Utilizing strategies to enhance the expertise and skill of our staff at the district and campus level has also been a valuable tool. My district is using grade level training throughout the district. Teachers are being asked to write common assessments that will focus on students’ needs and abilities. Using our teachers input helps to make the testing relevant and provides a better measurement tool. It also invests in the expertise of the staff and puts ownership in their world. We have implemented small meetings at my campus as well. These grade level meetings provide opportunities to focus on specific needs of both students and staff. Faculty meetings have been designed to have input from all areas. Reevaluation of how campus meeting were held and input of what training topics my faculty would find useful and productive have allowed us to be better stewards of our time. Teachers who have been sent to trainings come back and share with all the staff what was learned so all can benefit. One of my activities that we are all learning from is the seminar from TEPSA that has trained me in the use of the I pad. These lessons are being presented to my staff to share and learn more about technology and how we can implement it in our classrooms. Adult learning principles are important to the professional development of each person on my campus. In helping to make them the best they can be part of my job is to analyze, evaluate and implement ways to improve, learn, and grow.
DOMAIN III—ADMINISTRATIVE LEADERSHIP – COMPETENCIES 8 – 10
Competency 8 Area:
The superintendent knows how to apply principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application.
This competency has been the most difficult one for me. I began with 7 I’s and 4 C’s. I have now moved to 10 C’s and 1 I. Many of my activities were in this competency. Many of my most challenging class assignments were in these areas. I will continue to work to boarded my understanding in these areas and challenge myself to become more confident as I continue to learn. Our class on budget and finance held many activities that were new to me. I have never had to work with a budget before this year. Many of the ways our district was funded were only terms and had no real meaning connected. I now understand much of what is presented at our board meeting by our financial director. The FIRST report is relevant. As I interviewed my financial director I would have to ask him to explain in my terms not his accounting vocabulary. It was a wonderful learning experience. He continues to teach me as I learn how to better manage my campus budget and finances. I know that these lessons today will only be transferred to bigger lessons in my future. There are so many things that affect the budget. Our wiki group embedded assignments focused on these areas. It was helpful to be able to share as a group and discuss the necessary information. Learning about ADA, M&O, and sinking funds together made the mission more achievable. The technology application required in the course was difficult for me because I had never done it before. Together this was extremely challenging. However, it stretched me and made me stronger and that is what a leader must be willing to do. In my district, pre acquisitions are now reviewed my multiple people to be sure spending is accurate and appropriate. This process has been in place several years. The challenge to me is that the coding continues to change. I am very conscious of the fact that our district’s finances, as all others, have been affected by the state and federal funding cut backs. This has made me challenge my staff to assess their needs and their wants. Together we continue to provide as much as we possibly can for our students. Our district’s ADA has taken a hit and next year may be even more difficult than this. Our financial director and superintendent work closely with the Board to help our district. My interview with our district attendance clerk helped me better understand the importance of accurate coding, scheduling, and discipline reporting. Personnel and programs were cut last year, but most all have been implemented once again. The RIF process took a toll on all staff last year and the morale of the district. Once again, money rules or the lack thereof. One assignment our class participated in was to analyze our district’s technology program. In reading my classmates’ blogs, I realized we were truly behind in this area and I wanted to improve our technology for my campus. We are now going to add I pads for teaching tools. We will add more I beams for classroom instruction. I have small group trainings and large group trainings now available through our district technology coordinator to get all my staff better equipment. In looking at all the areas in this competency it is apparent to me that so many things affect each other. The audit process, developing the district budget, taxes, revenue, personnel, funding sources, allocation of funds, services, programs, attendance…all are important and relevant to running a successful district.
Competency 9 Area:
The superintendent knows how to apply principles of leadership and management to the district's physical plant and support systems to ensure a safe and effective learning environment.
In my pre assessment most of my areas were scored in the s category. My post assessment was the same. I enjoyed learning about these areas. Managing the physical plant and support systems to ensure a safe and effective learning environment is very interesting to me. I interviewed several people to learn about these areas. My district’s energy officer shared a lot of information in areas concerning our HAVC systems, lighting, heating, environmental and energy issues. This position has only been in effect for 2 years, but through his expertise, the district has saved much money. I also interviewed our Head of Maintenance. He reviewed the blueprints of my school and several others and we discussed how the architects designed my campus. It was interesting seeing all the processes that must be in place for new facilities to be built. There are many rules and regulations that go into the building of a new facility and then the upkeep of that facility. He shared with me that the plans had a future site to be built across the road from where we are now. This was interesting to better understand the mission of our district’s mission and future goals. Safety was also discussed and as part of our class assignment I learned what truly qualify as a safe school. Many of the situations were those that my own school had already addressed. We continue to insure and improve on safety issues that are important to our school and a district as a whole. One of my activities was to interview parents about our pickup procedures. We continue to look for ways to keep all safe. A security system is being looked into by my district. This area continues to be of importance as society continues to challenge the safety and security of our students. Other services that fall into this area deal with effective transportation. In interviewing our director, many factors influence the policies and procedures of our buses. Our district has looked into out sourcing busing because of the cost factor. This is an area that will be looked at again if funding continues to decline. Our food service has provided free breakfast to each student this year. This has been very successful. In interviewing my cafeteria director cuts in personnel for her staff have presented challenges to her department as well. Another activity that I participated in was to learn to work with my counselor and parents to discuss the school’s role in child response to a family need. Sometime the safety of a child at home is reported at school. Our services continue to review and report the necessary facts to outside agencies such as CPS or law enforcement. We have a list of resources that are shared with parents as well depending of the request. The school does not only teach students, it also teaches parents, aunts, uncle, grandparents, and guardians. One resource we are going to implement resulting as part of my learning is parenting classes. So many come to us and express the concern that they don’t know how to handle their child or they don’t know what to do in a certain situation. Parent involvement programs can cover a variety of topics. Discipline and safety many times go hand in hand. There are many codes, regulations, and legal concepts that influence all the areas of competency 9. Our class lecture was very helpful in the overall presentation of what influences a district’s physical plant and the support systems that ensure a safe and effective learning environment.
Competency 10 Area:
The superintendent knows how to apply organizational, decision-making, and problem-solving skills to comply with federal and state requirements and facilitate positive change in varied contexts.
In my final assessment I gained knowledge and scored to 2 c’s and 4 s’s. I feel very strong in the areas of implementing processes for gathering, analyzing, and using data for informed decision-making to attain district goals. In learning how to better work with site-base, faculty, PTA, community and civic leaders, I will be able to lead in this area with confidence and success. I also have grown in problem-solving techniques and decision –making skills. Throughout these classes, assignments, projects and activities much problem-solving and decision making skills have been required and developed. One of my strengths is to overcome obstacles and look for ways to encourage and facilitate positive change. One of my activities dealt with leading my campus to positive change. We have developed a vision and together are all focused on where that vision will take us and how to get there through change. I also feel very strong in the area of implementing appropriate leadership skills, techniques and group process skills to define roles, assign functions, delegate effectively and determine accountability goals. I have worked effectively with my staff to find their strengths ad delegate their roles accordingly. We have continued to implement strategic team building activities that continue to build trust and relationships that support positive change. In becoming more familiar with federal and state requirements I have worked with our Director of Federal Programs to broaden my knowledge. Being a member of the district leadership team has also equipped me in the competency. I am serving on the district Grading Policy Committee. This committee is working on improving the policy that is currently in place. Our committee is composed of administrators, teachers, parents and central office personnel. Together using data that has been gathered and analyzed we hope to develop a more appropriate grading policy. In learning about the strategies used in working with the Board of Trustees I will continue to learn as I attend board meetings and correlate how each member works with the superintendent to conduct the business of the school district. Each board member has adopted a school campus and attends many of the events that take place at that campus. This has allowed the members to be more accessible and to give them a better working knowledge of each school…staff, students, and parents. This competency finalizes the administrative leadership domain. Through the courses, activities, lectures, projects and blog discussions these areas have become opportunities to help me increase my problem-solving skills and decision making skills.
First Day
Goal(s): To become familiar with the Central Office leadership team and staff
Objective(s): Begin process of getting to know all the members of the leadership team and CO Staff in order to begin the relationships necessary in developing a successful team
Activities addressing goals and objectives: Go to each member of the leadership team and CO staff at CO and briefly introduce myself and let them know my leadership style is approachable and interested in each person of the team. Familiarize myself with the layout of the office and areas in which the leadership team operates.
Resources needed to achieve goals and objectives: time, listening skills
Week One
Goal(s): To get acquainted with campus leaders
Objective(s): To visit each campus and get to know each principal
Activities addressing goals and objectives: Go to each campus and get acquainted with the principal, listen to her/his overview of the campus and the achievements of the staff, walk through the campus to become familiar with physical plant and energy level on campus
Resources needed to achieve goals and objectives: time, locations of campus (map), listening skills, recognizing accomplishments and goals of campus through positive communication skills
One Month
Goal(s): Build relationships with Board
Objective(s): Meet with Board members independently to get to know the district’s vision and mission, Discuss overview of district past, present and future to gain better understanding of school district
Activities addressing goals and objectives: Invite each member to meet with me in my office to begin building the relationships needed for a successful leadership role; Develop open door policy to be used at all levels of communication
Resources needed to achieve goals and objectives: Communication skills, office area, mission and vision statements, District Improvement Plan
One Year
Goal(s): Implementation of District Vision, Meeting of Testing Goals, Strong Budget Implementation, Solid Programs and Personnel
Objective(s):Continue to work with Board, Leadership Team, Campus Administrators and all Staff to achieve District Vision, Work to provide strong curriculum to meet needs of students and analyze through testing goals, work with Financial Officer, Human Resources Director, Curriculum Director, Assistant Superintendent to build solid programs and hire qualified personnel
Activities addressing goals and objectives: Throughout the year Leadership Team and Campus Administrators will meet to stay focused on the district vision and mission. Together we will all work to make the year successful through providing solid programs to help our students achieve all that they can to be lifelong learners. Budgets will be discussed and all administrators will be taught ways to manage their budgets. Personnel changes will be addressed and arranged to make the learning environments the most successful.
Resources needed to achieve goals and objectives: Involvement in all areas. Resource people that can advise me in the areas of budget, finance, personnel, programs, testing, overall vision of district. Community stakeholders that can contribute to the educational success of the vision of the district.
