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Public school funding importance
Public school funding importance
Review of School Leadership that Works
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In the educational system there are several important factors considered in order to maintain the standards of practice as to create plans for development in every school district. It is the goal of every educator to elevate standards and create an environment of advanced learning; one that can accommodate more and more improvement as the years go by and the system enhances its platforms and practices. Collaboration between school leaders and every member of the educating community all play a part in the improvement of the system and to ensure the quality of education that is given to the students all over the country. This paper aims to explore these collaborative relationships, their occurrence in the school systems and the challenges that they must overcome in order to be successful in the achievement of goals and directives set every year. It is necessary to understand collaboration between school leaders and every participating member that decides on major school function and how each school plays a part in helping the school society perform its duties and activities by supporting each other.
There are multiple and complex reasons for why schools pursue partnerships together. Financial reasons, curriculum assessments, staffing and resource pooling, values and culture development as well as structure and policies are just some of the major reasons for collaboration in the school society. The manner of interaction is also necessary, as many schools have goals that are set for every school year. Many are burdened by the incapacity to provide for their own needs and that is where the need for collaboration and partnerships between schools and its member arise. Such partnerships may also contribute to a broader perspective, conce...
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...ership. Retrieved April 8, 2014 from http://networkedlearning.ncsl.org.uk/knowledge-base/research-papers/using-collaboration-as-a-strategy-for-improving-schools-in-complex-and-challenging-circumstances.pdf
Friend, M. (2000). Myths and misunderstandings about professional. Collaboration. Remedial and Special Education. Upper Saddle River, New Jersey: Pearson Education.
Friend, M., & Cook, L. (2013). Interactions: Collaboration Skills for School Professionals (7th
Ed.). Upper Saddle River, New Jersey: Pearson Education.
Preedy, M. (1999). Collaboration between Schools: managing external relations in schools and colleges. Educational Management: Research and Practice. pp. 145-151.
Shive, J. (1997). Collaboration between K12 Schools and Universities. Lessons from Restructuring Experiences: Stories of Change in Professional Development Schools. pp.33-47.
Making high schools a “center of excellence” for all students even if that means breaking down extremely large schools through the concept of “schools within schools”;
Fratt, L. (2007). Professional Development for the New Century. (Cover story). District Administration, 43(6), 56-60. Retrieved from Academic Search Complete database.
Shortly after our session began, Dr. Hooper asked us to give a short “elevator speech” designed to provide others with a glimpse of the nature and work of the PLC groups we are leading in our schools and departments. As each of us shared our thoughts, one recurring theme emerged – time. Most students stated finding the time to meet with their PLC was difficult. Some said their PLCs were frequently cancelled. Others indicated they wanted to ensure the PLCs they were leading made the most of teachers’ time. A few shared their creative scheduling tips. As we progressed through the day, we learned that a strong learning organization has effective instructional leaders who develop school and teacher schedules that maximize instructional time and provide educators with job-embedded collaborative professional learning opportunities. Even though administrators are faced with competing initiatives, priorities and the day-to-day demands involved in teaching and leading schools, leaders should make professional learning communities a priority. Vescio’s (2006) review of the literature indicates when teachers participate in learning communities: (1) Student achievement scores improve over time as a result of the focus on student learning; (2) Teaching practice is impacted positively; and (3) Teaching and school culture improve because teachers become more collaborative and empowered. Learning communities can encompass multiple learning levels ranging from a classroom community of learners, to teachers, to parents, multiple schools, and district-level departments. Dr. Hooper shared an effective practice of a school administrator who formed a learning community with his cafeteria workers.
Laura Jimenez’s article “The Next Frontier of Education Reform” was a well thought out article about the possibility for a new program called LEAP or LEarning Together to Advance Our Practice to help improve the failing system of improving our public school educators. Jimenez uses accurate data to show the reasons behind the need to reform educator professional development and shows different examples of how this could be accomplished. She largely looks at the DC public school system’s IMPACT and the newly created LEAP projects.
In every institution the type of leadership style is important for a successful environment. In order to establish a successful school environment to compete globally, the leader should comprehend the basic leadership theories and styles (Glickman et al., 2010). The cultures at schools are important to the success of the students and overall of the school, but also can be very difficult to establish and maintain without the proper leadership knowledge (Waite, 1995). In United States many schools could be place in the categories of conventional, congenial, or collegial, because the strategies used for their leadership (Glickman et al., 2010).The chosen school could be classified according to different criteria and could be determine in which area their leadership pertains more. In order to analyzed and classify the leadership, it was imperative to observed the way the leader make decisions, the approached with the stakeholders, how the instruction is delivered, and how they realized their job (Marshall, 2005). In this analysis will be identify the category that this school will be, the school climate, the type of supervision and leadership.
Osceola School District administration team is starting to implement a new plan to support the classroom instruction. The district administrators are focusing mainly in the subgroups of special education (ESE) and English language learners (ELL). In my work-site, the human resources allocated to both of those programs are usually disconnected of the regular education or content classroom. There is no communication between the regular teacher and the special education specialist. Part of the district superintendent plan is to provide the specialists with professional development in content, for them to support the regular class instruction. Additionally, the specialist must provide support as “team teaching” in the mainstream clas...
Hoy, W. K., & Miskel, C. G. (2013). Educational Administration (9th ed.). Boston, MA: McGraw Hill.
The ability to manage change and adapt to a globally competitive environment are intensifying (Cao and McHugh, 2005). The paradigmatic structure of leading effective schools is constantly evolving in response to societal changes. Essentially, educational change can be categorized into two distinct categories: piecemeal change, which involves making adjustments to the current educational model, and systemic change, which involves transforming the current model ( ). The effort to leading change takes a systematic approach to promote collaborative problem solving that includes reviewing data to determine existence, scope and magnitude of the problem (Senge,1990)
A teacher today needs to have an ability to relate to and create partnerships not with their students, but also families, administrators and other professionals. This ensures that all persons involved with the education of the student are on the same page. All involved then work in harmony and help each other achieve the common goal of educating the student in the best possible way for the best possible result. (Wesley, 1998, p 80)
Even though there is evidence suggesting that transformational leadership positively affects specific educational outcomes, there is limited systematic research that has been undertaken to study the link that transformational leadership has with educational outcomes. With the significance attached to the role that transformational leadership can play in school restructuring and reform initiatives, it is necessary to establish more evidence regarding the effectiveness that transformational leadership behaviors and practices have at the school unit.
When I interviewed the Kindergarten teacher she was very eager to share all of the partnerships that her school is participating in. She stated that the biggest challenge facing schools today is the increasing class size, poverty, and cuts in funding. As a result, “sage funding” was put into place to help with smaller classes, but is now being cut from the La Crosse School District. In regards to poverty, she says that schools can help get families in touch with community organizations that can provide them with some of their needs.
34). This definition of collaboration is important because it insists that more than one person be involved in the learning process. Special education teachers are important because they are more experienced in helping students with exceptionalities. These teachers are the ones that test students and make decisions as to whether or not services should be rendered. Specialist conduct meetings and analyze test results to provide an informed judgment as to whether or not a student should receive services. Once a student has been selected to receive special services, information has to be relayed to the general education teacher. And this type of communication is better received when done in person. “The personal contact between caring stakeholders is more immediate than a written message that can be put off for later convenience or avoided until urgent” (Eccleston, 2010). Through technology, it has become increasingly easier to not meet face-to-face. To increase efficiency, both teachers should make a conscientious effort to have face-to-face
We have a responsibility to cultivate a sense of community and belonging. The quote, “It takes a village to raise a child”, rings true in so many ways. Education is a collaborative effort that needs leadership and a strong vision. Co-operation among all stakeholders is essential. A community is an essential extension of a school. Relationships between a school and its’ community, whether educational, entrepreneurial, co-operative or charitable, should not just be encouraged but pursued.
School community relationship is a mutual understanding through which the school and the community link with each other for the achievement of goals of the community and school too. School is a social organization functions properly on the effective interrelationship within it and with its associate communities. An issue in a school affects the community likewise to what happens in the community affects school. This implies that the community builds its schools likewise to the schools (Sidhu, 2007). Therefore, school relation with the community is mutually interdependence.
Education is a very important aspect in the life of a child. The level of success a student has in the classroom is greatly influenced by their teachers. Students, as well as their parents, depend on the teachers to guide them through their education. But who guides a teacher to perform successfully in the classroom? Principals and teachers play an important role in schools. A good relationship among school leaders and teachers is necessary and play an important role in making improvements in the school. Leadership refers to the “process in which one person successfully exerts influence over others to reach desired objectives”. (Okoji, 2015) Good leadership involves honesty, vision, confidence and commitment. It is the ability to inspire a