Beruflich Dokumente
Kultur Dokumente
TALENT MANAGEMENT
UPDATE
Each school will be organized and supported Adults in the system will be managed as The work of the school system will be as
on its own unique path to success professionals to encourage collaboration, aligned as possible with the other adults who
empowerment, and responsibility for work on behalf of students, including parents
(Tiering of schools, School Turnaround and outcomes – and this will enable us to attract, and community organizations
SIG, School Climate Survey, School develop, and retain the highest caliber staff
Governance Committees, Central Office (Increasing Parent Involvement, Boost!
Effectiveness and Feedback Survey) (Teacher, Principal and Central Office Collaboration with the United Way)
Evaluation and Development Systems; New
Pipelines of Leadership Development)
TEVAL
Mar 1
July
Sept
Professional Development
• Focus linked to Instructional Practice and/or Professional Values
Frameworks
• Development Plan including activities and resources
Key Provisions
Goal of validation • To validate evaluator (i.e. Principal and AP) judgments of teachers for whom there
process may be consequential evaluations this academic year
Validation Visits • 3rd party validator and instructional manager observe the same lesson and
independently assess the instructional practice.
• 3rd party validator provides written feedback for the teacher within 48 hours
• 3rd party validator completes validation review form using the Instructional Practice
Continuum to rate the teacher on the instructional practice components within 72
hours
• Validation review forms are shared with instructional managers to become part of
the mid-year and end-of-year conferences
• Training for 3rd party validators – calibration to Instructional Practice Performance Continuum
• Last validation will be unannounced to teacher
• Process for discrepancies between validator and instructional manager ratings
Validation
Observations
• Development of data systems to track and manage school level compliance with teacher evaluation and
development process
• Continued professional development and coaching for instructional managers on effectively implementing all
Planning for aspects of the TEVAL process at the school level
Year 2 • Building capacity for evaluation, ensuring appropriate levels of managerial support in each school
Mar 1
July
Sept
Sitting
Newly- Principals
High- appointed Current
potential Principals principals
Assistant Leaders are:
Principals are: Principals who
are: Assistant have assumed
principals and new leadership
Emerging Current other leaders responsibilities
Assistant who are ready
Leaders are: Principals to be
Future Leaders Well-respected, considered for
are: experienced, principal
exemplary coaches positions
-Exemplary classroom and teacher leaders
teachers who could be who are ready for
team leaders or coaches AP positions or
-New grade/team leaders leadership
residencies
-New coaches and coaches
in need of development
New Haven, A City of Great Schools 10
NHPS-School Leadership Competencies
Vision & Culture Leadership
Set clear direction for the school Create standards of excellence
community Build and maintain a focus on students and
Identify and address strategic student learning
opportunities and challenges Engage families and other stakeholders and
Plan for and manage change maintain stakeholder commitment
Organizational Management
Build effective organizational structures
Build effective organizational systems
Maximize available resources, including finances and time