A New Approach to Principal Preparation

1 A New Approach to Principal PreparationInnovative Programs Share Their Practices and Lessons LearnedRainwater Leadership AllianceGretchen Rhines Cheney, Jacquelyn Davis, Kelly Garrett, Jennifer HolleranAcknowledgementsFirst and foremost, we want to thank Jacquelyn Davis and Jennifer Holleran, our dedicated project leaders, content experts and editors, and Gretchen Rhines Cheney, our devoted writer, who made sense of huge amounts of information from interviews, program materi-als and past drafts and, with incredible patience and persistence, created a strong product that allows other organizations to have a jump start in creating or revising their Principal Preparation programs. Saralyn Carrillo, Kelli Graham and Jeremy Smith, from the Rainwater Charitable Foundation organized us, arranged interviews, kept the larger RLA group on track and generally provided critical advice and feedback thanks to Rainwater Leadership Alliance (RLA) as a group is responsible for the existence of this document.

2 The teamwork and willingness to share work that all of the programs have shown throughout this project, as well as in the RLA gatherings, is tremendous and is a great example of adults in education working together to share what they have learned to move our country to be a place where all students can attend schools with strong leaders and excellent teaching and learning. The Advisory Committee members, (generally the leaders of their organizations and often lead contributors, in italics below) guided this project and involved their organizations, as well as each person who worked on a content area small group and contributed tremendously by sharing examples, reading drafts, chasing down information and generally being incredible at responding to what always seemed like time sensitive needs.

3 This incredible teamwork is an illustration of what is possible when educators work together across different organizations. Thanks to them for their willingness, openness with their work and their responsiveness and dedication. Specifically, those who contributed are:Gwinnett County Public Schools: Glenn Pethel, Frances Davis, Linda Daniels, Charisse Redditt, and Kendra Washington-BassKIPP: Kelly Wright, Jack Carey, Lara Knight, Terence Johnson, and Sehba AliNew Leaders for New Schools: Jon Schnur, LaVerne Srinivasan, Ben Fenton, Drema Brown, Helen Dixon, Mark Murphy, Mike Moore, Rika Wilcox, Ronald Rapatalo, Stephanie Fitzgerald, Tonieh Schmitz, and Darlene MerryNYC Leadership Academy: Sandra Stein, Vivian Brady-Phillips, Kathy Nadurak, Courtney Welsh, Holly Carmichael, and Ilene FriedmanRICE University s Education Entrepreneurship Program: Andrea Hodge and Colleen DippelUniversity of Illinois at Chicago.

4 Steve Tozer, Peter Martinez, and Shelby CosnerThe University of Virginia s Darden/Curry Partnership for Leaders in Education: LeAnn Buntrock and Dennis WoodruffThe New School: Karen DeMossSchool Leaders Network: Elizabeth Neale and Jody RoyEducation Pioneers: Frances McLaughlinLong Beach Unified School District: Kristi KahlTeach For America: Heather AnichiniUniversity of Chicago: Tim KnowlesUniversity of Pennsylvania: Doug Lynch and Mike JohanekPrincipals: Tatiana Epanchin and Michelle Pierre-FaridWe could not have done this project without the generous financial backing of the Rainwater Charitable Foundation, which funded and led all of the Rainwater Leadership Alliance convenings that inspired this work, and funded the dedicated time over the course of several months for us to pull mountains of information together into a coherent document.

5 We also thank The Eli and Edythe Broad Foundation for all of their work in the area of Principal Preparation , as well as their early thought leadership and financial support that helped many of the RLA programs develop, as well as the significant early work researching, gathering information and preparing drafts for this document, specifically by Christine DeLeon and Alyssa Simon with guidance from Frances McLaughlin, Luis de la Fuente, and Dan Katzir. Thanks also go to the Wallace Foundation, particularly Richard Laine, and Jody Spiro for thought partnership as we initially launched this 142 Appendix A: introduction143 Leadership Model 144 Logic Model Leadership Development 146 Appendix B: competency FrAmework147 Leadership Framework and Competency Model 150 Leadership Performance Standards Matrix 157 Appendix c: Building A cAndidAte pool158 Recruitment Strategy 159 Appendix d: Selecting cAndidAteS160 Full Selection Criteria 162 Path to Principalship 164 Leadership Screening Fact Sheet 165 Protocol for the Classroom Instruction Video166 Facilitated Group Interview 168 Interview Schedule169 Selection Criteria Rubric Sample170 Competency Scoring Sample171 Sample Selection Matrix 172 Appendix e.

6 TrAining And developing FellowS173 Residency Compact 176 Individual Learning Plan Summary Document 177 Summer Intensive Themes 178 Summer Intensive Sample Days 182 Foundational Year Scope & Sequence 192 Residency Summary193 Recommendations on Identifying and Choosing Coaches 194 Appendix F: Supporting principAlS195 Mentor Program Fact Sheet 196 Summer Leadership Conference 197 Sample Network Meeting Plan 199 Just-in-Time Training Fact Sheet appendix aintroductionAPPeNDIx A143 Teachers with an interest in school leadershipIncrease percent of placement of APs trained through QPLAA spiring Leader Program (ALP); Teach for America Leadership Initiative Increase percent of APs, trained through QPLA, who are retained in their position for at least 2 years Teachers eligible for entry-level leader certification Project Goal: Measures of student achievement show statisti-cally significant improvementAssistant Principals with an interest in becoming principals Increase percent of placement of principals trained through QPLAA spiring Principal Program (APP); Assessment Center.

7 Gallup PrincipalInsight Increase percent of principals, trained through QPLA, who are retained in their position for at least 2 yearsAssistant Principals with a minimum of 2 years experience Principals and Assistant Principals in the first 2 years of service Provide on-going support to first and second year principals and assistant principals Leader Mentor Program; Just-In-Time Training; Certified Quality Leader TrainingPrincipals and Assistant Principals in first 2 years of serviceAll Principals and Assistant PrincipalsProvide professional learning activities for principals and assistant principalsLeadership Seminar Series; Leadership Development I and II; Summer Leadership ConferenceAssess Principal and assistant Principal effectiveness through reliable and valid measuresAll Principals and Assistant PrincipalsSituation: Principals are a major driver of school improvement and teacher quality, and second only to teachers in their impact on student achievement.

8 Gwinnett County Public Schools Quality-Plus Leader Academy (QPLA) provides the leadership development model, coupled with coherent and successful programs, to drive improvement in seven major elements that ultimately lead to improvement in student achievement. These elements include pipeline development, recruitment, selection, training, placement, on-going support, and evaluation and assessment. AssumptionsPre-service and in-service school leaders who receive appropriate training and support will have a posi-tive impact on student achievement when compared to others without comparable training and support. External FactorsInadequate Preparation and support of school leaders through traditional Preparation programs contribute to less than desired long range goals. EvaluationIndividual activities will be evaluated for client satisfaction and alignment with stated objectives.

9 Overall, the program will use internal evaluation and external or third-party evaluation to assess progress on objectives. gwinnett county public Schools. All rights reserved. InPutSoutPutSobjEctIvESActivitiesShortPa rticipationMediumLongLogic Model Leadership Development source: Gwinnett county Public Schools Quality-Plus Leader AcademyA New Approach TO Principal PRePARATION144 Leadership Modelsource: Gwinnett county Public Schools Quality-Plus Leader AcademyStrategic DirectionQuality-Plus LeadershipTrainingQuality-Plus Leader Academy Aspiring Principal Program (APP)Just-in-Time Training: 1st and 2nd Year Principals/Assistant PrincipalsQuality Leader Training (QLT)SelectionLeadership ScreeningNASSP Assessment CenterGallup Principal Insight Strategic Vision for ResultsCore Leadership Behaviors and CharacteristicsRecruitmentJob Fairsweb site/web pageTargeted advertisementBoard of education Beliefs and CommitmentsRequired Knowledge, Skills, and TalentsPipeline DevelopmentQuality-Plus Leader Academy Aspiring Leaders Program (ALP)Teach for American (TFA) Leadership InitiativeVision, Mission, and Strategic Goals of GCPSL eader Roles, Responsibilities, and expectationstalent Development and ManagementPrograms, Processes, StrategiesAPPeNDIx A145 gwinnett county public Schools.

10 All rights DirectionQuality-Plus LeadershipSystemwide Improvement Strategy (Theory of Action)Quality-Plus Leader CharacteristicsVision for LeadershipQuality Conceptsevaluation and AssessmentResults-Based evaluation System (RBeS)external Review and AssessmentOn-going SupportLeader Mentor ProgramLeadership Development I and IILeadership Seminar SeriesSummer Leadership Conference PlacementLeadership ScreeningCeO/ Superintendent RecommendationBOe Approvaltalent Development and ManagementPrograms, Processes, Strategiesappendix bcompetency FrameworkAPPeNDIx B147 IntroductionThe KIPP Leadership Framework and Competency Model describes the competen-cies and behaviors considered most important to the performance of KIPP Executive Directors, Principals, Vice Principals/Deans and Grade Level Chairs/other teacher leaders.