a merican r ecovery and r einvestment a ct s trategic p lanning s eminars
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AMERICAN RECOVERY AND
REINVESTMENT ACT STRATEGIC PLANNING
SEMINARS
Welcome!
Chuck Heinlein
THE AGENDA FOR TODAY
10:00 a.m. Introductory comments
Context for planning ARRA Six Foundational Premises (Page 1 in WV Guidebook) . WVBE/WVDE Priorities for Expenditures of ARRA Funds (See WV Guidebook—Page 4)Professional Learning Community Rationale and RecommendationsDevelopment of Highly Skilled Teachers Rationale and RecommendationsGuidance for Creating a 21st Century Infrastructure
11:00 a.m. Using the Strategic Plan to plan and establish prioritiesHow to utilize funds and track allocation of ARRA Funds
11:50 p.m. LUNCH
12:30 p.m. Individual Sessions for Compliance, Accounting, Technology and Planning and School Training
LOGISTICS
Lunch: Glade Room
Title 1: Woodland 2
Special Education: Woodland 3
Treasurers: Glade Room
Technology: Glade Room
Core Plan/School Training: Bright Ballroom A
ONCE IN A CAREER
OpportunityTo Leave a Legacy
Will It Last?
Plan Before Spend
SIX FOUNDATIONAL PRINCIPLES
Spending of funds quickly to save jobs. Advancing education reform and long-lasting results
(rigorous college-career-ready standards and aligned assessments).
Creating pre-K to college and career data systems consistent with America COMPETES Act.
Improving teacher effectiveness
Providing equitable distribution of effective teachers/effective supports.
Assuring interventions for lowest performing schools.
DEADLINES
May--------Regular State Budget Due
June 15--- Special Education Plan/ Budget Due
June 30----ARRA Plans Due
July 1-------Title I, II, III, IV Budgets/Plans Due
COMPETITIVE GRANTS AND
OTHER PROGRAMS
ARRA (American Recovery and Reinvestment Act)
State Fiscal Stabilization Fund
ARRA Competitive Grants
Richard Lawrence
QUESTIONS THAT CAN FOCUSYOUR STRATEGIC PLANNING FOR
THE ARRA FUNDS
How will the funds be used to transform education in the district and develop an infrastructure for Global 21 learning?
How will the district measure the impact and ensure transparency of the investment of the funds?
Are the planned activities/expenditures for the ARRA funds aligned with the prioritized district initiatives as specified in the county strategic plan?
QUESTIONS THAT CAN FOCUSYOUR STRATEGIC PLANNING FOR
THE ARRA FUNDS
Is the investment of the ARRA funds aligned with the timeline of available funds?
Have the funds been invested strategically to avoid a “funding cliff” at the end of the obligation date?
Has the planning team examined all funding for flexibility in expenditure?
LEVERAGE
"Give me a lever long enough and a fulcrum on which to place it, and I shall move the world." -Archimedes
LEVERAGE POINTS
There are levers, or places within a complex system (such as an educational system or business) where a small shift in one thing can produce big changes in everything.
Lisa Youell
PROFESSIONAL LEARNING
COMMUNITIESRATIONALE AND
RECOMMENDATIONS
BUILDING THE BACK PORCH
BUILDING THE BACK PORCH
Providing time for collaboration, an organizational structure for collaboration and training in collaborative processes is an investment in teachers that will have long term effects.
SO…WHAT DO WE MEAN BY PROFESSIONAL
LEARNING COMMUNITY?
Collaborative teams that meet at least once a week to focus on student learning by addressing these questions:
1. What do we want students to know and be able to do?
2. How will we know when they know it?
3. What will we do when they don’t?
Continuous Improvement
Classroom Assessment Network
TechSteps
Special Education Teacher Leadership Institute
RTI
Teacher Leader Institute
Educators committed to working collaboratively in ongoing processes of collective inquiry
and action research in order to achieve better
results for students.
Acuity
Technology Integration Specialists
Continuous Improvement
Professional Learning Communities Model for School Improvement
Teacher isolation is replaced with collaborative processes that are deeply embedded into the daily
life of the school.
PROFESSIONAL LEARNING COMMUNITIES
Planned Expenditures
1. Time and Organization
a) Create structures for collaborative teams to meet on a regular & consistent basis
Common Planning Parallel Scheduling Adjusted Start and End Time of Contractual Day Shared Classes ISE and Faculty Senate Days
PROFESSIONAL LEARNING COMMUNITIES
Planned Expenditures
1. Time and Organization Hire a scheduling expert to build a master
schedule for 2010-11 Hire substitutes to move from grade to
grade one day each week to release teachers for collaborative teaming
Provide stipends for days outside of the contractual year
PROFESSIONAL LEARNING COMMUNITIES
Planned Expenditures
1. Time and Organization
b) Develop a leadership team to guide the work of continuous improvement
Provide stipends for additional responsibilities
PROFESSIONAL LEARNING COMMUNITIES
Planned Expenditures
2. Training in Collaborative Processes
How to use ongoing analysis of data
How to make shared decisions and establish common goals for student learning
How to continuously assess student learning to inform and improve practice & foster school and system accountability
How to use collaborative processes to drive job-embedded professional development
PROFESSIONAL LEARNING COMMUNITIES
Planned Expenditures2. Training in Collaborative Processes
Once a school has created the structure for collaborative teams to meet, the training can take place on site during the established weekly meetings. Instead of sending a small group of teachers to a professional development provider, the provider comes to the school, moves from team to team modeling the collaborative processes.
RESOURCES
Classroom Assessment Network
WEB 2.0 Collaborative Tools
Pearson Learning
Solution Tree
Sharon Kramer
Chris Jakicic
Tom Many
Tim Brown
THE RESEARCH
Exploring the Concept of Collaborative Teaming
Nathan Estel
Highly QualifiedTeacher
Highly EffectiveTeacher
INPUTS OUTPUTS
HIGHLY EFFECTIVE TEACHING
April 1, 2009, letter from Secretary Duncan to Governors indicates that states will report the extent to which all students have access to qualified and effective teachers AND whether or not teachers are evaluated based on how well their students perform.
The number and percent of Highly Qualified Teachers in the highest-poverty and lowest-poverty schools;
The number and percent of teachers and principals rated at each performance level in each LEA; AND
The number and percent of LEA evaluation systems that require evidence of student achievement outcomes.
RESEARCH-BASED PROFESSIONAL DEVELOPMENT
Darling-Hammond, L. & McLaughlin, M. (1995)
Elmore, R. (2002)
Fullan, M. (2001)
Joyce, B. & Showers, B. (1981, 1995 & 1996)
Marzano, R., Pickering, D. & Polluck, J. (2001)
Marzano, R., Waters, T., and McNulty, B. (2005)
Schon, D. (1987)
Senge, P. (1990)
Stiggins, R. (2004)
York-Barr, J. & Duke, K. (2004)
AGE DISTRIBUTION OF WEST VIRGINIA EDUCATORS
Age0
2000
4000
6000
8000
10000
12000
20-2930-3940-4950-5960 or Greater
CROSS-GENERATIONAL TEAMS
Sarah Lyons
INTEGRATING TECHNOLOGY
TO MEET PROGRAM GOALS
Recommendations for Appropriate Expenditures
Process
Netbook Information
TITLE IID
ENHANCING EDUCATIONTHROUGH
TECHNOLOGY
Michele Blatt
http://dpeduto.googlepages.com/strategic planning
Questions?
LOGISTICS
Lunch: Glade Room
Title 1: Woodland 2
Special Education: Woodland 3
Treasurers: Glade Room
Technology: Glade Room
Core Plan/School Training: Bright Ballroom A
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