Effective Principals in Our Schools Takes Commitment and Focus

American Association of School Administrators

Ann Clark, Deputy Superintendent

March 29, 2013

About CMSNumber of Schools: 159• Elementary schools: 88• Middle schools: 39• High schools: 28• Alternative schools: 4Number of Principals/APs: 159/238Number of full-time teachers: 8,890Number of Students (excludes Pre-K): 138,012Zone Superintendents: 6

Vision: Charlotte-Mecklenburg Schools provides all students the best education available anywhere, preparing every child to lead a rich and productive life.

Mission: The mission of CMS is to maximize academic achievement by every student in every school.

•Effective Teaching and Leadership

•Performance Management

Areas of Focus

•Recruit and retain top talent for school-level positions.

•Ensure that school leaders have the ability and resources to meet the needs of students and teachers.

•Develop training programs for leaders and potential leaders to help improve performance.

Key Strategies

•Design a five-year principal-induction program.

•Develop a succession plan for all key positions within the district.

•Expand opportunities for principal innovation through Freedom and Flexibility with Accountability.

Tactics

Board Theory of Action

Core Beliefs

Strategic Plan 2014

Strategic Plan Alignment

Wallace Principal Pipeline Initiative

CMS was awarded a grant from the Wallace Foundation, which launched an initiative in 2011 to help six urban school districts develop a much larger corps of effective principals and to determine whether this makes a difference in student learning in their schools.

Based on 10 years of research, Wallace has identified four key parts of a principal pipeline that can develop and ensure the success of a sufficient number of principals to meet district needs.

Leader Standards

Pre-Service Training

Selective Hiring

Evaluation/Support

Principal Pipeline Initiative

• School Executive Leadership Academy• Aspiring Leaders

Leadership Framework

Leadership Framework Alignment

Establish competencies that indicate CMS focus on

developing effective

leaders within the NC Seven Standards of

Executive Leadership

Ensure principal

preparation programs include an

emphasis on the NC Seven Standards and competencies

in their selection

criteria and curriculum

Incorporate NC Seven Standards

and competencies in selection and

hiring strategy for school leaders

Re-assess how effectiveness is measured and evaluated to

include the NC Executive Principal

Evaluation and other measures

(TEP)

Align principal/AP

support with NC Seven Standards

and competencies to

help principals /AP

grow

Principal Preparation Partners

Leaders for Tomorrow-Winthrop University

• Two year program tailored to CMS Strategic Plan 2014

• Candidates are nominated by sitting principals or district leaders

• Selection criteria and curriculum mapped to the NC Seven Standards of Executive Leadership

• CMS district leaders participate in selection process and classroom activities

• Participants complete coursework towards an MA in educational leadership and license

School Executive Leadership Academy –Queens University of Charlotte

• Partnership between the Cato School of Education, the McColl School of Business, CMS and other surrounding districts

• Candidates are nominated by sitting principals or district leaders

• Selection criteria and curriculum are mapped to the NC Seven Standards of Executive Leadership

• CMS district leaders participate in selection process and classroom activities

• Participants receive the North Carolina school executive license in 14 months

AP/Principal Talent Pools• Rigorous screening and selection that provides candidates for school based

selection process– Resume, Letter of Interest, PD transcript, evaluations (past three years),

student/school level data that demonstrates impact– Interview, Writing Exercise and Case Discussion (principal candidates

only)– Rubric that aligns with NC Seven Standards of Executive Leadership

• Screening by HR; selection by principals

• All candidates for principals/AP positions must be in the talent pool

• School leadership position openings only advertised to talent pool candidates and sitting principal/APs

• Training provided to talent pool candidates

Talent Effectiveness Project: AP/Principal Evaluation

The principal design team has recommended:

• Ensure consistency with the evaluation process

• Explore ways to incorporate peer feedback for developmental purposes

• Identify ways to improve the teacher survey

More accurately evaluate and more fully support CMS

employees’ performance

Align goals at all levels so every employee understands their

contribution to student success.

The Talent Effectiveness Project is aimed at developing all talent across the district, to ultimately ensure student success.

Principal/AP SupportPrincipals

Assistant Principals

Aspiring Assistant Principals (Deans, Facilitators, etc)

Support: PD and coachingPrincipal Yrs 1-5: Principal Induction

Program

Aspiring Principals: Principal Talent Pool Training

AP Yrs 1-2: AP Induction Program

Assistant Principal Talent Pool Training

Demonstrating Leadership

Vision and Innovation

• Innovation Institute

• Val-Ed 360 Degree Feedback (pilot)

Learning About Leadership

• Queens University Education Leadership Institute

Basic Skills

Consultant Coach ModelSAM Process (Year 2)

• Capstone Project• Val-Ed 360 Degree

Feedback (pilot)

Year 5

Year 4

Year 3

Yrs 1

& 2

Principal Induction

Principal/AP Support

Zone Support

Principal Induction

Individualized Coaching

Professional Development

Principal

Thank YouPlease feel free to reach me at

a.clark@cms.k12.nc.us with any questions.