CARE Model and Reflection (EDLD 5399 Week 3)

Part 1

CARE Model

As I completed my internship activities I participated on the district and high school campus site based committees that review and make recommendations for district/campus improvement innitiatives. 

Concerns

1.         Maintaining the same or higher standard of student achievement with the transition from TAKS to STAAR.

2.         Improving district/campus communications with the community and parents.

3.         Better serving our students who are on vocational tracks in high school.

                                                                                           

Affirmations

1.         The district is being very proactive in what seems to be a vast area of unknowns.  Teachers are meeting across curriculums and grade levels to align curriculum and ensure that students are prepared for STAAR EOC exams in high school.

2.         Parent newsletters and school/teacher websites are great communication tools and should be continued.

3.         The district should continue to make additions to the CTE offerings for students in the district.

Recommendations

1.         Push information to teachers/parents/students as it becomes available and provide teachers with quality professional development opportunities within their curriculum areas.

2.         Utilize SkyAlert more frequently for key dates within the district.

3.         Develop a CTE committee to better coordinate the vocational course offerings and certifications in the district.

Evaluations

1.         Review lesson plans and instructional methods of teachers at the high school level where students are required to take End of Course exams as well as monitor the use of technology within the classrooms and ensure the required capabilities are in place for the use of the technology.

2.         Research ways to involve parents and communicate better with parents on the high school campus.

3.         Work to develop a flow chart that shows courses leading to certification or articulation agreements with junior colleges throughout the state for students and parents to better plan for post secondary goals.

 

Part 2

Reflection

As I utilized the CARE Model to analyze the campus/district improvement projects I participated in during my internship, I was able to focus more on the areas that could make our district better for educators, students, and parents. There were three main areas of concern that I indentified: 1) maintaining the same or higher standard of student achievement with the transition from TAKS to STAAR; 2) improving district/campus communications with the community and parents; and 3) better serving our students who are on vocational tracks in high school.
 

The district as a whole is being very proactive in what seems to be a vast area of unknowns when

it comes to STAAR testing, in particular the End of Course exams for high school students.  Teachers
are meeting across curriculums and grade levels to align curriculum and ensure that students are
prepared for STAAR EOC exams in high school.  We have seen collaboration of teachers and
administrators to develop ways further improve this area.  After the first year of STAAR testing it is
obvious that our efforts are being productive as our scores were some of the highest in our area,
however there is still room for improvements as the standards will continue to increase over the next
few years.  As it becomes available, information should be pushed to teachers/parents/students
regarding passing standards and how the test will be figured into overall course grades.  With budget
cuts, our district has restricted professional development to those opportunities provided by our ESC. 
With increased rigor in the curriculum and expectations,  teachers should be given opportunities for
quality professional development within their curriculum areas.  There are even opportunities for the
district to maybe send department chairs to workshops and have them provide professional
development opportunities on campus.  Overall, our campus is doing a great job transitioning from
TAKS to STAAR as evidenced by our first year results.  In reflection I would contine curriculum
alignment activities throughout the district, at least until we reach full integration of the End of Course
exams.  I would also review  lesson plans and instructional methods of teachers at the high school
level where students are required to take End of Course exam and continue to monitor student
progress through the use of benchmark exams.  I would also monitor the use of technology within the
classrooms and ensure the required capabilities are in place for the use of that technology.  Our district
is very forward in the acquisition of technology for education, however at this point some of the
infrastructure (wireless routers, etc...) is inadequate or does not function to its capacity in cinderblock
constructed buildings.

Improving communication with parents and the community is always an area that can be improved in any district.  Currently parent newsletters and school/teacher websites are being utilized and are great communication tools that should becontinued.  The district could utilize SkyAlert more frequently for key activities involving students/parents.  For example the high schools open house.  If we rely on students alone to get the information to their parents then we will never achieve 100% notification.  Also our high school billboard sign is on campus which is not on a highly traveled roadway.  The district could look into a sign that could be more visible to parents.  I would recommend researching ways to involve parents and communicate better with parents on the high school campus.

The final concern that was identified in the CARE Model was serving our students who are on vocational tracks in high school.  Even though the state wishes for every student to be college ready, that does not mean that every student has plans to attend college.  We must not forget those students who are not planning for post secondary education and what are our districts doing to prepare them for the workforce.  My recommendation is that the district continue to make additions to the CTE offerings for students in the district.  This should include vocational tracks for lower preforming students.  This could be achieved through the development of a CTE committee to oversee trends in industry and make recommendations for course offerings.  Furthermore, a flowchart should be developed that outlines all CTE course offerings and how to achieve certification upon graduation or any articulation agreements that are offered by junior colleges throughout the state that could lead to certification.  Parents should also be made aware of the tuition savings that articulations could have for students who are planning to further their education at a post secondary institution.  I feel these efforts would allow the district to better serve these students and help them in their course selection/4 year planning to ensure that we are preparing them for their post secondary goals.
 

 

 

EDLD 5399 Week 2 Reflections

Looking back to where we began in the first internship course, I realize how much we have learned and how far we have come.  As I review my activities and each of the domains, I see how each little project has helped me grow and helped to prepare me to further advance my career toward the position of superintendent.  The review of activities also revealed that I am not completely there yet and still have lots of room for growth until that day comes.


I have never really thought about completing a job entry plan until this assignment.  While I have operated on short and long term goals, I have never gotten so specific as to think about and plan what I would do on the first day, week, and month.  This was very interesting and made me think.  I will approach things more intentionally after this project.

EDLD 5399 Week One Assignment--Self-Assessment

Self Assessment

Domain 1

Competency 1:

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Competency 2:

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Competency 3:

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Comptency 4:

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Domain II

Competency 5:

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Competency 6:

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Competency 7:

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Domain III

Competency 8:

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Competency 9:

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Competency 10:

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Self-Assessment Reflection:

Domain I, which covers leadership of the Educational Community, definitively revealed significant areas to improve my knowledge and skills.

Competency 1 is probably my strongest area.  I feel communication and advocacy are my strong suits, however while I feel I am competent to handle issues with policies/procedures and ethical issues impacting education I believe I need to stay abreast of the ever changing issues related to education.  I find that I am not always as up to date as I would like to be on the emerging issues however having completed my intership activities I feel I am better equipped with the knowledge of where to find the information needed to make informed decisions.

Within competency 2 I have no problem motivating staff and promoting understanding for diverse populations within the educational community.  Where I feel I could benefit from additional practice is the areas of public facilitation of vision and goals.  This is not an area I have had to work in very much and feel I am competent but not confident.  I need to improve my knowledge of emerging issues and trends and then being able to articulate them into strategies to be implemented.  I find I am not very political and feel I need to improve my interactions with the different constituent groups in the educational community.

My greatest challenge with competency 3 is going to be my ability to analyze community and district structures and identifying key figures.  Again I realize that the politics of being a superintendent will be an area of key development for me. 

I feel incompetent in competency area 4.  I have been working with my mentor to develop activities to improve my political interactions within the educational community and feel I could handle issues but need further work in the area.

Domain II, which covers instructional leadership, is my strongest domain, however I still have fewer identified strengths than I would like. 

In competency 5 I feel competent in most areas.  This by no means indicates that I have no work to do in this area.  I truly need to work on analyzing reports and being able to articulate the results to administrators and staff members.  Technology is one of my greatest areas of weakness and one I reluctantly must force myself to explore.

Competency 6 I feel competient but feel I have several areas in whcih my knowledge and skills need to be expanded.  Again most go back to the analysis and interpretation of reports and data.

I feel fairly competent in competency area 7.

Domain III, administrative leadership, had no identifiable strengths.  This would indicate that competencies 8 – 10 definitely need to be included on my activities for internship.

Competency 8 dealt with finance and human resources.  I feel competent in these areas, being I have a background in business, however discipline and technology are ongoing issues that I need to address.

I am weak in the physical plant area.  Competency 9 was a key area of focus for my internship and will also be an area to work on in my professional development plan to prepare me for dealing with the behind the scenes activities that are so vital in the running of a district.

For competency 10 I need to keep myself up to date on the federal and state requirements for the district and again try to understand how politics influence the educational organization.  I do feel better equipped knowing where to locate information in a timely fashion.

After completing this self assessment I feel I have made improvements since I began the program but have a lot of work ahead of me before undertaking the task of superintendent.

Week One Assignment, Part 2

Position Goal:

I currently serve as the Special Education Department Chair/Coordinator for Hamshire-Fannett High School.  I would like to pursue an assistant principal position, followed by a principal position, and ultimately (up to 10 years down the road) an assistant superintendent or superintendent position in a small school district.

I beleive it is important to move through each of these different positions giving yourself time to fully experience the demands of the position before moving into the superintendency in order to be prepared for the duties and responsabilities of running a district.  In order to lead effectively I feel I need to be able to relate to those I am leading and this requires me to have walked a mile in their shoes.

Leadership Goal:

I feel that educators have one of the most important roles in today's society and can have a great impact on the next generation of citizens.  In order to be effective as an educational leader, I feel we must first and foremost keep the students as the one priority.  As a leader within a school district I want to create a learning environment that encourages higher level thinking and character.  I want my teachers and administrators to lead by example and instill a love of learning as a life long endeaver. 

Week One Assignment, Part 3

I have reviewed and updated my Vitea, Intern Plan, and Supervised Logs.  I have added completed coursework to my vitea.  I continue to log internship activities in my internship plan and supervised logs.  Also I have added a mentor within my district.  Our new assistant superintendent, Dr. Jerry Ausborn, has worked with me on a few activities outlined in my internship plan. 

EDLD 5342 Week 4 Assignment

Week Four Assignment, Part 1 – Understanding FIRST (Financial Integrity Rating System of Texas) in School Finance

Directions: Throughout this program, you have been asked to utilize your blogs and your faculty section blog to post your reflections and share your insights and progress. In this activity, you will be asked to post to your blog, your faculty section blog and to your group Wiki and comment on at least one other group’s wiki. Your faculty and Instructional Associate will assign you to a Wiki group for this activity.

Using the lecture/interview, the Glossary in the Resource Section, possible insights from discussing this with an appropriate district leader, and information from links like the one below to FIRST:

http://www.tea.state.tx.us/index4.aspx?id=3864

Collaborate with your Wiki group, and write a one – two page group paper that identifies and justifies your group’s opinion regarding the three most important components of FIRST.

After developing your group paper, have your Wiki group do the following:

• post your group opinion paper to your Wiki group,
• post a reflection on the faculty section blog, and
• Comment on at least two other cohort Wiki group submissions. 

Workspace

Write your reflection on Part 1 of your assignment in the box below. The box will expand as you type.

“The purpose of the financial accountability rating system is to ensure that school districts and open-enrollment charter schools will be held accountable for the quality of their financial management practices sand achieve improved performance in the management of their financial resources.  The system is designed to encourage Texas public schools to manage their financial resources better in order to provide the maximum allocation possible for direct instructional purposes.  The system will also disclose the quality of local management and decision-maki8ng processes that impact the allocation of financial resources in Texas public schools.  An evaluation of the long-term effectiveness of the system should disclose a measurable improvement in the quality of Texas public schools’ financial decision-making processes.”  (19 TAC Chapter 109, Subchapter AA, 109.1001. Purpose of Financial Accountability Rating System) The first important component of FIRST is the school district financial management report.  This report gives TEA an overview of how funds are being utilized within the district. The second import component of FIRST is the amount of funds in the general fund account.  Currently districts are required to have 60 days of operating expenses available.  Districts that have this cushion are in better position to be able to handle changes in funding and economic conditions. The third important component of FIRST is the actual accountability rating given to the district.  This rating ranges from Superior Achievement down to Suspended—Data Quality.  This rating is based on standard indicators and gives an overall picture of the district’s financial health.

Week Four Assignment, Part 2 – Comparing Economy of Scale in Large and Small Districts

Directions: Throughout this program, you have been asked to utilize your blogs and your faculty section blog to post your reflections and share your insights and progress. In this activity, you will be asked to post to your blog, your faculty section blog and to your group Wiki and comment on at least one other group’s wiki. Your faculty and Instructional Associate will assign you to a Wiki group for this activity.

Using the lecture/interview from Week Four, the Glossary in the Resource Section, and information from Week Four Snapshot District 1 Example and Week Four Snapshot District 2 Example, have your Wiki group do the following:

Write a one – two page group pager that includes:

• Analysis of data regarding Total Revenue per pupil in each district;
• Analysis of Total Operational Expenditures per pupil in each district;
• Analysis of average teacher salary in each district;
• Your group’s analysis of the contrasts between large and small districts and how economy of scale may address these contrasts

To share your responses, please:

• post your group analysis paper to your Wiki group,
• post a comment about your paper on the faculty section blog, and
• Comment on at least two other cohort Wiki group submissions. 

Workspace

Write your reflection on Part 2 of your assignment in the box below. The box will expand as you type.

As indicated in the lecture an “economy of scale is a concept that indicates that increasing the size of an organization can result in a lower per unit production cost.”  With this in mind we must consider the impact of an economy of scale on school districts and the costs associated with the education of our children.  Obviously the larger the organization, or in this case the district, the more funding they would receive.  This would be realized in a lower operating cost per student.  To further explore this concept let’s look at two district with very different demographics. District 1 is a very small district servicing 830 students with a total staff of 130.  Of the student population, 43% are considered economically disadvantaged; therefore one would make the assumption that the district is relatively lower income with relatively low tax base.  The average teacher salary in district 1 is $39,771.  The total revenue for the district is $8,823,250 which equates to total revenue per student of $10,529.  The total operating expenditures for this district was $7,216,335 which equates to a total operating expenditure per student of $8,611.  Because the total operating expenditures is so great per student it reduces the amount of funds available to dedicate to the improvement of instruction or learning per student.  A total of 54% of the funds are dedicated to instruction. District 2 is a very large district servicing 32,326 students with a total staff of 4,582.  Of the student population, 53.9% are considered economically disadvantaged.  The average teacher salary in district 2 is $50,307.  The total revenue for the district is $329,638,930 which equates to total revenue per student of $10,316.  The total operating expenditures for this district was $284,664,004 which equates to a total operating expenditure per student of $8,908.  A total of 62% of the funds per student are dedicated to instruction. In comparison, district 1 appears to be in a better financial situation per student with total revenue of $10,529 per student.  This is $213 more revenue per student than district 2, however district 2 has a larger student base which spreads the operating cost more and results in a lower total operating cost per student.

Week Four Assignment, Part 3 – Analysis of Differentiated Staffing on a campus of your choice

Directions: In this activity, you will be asked to post to your faculty section blog and to your group Wiki and comment on at least one other group’s wiki. Your faculty and Instructional Associate will assign you to a Wiki group for this activity.

Using the lecture/interview from Week Four, the Glossary in the Resource Section, and data and observations from a campus of your choice, discuss and share your observations, select a campus from your group, and develop a 1 – 2 page group paper describing how differentiated staffing might impact and/or improve the goals of that campus.

To share your responses, please:

• post your group paper to your Wiki group,
• post a comment about your paper on the faculty section blog, and
• Comment on at least two other cohort Wiki group submissions. 

 Workspace

Write your reflection on Part 3 of your assignment in the box below. The box will expand as you type.

According to the week four lecture “differentiated staffing is a concept that proposes specialized use of personnel.”  An example of differentiated staffing within my district in the area of instruction would be the use of instructional aides within the classroom to provided instructional support.  The teacher of record is the master of the content and the instructional aide can offer the specialized delivery (ie.  Oral testing, etc…).  The special education teacher, who is the master of learning styles, can provide content mastery and more specific instruction on a one on one basis.  This concept allows the teacher of record to cover more material within a class period allowing more learning to occur.

Week Four Assignment, Part 4 – Understanding Personnel Salaries in District Budgets

Directions: Throughout this program, you have been asked to utilize your blogs and your faculty section blog to post your reflections and share your insights and progress. In this activity, you will be asked to write an analysis and post to your blog.

Using the lecture/interview, the Glossary in the Resource Section, possible insights from discussing this with an appropriate district leader, and data that includes total personnel salaries in your school district for the current school year, write an opinion in the box below that includes your opinion on the following:

• Your insights and analysis regarding the district’s total personnel salaries as a percentage of the total district budget;
• Your analysis of the positive and negative impact associated with a five percent salary increase for all personnel.

Workspace

Write your opinion analysis of Part 4 of your assignment in the box below. The box will expand as you type.

The total budget (actual revenue) for Hamshire-Fannett is $16,787,052.  The total payroll is $10,692,784 which constitutes  68.29% of the total budget.  An overall 5% increase in personnel salaries would be $534,639.20.  A salary increase is always favored by the faculty and staff however there are pros and cons to increasing salaries.  Some of the positive impacts would be increased staff morale and possibly less turn over.  Also an increased faculty salary could mean that teachers would have additional funds to further their education and in turn improve instruction.  Some of the negative impacts would be an increase in the total operation expenditures per student as a result of increased total salary expenditures.  This in turn would in effect reduce the amount of funds available specifically for instruction.

After you complete the above opinion piece, do the following:

• Post a comment on your opinion on your blog,
• post a comment on Part 4 on the faculty section blog, and
• comment on at least one other student’s comment on their blog. 

Week Four Assignment, Part 5 – Interview with Superintendent and/or Business Manager on Financial Audits

Directions: Throughout this program, you have been asked to utilize your blogs and your faculty section blog to post your reflections and share your insights and progress. In this activity, you will be asked to write a summary and reflection of your interview and post to your blog.

Interview your Superintendent and/or Business Manager about the Annual External Financial Audit of the district’s operations and ask the following:

• how is the external auditor selected?
• how does the auditor conduct the audit?
• what does the audit conclude about district financial procedures and actions?
• how are the results communicated?

Following the interview, write a summary and reflection on your interview below:

Workspace

Write your summary and reflection of Part 5 of your assignment in the box below. The box will expand as you type.

The external auditor for Hamshire-Fannett is West, Davis & Company.  This firm was selected through a bid process and has had extensive experience within the realm of school finance.  The auditor conducts the audit by reviewing financial reports of the district and other documents.  Auditors can request review of any documents pertaining to the audit process and has full access to all district accounting records, supporting documents and financial data.  The external audit revealed that Hamshire-Fannett is in superior financial standing and has done very well at managing the funds appropriated to the district.  No major issues were found to be addressed.  The results of the audit are communicated by report to the district and presentation to the board by the auditing firm. I was very pleased to know that my district is in a very good financial situation and could withstand potential budget cuts or changes in the economy.

After you complete the above opinion piece, do the following:

• Post a comment on your interview on your blog,
• post a comment on Part 5 on the faculty section blog, and
• comment on at least two other student’s comments on Part 5 on their blog.