Professional Development Academy Patricia Hughes (251) Brenda Haskew (251) MOBILE COUNTY PUBLIC SCHOOL SYSTEM Division of Federal and Special Programs Department of Staff Development

Key GoalsImprovement Objectives to Measure Q1Q2Q3Q4 I. All children can and will become proficient learners who will graduate          Increase number of schools that meet or exceed CLEAR standard by 2006  Improve student performance to 100% proficiency in all areas by all subgroups in 2014  Increase graduation rate to 100% and decrease drop out rate to 0%  Use research based best processes and practices according to improvement in student performance II. Quality Leadership at ALL Levels        Increase the number of teachers and staff who meet HQ and HQ+ proficiency standards according to improving student performance  Organize an MCPSS Quality Academy to coach,assess and build capacity for leadership excellence which results in continuously improved performance results for students, staff, school, district, and partner stakeholders.  Create incentives for quality staff at low performing schools III. Create a new public story with parental and community involvement          Regularly assess and report responses to perception (satisfaction and dissatisfaction) of community stakeholders, parents, certified, and support staff  Begin to use PASSport process for each stakeholder to create-add value to improving student performance  Increase two way communication with parents and the community  Increase parental involvement that results in higher student performance IV. Governance with evidence of accountability, trust, compliance, and responsiveness to key communities          Report fiscal accountability  Report regulation and compliance  Report ethics and trust  Report equity and responsiveness to key communities V. Equal access to needed resources          Audit access and success for course offerings, programs and services  Audit access to quality leadership  Audit expectations for high standards & rigor by student groups  Audit access to funding, facilities, equipment and resources MCPSS Strategic Plan Dashboard : BOARD ACTION to Raise the Bar & Close the Gap 21

Professional Development Focused on “ Excellence”  Quality  Effective  First class  Value added PROFESSIONAL  Proficient + DEVELOPMENT  World class  Outstanding  Superior

What is Effective Professional Development? Effective professional development: Must be a continuous process, not just an event. Has great impact when job-embedded. Must be delivered in a systematic manner. Reflects a hierarchy of evaluation levels. Is based on the state-adopted Professional Development Standards. Acts as a powerful change agent. Guskey, (2000) Killion, (2002)

Leadership Development Support for innovations Certification/recertification Employee remediation efforts Evaluation training – PEPE Purposeful, quality professional development opportunities Real time catalog Needs assessments New teachers State and federal mandates Sharing best practices Current Professional Development Issues

Information & Analysis Systems-Based Approach to Performance Excellence Quality Academy Pinellas County Schools Largo, Florida

Information & Analysis Systems-Based Approach to Performance Excellence

Staff Development Aim The Department of Staff Development for the Mobile County Public School System will build district capacity to effectively and efficiently improve student learning through a broad range of systemic, intentional, on- going professional learning opportunities for MCPSS employees.

Information & Analysis Systems-Based Approach to Performance Excellence

The Three Sections of the Professional Development Academy (PDA) GoalsMeasures I. Leadership Multiple data sources based on Guskey’s levels of evaluation II. Student Instruction Multiple data sources based on Guskey’s levels of evaluation III. Support Multiple data sources based on Guskey’s levels of evaluation

Leadership Section Professional Development Academy Communities of Learners New Principals First year interns Principals/assistant principals Central office professionals Aspiring administrators Superintendent and Board Others Bases for Goals and Measures State Adopted Staff Development Standards Alabama Competency Standards Federal and state laws and policies Interstate Leaders Licensure Consortium (ISLLC) Standards Council of Chief School Officers (CCSO) Standards Scientifically-based research Alignment with identified district needs and current best practices.

Student Instruction Section Professional Development Academy Communities of Learners New teachers Non-tenured professionals Tenured professionals School faculties Others Goals and Measures Based On State Adopted Staff Development Standards Federal and state laws and policies Scientifically-based research Alignment with identified school and/or district needs Current best practices.

Support Section Professional Development Academy Communities of Learners Custodians Clerks CNP workers Bus drivers Maintenance Substitute Teachers Parents Community partners Others Goals and Measures Based On State Adopted Staff Development Standards Federal and state laws and policies Scientifically-based research Alignment with identified school and/or district needs Current best practices

Quality Systems Training Professional Development Academy (PDA) Sample of Offerings Leadership Section Instructional Section Support Section Quality Leadership Academy PEPE Evaluation Training Next Gen Training Mobile Math Initiative New Teacher Academy Talents Unlimited Custodian Staff Development CNP training Substitute Training

Information & Analysis Systems-Based Approach to Performance Excellence

Five Critical Levels of Evaluation (Guskey, 2000) 1. Participants’ reactions 2. Participants’ learning 3. Organization support and change 4. Participants’ use of new knowledge and skills 5. Student learning outcomes

Information & Analysis Systems-Based Approach to Performance Excellence

Professional Development Academy Belief Statements Professional learning impacts student learning. The school is the unit of change. Leaders drive school change. Each learner is unique. Collaboration fosters success for all. Ambitious goals can be achieved through continuous improvement.

Information & Analysis Systems-Based Approach to Performance Excellence

PDMP Staff Development Staff Development Advisory Committee 2-way communication Who’s Involved? Key Interaction Process Advisory Committee Functions Communicate Advise Represent Advocate Celebrate Staff Development Functions Manage Evaluate Design Implement Monitor Communicate Celebrate Leadership Instructional Support

Processes for Evaluation Guskey (2000)

Information & Analysis Systems-Based Approach to Performance Excellence

Academy Process Steering Committee Steering Committee Representatives Office of Staff Development Program Development and Resources Human Resources Curriculum and Instruction Executive Directors for School Accountability Special Education Fiscal Management Technology Principals Teachers/Other Specialty Areas Community Representatives Student Services Higher Education

Management & Organization Office of Staff Development Professional Development Management Program

Information & Analysis Systems-Based Approach to Performance Excellence

Information and Analysis Continuous cycle of input and analysis. Refinements from formative, trend data. Data for all major program components. Systems interpretation of data. Data driven decision making.

So Now… How is professional development organized in your district?