1. BALANCING THE MULTIPLE ROLES OF THE PRINCIPAL SUPERVISOR WHILE KEEPING A FOCUS ON BUILDING THE EXPERTISE OF PRINCIPALS AS INSTRUCTIONAL LEADERS Dr. Felicia Everson, Instructional Leadership Director, Shelby County Schools Reggie Jackson, Instructional Leadership Director, Shelby County Schools James Long Instructional Leadership Director, Shelby County Schools Dr. June Rimmer, Associate Director Center for Educational Leadership University of Washington. May 13, 2016

2. Objectives: – To discuss and share strategies on how to balance the multiple roles of the Principal Supervisor. – To discuss and share strategies on how to build the expertise of Principals as instructional leaders.

3. Shelby County Public Schools Instructional Leadership Directors in Shelby County Schools work to enhance leadership effectiveness. We seek to improve student outcomes and the retention of highly effective principals. Demographics – Student population ~106,000 – Number of schools ~ 180 3

4. Organizational Chart 4 Angela Whitelaw Assistant Superintendent Academics 4 – Secondary ILDs (52 schools) 7- Elementary ILDs (112 schools) Instructional Facilitators

5. Instructional Leadership Directors (ILD) Theory of Action 5 If principals lead for the improvement of instruction If ILDs coach and support principals on instructional leadership Then student achievement will increase and achievement gaps will narrow

6. Primary Goals Goal 1: Improvement of student learning and achievement for all schools through improved instructional leadership. Goal 2: ILDs will spend 80% of their time coaching and supporting principals. Goal 3: Creation of principal professional learning networks to support common inquiry into problems of practice. 6

7. Program Features 7 Weekly coaching sessions Principal Professional Learning Networks Establish a shared mission Create a great place to work Develop Teachers Manage Talent Model continuous improvement through data driven decision making ILD and principal jointly negotiate a focus by looking at student work, teacher practice, and the principals own practice Systemic approach for providing differentiated levels of support Tired Matrix of Support Negotiated Area of Focus 80% of ILDs time Spent in schools 5 High Leverage Practices

8. The Way We Work in Shelby County The “Blueprint to Effective Leadership” Measures of effectiveness Use of inquiry for problem- solving Data-driven practice at all levels

9. 3 R’s: Coaching for Growth

10. The Balancing Act

11. A Differentiated Practice Balancing the Complexity Leadership Style District State Differentiation Inquiry Problems of Practice Coaching

12. District Support is Essential Leadership Effectiveness Initiative Time -District vs. Schools Coordinated School Support Teams -Collaboration and coordination -Organization and Training ILD Professional Development

17. Questions?

18.    Dr. Felicia Everson evesonf@scsk12.org Reggie Jackson jacksonrd@scsk12.org Jim Long longj@scsk12.org Shelby County Schools Office of Academics 160 South Hollywood Memphis, TN 38112