1. Courageous Journey End of Course Presentation by: Glenn Maleyko, Ph.D August 12, 2014 Lansing, Michigan

2. The history of a free man is never written by chance but by choice– their choice. Dwight D. Eisenhower

3.  Effective visions help individuals understand that they are part of a larger world and also reassure them of their individual importance to the organization.  Reeves, Douglas (2006). The learning Leader. Visionary leaders

4. “ People want to be part of something larger than themselves. They want to be part of something they ’ re really proud of, that they ’ ll fight for, sacrifice for, trust. ” — Howard Schultz

5. Cultural Shifts Becoming a Professional Learning Community  “To put it as succinctly as possible, if you want to change and improve the climate and outcomes of schooling both for students and teachers, there are features of the school culture that have to be changed, and if they are not changed your well-intentioned efforts will be defeated” Seymour Sarason: Taken From Robert Eaker PLC presentation.

6. Marzano, Waters and McNulty (2005) 1st order change vs. 2 nd order change  1 st order change all of the 21 responsibilities apply  1 st order change is incremental. It can be thought of as the next most obvious step to take.

7. The Power of Professional Learning Communities  The most promising strategy for sustained, substantive school improvement is building the capacity of school personnel to function as a professional learning community. The path to change in the classroom lies within and through professional learning communities. Dufour & Eaker

8. In order to be successful, professional learning communities must be embedded in the culture of our school. Teamwork and collaboration at DuVall is not an option, it is who we are and what we do as a part of our daily routine. Glenn Maleyko

9. Team Collaboration Effective collaborative teams share knowledge, define learning standards, agree on pacing, build knowledge of best practice, and focus on issues that MOST impact student achievement.

10. Team Collaboration We can achieve our fundamental purpose of high levels of learning for all students only if we work together. We cultivate this collaborative culture through the development of high performing teams. Dufour & Eaker

11. 1.9 and 2.17  1.9; Implement Research supported strategies to support the vision.  2.17: Use Staff Evaluations and Performance Plans to Focus on Student Achievement

12. Effective Evaluations for all District Employees (over 2400 in Dearborn) Implement an effective process for evaluating all district employees using effective growth measures that improve employee development and performance. With regards to Teacher and Administrator Evaluations, monitor state recommendations and implement an aligned model that meets both state and district goals.

13.  1. Use the teacher and administrator evaluation committees as a platform for making important implementation decisions. Monitor State requirements and ensure that our evaluation tool is aligned.  2. Provide support and professional development to all district administrators with regards to teacher evaluations. (over 75 administrators). Ensure that all administrators attain proficiency on the Danielson Teachscape Proficiency System.  3. Provide support and leadership in the area of evaluations especially when it comes to employees that have performance concerns.

14. 2.20 Develop a Professional Growth System that applies Adult Learning Theory Technology Mentoring Coaching and Collaboration.  1. Continue to lead professional development sessions during monthly general administrator meetings and other principal meetings. Meet and dialogue with principals to ensure proficiency with Teachscape.  2. Meet with the evaluation committee and break into sub-committees to both develop and refine the formula for the effective implementation of evaluations which includes growth measures.

15. .  1. Continue to lead professional development sessions during monthly general administrator meetings and other principal meetings. Meet and dialogue with principals to ensure proficiency with Teachscape.  2. Meet with the evaluation committee and break into sub-committees to both develop and refine the formula for the effective implementation of evaluations which includes growth measures.  3. Presentations before the Aspiring Admin Group, Assistant Principals, and Mentoring of Administrators at Cabinet and Principal Level.

16. Accomplishments--Evaluation Protocol Training -I completed over 40 hours of training with the teachscape system. I passed both assessments which took approximately 6 hours -Over 80 administrators have passed the assessment -I provided over 40 hours of training to administrators in the 2012-14 school year. -I continue to provide training and Direction via both the General Administrators Meeting and Building Visits.

17. 1.13 Use Student Background, School Process, and Student Achievement Data to Develop a Systemic Plan to Achieve the Shared Vision.

18. Weighted Formula  75% will be based on Observation Protocol and the 5 Standards for Effective Teaching.   This includes observations (formal and not formal), walkthroughs, other performance measures that are related to the teacher evaluation rubric which includes all 5 standards. Professional Responsibilities are included as one of the standards.

19. 25% Growth Data  5% District growth based on state accountability measures  10% Building Growth based on state or building or district common assessments  10% Classroom Growth based on State Assessments,

21. 10% Building Growth Data  Elementary -SRI, DRA & DRA task analysis, Star Math, 6 plus 1 traits, Building/District Common Assessments, NWEA, MEAP, Art, Music and & PE common Assessments.  Middle School -SRI, DRA, Star Math, 6 plus 1 traits, Building/District Common Assessments, NWEA, MEAP, Art, Music and & PE common Assessments, and Explore.  High School- Explore, Plan, MME, MEAP, SRI, Star Math, Common Assessments, AP exams, and Departmental Assessments.

22. 10% Classroom Growth Data  10% Classroom Growth based on State Assessments, District Common Assessments or Classroom Assessments (ex. Performance or product measures or other formative assessments, pre and post tests are required).

23. Electronic Evaluation System Delayed Implementation Due to MCEE Committee report. However, currently piloting and preparing to Move forward District-wide.

24.  5.13A: Protect the Rights of Individuals Regarding Confidentiality, dignity, and personal rights  5.13b: Hold the District Accountable for High Ethical Principals.

25.  5.14: Monitor Self and Others for Acts of Integrity and Ethical Behavior  I am a leader by Example and this is part of my job as Executive Director of Staff and Student Services.

26. In addition I have attended Conferences and Webinars to Update my own knowledge level

27. HR Website http://dearbornschools.org/hr- employment/hr-evaluation-tools

28. Can’t Manage Can’t Lead 7.15 Assess and Promote the Use of Emerging Technology

29. Technology Expansion In my new role as Executive Director of Staff and Student Services continue to increase the technology infrastructure in the Human Resources Department for efficient and effective departmental operation. Enhance the integration of technology in the Student Services Department and Community Education Department. In addition support expansion throughout the district.

30. Technology Projects  1.Meet with the HR-Accounting Technology Committee. This committee will continue to make recommendations for increasing the technology that is used between the HR, Accounting and IT department.  2.Finalize the process of converting all personnel files to an electronic system using CEO software with a completion date of June 2014.  3.Explore the possibility of implementing CEO in the student services department.  4.Implement the Stages Teacher Evaluation software on a district wide basis for more effective implementation of our teacher evaluation model. This will include providing IT support and training.

31. Technology Continued:  5.  6. Implement and enhance the HR website and Blog for convenient and efficient communication with all personnel. Create a Blog in the Student Services Department and follow the HR model.  7.Work closely with the Coordinator of Media Services in order to determine the best options available for the enhancement of the technology with regards to staffing, new hire orientation, pupil accounting and the above mentioned areas. Ensure that budgetary concerns are weighed while investigating different options.  8. Work with WCRESA to further enhance our ability to use the Employee Analysis Database to support our staffing needs throughout the district.

32. Growth Activities:  1. Enhance my own knowledge in the pupil accounting and student services area.  2. Provide support to HR/Student Services/Community Division members with an increase in capacity to use technology to manage and operate the department on a daily basis. This includes the use of the shared drive, gmail calendar, CEO software, the blogs, and other pertinent data management systems.  3.Continue to act as a role model for the implementation of technology (ex. of ilearn and the ipad for personal usage and effectiveness).

33. In addition I have attended Conferences and Webinars to Update my own knowledge level

34. HR Website http://dearbornschools.org/hr- employment/hr-evaluation-tools

35. Data Driven Decisions Courageous Journey Presentation by: Glenn Maleyko, Ph.D February 4, 2014

36. Specific Growth Edge Develop an Enhanced Student Growth model that will be used to evaluate all teachers and Administrators throughout the district. This will include having a specific formula that is aligned with state legislation and recommendations from the Michigan Council for Educator Evaluations.

37. Growth Activities  3. Review the current assessments used for evaluations and make recommendations for revisions, additions or modifications to the assessments used for the growth measurement system.

38. Growth Strategies:  1.Use the Teacher Evaluation Committee as a Clearing House for all finalized decisions on growth data for evaluations.   2. Work with the Director of Assessment and the Curriculum Committee Chairs to Establish and Implement Effective and Fair Growth Measures. 

39. Growth Activities:  1. Continue to lead professional development sessions during monthly general administrator meetings and other principal meetings. Meet and dialogue with principals to ensure proficiency with Teachscape.  2. Meet with the evaluation committee and break into sub-committees to both develop and refine the formula for the effective implementation of evaluations which includes growth measures.

40. Accomplishments—Formula Created -I created a formula that weights growth data by 25% in compliance with the state legislation. This was done via the committee process. -In addition I am having committees develop sample goals that use growth data to measure teacher performance.

41. Weighted Formula  75% will be based on Observation Protocol and the 5 Standards for Effective Teaching.   This includes observations (formal and not formal), walkthroughs, other performance measures that are related to the teacher evaluation rubric which includes all 5 standards. Professional Responsibilities are included as one of the standards.

42. 25% Growth Data  5% District growth based on state accountability measures  10% Building Growth based on state or building or district common assessments  10% Classroom Growth based on State Assessments,

44. 10% Building Growth Data  Elementary -SRI, DRA & DRA task analysis, Star Math, 6 plus 1 traits, Building/District Common Assessments, NWEA, MEAP, Art, Music and & PE common Assessments.  Middle School -SRI, DRA, Star Math, 6 plus 1 traits, Building/District Common Assessments, NWEA, MEAP, Art, Music and & PE common Assessments, and Explore.  High School- Explore, Plan, MME, MEAP, SRI, Star Math, Common Assessments, AP exams, and Departmental Assessments.

45. 10% Classroom Growth Data  10% Classroom Growth based on State Assessments, District Common Assessments or Classroom Assessments (ex. Performance or product measures or other formative assessments, pre and post tests are required).

46. 3. Electronic Evaluation System Delayed Implementation Due to MCEE Committee report.

47. In addition I have attended Conferences and Webinars to Update my own knowledge level

48. HR Website http://dearbornschools.org/hr- employment/hr-evaluation-tools

49. Politics Everywhere Courageous Journey Presentation by: Glenn Maleyko, Ph.D February 4, 2014

50.  Assist the superintendent with supporting the Dearborn Public Schools 2013 Bond Election that will be held in November. The bond will provide much needed upgrades in building infrastructure, transportation, security and technology. In addition, in my new role as executive director of staff and student services play a more important role at community events, political events, and hearings or other functions involving the board of education.

51. 1.9 Work With Board, District and Community. 1.9 Work with the Board, Community and District to share personal vision and develop a shared vision.

52. Growth Strategies:  Provide Informational support by attending community events to inform citizen groups about the Bond Campaign.  Participate on the Advocacy Committee for the Bond outside of my job functions and roles.  Represent the Superintendent at Community Events and engage community members to support the advancement of the District Goals and Strategic Plan.  Join Community Organizations like the Dearborn Rotary

53. Growth Activities:  Provide Presentations on the bond campaign. This includes presentations before the faculty. With a large resident faculty this will be a target area for the campaign.  Lead the information campaign with our Dearborn Employees 

54. Accomplishments— -I lead the information campaign with employees -I also actively campaigned during the bond and was at a polling location on election night. -In addition I have attended events for he superintendent including the metro bureau with other superintendents. -Led the application to nominate our superintendent for the MASA superintendent of the Year Award. Positive PR for our district.