2. OpportunityCulture.org 1 To copy or adapt this material, see OpportunityCulture.org/terms-of-use Multi-Classroom Leadership Defining the MCL Role

3. OpportunityCulture.org 2 2 Learning Objectives © 2015 Public Impact OpportunityCulture.org Understand how MCLs use both direct and indirect reach strategies to impact student achievement Understand the expectations for new roles Distinguish between teacher and teacher-leader competencies Distinguish the role of the MCL from other roles in the school building

4. OpportunityCulture.org 3 Goal 1: Give more students access to excellent teaching Goal 2: Transform teaching into a highly paid, higher-impact profession Why an Opportunity Culture? Challenges: “Solo practice”—one-teacher-one-classroom model Absence of teams allowing leadership, professional learning, pay Too many students go without excellent teaching 3© 2015 Public Impact OpportunityCulture.org

5. OpportunityCulture.org 4 1.Reach more students with excellent teachers and their teams. Opportunity Culture Principles 4© 2015 Public Impact OpportunityCulture.org

6. OpportunityCulture.org 5 2.Pay teachers more for extending their reach. Opportunity Culture Principles 5© 2015 Public Impact OpportunityCulture.org

7. OpportunityCulture.org 6 3.Fund pay within regular budgets. Opportunity Culture Principles 6 © 2015 Public Impact OpportunityCulture.org

8. OpportunityCulture.org 7 4.Provide protected in-school time and clarity about how to use it for planning, collaboration, and development. Opportunity Culture Principles 7© 2015 Public Impact OpportunityCulture.org

9. OpportunityCulture.org 8 5.Match authority and accountability to each person’s responsibilities. Opportunity Culture Principles 8© 2015 Public Impact OpportunityCulture.org

10. OpportunityCulture.org 9 1.Reach more students with excellent teachers and their teams. 2.Pay teachers more for extending their reach. 3.Fund pay within regular budgets. 4.Provide protected in-school time and clarity about how to use it for planning, collaboration, and development. 5.Match authority and accountability to each person’s responsibilities. Opportunity Culture Principles 9© 2015 Public Impact OpportunityCulture.org

11. OpportunityCulture.org 10 Design Process: – Needs Assessment – Goal-setting – Model Selection – Hiring, Scheduling – Implementation Planning How Did We Get Here? 10© 2015 Public Impact OpportunityCulture.org

12. OpportunityCulture.org 11 2013-14: 7 schools in Charlotte and Nashville 2014-15: More than 30 schools, 3 states How Did We Get Here? 11© 2015 Public Impact OpportunityCulture.org 2015-16: 60+ schools, 4 states, 5 th state planning Projected: double annually

13. OpportunityCulture.org 12 What Qualities Led You to this Position? 12© 2015 Public Impact OpportunityCulture.org

14. OpportunityCulture.org 13 Competencies of Teacher-Leaders A pattern of thinking, feeling, acting or speaking that causes a person to be successful in a job or role. Competencies can be the focus of professional development and are powerful for selecting people who are already a good fit for a job. What is a competency? 13© 2015 Public Impact OpportunityCulture.org

15. OpportunityCulture.org 14 Competencies of Teacher-Leaders Competencies: Underlying traits and patterns of behavior Example: Initiative and Persistence Adapted from Spencer, Lyle M., and Spencer, Signe, M.. (1993) The Iceberg Model. Competence at Work (page 11). New York: Wiley & Sons, Inc. Actions: Teacher-leader practices Knowledge and skills 14© 2015 Public Impact OpportunityCulture.org

16. OpportunityCulture.org 15 The MCL vs. the Traditional Teacher 15 Achievement: The drive and actions to set challenging goals and reach a high standard of performance despite barriers. As an MCL, you now focus on your goals and those of other teachers on your team. You are expected to follow through on commitments to students, your school’s leadership team, and other teachers and staff. Not only do you demonstrate perseverance, you encourage and reinforce it in others on your team. CompetencyHow it Changes © 2015 Public Impact OpportunityCulture.org

17. OpportunityCulture.org 16 The MCL vs. the Traditional Teacher 16 Monitoring and Directiveness: The ability to set clear expectations and to hold others accountable for performance. You are now responsible for asserting high standards for both students and teachers and paraprofessionals on your team. You are now responsible for confronting adults on your team when there are performance problems. CompetencyHow it Changes © 2015 Public Impact OpportunityCulture.org

18. OpportunityCulture.org 17 The MCL vs. a Facilitator/Coach 17 Are excellent teachers with leadership skills Leads a team of teachers in a deep, hands-on way and teaches Works with many (if not most) teachers in a school or multiple schools in a district Multi-Classroom Leader Both Facilitator/Coach © 2015 Public Impact OpportunityCulture.org

19. OpportunityCulture.org 18 The MCL vs. a Facilitator/Coach 18 Provides direction about instructional methods, materials, planning, etc. Leads team in determining roles and classroom routines Makes suggestions to teachers and provides assistance, but may not have actual authority to lead Multi-Classroom Leader Both Facilitator/Coach © 2015 Public Impact OpportunityCulture.org

20. OpportunityCulture.org 19 MCL Types of Support--Overview 19© 2015 Public Impact OpportunityCulture.org

21. OpportunityCulture.org 20 Review the job descriptions for MCLs Look for: – Ambiguities – Specific actions – Areas that fit your team’s strengths, or highlight an area of growth Job Descriptions 20 15 minutes End © 2015 Public Impact OpportunityCulture.org

22. OpportunityCulture.org 21 How will the MCL work cohesively with the other leadership positions in the school? – Create an organizational chart The MCL and Other School Leaders 21 1 15 min End © 2015 Public Impact OpportunityCulture.org

23. OpportunityCulture.org 22 Imagine that one of your colleagues comes up to you during the first week of school and asks you what it means to be an MCL….. In explaining your role to this colleague, what are the two or three most important things you plan to say about your new role as an MCL? Reflection: Next Steps 22© 2015 Public Impact OpportunityCulture.org

24. OpportunityCulture.org 23 Opportunity Culture Toolkit: http://opportunityculture.org/opportunity-culture- toolkit Opportunity Culture Toolkit http://opportunityculture.org/opportunity-culture- toolkit The Many Faces of Leadership in Educational Leadership (2007), by Charlotte Danielson (2007) retrieved from http://www.ascd.org/publications/educational- leadership/sept07/vol65/num01/The-Many-Faces-of- Leadership.aspx http://www.ascd.org/publications/educational- leadership/sept07/vol65/num01/The-Many-Faces-of- Leadership.aspx KIPP (2009). Leadership Progression Roadmap: Teacher to Grade Level Chair. Retrieved from: http://tntp.org/assets/tools/KIPP_Leader_Progression_T eacher_to_Grade_Level_Chair.pdf http://tntp.org/assets/tools/KIPP_Leader_Progression_T eacher_to_Grade_Level_Chair.pdf Spencer, Lyle M., and Spencer, Signe, M.. (1993) The Iceberg Model. Competence at Work (page 11). New York: Wiley & Sons, Inc. 23 Sources © 2015 Public Impact OpportunityCulture.org