1. Using TimeTrack to Leverage Leadership

2. Culture Ate Strategy for Breakfast Culture Ate Structure for Lunch National SAM Innovation Project

3. Examine your current assumptions/beliefs/priorities about instructional role that may lead you to a different level of engagement with those you supervise or support. Establish common language around the instructional work of leaders. Apply strategies for using TimeTrack and NoteTrack to support your work as an instructional leader and SAM. Apply strategies for using TimeTrack and NoteTrack to design appropriate interventions. Reflect on application of new learning to your work. National SAM Innovation Project

4. Instructional Leadership Beliefs “The most exceptional school leaders succeed because of how they use their time – by spending it on what matters most: instructional leadership.” National SAM Innovation Project

5. Andy Hargreaves states…the biggest traction for improving the quality of teaching: are the things that have you working with other people in a focused way around problems of practice in high trust relationships. National SAM Innovation Project

6. Mike Rutherford has… 7 Tools for Developing Teachers and Teaching 30 second feedback 5 minute feedback Reflective planning Positive reinforcement coaching Instructional coaching Small group coaching Teaching studies National SAM Innovation Project

7. Kim Marshall States: MINI-OBSERVATIONS 1. Unannounced 2. Frequent 3. Short Feedback to improve the human dimension, adult learning: 4. Face-to-face 5. Perceptive 6. Humble 7. Courageous Organizational details so the system runs well: 8. Systematic 9. Documented 10. Linked to teacher teamwork 11. Linked to end-of-year teacher evaluation 12. Explained well National SAM Innovation Project

8. Paul Bambrick Santoyo States… Seven Levers of Instructional Leadership National SAM Innovation Project Data-Driven Instruction: Define the roadmap for rigor and adapt teaching to meet students’ needs Observation & Feedback: Coach teachers to improve the learning Planning: Prevent problems and guarantee strong lessons Professional Development: Strengthen culture and instruction with hands- on training that sticks

9. Paul Bambrick Santoyo States… Seven Levers of Effective Schools-Culture: Student Culture Creating a rigorous, joyful student culture that drives learning and character development Staff Culture Building a strong, supportive adult culture Managing and Developing Leadership Teams – Finding the Time Developing and managed additional instructional leaders who can lead implementation of the instructional levers

10. HOW LEADERS INFLUENCE... Quality of Teaching and Learning Quality of Teaching and Learning Frequent Short Visits with CEIQ Walks Hall-Wall Availability Leadership Teams High Functioning Content PLC’s Facilitating Work of Coaches & Specialists Professional Development Public Teaching Study Groups Faculty Meetings Planning Conferences Formal Obs. & Reports Jon Saphier, Research for Better Teaching By where they show up & what they do

11. Instructional Leadership Beliefs Who are the people who have influenced you as an instructional educator?

12. Instructional Leadership Beliefs Who are the people who have influenced you in your instructional work? Think of one of those people and briefly describe one instructional practice that you now engage in. State the impact the practice has had on… National SAM Innovation Project Rudy Crew

13. Establish common language with TimeTrack descriptors and tools around the instructional work of educators who influence us. Apply strategies for using TimeTrack and NoteTrack to support your work. Apply strategies for using TimeTrack and NoteTrack to design appropriate interventions. Reflect on application of new learning to your work. National SAM Innovation Project

14. The Challenge: Keeping up the Pace Kim Marshall Strategies to get into classrooms/schools frequently: A daily targetA weekly targetA checklist Poker chips in pocketSeeing results in classrooms Rewarding oneselfSecretary reminding Superintendent asking, supporting OR… TimeTrack and SAM Process for Daily Meetings National SAM Innovation Project

15. Using TimeTrack to Leverage Leadership  Using TimeTrack for Finding the Time through Building the Schedule  Using NoteTrack for Observation and Feedback Accountability

16. Locking Key Drivers into Place for You and Your Team

17. Task 1—Goal-Setting: Task Create the most measurable goal for each “lever” that will guarantee the highest student achievement Criteria for Evaluating Your Goals If we meet this goal, will we be using this lever for maximal benefit towards student achievement? Can we actually measure whether we reach this goal? Task Create the most measurable goal for each “lever” that will guarantee the highest student achievement Criteria for Evaluating Your Goals If we meet this goal, will we be using this lever for maximal benefit towards student achievement? Can we actually measure whether we reach this goal?

18. Building Your Schedule: Pre-work Schedule Monthly District/School Events September 2016

19. Building Your Schedule: Pre-work Principal Principal Manager Count the # of instructional leaders in the school or on your team Figure out the leader-to-core teacher ratio Goal is to get to 15 to 1 for weekly observations, or 30 to 1 for bi-weekly observations If a large school: determine if principal will solely manage other instructional leaders or if principal will also manage some teachers directly Count the # of instructional leaders on your team that could manage principals Figure out the principal manager-to-principal ratio Goal: 8 to 1 for weekly check-ins, or 15 to 1 for bi-weekly check-ins Determine: who will you manage? Your deputy? Other ILs? National SAM Innovation Project

20. Building Your Schedule: Task 1 Principal Principal Manager Block out all the time where principal will most often be busy with student/parent/external issues when principal must be with students, often have parent meetings, receive tours, etc. Block out these time when you will have non- school based meetings or external issues CELA meetings, other CPS meetings, etc.. National SAM Innovation Project

21. Building Your Schedule: Task 2 Principal Principal Manager Add all teacher/non-teacher meetings principal will have in 2015-16 (individual, team, PD) Schedule for realistic time blocks, one hour, 30 minutes Schedule each teacher the principal will meet with weekly Write each principal you will meet with weekly For bi-weekly principals, write the names of two principals

22. Building Your Schedule: Task 3 Principal Principal Manager Map out the core times when principal can do observations Goal: observation time occurs before principal will meet with the teacher each week Goal: 10-15 min per teacher principal will observe Map out the core times when you can do walkthroughs of the schools National SAM Innovation Project If ratio is 8:1 or less: schedule “Teacher 1” through “Teacher 8” If ratio is between 8:1 and 15:1: write two teacher names (“Teacher 1-2”, “Teachers 3-4”, etc.) If ratio is more than 15:1: write four teacher names (“Teachers 1-4,” “Teachers 5-8”, etc.)

23. Building Your Schedule: Task 4 Principal Principal Manager Identify big picture work time (2-3 hrs): Block out 1-2 times in the week where principal can work uninterrupted If during day, principal need to be able to practically disappear (leave office) and have First Responders manage anything other than a crisis Identify big picture work time (2-3 hrs.): Block out 1-2 times in the week where you can work uninterrupted National SAM Innovation Project

24. Evaluating Your Schedule: SAM Teams, discuss… 1. Where might this schedule not work? Is there a change we could make to mitigate that? 2. What do we need the schedules of the rest of the school’s leadership team to look like in order to support this schedule?

25. How can this schedule make your instructional leadership support more effective? What about this schedule makes regular observation happen more consistently? What are the big takeaways for building your principal/principal supervisor schedule and your leadership team’s schedules? SAM Team Reflection:

26. SAM Team Accountability What am I afraid will be the hardest for me to maintain? What is the one thing you believe How can you (my SAM) help hold me accountable to succeed in this area next year? National SAM Innovation Project

27. Now that You’ve Observed, How Do you Follow-up? Now that You’ve Observed, How Do you Follow-up?

28. Observation & Feedback: The Four Keys: Schedule of Regular Observations: Lock in frequent and regular observations

29. NoteTrack – Access and Use National SAM Innovation Project

30. Right Action Steps: Choose the best instructional descriptors for change in each classroom/prin cipal observation Observation & Feedback: The Four Keys:

31. To focus the principals on getting into classes often and having productive conversations with teachers, SAMs can ask: “How often do you visit classes and how long do you stay?” [We want about 10 times a week for 15-20 minutes each. That’s do- able, and they can start to do it with a little push from the SAM!] “What is your purpose?” [Many valid purposes could be mentioned. A main one is to get data on how well the student learning is proceeding during that visit, and to set up a short but productive conversation with the teacher afterward.] “How do you get ready for your conversation with the teacher?” National SAM Innovation Project

32. “How do you pick the teachers/principals/schools you visit?” [There should be a variety, not just teachers of concern. The reason is that a “visit” from the principal should not be construed as “You’re in trouble.” It is an opportunity for every teacher in the school to have a reflective dialog with an informed observer.] "Are there teachers you're worried about?" "Are there teachers who deserve special commendation and a wider role?" “How do you ensure you can keep a schedule that gets you to classes often enough?” [There are many time-management strategies to use, e.g., having one’s secretary block in certain class periods months in advance and fill in the teachers’ names during the current week.] National SAM Innovation Project

33. Effective Feedback: Give face-to-face feedback that practices action steps outlined in NoteTrack Observation & Feedback: The Four Keys:

34. Accountability: Create systems to ensure feedback translates to practice. Observation & Feedback: The Four Keys:

35. I used NoteTrack for… I’m now thinking about using NoteTrack for… National SAM Innovation Project

36. Use TimeTrack: Set measurable goals Identify instructional descriptors that meet those goals Consistently reconcile and review data/charts to measure those goals Make a Monthly schedule Make a weekly schedule Be flexible Act!

37. What part of your week is devoted to working directly with the teachers/principals/principal supervisors who will make a difference in your schools/district? National SAM Innovation Project

38. Are you spending between 40 and 50 percent of your time directly working with leaders in ways that will make a difference? If not, who is? National SAM Innovation Project

39. To involve members in spreading a vision of high quality learning and teaching across an entire school. Glickman To increase the opportunity and the capacity of schools to make a difference for student learning. Sergiovanni National SAM Innovation Project