The Role of Leadership in Implementing A Technology-Integrated Curriculum

1. 0 The Role of Leadership in Implementing A Technology-Integrated Curriculum Presented at the 2009 ASCD National Conference Presented by: Glenn Maleyko, Principal, Ph. D Candidate Bob Attee, Science Teacher & Administrative Intern Kareem Naimi, Bilingual Resource Teacher Salina Intermediate School, Dearborn, Michigan Dearborn Public Schools

2. All of us can consciously decide to leave behind a life of mediocrity and to live a life of greatness---at home, at work and in the community. No matter what our circumstances may be, such a decision can be made by everyone of us. Stephen Covey 0 Pg. 29

3. Whether that greatness is manifest by choosing to have a magnificent spirit in facing an incurable disease, by simply making a difference in the life of a child, given that child a sense of worth and potential, by becoming a change-catalyst inside an organization, or by becoming an initiator of a great cause in society. 0

4. We all have the power to decide to live a great life, or even simpler, to have not only a good day but a great day. No matter how long we’ve walked life’s pathway to mediocrity, we can always choose to switch paths. Always. It’s never too late. We can find our voice. 0 Pg. 29.

5. These People just realize that they can’t wait for their boss or the organization to change. They become an island of excellence in a sea of mediocrity. And it’s contagious. 0

6. 0 The history of a free man is never written by chance but by choice– their choice. Dwight D. Eisenhower

7. Activity 1 • Turn to a partner and discuss the following questions: • What is your reaction to the quotation from Steven Covey and Eisenhower? • What implications does this have on your perception of leadership?

8. 0 Technology Standards for School Administrators International Society for Technology Education (ISTE) Publications http://www.iste.org

9. ISTE standards for Administrators • 1. Leadership and Vision • 2. Learning and Teaching • 3. Productivity and Professional Practice • 4. Support, Management, and Operations • 5. Assessment and Evaluation • 6. Social, Legal, and Ethical Issues

10. Within the Standards there are performance Indicators For 0 • Campus leaders or Principals • District Leaders • The Superintendent and Cabinet.

11. Standard I. Leadership and Vision 0 Educational Leaders inspire a shared vision for comprehensive integration of technology and frost an environment and culture conducive to the realization of that vision.

12. What is our frame of mind? Is the Glass half full or half empty? www.Walkthetalk.com

13. 0 Education leaders foster and nurture a culture of responsible risk-taking and advocate policies promoting continuous innovation with technology. Performance Indicator I.C

14. VisionWe envision an innovative, successful school where diversity is respected and celebrated, where all students use higher order thinking skills to meet high standards developed collaboratively by a motivated, compassionate, and highly skilled staff, working in partnership with parents and the community.

15. Visionary Leaders • Leaders can use vision to build trust rather than break it if they are willing to let their rhetoric give way to reality and allow their vision to become a blueprint rather than public relations baloney. • Reeves, Douglas (2006). The learning Leader.

16. 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.

17. “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

18. Salina Intermediate Mission • The mission of Salina Intermediate School is to increase academic achievement by implementing and evaluating a technology integrated comprehensive curriculum which enables students to become literate problem-solving critical thinkers. We have high expectations for all students, and provide a safe and nurturing environment collaboratively with parents and community to ensure that all students become responsible, productive citizens.

19. Activity 2 • Discuss with a partner the following question: • Why is it essential to have clear mission and vision statements? • What does a mission or vision statement tell us about an organization?

20. 0 Poll everywhere surveyhttp://www.polleverywhere.com

21. Salina Immigration Status 2007-08 School Year

22. Salina Intermediate Limited English Proficient Population

23. Economically Disadvantaged Studentsat Salina Intermediate 2008-09

24. We face many barriers, but … • We have been effective at improving student achievement levels through the use of technology, literacy, and differentiated instruction under Professional Learning Communities model!

25. Schools Do Make a Difference • Effective School Research of Ron Edmunds, Larry Lezotte, Wilbur Bookover, Michael Rutter, and other concluded: • All children can learn; and the school controls the factors to assure student mastery of the core curriculum Rebecca Dufour, PLC presentation

26. Schools Do Make a Difference • An analysis of research conducted over a thirty-five year period demonstrates that schools that are highly effective produce results that almost entirely overcome the effects of student backgrounds. • Robert Marzano, What works in schools, 2003.

27. Standard V: Assessment and Evaluation Educational leaders use technology to plan and implement comprehensive systems of effective assessment and evaluation.

28. Salina Intermediate ELA AYP Proficiency Growth

29. Salina Intermediate Mathematics AYP Proficiency Growth

30. Salina AYP proficiency Growth

31. Salina AYP proficiency Growth

32. at Salina Intermediate O FAILURE N T O AN IS OPTION at Salina Intermediate FAILURE IS AN OPTION N T

33. There must Be a Cultural Shift in how we do business on a day to day basis.

34. Fullan (2008) The Six Secrets of Change • Secret One Love your employees • Secret Two Connect peers with purpose • Secret Three Capacity Building Prevails • Secret Four Learning is the work • Secret Five Transparency • Secret Six Systems Learn

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

36. 2nd order change • 2nd order change is anything but incremental. It involves dramatic departures from the expected, both in defining a given problem and in finding a solution. • Marzano, McNaulty and Waters (2005).

37. Leadership for second order change includes the following: Knowledge of Curriculum, Instr. & Assessment. Optimizer Intellectual Stimulation Change Agent Monitoring/Evaluating Flexibility Ideals/Beliefs Marzano, McNaulty and Waters (2005). Negatively impacted responsibilities: Culture Communication Order Input 2nd order change

38. Standard IV: Support, Management and Operations Educational leaders ensure the integration of technology to support productive systems for learning and administration

39. Monitoring and Evaluating • Classroom Walkthroughs are a critical component within the School Improvement Process at Salina Intermediate. • I looked at articles published by ASCD. • The Three Minute Classroom Walk-Through by Carolyn Downey.

40. Downey(2004) Walk through • The most important thing is conversations and building relationships with faculty. • 5 Step Downy Approach • 1. Student Orientation to the work • 2. Curricular Decision Points • 3. Instructional Decision Points • 4. Walk the Walls---Curricular and Instructional Decision Points • 5. Safety and Health Issues

41. Dtubehttp://video.dearbornschools.org/

42. A Traditional School Focuses on Teaching and a Professional Learning Community Focuses on Student Learning.

43. The thing that does not make a Difference 0 • Technology is not a magic pill for school reform. The mere presence of technology will make no difference in student performance, particularly if it is unused or misused • The Technology Bond without training is not going to provide for an enhanced curriculum. 2002 MAKING TECHNOLOGY STANDARDS WORK FOR YOU ISTE.

44. Cultural Shifts Becoming a Professional Learning Community 0 • “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.

45. Cultural Shift

46. Activity 3 • Reflecting on the differences between a Professional Learning Community and a Traditional School, what dynamic differences can you help to implement in your school?

47. It is critical to develop a PLC calendar for the building Use an electronic Calendar. We use outlook for PC and entourage for Macintosh computers

48. Educational leaders facilitate and support collaborative technology enriched learning Environments conducive for innovation for improved learning. Performance Indicator II.B.

49. 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

50. Advantages of collaborative teams • provide support for new teachers • promote confidence among staff members • allow teachers to work together to find quality solutions • provide opportunities for sharing ideas, materials, and methods for better teaching • enhance student achievement