Welcome to the NLSA Visiting Team for St. Budweiser Lutheran School

2. Welcome to the NLSA Visiting Team for St. Budweiser Lutheran School

3. Let’s get to know each other Name - family Position Location (home) Expertise Experience with NLSA (if any)

4. Terry Schmidt Director, NLSA Bill Cochran Director of Schools, LCMS

5. History: Carl Moser 1987 Pilot Schools

6. Types of accreditation: Standards Based ECE Elementary Secondary Lock-step Prescriptive Looks very much at past accomplishments “Pay me now” Ongoing Improvement ECE Elementary Secondary School decides path into the future Looks into the future “Pay me later”

7. The Approval Sequence Visiting Team DAC NAC

8. Accredited School –Exemplary Status Accredited School Accredited School –Provisional Status

9. 674 LCMS schools are currently accredited by NLSA Membership breaks down as follows: (August 2012) 93 preschools  523 elementary schools 58 high schools       

10. Why are we here? • Validate Quality and Accuracy of Self-Study • Encourage Improvement • It’s an opportunity for St. Budweiser Lutheran School to have an outside group of “experts” say what needs to be done and to commend what is happening.

11. NLSA Self-study and VTR for St. Budweiser 2006 compared to Self-Study 2013 (especially for your areas of responsibility)

12. Talk with everyone: • Administrator • Teachers • Clerical personnel • Janitor • Pastors • Board members • Cooks • Parents • Students

13. Ask: • What adjustments have been made during the last cycle? • How? • Why? • What needs to be done?(However, approach this one very cautiously. Just because someone wants something doesn’t mean that they should have it. Use the administrator as the probable clearing house for these kinds of suggestions.)

14. MAJOR DEFICIENCY

15. CONFIDENTIALITY is paramount!

16. Primary Secondary Team

17. How do we deal with the INDICATORS OF SUCCESS? • REQUIRED • Non-negotiable • Absolutely Required • GENERAL • 3, 2, 1 or 0. But this must average “2”

18. YES NO *3:19 The administrator demonstrates a personal Christian faith, a commitment to Lutheran education, and a dedication to the teaching ministry 3 :20 The school administrator is on the LCMS roster or is actively working toward a colloq __X_Met in Full (3) _Mostly Met (2) _Partially Met (1) _Not Presently Met (0) Pts 3:21 The administrator holds cunent, appropriate state certification. _Met in Full (3) _Mostly Met (2) _Partially Met (1) _X_Not Presently Met (0) Pts 3:22 The administrator has a master's degree in education, with no less than 12 semester hours administration or supervision, or is actively working toward such a degree. (The administrator of an early childhood center has a bachelor's degree, with no less than 18 semester hours in early childhood education, or is actively working toward accomplishing this requirement.) _X_Met in Full (3) _Mostly Met (2) _Partially Met (1) _Not Presently Met (0) Pts 3:42 The administrator compiles such policies, procedures or practices as appropriate for effective communication to the various school communities into student and/or parent handbooks/manuals. _X_Met in Full (3) _Mostly Met (2) _Partially Met (1) _Not Presently Met (0) Pts Total Pts

19. Writing your portion of the VTR

20. The report for each standard consists of three parts: • Overview • Strengths • Concerns & Recommendations

21. Sample report: Standard VI: PROFESSIONAL PERSONNEL Overview A very experienced and competent staff is in place at St. Budweiser Lutheran School. The administration and staff have the necessary educational background and certification for their assigned positions. A high level of team spirit is visible in the cooperation of the faculty, administration, and support staff. The staff is devoted to educating the whole child (academic, social, emotional, spiritual). This is a customized statement about St. Budweiser and this standard.

22. Strengths • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • All members of the teaching staff have a Minnesota teaching license and are completing the necessary CEU’s to keep this licensure current. (1, 2) • The employment responsibilities and guidelines are being followed by staff members. Staff members demonstrate a high level of devotion to the school and to its mission. (1, 2) • The School Board encourages continued staff development and strives to make funds available for staff development opportunities. (1) • It is evident that staff members are evaluated on a regular basis by the administrator. Staff members have expressed appreciation for this practice and the support they receive from the administration. (2) • Staff members are allowed input into the decision-making process for the policies of the school. (2)

23. Strengths • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • All members of the teaching staff have a Minnesota teaching license and are completing the necessary CEU’s to keep this licensure current. (1, 2) • The employment responsibilities and guidelines are being followed by staff members. Staff members demonstrate a high level of devotion to the school and to its mission. (1, 2) • The School Board encourages continued staff development and strives to make funds available for staff development opportunities. (1) • It is evident that staff members are evaluated on a regular basis by the administrator. Staff members have expressed appreciation for this practice and the support they receive from the administration. (2) • Staff members are allowed input into the decision-making process for the policies of the school. (2) Notice the four sources of information for your report.

24. Strengths • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • All members of the teaching staff have a Minnesota teaching license and are completing the necessary CEU’s to keep this licensure current. (1, 2) • The employment responsibilities and guidelines are being followed by staff members. Staff members demonstrate a high level of devotion to the school and to its mission. (1, 2) • The School Board encourages continued staff development and strives to make funds available for staff development opportunities. (1) • It is evident that staff members are evaluated on a regular basis by the administrator. Staff members have expressed appreciation for this practice and the support they receive from the administration. (2) • Staff members are allowed input into the decision-making process for the policies of the school. (2) Every statement you make must be documented for its source.

25. Concerns and Recommendations • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • Members of the School Board are not highly visible in the day –to-day life of the school. (2) Consider establishing a policy that would require members of the School Board to visit/observe at the school at least one day per year. • Staff members are not required to earn college credits beyond their Bachelor’s degree. (2) Consider establishing a policy whereby staff would be required to earn a number of graduate hours during an established period of time. • Outside the use of volunteers, there does not appear to be an established program in place to address the remedial and enrichment needs of the students. (1, 2) Establish a plan whereby the remedial and enrichment needs of students will be addressed on a consistent basis.

26. Concerns and Recommendations • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • Members of the School Board are not highly visible in the day –to-day life of the school. (2) Consider establishing a policy that would require members of the School Board to visit/observe at the school at least one day per year. • Staff members are not required to earn college credits beyond their Bachelor’s degree. (2) Consider establishing a policy whereby staff would be required to earn a number of graduate hours during an established period of time. • Outside the use of volunteers, there does not appear to be an established program in place to address the remedial and enrichment needs of the students. (1, 2) Establish a plan whereby the remedial and enrichment needs of students will be addressed on a consistent basis. Documentation of source continues for this section.

27. Concerns and Recommendations • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • Members of the School Board are not highly visible in the day –to-day life of the school. (2) Consider establishing a policy that would require members of the School Board to visit/observe at the school at least one day per year. • Staff members are not required to earn college credits beyond their Bachelor’s degree. (2) Consider establishing a policy whereby staff would be required to earn a number of graduate hours during an established period of time. • Outside the use of volunteers, there does not appear to be an established program in place to address the remedial and enrichment needs of the students. (1, 2) Establish a plan whereby the remedial and enrichment needs of students will be addressed on a consistent basis. For every concern listed there must be a companion RECOMMENDATION. The recommendation is set apart by printing it in BOLD.

28. Concerns and Recommendations • (1 = self-study report, 2 = interview, 3 = observation, 4 = written documentation) • Members of the School Board are not highly visible in the day –to-day life of the school. (2) Consider establishing a policy that would require members of the School Board to visit/observe at the school at least one day per year. • Staff members are not required to earn college credits beyond their Bachelor’s degree. (2) Consider establishing a policy whereby staff would be required to earn a number of graduate hours during an established period of time. • Outside the use of volunteers, there does not appear to be an established program in place to address the remedial and enrichment needs of the students. (1, 2) Establish a plan whereby the remedial and enrichment needs of students will be addressed on a consistent basis. For every concern listed there must be a companion RECOMMENDATION. The recommendation is set apart by printing it in BOLD.

29. See sample page for navigation demonstration.

31. Limit the number of recommendations made. • Every recommendation that we make will require an action on the part of St. Budweiser Lutheran School.

32. Casual Conversation The Interview

35. What is our End Game? We will vote to recommend (or not) accreditation for St. Budweiser Lutheran School.

36. What is our End Game? We will participate in an Exit Session.

37. What is our End Game? I have the obligation for the final editing of the Visiting Team Report (VTR).

38. What is our End Game? The editing of the final VTR needs to be done within the next two weeks.

39. What is our End Game? I will send this final VTR to you, the administrator/director, and the district office.

40. What is our End Game? NOTE: The final VTR is the sole property of St. Budweiser Lutheran School and shall not be shared or distributed by anyone but them.

41. What is our End Game? The administrator/director of St. Budweiser Lutheran School is solely responsible for distributing the VTR.

42. ? ? Your Questions ? ?