Alabama Teacher Leaders VAL-ED Instructional Leadership Survey January 2013

1. Alabama Teacher Leaders VAL-ED Instructional Leadership Survey January 2013

2. Objectives • Review background and research on VAL-ED • Understand the purpose • Learn about the core components and keyprocesses • Review results and reports • Understand the process of administration • Learn about training and support

3. Instructional Leadership “School principals are second only to classroom teachers as the most influential school factor in student achievement” (Hallinger & Heck, 1998)

4. Research and Development IES Funded Studies on VAL-ED Use of Evidence Study Known Group Study Test/Retest Reliability Study Consequences Study Longitudinal Study Convergent/ Divergent Study • The team: Porter, Murphy, Goldring, Elliott, Polikoff, May, O’Toole, Cravens • Wallace Foundation $1.5 million for 2005 to 2008 • Institute for Education Sciences currently funding psychometric studies for the period of 2008 to 2012 See the research at www.valed.com.

5. Purpose of VAL-ED • VAL-ED utilizes a multi-rater, evidence-based approach to measure the effectiveness of school leadership behaviors known to influence teacher performance and student learning. • This instrument will provide supervisors with comprehensive, constructive feedback to equip principals to grow as instructional leaders. • The results offer principals a detailed assessment of perceived performance based on the ISLLC standards using a 360 model that encompasses the entire professional school environment. • VAL-EDalso offers longitudinal reporting to measure progress over time.

6. Uses of VAL-ED • VAL-ED reports principal performance through: • Norm-referenced scores • Criterion-reference scores • Longitudinal scores • VAL-ED will be administered twice per year in order to: • Facilitate a data-based performance evaluation • Measure performance growth • Guide professional development

7. Group Response Comparisons The VAL-ED is a 360° Feedback Tool: • Taken by the principal, the principal’s supervisor, all certified classroom teachers, and certified, non-classroom instructional staff • Provides the best feedback to principals • All respondents assess the same facets of principal leadership • VAL-ED reports allow principals to compare their ratings against the ratings given by teachers and supervisors

8. Standards for School Leadership InterstateSchoolLeadersLicensure Consortium Adopted Common Standards November 2, 1996 • Focus on: • The centrality of the school leader • The changing role of the school leader • The collaborative nature of school leadership • High standards and expectations • Informed performance-based system of evaluation

9. The Conceptual Model

10. Survey Example

11. VAL-ED Constructs • Core Components • Key Processes • Sources of Evidence

12. VAL-ED Core Components • High Standards for Student Learning • Individual, team, and school goals for rigorous student academic and social learning • Rigorous Curriculum (content) • Ambitious academic content provided to all students in core academic subjects • Quality Instruction (pedagogy) • Effective instructional practices maximize student academic and social learning • Culture of Learning & Professional Behavior • Integrated communities of professional practice in the service of student academic and social learning • A healthy school environment in which student learning is the central focus • Connections to External Communities • Linkages to family and institutions in the community that advance academic and social learning • Performance Accountability • Leadership holds itself and others responsible for realizing high standards of performance for student academic and social learning

13. VAL-ED Key Processes • Planning: • Articulate shared direction and coherent policies, practices, and procedures for realizing high standards of student performance. • Implementing: • Engage people, ideas, and resources to put into practice the activities necessary to realize high standards for student performance. • Supporting: • Create enabling conditions; secure and use the financial, political, technological, and human resources necessary to promote academic and social learning. • Advocating: • Promote the diverse needs of students within and beyond the school. • Communicating: • Develop, utilize, and maintain systems of exchange among members of the school and with its external communities. • Monitoring: • Systematically collect and analyze data to make judgments that guide decisions and actions for continuous improvement.

14. Sources of Evidence • Reports from others • Personal observations • School documents • School projects and activities • Other sources • No evidence

15. Sources of Evidence • At least one source of evidence must be checked for an item before making an Effectiveness Rating. • If No Evidence is checked, then Ineffective or Don’t Know must be marked in the Effectiveness column.

16. Evidence

17. Effectiveness Rating Respondents mark an Effectiveness Rating on a scale of 1 to 5. 1 = Ineffective 5= Outstandingly effective

18. Effectiveness Scores

19. Assessment Results Descriptive Analysis Total Score Core Components Subscale Scores Key Process Subscale Scores Norm-Referenced Profiles Principal, Teacher, and Supervisor Total respondent composite Criterion-Referenced Profiles Distinguished Proficient Basic Below basic

20. Performance Level Descriptors • Distinguished • A distinguished leader exhibits leadership behaviors of core components and key processes at levels of effectiveness that over time are virtually certain to influence teachers to bring the school to a point that results in strong value-added to student achievement and social learning for all students. • Proficient • A proficient leader exhibits leadership behaviors of core components and key processes at levels of effectiveness that over time are likely to influence teachers to bring the school to a point that results in acceptable value-added to student achievement and social learning for all students. • Basic • A leader at the basic level of proficiency exhibits leadership behaviors of core components and key processes at levels of effectiveness that over time are likely to influence teachers to bring the school to a point that results in acceptable value-added to student achievement and social learning for some sub-groups of students, but not all. • Below basic • A leader at the below basic level of proficiency exhibits leadership behaviors of core components and key processes at levels of effectiveness that over time are unlikely to influence teachers to bring the school to a point that results in acceptable value-added to student achievement and social learning for students.

21. Results

22. Leadership Behaviors for Possible Improvement

23. Effectiveness Ratings

24. Survey Administration • Internet Connection • Website • Access code • 30-35 minutes for Teachers • 45-60 minutes for Principals and Supervisors

25. Survey Administration • Codes are distributed by the school/district coordinator • Distribution Methods • Lost Codes • Anonymity

26. Taking the Survey • Access the VALED homepage • www.Valed.DiscoveryEducation.com • Read the Instructions • Click “Begin Survey” • Read each item • Indicate the Source or Sources of Evidence • Mark the Effectiveness Rating

27. Closing Questions? Thank you!!

28. iQ9QeR

29. (case sensitive)