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IPA Presentation, Danielson Framework - PJ Caposey


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Changing School Culture Using the Danielson Evaluation Framework

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IPA Presentation, Danielson Framework - PJ Caposey

  1. 1. Changing School Culture Through the Danielson Framework for Teaching PJ Caposey
  2. 2. Author PJ Caposey Assistant Superintendent/ Principal
  3. 3. BIG IDEAS • • • • Analyze Culture De-code the Framework Create a system Encourage Personal PD
  4. 4. Poll 1 Poll 1 How would you assess your level of confidence using the Danielson model tool? Novice, Beginner, Moderate, Experienced
  5. 5. You’re Fired You’re FIRED!!
  6. 6. Culture: Character
  7. 7. A. Healthy Cultures? Pg 5 B. Toxic Cultures?
  8. 8. Toxic (Schools with toxic cultures) lack a clear sense of purpose, have norms that enforce inertia, blame students for lack of progress, discourage collaboration, and have hostile relations between staff. Such schools are not healthy places to be. Peterson, 'Positive or negative?' Journal of Staff Development, 23(3).
  9. 9. The vision is, first, that the school will be a community, a place full of adults and youngsters who care about, look after, and root for one another and who work together for the good of the whole, in times of need and times of celebration. Every member of a community holds some responsibility for the welfare of every other and for the welfare of the community as a whole. Roland Barth
  10. 10. What new insights about the culture of your school occurred as a result of taking this survey? Handout 5-6
  11. 11. POLL 2 Assess the culture in your building. Toxic Unhealthy Neutral Positive Healthy
  12. 12. MISSION & VISION
  13. 13. MISSION VISION Purpose Goal Timeless Timely Calling Branding
  14. 14. Questions?
  15. 15. Power of Evaluation SUPPORTING PROFESSIONALS Relationship Perspective Distribute Leadership Actively Lead PD Meaningful Conversations Define Expectations Page 4
  16. 16. Talk the Same Language
  17. 17. What conversation has someone had with you that has influenced your professional growth?
  18. 18. Questions?
  19. 19. How does Danielson still leaves room for administrator subjectivity? 7
  20. 20. If you were given this question by a staff member, how would you respond? 7 I heard that this was never intended to be an evaluation tool – it was a professional performance guide written by a teacher for teachers. Is that true?
  21. 21. For a teacher to be excellent/distinguished it is dependent upon how the kids react to what teachers teach 7 Do you think that is fair? How would you explain it to your staff?
  22. 22. It looks like Domains 2 and 3 are when kids are present. Do you think those should be counted as more important? 7
  23. 23. RESPONSIBILITY No single drop of water thinks it is responsible for the flood.
  24. 24. How can we as leaders facilitate the transformation of this tool from an evaluation instrument to a culture changing instrument?
  25. 25. De-code the framework into… tangible actionable strategies for observation and coaching purposes
  26. 26. Questions?
  27. 27. Creating a Common Definition for Domain 1, Component F Assessment results impact plan for future instruction Teacher’s Plan for Student Assessment is Aligned with Instructional Goals Plan for assessment uses clear criteria Plan for assessment appropriate for age and skill level Plan for assessment provides multiple opportunities for success
  28. 28. POLL 3 What percentage of staff would decode the framework in the same manner without training? Less than 25% Between 26-50% Between 51-75% 76% or higher
  29. 29. ‘Chunk-able’ A C B 9 D
  30. 30. Given the description of proficient practice, what is the first step you would work through with your staff? 11
  31. 31. 11
  32. 32. 11 ARTIFACTS
  33. 33. QUESTIONS
  34. 34. 1) Repeatable for multiple components and for multiple ratings 2) Allows for selfassessment 3) Allows for personalization of PD
  35. 35. Questions?
  36. 36. Define Expectations for Domain 2, Component B
  37. 37. The classroom culture is characterized by high expectations for most students, genuine commitment to the subject by both teacher and students, with students demonstrating pride in their work. NEVER ASSUME COMMON DEFINITION!!
  38. 38. 12 Given the below definition in this domain and component, what things could you see to support this definition?
  39. 39. Listen for… 13
  40. 40. What does a teacher do? 13
  41. 41. What do students do? 13
  42. 42. What would be examples of evidence for this domain and component?
  43. 43. Questions?
  44. 44. Goal: Develop Observation Process and Plan to Support Teacher Growth
  45. 45. Pages 15 + 16 Something out of whack?
  46. 46. Should observations be scheduled or impromptu? Why?
  47. 47. What are the elements that need to be included in the plan?
  48. 48. Questions?
  49. 49. Facilitate Creation of Personal PD Plan For Every Teacher
  50. 50. 20 As a group, can we name all five elements of a high quality plan?
  51. 51. 21
  52. 52. Poll 4 – SMART Goals 1.) Student attendance will improve in comparison to the average of the last two years for the 2013-14 school year. True False…If False, Why? 21
  53. 53. Poll 5 – SMART Goals 2.) I will rate higher on the Danielson Framework in 2014 than I did in 2013. True False…If False, Why? 21
  54. 54. Poll 6 – SMART Goals 3.) 80 percent of students will pass each assessment of the 2013-14 school year with a 71 percent or higher. True False…If False, Why? 21
  55. 55. Poll 7 – SMART Goals 4.)100 percent of high school Juniors will earn a 24 or above on the ACT test given the Spring of the 11th grade year in 2014. True False…If False, Why? 21
  56. 56. Poll 8 – SMART Goals 5.) In 2019, Happy High School will have 17 Advanced Placement Courses available for students to take. 21 True False…If False, Why?
  57. 57. WE MUST CHANGE!!
  58. 58. Establish the Appropriate Environment
  59. 59. You must now help others have better understanding – this must be paid forward
  60. 60. Questions?
  61. 61. Re-Cap Analyze Culture De-code the Framework Create a system Encourage Personal PD
  62. 62. Author PJ Caposey Assistant Superintendent/ Principal