Janet Hensley jhensley@tie oelrichs.tie.wikispaces

www.tie.netwww.tie.net

Janet [email protected]

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mailto:[email protected]

http://oelrichs.tie.wikispaces.net/


Goals:Review DuFour’s Revisiting Professional Learning Communities at Work’ with emphasis on the “Four Pillars of a PLC.”

Deepen understanding of PLCs, BLTs, CWGs.Professional Learning CommunitiesBuilding Leadership TeamsCollaborative Work Groups

Develop protocol for Oelrichs collaborative work groups.

Plan training for Oelrichs CWGs.


Agenda8:30 Reconnect

8:30 Review PLC’s, BLT’s, CWGs• Leading/training to implement effective, meaningful

CWGs• Discuss format of Oelrichs’ CWG’s• Meeting dates• Logistics of meetings, topics, positing of meetings• Specific/Measurable/Student oriented

11:00 Plan training of Oelrichs staff’s CWGs

11:30 Review PD plan for January 11, February 22• Review plan for SD-STARS and SD-LEAP


• Decisions are student centered• Start and stop on time – use time wisely• Participation coach• Respect other people and their ideas• Positive, open and honest communication to

develop trust• Active participation• Committed to group decisions (follows through)• Confidentiality


• Share a positive example of how the Oelrichs school has improved this first semester.


Marzano’s ResearchMarzano’s ResearchStudents come in at 50% Leave at the end of the year

Average SchoolAverage Teacher

50% 50%

Highly Ineffective SchoolHighly Ineffective Teacher

50% 3%

Highly Effective SchoolIneffective Teacher

50% 37%

Ineffective SchoolHighly Effective Teacher

50% 63%

Highly Effective SchoolHighly Effective Teacher

50% 96%

Highly Effective SchoolAverage Teacher

50% 78%


- Mission

- Vision

- Values

- Goals


Oelrichs School is committed to

providing a positive place for

students to grow and learn life skills

for success.


Activity with Mission StatementActivity with Mission Statement

STRATEGY: High Five Walk (keep walking around until music stops that is your partner.

STRATEGY: AB Pyramid Game


- Mission

- Vision

- Values

- Goals

• Traditional School

• Uses averages and opinions

• Deteriorates to a wish list

• Is ignored

• Is dictated

• Professional Learning

Community

• Is research-based

• Is credible with focus on essential areas

• Is used as a blueprint for improvement

• Is shared

1. Student focus in entryway to school2. Shirts with mission

1. Student of the week

3. Morning assembly4. Weekly memo5. Developing a monthly newsletter

(parents/community)6. District calendar of events7. Posting positive ideas 8. Spirit (roadsigns)


A Professional Development Journey Handout

– Color One: Currently evident

– Color Two: Weak area or not evident

• Matches LEAP projects• Need to share with all staff both BLT and LEAP• Analyzing data: disctrict, grade level, student

level, addressing individual student achievement

• Plan data review

1. Develop a strong school leadership team.• Solution to the amount of work is to shift

leadership schools to a team of individuals.

Necessary concept - Collective Efficacy – the shared belief that “we can make a difference.”

– A better predictor of student success than socioeconomic status

• Financial resources Shared

vision • Physical resources

–All staff need to share their needs so as to identify commonalities.


• The building principal, BLTs and CWGs need to keep the common goals articulated in all discussions for all staff members.– Not just words but actions!

– Communication – open, honest

– Culture – bi-monthly or monthly meetings where teachers discuss instruction issues. – working at consistencies.


- Mission

- Vision

- Values

- Goals


• http://www.youtube.com/watch?v=i_UmQIPTqso

http://www.youtube.com/watch?v=i_UmQIPTqso

http://www.youtube.com/watch?v=i_UmQIPTqso


• Collaboration is embedded in routine practices.

• Time for collaboration is built in the school day and school calendar.

• Teams focus on key questions.

• Team norms guide collaboration.

• Teams pursue specific and measurable performance goals.


Fundamental Questions to Answer:

1. What is it we expect all students to learn?

2. How will we know when they have learned it?

3. How will we respond when they don’t learn?

4. How will we respond when they already know

it?


PLCs are structures, ways of grouping people, for the purpose of professional learning.

Protocols are an example of powerful professional learning. They provide a process and structure for conversation or discussion.


• Lack of Commitment –– Build Shared Knowledge

• Lack of Knowledge and Skills – – Provide specific learning opportunities for staff

• Lack of a Sense of Efficacy –– Set clear SMART goals and celebrate small

victories


• 1st two Wednesdays (Jan) roll out CWGs

• One Wed, grade level (K-6), (7-12)

• Other Wed., K-12 subject area based on common core standards (math. Ela)

• Times to share K-12


The very essence of a learning

community is a focus on and a commitment to the learning of each student.


Assumptions Driving a Assumptions Driving a PLC’s CulturePLC’s Culture

Purpose is to ensure student learning

All of our practices, policies, and procedures must be assessed on the basis of their impact on learning

Our collaborative efforts have an impact on student learning.


Members of a professional learning community recognize

they cannot accomplish their fundamental purpose of high

levels of learning for all students unless they work together

collaboratively.

• SMART Goals– Specific and strategic– Measurable– Attainable– Results oriented– Time bound

• All students by the end of semester 1 will effectively use compare and contrast as evidenced through the use of graphic organizers.

Pages 11

• SMART Goals– Specific and strategic– Measurable– Attainable– Results oriented– Time bound

• By the end of 6 weeks, 80% of students in English Language Arts will score proficient (80%) or above on specific skill or concept as evidenced by a common assessment administered on agreed date.


Work Work TimeTime


Review PD plan for January 11, February 22

Review plan for SD-STARS and SD-LEAP


http://oelrichs.tie.wikispaces.net//

OR go to staff on your home page and access the wiki.

Janet Hensley jhensley@tie oelrichs.tie.wikispaces

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