Principal Preparation Program Self-Study Toolkit for use in … · 2018. 1. 17. · QM Self-Study...
Transcript of Principal Preparation Program Self-Study Toolkit for use in … · 2018. 1. 17. · QM Self-Study...
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10thEdition
Principal Preparation Program Self-Study Toolkit for use in developing, assessing, and improving principal preparation programs
• Candidate Admissions • Cl inical Pract ice • Course Content • Performance Assessment • Pedagogy-Andragogy • Graduate Performance Outcomes
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QMSelf-StudyToolkit
TheWallaceFoundationgenerouslysupportsthiswork.Copyright©2018byEducationDevelopmentCenter,Inc.Allrightsreserved.CoverGraphic:©iStockphoto.comSuggestedcitation:King,C.(2018).QualityMeasures™principalpreparationprogramself-studytoolkit:Foruseindeveloping,assessing,andimprovingprincipalpreparationprograms(10thed.).Waltham,MA:EducationDevelopmentCenter,Inc.CopyrightNotice
ThisdocumentisprotectedbyUnitedStatescopyrightlawandmaynotbereproduced,distributed,transmitted,displayed,orotherwisepublishedwithoutthewrittenpermissionofEducationDevelopmentCenter,Inc.Youmaynotalterorremoveanytrademark,copyrightorothernotice.
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QMSelf-StudyToolkit
TableofContents
I. Introduction……………………………………………………..………………………….….……….4
II. Overview.………..………………………………….……………………..………………………………5
III. OperatingTheoryofChange…….……………………………………………………………….7
IV. ProgramDomainsandIndicatorsataGlance…….……………………………………..8
V. SupportingEvidence…………………………………………………………………………………9
VI. Rubrics……………………………………………………………………………………………………11
• CandidateAdmissions………………………………………………………………………12
• CourseContent………………………………………………………………………………...14
• Pedagogy-Andragogy………………………………………………………………………..16
• ClinicalPractice……………..……….………………………………..……………………...18
• PerformanceAssessment………………………………………………………………….20
• GraduatePerformanceOutcomes…..………………………………………………..22
VII. GlossaryofTerms…………………………………………………………………………….…..…24
VIII. SelectedReferences……………………………………………………………………………..…29
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QMSelf-StudyToolkit
IntroductionThe10theditionofQualityMeasures™representsamilestoneinmorethanadecadeofEDCworkwithschooldistrictsandprincipalpreparationprogramsacrossthecountry,workingtoprepareprincipalstoleadchronicallylowperformingschools,withanendgoalofimprovingstudentachievement.SubstantialchangesinQMcontent,format,andmethodsarereflectedinthiseditionandareindirectresponsetofeedbackfromusersaswellasinsightsgleanedfromourownobservationsofuserimplementationoverthecourseofthepasttwoyearswithadiversepoolofprogramsandschooldistricts.ItiswithsincereappreciationthatweextendourthankstoTheWallaceFoundation,whosegenerousfundingsupportedtheproductionofthis10theditionofQMaspartofthelaunchoftheUniversityPrincipalPreparationInitiative(UPPI)inthefallof2016.UPPIprogramsfromAlbanyStateUniversity,VirginiaStateUniversity,FloridaAtlanticUniversity,SanDiegoStateUniversity,UniversityofConnecticut,WesternKentuckyUniversity,andNorthCarolinaStateUniversity–engagedtheirself-studyteamsinthecollectionofbaselineprogramdatausingQualityMeasures™toolsandprotocolsinpartnershipwithaffiliatedschooldistrictstaff.Wewouldalsoliketoacknowledgesurveyfeedbackreceivedfromschooldistrictidentifiedpreparationprogramsthatconductedself-studiesinpartnershipwiththeiraffiliatedschooldistrictsasaninitialstepintheirpartnercollaborationefforts.MembersoftheNationalTrainingProvider-PrincipalGraduateProfessionalLearningCommunity(TPPGPLC)wereanotherimportantcontributingsourcetothiseditionoftheQualityMeasures™toolkit.Contributionsincluded,butwerenotlimitedto,carefulreviewandfeedbackonProfessionalStandardsforEducationalLeaders(PSEL,2015)aspartofa2016PLCsessioninMassachusetts.AdditionalcontributorsincludedmembersofthefirsttrainingcohortofQMFacilitatorswhoco-facilitatedself-studieswithnon-Wallacefundedprincipalpreparationprogramsaspartoftheirtraining,andprovidedfeedbackandsuggestionsforimprovingtoolsandprocesses.Finally,itiswithheartfeltgratitudethatIacknowledgeMelissaLin.Hercountlesshoursoftooleditingandformatting,self-studymeetingcoordinationandscheduling,informationandmaterialsmanagement,andexemplarcataloguedesignandpopulationhavesupportedtheevolutionofQualityMeasures™since2009.HertalentedsupporthasbeenaconsistentsourceofbothinspirationandaspirationtoQMusers,trainers,facilitators,anddevelopers.CherylL.King,QMPrincipalInvestigatorEducationDevelopmentCenter,Inc.
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QMSelf-StudyToolkit
OverviewEducationDevelopmentCenter,Inc.,fundedbyTheWallaceFoundation,ispleasedtointroducethe10theditionofQualityMeasures™evidence-basedtoolsandprotocols.TheQMtoolkitisintentionallydesignedtobeaself-led,analytic,andtopic-specificresourceforuseinthecriticalself-examination,reflection,andpeerreviewofprincipalpreparationprogrameffectiveness.HighlightsandNewResourcesThe10theditionoftheQMtoolkitreflectsseveralimportantchangesthatrespondtonewresearchfindings,performancestandardsforeducationleaders,andfeedbackfromQMprogramandschooldistrictpartners.Amongthemorenoticeablechangesisareturn(bypopulardemand)toarubricformatanddevelopmentallevelcontinuum.Alsoincorporated,aspartofthe10thedition,ismoredetailedguidanceonassemblingsupportingevidencethatincludes:typesofevidence,descriptionsforeachtype,andillustrativeexamplesbydomainandlevelofevidencestrength.Inadditiontothesechanges,thiseditionofthetoolincludes:selectedreferencesthatareorganizedbydomain,theQMtheoryofchange,andan“ataglance”lookatQMdomainsandindicators.ResearchBaseandPerformanceStandardsQMtoolsaregroundedintheseminalresearchofLindaDarling-Hammondonexemplaryprincipalpreparationpractices.QMrubricindicatorsandcriteriadescribethecharacteristicsassociatedwitheffectivepracticesfromtheliteratureandempiricalresearchonadulttransformationalpedagogy.Inaddition,indicatorsandcriteriaaretightlylinkedtoProfessionalStandardsforEducationalLeaders(PSEL).RubricOrganizationandRatingContinuumThisQualityMeasures™toolkitincludesarubricforeachofthefollowingprogramdomains:1)candidateadmissions,2)coursecontent,3)pedagogy-andragogy,4)clinicalpractice,5)performanceassessment,and6)graduateperformanceoutcomes.Eachdomainidentifiesspecificindicatorsofeffectivepracticeandcriteria.Rubricsprovideadetaileddescriptionofindicatorsandperformancecriteriaforeachprogramdomain.Afour-levelperformancecontinuumallowsteamstoexaminetheirprogrampracticesagainstindicatorcriteriaateachlevelofthecontinuumtodeterminethedegreetowhichtheirprogrammeetsthestatedcriteriaforaparticularlevel.Evidence-BasedProtocolQMusesaninteractivefacilitatedprocesstocompletetheprogramself-study.Self-studyteamsaretypicallycomprisedofprogramfaculty,affiliatedschooldistrictrepresentatives,andotherprogramstakeholders.Beginningwithafacilitatedorientationsession,theself-studytypicallyconsistsoffourparts:1)ageneralinformationsessionthatintroducesQualityMeasures™toanaudienceofpotentialusers;2)anorientationsessionforteams,interestedincompletingaprogramself-study,tobuildasharedunderstandingofQMdomainsaswellasindicatorsofeffectivenessandcriteria,andtobrainstormexamplesofevidenceofeffectivepractices;3)thepresentationofevidenceand
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QMSelf-StudyToolkit
self-scoringsessionthatistypicallyheldwhenteamshavecompletedpreliminaryself-ratingsforeachprogramdomainandassembledsupportingevidence,andfollowingthepresentationofevidenceforeachdomain,theteammakesfinaldeterminationsaboutratinglevels;and4)apresentationoffindingsandrecommendationsforteamconsiderationonwheretofocusinterventionefforts.Thefourpartsofaneffectiveself-studyprocessaretypicallyscheduledasfollows:
• Thegeneralinformationsessionistypicallyaone-hoursessiondesignedforprograms,districts,andpolicymakersinterestedinlearningmoreabouttheQMself-studyprocessasawaytosupportcontinuousimprovementactivities.Thissessionisoftenconductedvirtuallyinordertoaccommodatelargeraudiencesofpotentialuserswhomaybelocatedindifferentlocations.
• Theorientationsessionisusuallya2-to3-hourmeetingthatisintendedforprograms,districts,andpolicymakerswhohavedecidedtoparticipateintheQMself-studyprocess,andhaveassembledaself-studyteamtoleadtheprocess.ThesessionisdesignedtofamiliarizeteamswithQMtoolsandprotocols,indicatorsandratingcriteria,andtheprocessforassemblingevidenceandcompletingpreliminaryratings.Teamsalsousethistimetofinalizeplansfortheevidencereviewandfinalratingsession.
• Theevidencereviewandratingsessionisoftendividedintomorethanonesittinginordertoallowadequatetimeforteamstoreviewevidenceandrateeachdomain(suggestaminimumof1-2hoursforeachdomain).Forexample,teamsmaychoosetoreviewallsixdomainsinoneday,ordividethereviewintotwohalf-daysessionsandreviewthreedomainsonone½dayandthreeonanother½day.
• Thereportoffindingsandimprovementplanningsessionismosteffectiveifagendasareplannedtoallowtimeforadiscussionoffindings,targetingareasforintervention,andconductingsomepreliminaryplanningfornextsteps.
QMProcessFacilitationQualityMeasuresoffersuserstheoptionofhavingatrainedQMfacilitatortomoderatetheprocessforconductingthecompleteprogramself-studyfromapositionofneutrality.BasedonresponsesfromQMusers,choosingtouseatrainedQMprocessfacilitatortosupporttheprogramself-studyhasproventobeaninvaluableresourceinhelpingself-studyteamsto:
• Understandthegoals,objectives,andprocessforconductingaQMprogramself-study• Planhowtoaccomplishobjectiveswithinaspecifiedtimeframe(roles,responsibilities,logistics,groupprocessnorms)• Managedifficultconversationsanddifferencesofopinionusingspecificprotocols• Submitself-studydatafororganizationandinterpretationusingQMelectronicplatform• Understandinitialreportsoffindings,conclusions,andrecommendationsfornextsteps• AccessexamplesofexemplarypracticeselectronicallyusingtheQMExemplarCatalogue
FormoreinformationaboutenlistingthesupportofatrainedQMfacilitatortoworkwithyourself-studyteam,[email protected].
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OperatingTheoryofChange
OUTCOMES
HIGHLYEFFECTIVEPRINCIPALS
HighlyEffectiveTeachers
HighPerformingStudents
PrincipalPreparationPrograms
3.ActiveLearning
Experiences
6.Graduate
PerformanceOutcomes
4.Clinical
PracticeinReal
Schools5.
Performance-Based
Assessments
1.Selectingthe"Right"Candidates
2.Standards-BasedCourseContent
ProfessionalStandardsforEducationLeadersStandard1.
Mission,Vision,andCoreValuesEffectiveeducationalleadersdevelop,advocate,andenactasharedmission,vision,andcorevaluesofhigh-qualityeducationandacademicsuccessandwellbeingofeachstudent.
Standard2.EthicsandProfessionalNormsEffectiveeducationalleadersactethicallyandaccordingtoprofessionalnormstopromoteeachstudent’sacademicsuccessandwellbeing.
Standard3.EquityandCulturalResponsivenessEffectiveeducationalleadersstriveforequityofeducationalopportunityandculturallyresponsivepracticestopromoteeachstudent’sacademicsuccessandwellbeing.
Standard4.Curriculum,Instruction,andAssessmentEffectiveeducationalleadersdevelopandsupportintellectuallyrigorousandcoherentsystemsofcurriculum,instruction,andassessmenttopromoteeachstudent’sacademicsuccessandwellbeing.
Standard5.CommunityofCareandSupportforStudents.Effectiveeducationalleaderscultivateaninclusive,caring,andsupportiveschoolcommunitythatpromotestheacademicsuccessandwellbeingofeachstudent.
Standard6.ProfessionalCapacityofSchoolPersonnelEffectiveeducationalleadersdeveloptheprofessionalcapacityandpracticeofschoolpersonneltopromoteeachstudent’sacademicsuccessandwellbeing.
Standard7.ProfessionalCommunityforTeachersandStaffEffectiveeducationalleadersfosteraprofessionalcommunityofteachersandotherprofessionalstafftopromoteeachstudent’sacademicsuccessandwellbeing.
Standard8.MeaningfulEngagementofFamiliesandCommunityEffectiveeducationalleadersengagefamiliesandthecommunityinmeaningful,reciprocal,andmutuallybeneficialwaystopromoteeachstudent’sacademicsuccessandwellbeing.
Standard9.OperationsandManagementEffectiveeducationalleadersmanageschooloperationsandresourcestopromoteeachstudent’sacademicsuccessandwellbeing.
Standard10.SchoolImprovementEffectiveeducationalleadersactasagentsofcontinuousimprovementtopromoteeachstudent’sacademicsuccessandwellbeing.
OUTPUTSINPUTS
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ProgramDomainsandIndicatorsataGlance
1. Standards2. LearningGoals3. CourseDesign4. CourseEvaluation5. CourseCoherence
1. ActiveLearningStrategies2. ExperientialLearning
Activities3. ReflectivePractices4. FormativeFeedback5. PerformanceBenchmarking6. CulturallyResponsive
Pedagogy
1. ClinicalDesign2. ClinicalQuality3. ClinicalCoaching4. ClinicalSupervision5. ClinicalPlacements6. ClinicalEvaluation
CLINICALPRACTICE
1. AssessmentPurpose2. CandidatePerformance
Targets3. AssessmentQuality4. AssessmentMethods5. Communicationof
AssessmentResults6. AssessmentImpact
PERFORMANCEASSESSMENT
1. MarketingStrategy2. RecruitmentPractices3. AdmissionStandards4. ApplicantScreening5. PredictorAssessments6. CandidateSelection
CANDIDATEADMISSIONS PEDAGOGY-ANDRAGOGYCOURSECONTENT
GRADUATEOUTCOMES
1. ExitCompetencies2. StateCertification3. SchoolDistrictEligibility4. SchoolDistrictHiring5. JobPlacementand
Retention6. JobPerformance
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QMSelf-StudyToolkit
SupportingEvidenceTheQMself-studyprocessusesanevidence-basedprotocolthatasksteamstoprovideproofthatprogramsmeettheindicatorcriteriaforaparticularlevelontheratingcontinuum.Forthesepurposes,sixtypesofevidencearedescribedinthetablebelow:numerical,documents,demonstrational,observational,inferential,andanecdotal.Numericaldata,demonstratingdegreeofimplementation,areconsideredtobethestrongestproofofeffectiveness.Documents,demonstrations,andobservations,thoughstrongformsofevidence,involvesomedegreeofinferenceandsubjectivityandaregenerallyratedfrom5(stronger)to3(moderate).Inferentialandanecdotaldataareconsideredtobeinconclusivetypesofevidenceandareratedas2(weak)and1(weakest),respectively.Thefollowingtableisprovidedtoassistwithassemblingandclassifyingsupportingevidencefordiscussionandratingpurposes.Itdisplayssixtypesofsupportingevidence,andincludesashortdescriptionforeachtype.Finally,illustrativeexamplesforeachtypeandlevelofevidenceareprovidedbyprogramdomainandareincludedforreferencepurposes.
EvidenceType Strength Description QMDomain(Example) IllustrativeExamplesofEvidence
Numericaldata 6Strongest
Quantitativedatathatusenumbers(orstatistics)tosupportaposition.Thistypeofevidenceisbasedontrackingsystemdata,surveyorpollresults.
o CandidateAdmissions
o Longitudinalapplicantdatareportso Longitudinaladmissionsdatao Studentsurveydatao Predictorassessmentdata
Documents 5Stronger
Writtenformsofproofsuchasdocuments,catalogs,textbooks,other.Canalsoincludeothertypesofmedia,suchasimages,videooraudiorecordings,etc.
o CourseContento Coursesyllabio Programscopeandsequenceo Standardsalignmentmatrices
Demonstrations 4Strong
Anobjectordocumentisconsideredtobedemonstrationevidencewhenitdirectlydemonstratesfact/indicatorcriteria. o Pedagogy-Andragogy o Instructionalvideosusedtodemonstrate
ormodelaspecificpractice
Observations
3Moderate
Recordofsomethingactuallyseenandrecorded–involvessomeinference;documentedbyobserver. o PerformanceAssessment o Fieldobservationnotes
o Videorecordingsofclinicalobservations
Inferentialdata 2Weak
Evidencepresentedimplies/concludesthatacertainconditionexists,basedoninconclusivedata. o ClinicalPractice o Conclusionsdrawnwithoutsufficient
data
Anecdotaldata 1Weakest
Evidenceisprimarilybasedonhearsay;unreliable,subjective,questionable. o GraduateOutcomes o Letterofreferencefromfieldsupervisor
o Anecdotalfeedback(verbal)
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QMRubrics
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QMSelf-StudyToolkit
Whilecandidaterecruitmentisavitalcomponentleadingtothesuccessofaschool,researchshowsthatlessthanhalfofallhighereducationinstitutionshaveaclearstrategythatguidesthedevelopmentoftheirrecruitmentefforts.1Whileinstitutionsarerelyingmoreonsocialmediaanddigitalpresencetodefinetheirbrandandattractstudents,mostpopulararethetraditionalformsofoutreachthatareevent-drivenandinvolvedirectinteractionwithprospectivestudents.2Amoreselective,probingprocessforselectingcandidatesfortrainingisthoughttobeanessentialfirststepincreatingamorecapableanddiversecorpsoffutureprincipals.3Effectiveprogramsprobetodetermineifapplicantshavetheneededexperience,leadershipskills,aptitudesanddispositionstoachievedistrictgoalsandimproveinstructionundertryingconditions.4Meta-analysesofpsychologyresearchstudiessuggestthatthebestwaytoforecastleadershipistouseacombinationofcognitiveability,personality,simulation,role-play,andmulti-raterassessmentinstrumentsandtechniques.5Bray(1982)reportedthattheseassessmentdatawerereasonablyvalidpredictorsofaperson’spromotionrecord.6,7
QMIndicatorsofEffectiveCandidateAdmissions:1. MarketingStrategy2. RecruitmentPractices3. AdmissionsStandards4. ApplicantScreening5. PredictorAssessments6. CandidateSelection
1Frolich,N.,&Stensaker,B.(2010).Studentrecruitmentstrategiesinhighereducation:promotingexcellenceanddiversity?InternationalJournalofEducationalManagement,24(4),359-370.2NoelLevitz,R.(2016).Marketingandstudentrecruitmentpracticesbenchmarkreportforfour-yearcollegesanduniversities.CedarRapids,IA:RuffaloNoelLevitz.Retrievedfromwww.RuffaloNL.com/BenchmarkReports 3Mitgang,L.(2012).Themakingoftheprincipal:Fivelessonsinleadershiptraining.WallacePerspectiveSeries.NewYork:TheWallaceFoundation.4Ibid.,55Hogan,R.,Curphy,G.J.,&Hogan,J.(1994).Whatweknowaboutleadership:Effectivenessandpersonality.AmericanPsychologist,49(6),493-504.6Howard,A.(1986).Collegeexperiencesandmanagerialperformance.JournalofAppliedPsychology,71(3),530-552.doi:10.1037/0021-9010.71.3.530 7Bray,D.W.,&Howard,A.(1983).TheAT&Tlongitudinalstudiesofmanagers.InK.W.Schaie(Ed.),Longitudinalstudiesofadultpsychologicaldevelopment(pp.112-146).NewYork:Guilford.
Domain1:CandidateAdmissions
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QMSelf-StudyToolkit
Domain1:CandidateAdmissions
QMINDICATORS QMCRITERIALEVELS OF EFFECTIVENESS
4-MeetsALLcriteria
3-MeetsMOSTcriteria
2-MeetsSOMEcriteria
1-MeetsFEW/NOcriteria
1 MarketingStrategy
Acomprehensivemarketingstrategyisbasedonthefollowingdata:1)anin-depthanalysisofthecurrentandfuturemarketforschoolprincipalsintheregion;2)anassessmentofprogramstrengthsandweaknesses;3)theidentificationofmarketopportunitiesandthreatsthatwillpositivelyornegativelyimpacteffortstoattractthebest,brightest,andmostdiversetalenttoapplyforadmissiontoyourprogram.
2 RecruitmentPractices
Recruitmentpracticesarepartofastrategicplanthatbuildsonprogramstrengthsandopportunitiesidentifiedinthemarketanalyses.Practicesaredesignedtoattractapplicantswhohavethemaximumpotentialforbecomingeffectiveschoolleadersinchronicallylow-performingschools.Practicesinclude:socialmedia,adigitalpresence(websitewithanalytics),andevent-basedoutreacheventsthatinvolvedirectinteractionwithprospectivestudents.Thereisevidencethatintentionalstrategiesarebeingimplementedtoexpandtheethnicandgenderdiversityofcandidatepools.
3 AdmissionStandards
Admissionstandardsfortheprogramincludearequirementthatapplicantsprovidedocumentedevidenceofpriorexperienceinleadingchange,fosteringcollaboration,andcontributingtotheprofessionalgrowthanddevelopmentofothers.
4 ApplicantScreening
Applicationsarescreenedtoensurethatapplicantsmeetadmissionstandardsincludingevidenceofpriorexperienceleadingchange,fosteringcollaboration,andsupportingthegrowthanddevelopmentofprofessionalstaff.
5 PredictorAssessments
Screenedapplicantsparticipateinacombinationofcognitiveability,personality,simulation,role-play,andmulti-raterassessmentinstrumentsandtechniquesasthefinalstepintheapplicantscreeningprocess.
6 CandidateSelection
Candidatefinalselectionprocessesincludeaformalinterviewoffinalistsbyacommitteecomprisedofprogramfacultyandschooldistrictstafftoconfirmthatapplicantsare:1)genuinelymotivatedtoleadachronicallylowperformingschool,2)likelytosuccessfullycompleteprogramrequirements,and3)areviewedaspotentialhiresbytheschooldistrict.
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QMSelf-StudyToolkit
Themostimportantdevelopmentinuniversityteachingoverthepastfewyearshasbeentheshiftfromteachingseenasanindividualresponsibilitytoonethattheinstitutionshouldassumeinmattersofassessmentpracticeandoverallteachingdesign.McMahonandThakore(2006),inacomprehensivereviewofhigherorderthinkingandcriticalthinkinginconstructivelyalignedcourses,foundthatconstructivealignment8,9(theprocessforlinkingteachingandlearningactivitieswithassessmenttasks,todirectlyaddresstheintendedlearningoutcomes)ledto:
® Increasedstandardization–leadingtofairerandmorereliableassessment;® Greatertransparency–leadingto(a)easierandmoreaccurateinter-universityandinternationalcomparisons,(b)studentsbeing
abletofocusmoreeffectivelyonthekeylearninggoals;® Moreeffectiveevaluationofbothmodulesandcourses;® Increasedabilityofevaluatortodeterminehowwellteachingandlearningstrategies,content,materials,otherresourcesand
assessmentproceduresactuallysupportstudentsinachievinglearninggoals;® Greatercoherenceinprogramsoflearning;and® Anincreaseinthecriticalityanddepthofstudentwork.
QMIndicatorsofEffectiveCourseContent:1. Standards2. LearningGoals3. CourseDesign4. CourseEvaluation5. CourseCoherence
8Note:ThetermconstructivealignmentwasfirstcoinedbyProfessorJohnBiggsandrepresentsamarriagebetweenaconstructivistunderstandingofthenatureoflearning,andanaligneddesignforoutcomes-basedteachingeducation.9Biggs,J.B.,&Tang,C.(2007).Teachingforqualitylearningatuniversity:Whatthestudentdoes(3rded.).NewYork:McGraw-HillEducation.
Domain2:CourseContent
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QMSelf-StudyToolkit
Domain2:CourseContent
QMINDICATORS QMCRITERIALEVELS OF EFFECTIVENESS
4-MeetsALLcriteria
3-MeetsMOSTcriteria
2-MeetsSOMEcriteria
1-MeetsFEW/NOcriteria
1 Standards
Coursesarebasedonleaderperformancestandardsanddesignedtodevelopleadercompetenciesincluding:1)agencyforchange;2)parent-community-schoolpartnerships;3)professionalcapacitybuilding;4)studentcenteredlearning;5)instructionalguidanceandsupport;6)culturallyresponsiveteachingandlearning.
2 LearningGoals
Coursesarticulateclearlearninggoalsforcandidatesthatidentifyboththeleaderbehaviortobedevelopedandthecontextwithinwhichthebehaviorwillbeperformed.
3 CourseDesignCoursedesignsexplicitlyconnectcoursecontent,learningactivities,resourcesandmaterials,andcourseassessmentmeasures.
4 CourseEvaluation
Courseevaluationsareauditedonaregularscheduletoensurethatassessmenttasksandcriteriaclearlyanddirectlyrelatetointendedlearningoutcomes.
5 CourseCoherence
Coursesareorganizedandlogicallysequencedtoensurethat:concepts,knowledge,andskillsbuilduponeachotherinastructuredprogressionoflearning,andlearninginonecoursemirrorslearninginthesamecoursetaughtbyadifferentinstructorincludingmethodsusedtoevaluatelearning.
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Keyindicatorsofeffectivepedagogy-andragogyemergefromreviewsofempiricalstudiesontransformativelearningandarerootedindeeplyheldassumptionsaboutthenatureofadultlearningandpurposesofteachingforchange.Whentakentogether,theyseektoestablishareciprocalrelationshipbetweenthepracticesandthetheoreticalorientationoftransformativelearningthatcanprovidealensformakingmeaningandguidingtransformativeleaderpractice.
QMIndicatorsofEffectivePedagogy-Andragogy:1. ActiveLearningStrategies2. ExperientialLearningActivities3. ReflectivePractices4. FormativeFeedback5. PerformanceBenchmarking6. CulturallyResponsivePedagogy
Domain3:Pedagogy-Andragogy
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Domain3:Pedagogy-Andragogy
QMINDICATORS QMCRITERIALEVELS OF EFFECTIVENESS
4-MeetsALLcriteria
3-MeetsMOSTcriteria
2-MeetsSOMEcriteria
1-MeetsFEW/NOcriteria
1ActiveLearningStrategies
Coursesconsistentlyuseactivelearningstrategiesincludingproject-basedandcase-basedinstructiontoengagecandidatesinthecontentbeingstudied.
2ExperientialLearningActivities
Coursesincludestructuredexperientiallearningactivitiesinwhichlearnersapplynewlearningandbecomefamiliarwithvariousreal-worldcontextsandassociatedskillrequirements.
3 ReflectivePractices
Coursesincorporatereflectivepracticesasastandardofpracticeindevelopingtheessentialhabitofself-examinationandcontinuousimprovementofone’spractice.
4 FormativeFeedback
Coursesuseformativefeedbackasanessentialtoolinguidinglearningtowardstatedgoals,objectivesandperformancebenchmarks.
5 PerformanceBenchmarking
Coursesprovidecandidateswithperformancebenchmarksofbestpracticesforuseinreflectinguponandrefiningspecificcompetenciesbeingdeveloped.
6CulturallyResponsivePedagogy
Coursesuseculturallyresponsivemethodstodevelopleadercompetenciesatthepersonal,instructional,andinstitutionallevel.
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Clinicalpracticeisdefinedasaformofexperientiallearningthatintegratesknowledgeandtheorylearnedincourseswithpracticalapplicationandskilldevelopmentinareal-world,professionalsetting.Theseexperiencesareintendedtogivestudentstheopportunitytogainvaluableappliedknowledgeandmakeconnectionstotheprofessionalfieldbeingconsideredasapossiblecareerpath.Additionally,itgivesprospectiveemployerstheopportunitytoguideandevaluatetalent.10Practicumsandinternshipsaretwoformsofschool-basedexperientiallearningoftenusedbypreparationprogramsandschooldistrictstoprovideaspiringprincipalswithexperientiallearningexperiencesinrealschoolsettings.
Practicum Internship
Acomponentofsomeeducationalprogramswherestudentsareplacedinareal-worldsetting(i.e.,classroomorschool)toobservetheworkofprofessionalswhilealsospendingsometimeperformingassignedtasksthemselves.Typically,studentsarealsoenrolledinacourseconnectedtothepracticumfordeeperunderstandingandmeaningfulfacilitationofwhatisbeinglearnedduringtheexperience.
Ashort-termopportunityforstudentstowork(paidorunpaid)foranemployerwhere,ideally,theiracademiclearningcanbeappliedtoreal-worldtasks.Astructuredacademicprogramwherestudents“learnandearn”byworkingatajobsitewhiletakingalimitednumberofacademiccourses.Apprenticeshipscantakebetween3-4years,oftenrequireon-the-jobtraining,andcanleadtoprofessionalcertificationandoftenfull-timeemploymentatthejobsite.
QMIndicatorsofEffectiveClinicalPractice:
1. ClinicalDesign2. ClinicalQuality3. ClinicalCoaching4. ClinicalSupervision5. ClinicalPlacements6. ClinicalEvaluation
10NationalAssociationofCollegesandEmployers(2011).Positionstatement:U.S.internships.Retrievedfromwww.naceweb.org/advocacy/position-statements/united-states-internships.aspx
Domain4:ClinicalPractice
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Domain4:ClinicalPracticeQMINDICATORS QMCRITERIA
LEVELS OF EFFECTIVENESS 4-Meets
ALLcriteria3-Meets
MOSTcriteria2-Meets
SOMEcriteria1-Meets
FEW/NOcriteria
1 ClinicalDesignClinicaldesignsareco-developedbyacademicfaculty,prospectiveemployers,andcandidates.Theyareanchoredtoacademiccourseworkandarticulateclearandspecificlearningandcareerdevelopmentgoals/targetsforeachcandidate.
2 ClinicalQuality
Clinicalexperiencesareguidedbycriterionstandardsanddatasystemsthatproduceactionableinformationonthequalityandefficacyofclinicalexperiences.Standardsincludeexpectationsforthedurationoftheclinicalexperience,relevanthigh-levelleadershiptasks,high-qualityonsiteguidanceandmodeling,coordinationbetweenacademicprogramandschoolsitestoensurehigh-qualitylearningexperiencesforcandidates.
3 ClinicalCoaching
Candidatesreceivedetailed,high-qualityfeedbackandcoachingsupport,frombothacademicstaffandseniorlevelprofessionals,onavarietyofauthentic,professional-leveltasks.
4 ClinicalSupervision
Candidatesaresupervisedthroughoutthedurationoftheirclinicalexperience,bybothacademicstaffandaschool-sitesupervisor(s).Performanceexpectationsandevaluationcriteriaareclearlydefined,priortobeginningtheclinicalexperience,byacademicstaffandschoolsitesupervisors.
5 ClinicalPlacements
Clinicalplacementsareidentifiedbyacademicprogramstaffandensurethatschoolsitesareadequatelyresourcedtoprovidecandidateswithahigh-qualityclinicalexperience.
6 ClinicalEvaluation
Candidateclinicalevaluationsarebasedonsystematicallydevelopedprogramassessmentcriteriaandusedtoguidefieldsupervisionandevaluationappropriateforaspecificclinicalcontext.
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Criterion-referencedassessmentsaredesignedtomeasurecandidateperformanceagainstafixedsetofpredeterminedcriteriaorlearningstandards—i.e.,concise,writtendescriptionsofwhatcandidatesareexpectedtoknowandbeabletodoataspecificstageoftheireducation.Theyareusedtoevaluatewhethercandidateshavelearnedaspecificbodyofknowledgeoracquiredaspecificskillset.Ifcandidatesperformatorabovetheestablishedexpectations,theyaredeemedtobeproficient.Inafullycriterion-referencedsystem,objectives(learningoutcomes)definewhatstudentsneedtoknowandbeabletodo(content),howtheywillbetaught(pedagogy),andhowlearningwillbeassessed.11Inacriterion-referencedsystemofassessment,instructorresponsibilitiesincludelinking/scaffoldinglearningandteachingactivitiestotheintendedoutcomesandstructuringassessmentsappropriatetotheleveloflearningexpected.
QMIndicatorsofEffectivePerformanceAssessment:
1. AssessmentPurpose2. CandidatePerformanceTargets3. AssessmentQuality4. AssessmentMethods5. CommunicationofAssessmentResults6. AssessmentImpact
11Biggs,J.B.,&Tang,C.(2011).Teachingforqualitylearningatuniversity:Whatthestudentdoes(4thed.).NewYork:McGraw-HillEducation.
Domain5:PerformanceAssessment
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Domain5:PerformanceAssessment
QMINDICATORS QMCRITERIALEVELS OF EFFECTIVENESS
4-MeetsALLcriteria
3-MeetsMOSTcriteria
2-MeetsSOMEcriteria
1-MeetsFEW/NOcriteria
1 AssessmentPurpose
Assessmentsaredesignedtocollectevidenceofcandidateprogresstowardproficiencythatisthenusedtoinforminstructionaldecisions.
2CandidatePerformanceTargets
Candidateperformancetargetsareclearlyarticulatedandalignwithhigh-priorityleaderperformancestandardsthatformthefoundationforcandidateassessments.
3 AssessmentQuality
Assessmentsfacilitatevalidevaluationofcomplexcompetencies,promotelearning,andarecomplementedwithexemplarsand/ormodelsofperformance.Assessmentsmakeexpectationsandcriteriaexplicitwhichenablesfeedbackandpromotesself-assessment.
4 AssessmentMethods
Assessmentmethodsaretightlylinkedtolearningtargetsandcollectbothformativeandsummativedatathatprovideasufficientsampleofcandidateperformancedatatoreliablyinferlevelsofproficiencyforaparticularperformancetarget.
5CommunicationofAssessmentResults
Methodsforcommunicatingcandidateassessmentdataproduceaccurate,timely,andimmediatelyusableinformationaboutthelevelofcandidatemasteryofperformancetarget(s).
6 AssessmentImpact
Candidatesuseassessmentdataandcontinuousimprovementprocessestotakechargeoftheirownprogresstowardperformancemasteryandgrowthovertime.
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Outcomesareclearlearningresultsthatwewantstudentstodemonstrateattheendofsignificantlearningexperiences.Theyarenotvalues,beliefs,attitudes,orpsychologicalstatesofmind.Instead,outcomesarewhatlearnerscanactuallydowithwhattheyknowandhavelearned.Theyarethetangibleapplicationofwhathasbeenlearned.Thismeansthatoutcomesareactionsandperformancesthatembodyandreflectlearnercompetenceinusingcontent,information,ideas,andtoolssuccessfully.Havinglearnersdoimportantthingswithwhattheyknowisamajorstepbeyondknowingitself.Becauseoutcomesinvolveactualdoing,ratherthanjustknowingoravarietyofotherpurelymentalprocesses,theymustbedefinedaccordingtotheactionsordemonstrationprocessesbeingsought.12
QMIndicatorsofEffectivePrincipalPreparation:1. ExitCompetencies2. StateCertification3. SchoolDistrictEligibility4. SchoolDistrictHiring5. JobPlacementandRetention13,146. JobPerformance
12Spady,W.G.(1994).Outcome-basededucation:Criticalissuesandanswers.Arlington,VA:AmericanAssociationofSchoolAdministrators.13Daloisio,J.(2017).Principalchurn:Acasestudyonprincipalturnoverandstrategiestobuildsustainabilityandcontinuity(Doctoraldissertation).Retrievedfromhttp://d-scholarship.pitt.edu/33237/14Goldring,R.,&Taie,S.(2014).Principalattritionandmobility:Resultsfromthe2012–13PrincipalFollow-upSurvey(NCES2014-064rev).Washington,DC:U.S.DepartmentofEducation,NationalCenterforEducationStatistics.Retrievedfromhttp://nces.ed.gov/pubsearch(accessed2017October)
Domain6:GraduatePerformanceOutcomes
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Domain6:GraduatePerformanceOutcomesQMINDICATORS QMCRITERIA
LEVELS OF EFFECTIVENESS 4-MeetsALLcriteria
3-MeetsMOSTcriteria
2-MeetsSOMEcriteria
1-MeetsFEW/NOcriteria
1 ExitCompetencies
Candidatesdemonstrateprogramexitcompetenciesrequiredtobecomeeducationleaders,basedonprogramexitexams,professionalstandardsforeducationalleaders,andlocalschooldistrictperformanceexpectationsforprincipalandassistantprincipal.
2 StateCertification
Programgraduatesarecertifiedandlicensedbythestateuponprogramcompletionoradvancedtothenextlevelofthestatecertificationprocess.
3 SchoolDistrictEligibility
Eligibleprogramgraduatesareadmittedintooneormoreschooldistrictapplicantpoolsandareeligibletobeinterviewedforprincipaland/orassistantprincipalpositions.
4 SchoolDistrictHiring
Eligibleprogramgraduatesarehiredasprincipalsand/orassistantprincipalleadershippositionswithinoneyearofprogramcompletionorprogresstothenextlevelofthehiringprocess.
5 JobPlacementandRetention
Programgraduateshiredbyaschooldistrictareplacedinvacanciesinchronicallylowperformingschoolsandremaininthesamepositionforatleastthreeyears.
6 JobPerformance
Programgraduatesplacedinleadershippositionseithermeetorexceedexpectationsondistrictperformanceevaluationsduringtheirinductionperiod.
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GlossaryofTerms
Thisglossaryof terms is includedhereasaquick reference tool for self-study teamsengaged in theprocessofexamining theirprincipalpreparationprogrampracticesusingQualityMeasures™rubrics.Theglossaryisintendedtooffergeneraldefinitionsoftermstoassistteamsindevelopingasharedunderstandingofindicatorsassociatedwitheachprogramdomain.
Domain1:CandidateAdmissionsMarketingStrategy:Acomprehensiveplanforrecruitingadiversepoolofhighlyqualifiedapplicantstoenrollintheinstitution’sprincipalpreparationprogram.RecruitmentPractices:Specificactionstakenbyprogramstoattractapplicantswhodemonstratestrongpotentialforbecomingeffectiveschoolleaders.Practicesmayinclude:strategicsocialmedia,digitalcampaigns(websitewithanalytics),event-basedoutreachthatinvolvesdirectinteractionwithprospectivestudents,andotherpracticesthattargetethnicandgenderspecificapplicants.AdmissionsStandards:Admissionstandardsdefinethespecificrequirementsforscreeningprogramapplicationsandselectingcandidatesforadmission.ApplicantScreening:Referstospecificprocessesdesignedandimplementedtoscreenapplicationsinordertoidentifyhighlyqualifiedapplicantswhomeetprogramadmissionrequirements.PredictorAssessments:Abatteryofassessmentsusedaspartoftheapplicantscreeningprocesstopredictdifferentleadershipbehaviors(e.g.,task-orientedbehaviors,relational-orientedbehaviors,andchange-orientedbehaviors).CandidateSelection:Processesusedtoselectcandidateforadmissiontotheprogram.Mayincludeface-to-faceinterviews,jobshadows,referencechecks.Mayinvolveaselectioncommitteecomprisedofprogramfacultyandschooldistrictstaff.
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Domain2:CourseContentStandardsBased:ReferstoProfessionalStandardsforSchoolLeaders(PSEL).LearningGoals:Learninggoalsclearlydefinethepurposeforthelearning(i.e.,whatthelearnershouldknowandbeabletodoasaresultoftheinstruction).Whendevelopedbythelearner,incollaborationwiththeinstructor,learninggoalshelptocreateasharedunderstandingandfocusforthelearningandalsoprovideaguidefordevelopingshort-andlong-termmeasurestoassessresults.ConstructiveAlignment:Referstotheprocessfordevisingteachingandlearningactivities,andassessmenttasks,todirectlyaddresstheintendedlearningoutcomes.ThetermconstructivealignmentwasfirstcoinedbyProfessorJohnBiggsandrepresentsamarriagebetweenaconstructivistunderstandingofthenatureoflearningandanaligneddesignforoutcomes-basedteachingeducation.CourseDesign:Anapproachtodesigningcurriculumthatintegrateslearninggoals,coursecontent,learningactivities,resourcesandmaterials,andcourseassessmentmeasures.CourseEvaluation:Theprocessofgatheringinformationabouttheimpactoflearningandofteachingpracticeonstudentlearning,analyzingandinterpretingthatinformation,andrespondingtoandactingontheresults.CourseCoherence:Referstoasetofinterrelatedcoursesandlearningexperiencesthatarelogicallysequenced(verticallyaligned)andguidedbyacommonframework/designforcurriculum,instruction,assessment,andlearningclimate,andpursuedoverasustainedperiodoftime.Domain3:Pedagogy-AndragogyPedagogy-Andragogy:Pedagogy,asusedhere,referstothefieldofstudythatdealsmainlywithmethodsofteachingandlearninginschools;whileandragogyreferstotheartorscienceofteachingadults(MalcolmKnowlesfirstcoinedthistermin1970).Andragogyisbasedonahumanisticconceptionofself-directedandautonomouslearnersandteachersasfacilitatorsoflearning.ImportantNote:MalcolmKnowleshimselfchangedhispositiononwhetherandragogyreallyappliedonlytoadultsandcametobelievethat"pedagogy-andragogyrepresentsacontinuumrangingfromteacher-directedtostudent-directedlearningandthatbothapproachesareappropriatewithchildrenandadults,dependingonthesituation.”Hanson(1996)arguesthatthedifferenceinlearningisNOTrelatedtotheageandstageofone'slife,butinsteadrelatedtoindividualcharacteristicsandthedifferencesin"context,cultureandpower"withindifferenteducationalsettings.ActiveLearning:Amethodoflearningthatengagesstudentsintwoaspectsofthelearningprocess–doingthingsandthinkingaboutthethingstheyaredoing.
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ExperientialLearning:Theprocessoflearningthroughexperience.Morespecificallydefinedas"learningthroughreflectionondoing."Experientiallearningisdistinctfromroteordidacticlearning,thelatterinwhichthelearnerplaysacomparativelypassiverole.ReflectivePractice:Involvesthepracticeofreflectingonone'sactionsasawaytoengageinaprocessofcontinuouslearning.Accordingtoonedefinition,reflectivepracticesinvolve"payingcriticalattentiontothepracticalvaluesandtheorieswhichinformeverydayactions.”FormativeFeedback:Ongoingfeedbackthroughoutthelearningprocessthatcanbeusedbyinstructorstoimprovetheirteachingandbystudentstoimprovetheirlearning.PerformanceBenchmarking:Awayofdiscoveringwhatisthebestperformancebeingachieved–whetherinaparticularcourse,inacompetitorprogram,orinanentirelydifferentindustry.Thisinformationcanthenbeusedtoidentifygapsinprogramcontentandprocessesinordertoimproveoutcomesandachieveacompetitiveadvantage.CulturallyResponsivePedagogy:Aninstructionalmethodthatisgroundedinteachers'displayingskillatteachinginacross-culturalormulticulturalsetting.Enablesstudentstorelatecoursecontenttotheirownculturalexperiences.Domain4:ClinicalPracticeClinicalDesign:Referstotheessentialelementsofaneffectiveexperientiallearningexperiencethatintegratesknowledgeandtheorylearnedintheclassroomwithpracticalapplicationandskillsdevelopmentinaprofessionalschoolsetting.Essentialelementsincludelearninggoalsthatarestructuredintothelearningexperienceandsupervisedbyaprofessionalwithrelevantandrelatedbackgroundinthefield.Theoverallclinicaldesignbalancestheintern’slearninggoalswiththeorganization’s(school)needs.Maybepart-timeorfull-time.ClinicalQuality:Referstothedegreetowhichclinicaldesignsincorporatethedesignelementsthatresultindesiredlearnerperformanceoutcomes.ClinicalCoaching:Referstothededicatedtimesupervisorsand/orcoachesspendobservingandprovidingfeedbacktointernsonbothaccomplishmentsandareasforimprovement.Includesintentionalsupportintheintern’stransitionfromtheclassroomtotheworkplace.ClinicalSupervision:Referstothelevelofguidanceandoversightprovidedtointerns.Generallyincludes:familiarizingthemwiththeschoolassignment,providingassignments,andservingasa“contact”personforquestions.Internshipsupervisionshouldbeconductedbyanexpertinthetypeofworktheintern(s)willbeperformingtoprovidetheappropriateguidancefortheintern’sassignments.Aninternsupervisor’sresponsibilitiestypicallyinclude:takingpartinanintern’splacement,screening,andinterviewprocess;conductingtheinternorientation;
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developinginternlearninggoals;meetingwithandobservinganinternregularlytoevaluateperformanceanddetermineifneeds/goalsarebeingmet;andassessingtheinternshipprogram’ssuccess.ClinicalPlacements:Referstotheprofessionalschoolsidentifiedforinternstocompletetheexperientialsegmentoftheirpreparationandtraining.ClinicalEvaluation:Referstotheevaluationoftheintern’sinitiallearningobjectivesidentifiedatthestartoftheinternship.Typically,supervisorsareaskedtoevaluateinternsatthemidpointandendoftheinternship.Employersareencouragedtoreviewtheinternshipwiththeinternbeforeheorsheleaves.Evaluationsarehelpfulindeterminingtheintern’ssuccesswithintheassignedschoolandalsoserveaspredictorsofsuccessforfutureinternshipsoremploymentupongraduation.Domain5:PerformanceAssessmentFormativeAssessment:Providesfeedbacktoteachersandlearnersthroughouttheteachingandlearningprocessaboutwhatisworking,whatisnotworking,andwhatthestudentandtheteachershoulddonexttoimprove.
SummativeAssessment:Measurestheextenttowhichthelearnerhasaccomplishedtheintendedlearningoutcomesandcontributestothefinalgrade.Itismostoftenusedattheendofacourseofstudytoquantifylearningachievementandprovidedatafordeterminingthenextlevelofstudy.
CandidatePerformanceTargets:Definesthespecificlearnerperformancetobeaccomplishedbytheendofthecourseofstudyaswellasinterimindicatorsofprogressalongtheway.AssessmentQuality:Asusedhere,assessmentqualityisdefinedastheextenttowhichanassessmentaccuratelymeasurestheperformanceitisintendedtomeasure.AssessmentMethods:Referstothestrategies,techniques,toolsandinstrumentsusedtocollectinformationtodeterminetheextenttowhichlearnersdemonstratedesiredlearningoutcomes.Severaldifferentmethodsshouldbeusedtoassesslearneroutcomes.CommunicationofAssessmentResults:Referstothemethodsandtimelinesusedtocommunicateprogresstowardperformancetargetsandlearninggoalstolearners.AssessmentImpact:Referstothemethodsusedtodeterminetheeffectsofteachingandlearningonchangesinlearnerbehaviors,eitherintendedorunintended.
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Domain6:GraduatePerformanceOutcomesExitCompetencies:Ageneralstatementthatdescribesthedesiredknowledge,skills,andbehaviorsofastudentgraduatingfromaprogram(orcompletingacourse).Competenciescommonlydefinetheappliedskillsandknowledgethatenablepeopletosuccessfullyperforminprofessional,educational,andotherlifecontexts.StateCertification:Thecertificationprocessisdifferentforeachstate,butmoststatesrequireanin-depthanalysisofapotentialprincipal'sbackground,aswellasexamsthattesthisorherknowledgeofrunningaschool.SchoolDistrictEligibility:Referstothenumberofgraduatesfromcertifiedprincipalpreparationprogramswhomeetschooldistrictrequirementsand,asaresult,areeligibletobeinterviewedbytheschooldistrictforthepositionofschoolprincipal.Requirementsforhiringeligibilityvarybyschooldistrict.SchoolDistrictHiring:Referstothenumberofgraduatesfromcertifiedprincipalpreparationprogramswhoarehiredbyschooldistrictsasschoolprincipals.JobPlacementandRetention:Referstothenumberofgraduatesfromcertifiedprincipalpreparationprogramswhoareplacedasfirst-yearprincipalsorassistantprincipalsinchronicallylowperformingschools,andtheirtenureintheposition.JobPerformance:Referstothenumberofgraduatesfromcertifiedprincipalpreparationprogramswhomeetorexceedschooldistrictperformanceexpectationsasreflectedinperformanceevaluationsconductedduringthefirstthreeyearsofinduction.
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DOMAIN1:CANDIDATEADMISSIONSBray,D.W.(1982).Theassessmentcenterandthestudyoflives.AmericanPsychologist,37,108-189.Bray,D.W.,&Howard,A.(1983).TheAT&Tlongitudinalstudiesofmanagers.InK.W.Schaie(Ed.),Longitudinalstudiesofadultpsychological
development(pp.112-146).NewYork:Guilford.Frolich,N.,&Stensaker,B.(2010).Studentrecruitmentstrategiesinhighereducation:Promotingexcellenceanddiversity?International
JournalofEducationalManagement,24(4),359-370.doi:10.1108/09513541011045281.Hogan,R.,Curphy,G.J.,&Hogan,J.(1994).Whatweknowaboutleadership:Effectivenessandpersonality.AmericanPsychologist,49(6),493-504.Howard,A.(1986).Collegeexperiencesandmanagerialperformance.JournalofAppliedPsychology,71(3),530-552.doi:10.1037/0021-
9010.71.3.530Mitgang,L.(2012).Themakingoftheprincipal:Fivelessonsinleadershiptraining.NewYork:TheWallaceFoundation.NoelLevitz,R.(2013).Marketingandstudentrecruitmentpracticesbenchmarkreportforfour-yearandtwo-yearinstitutions.CedarRapids,IA:
RuffaloNoelLevitz.Retrievedfromwww.RuffaloNL.com/BenchmarkReportsNoelLevitz,R.(2016).Marketingandstudentrecruitmentpracticesbenchmarkreportforfour-yearcollegesanduniversities.CedarRapids,IA:
RuffaloNoelLevitz.Retrievedfromwww.RuffaloNL.com/BenchmarkReportsDOMAIN2:COURSECONTENTAckoff,R.L.(1974).Redesigningthefuture:Systemsapproachtosocietalproblems.NewYork:JohnWiley&Sons.Anyon,J.(1997).Ghettoschooling:Apoliticaleconomyofurbaneducationalreform.NewYork:TeachersCollegePress.Anyon,J.(2005).Radicalpossibilities:Publicpolicy,urbaneducation,andanewsocialmovement.NewYork:Routledge.doi:
10.1177/0042085907304904Argyris,C.&Schön,D.A.(1974).Theoryinpractice:Increasingprofessionaleffectiveness.SanFrancisco,CA:Jossey-Bass.Au,K.H.,&Kawakami,A.J.(1994).Culturalcongruenceininstruction.InE.R.Hollins,J.E.King,&W.C.Hayman,(Eds.),Teachingdiverse
populations:Formulatingaknowledgebase(pp.5–23).Albany,NY:StateUniversityofNewYorkPress.Banathy,B.H.(1991).Systemsdesignofeducation:Ajourneytocreatethefuture.EnglewoodCliffs,NJ:EducationalTechnologyPublications.Banks,J.A.,Cookson,P.,Gay,G.,Hawley,W.D.,Irvine,J.J.,Nieto,S.,Schofield,J.W.,&Stephan,W.G.(2001).Diversitywithinunity:Essential
principlesforteachingandlearninginamulticulturalsociety.PhiDeltaKappan,83(3),196–203.Beabout,B.R.(2012).Turbulence,perturbance,andeducationalchange.Complicity:AnInternationalJournalofComplexityandEducation,9(2),15-29.
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Beabout,B.R.(2014).Communityleadership:Seekingsocialjusticewhilere-creatingpublicschoolsinpost-KatrinaNewOrleans.InBogotch,I.,&Shields,C.(Eds.),Internationalhandbookofeducationalleadershipandsocial(in)justice.SpringerInternationalHandbooksofEducation,29,543-570.Dordrecht,Netherlands:Springer.
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