I am not a proponent of comparing education to business for certain reasons, but for many to understand, I will say that District 742 is in the business of "student learning and development." Student are at the center of all we do and our decisions must always consider what's best for students. I often say that decision making must be data-driven with the best interest of the whole district first before doing what's best for individual buildings or teams. Even though I'm stating what must be obvious to most, it's a reminder that these data-driven decisions are always about student learning. We are focused on what it will take to grow learners in the most impactful way; we look for the best practices of teaching so that students are the winners.
As we hold ourselves accountable to this business of learning and development, we recognize the importance of accountability. We must monitor progress and diagnose how children learn. I rely on the instructional leaders (the administrators) of this district to measure achievement and hold adults accountable to instructional practices that will result in growth. The principal is the instructional leader of a building with the directive to continually improve; they must supervise, monitor, observe and evaluate with the intent to lead teachers to professional growth. They must be data-driven and setting and measuring goals that align with the district's mission and strategic direction.
Principals have an incredible responsibility. With over 800 teachers and another 800 non-licensed staff members, each principal is expected to supervise 80 staff members. Now, imagine a business executive being responsible for the evaluation and professional growth of 40 classroom leaders who are held to the highest standards of teaching and learning with the intent to hold them accountable to excellence with every student.
WOW!
