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Cass Network 21 CASA

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Presented to the Canadian Association of School Administrators July 9, 2011.

Presented to the Canadian Association of School Administrators July 9, 2011.

Published in: Education, Technology, Business

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  • education reform must be systemic, not just technological
  • education reform must be systemic, not just technological
  • education reform must be systemic, not just technological
  • The skills and competencies required for productive work in innovative organizations and professions provide a foundation for designing environments, practices, andformative assessments to help schools and education systems meet 21st century expectations
  • Transcript

    • 1. Building Capacity for Learning Technology LeadershipThe CASS Network of 21st Century School Systems
      Jim Brandon and Gary Strother
      CASA Niagara Falls – July 9, 2011
    • 2. PURPOSES
      To deepen participant understanding of
      • 21st century learning and teaching
      • 3. transformational leadership
      • 4. IT governance
      • 5. school systems as knowledge building organizations
    • THE CASS FRAMEWORK FOR SCHOOL SYSTEM SUCCESS(September 2009)
      A collaboratively developed articulation of 11 dimensions of system leadership practice that best available evidence and practical wisdom identify as positively impacting student learning
    • 6. The CASS Framework for School System Success
      A. VISION and DIRECTION SETTING
      Jurisdiction-Wide Focus on Student Achievement
      Targeted and Phased Focuses for School Improvement
      Strategic Engagement with the Government’s Agenda for Change and Associated Resources
      B. ORGANIZATION DESIGN and ALIGNMENT
      Infrastructure Alignment
      C. CAPACITY DEVELOPMENT
      Jurisdiction-wide sense of efficacy
      Investing in Instructional Leadership
      District-wide, job embedded professional development for leaders and teachers
    • 7. The CASS Framework for School System Success
      D. RELATIONSHIP BUILDING
      Building and Maintaining Good Relations
      Engaging Parents
      E. THE PRIMACY of CURRICULUM and INSTRUCTION
      Approaches to Curriculum and Instruction
      Use of Evidence for Planning, Organizational Learning and Accountability
    • 8. The best available evidence suggests that High Performing School Systems focus on
      CAPACITY DEVELOPMENT
      Dimension 6: Investing in Instructional Leadership
      Change the conceptions of leadership expected of senior staff and others.
      Hold principals directly accountable for the quality of instruction in their schools.
      Encourage principals to supplement the instructional leadership in their schools with central office expertise as needed.
      Provide opportunities in the district for principals to further develop their instructional leadership capacities.
      Use external expertise to develop instructional leadership in the district.
    • 9. Looking at research in 4 areas connected to High Performing School Jurisdictions in the Application of 21st Century Learning Technology
      12th Dimension: System Leadership for Learning Technology Success
      A Shared Vision of 21st Century Learning and Teaching
      Transformational School and System Leadership
      IT Governance
      School Systems as Knowledge-building Organizations
      FOUNDED ON RESEARCH BY
      Drs. Sharon Friesen and Jennifer Lock – U of C – 2010
      Dr. Maurice Hollingsworth – U of L – 2008
      Jeff Rawlings – Alberta Education – 2010
      Charmaine Brooks – U of A – 2010
      ADDINGPRACTICAL WISDOM THROUGH CONVERSATION
    • 10. Cass NETWORK of 21st CENTURY SCHOOL SYSTEMS
      Rocky View Schools, Airdrie Oct 19, 2010 & Feb 15. 2011
      Focusing on jurisdiction implementation of 21st century learning and teaching
      Generative network for districts highly committed to the application of learning technologies toward 21st century learning and teaching
      Sharing insights, challenges and supporting each other’s work
      Learning with and from other Alberta school jurisdictions
      Dialogue and inquiry on evidence based leadership practice
      http://cass.rockyview.ab.ca/
    • 11. Koehler, M. & Misha, P. (2008). Introducing TPCK. In AACTE (Eds) Handbook of Technological Pedagogical Content Knowledge (TPCK) for Educators. Routledge: New York, NY
    • 12. A Shared Vision of 21st Century Learning and Teaching Binkley et. al (2010)
      Ways of Thinking
      Creativity, critical thinking, decision making, problem-solving
      Ways of Working
      Including communication and collaboration
      Tools for Working
      Ability to recognize and exploit the potential of new technologies
      Ways of Living Together
      The capacity to live in a multifaceted world as active, participating and contributing citizens
    • 13. A Shared Vision of 21st Century Learning and Teaching Embedding technology in rich, robust learning by
      nurturing active and in-depth learning
      requiring authenticity
      fostering collaboration
      utilizing prior knowledge and experience
      organizing knowledge around key concepts and connections
      supporting the development of meta-cognitive skills
    • 14. Learning from Studies of 7 High Performing Jurisdictions
      TEACHERS as DESIGNERS OF 21st CENTURY LEARNING
      developed strong authentic discipline-based inquiry work for students
      scaffolded student work with robust instructional practices that conformed to the learners and assessment practices that aided each child to improve, grow and thrive
      called upon networked digital technologies to create knowledge-building classrooms
      created strong relationships with their students and other teachers. Created processes so that students built strong relationships with each other and with experts in the field as they learned together
      worked with peers to critically reflect on their practice and work on improving their practice in the company of peers.
    • 15. Shared Vision of 21st Century Learning and Teaching
      “Aspiring to be barebones…”
      New Direction
      IT Lead Team
      At the Table
      External Audit
      $ to Fund
      Hand in Hand with Instructional Services
    • 16. A Shared Vision of 21st Century Learning and Teaching
      What are your district’s strengths in this area?
      What next steps do you foresee for your district in this area?
    • 17. Transformational School and System Leadership
      What ways of thinking about technology, teaching and learning need to be cultivated in the leadership community?
      Brooks, 2010
    • 18. Transformational School and System Leadership
      Transformational approaches emphasize emotions and values and share in common the fundamental aim of fostering capacity development.
      Leithwood and Janzi, 2009, p. 38
    • 19. Transformational School and System Leadership
      Attending to the instructional core and the ways in which technology impacts the instructional core
      Building strong learning and leading relationships
      Guiding and coaching other leaders
      Knowing and fostering 21st century learning environments
    • 20. Learning from Studies of 7 High Performing Jurisdictions
      TRANSFORMATIONAL LEADERSHIP APPROACHES
      Leaders in the seven initiatives
      collaboratively created a shared vision: support for technology within a strong vision for learning from the learning sciences.
      ensured access to current networked digital resources
      ensured that all involved became skilled technology users
      ensured technical assistance
      ensured those involved had subject and content knowledge in combination with pedagogical skill
      ensured student-centered learning approaches
      generated and maintained community support
      ensured policies to sustain and strengthen the initiative
    • 21. Transformational School and District Leadership
      Why Not: I.T’s About Teaching and Learning!
      Start with IT Department
      Shift in thinking
      Snapshot
      Get leaders (principals) involved
      5 Year Plan
    • 22. Transformational School and System Leadership
      What are your district’s strengths in this area?
      What next steps do you foresee for your district in this area?
    • 23. IT Governance
      Addresses these questions
      Are the objectives of IT aligned with the objectives of the school jurisdiction?
      Are we managing the risks?
      Are we managing our resources effectively and responsibly?
      While still enabling the jurisdiction to achieve its goals?
      How do we know when we have achieved our goals?
      IT Governance Institute Board Briefing on IT Governance, 2nd Edition
    • 24. STRATEGIC
      VALUE
      ALIGNMENT
      DELIVERY
      RISK
      PERFORMANCE
      MANAGEMENT
      MEASUREMENT
      www.itgi.org
      www.itgi.org
      RESOURCE
      MANAGEMENT
      IT Governance
      IT governance is a set of responsibilities and practices exercised by Senior jurisdiction leaders with the goals of:
      • Providingand aligning the strategic IT direction with the jurisdictions objectives
      • 25. Ensuring that IT goals are achieved
      • 26. Ascertaining that risks are managed appropriately
      • 27. Verifying that the jurisdictions resources are used responsibly
      IT Governance Institute Board Briefing on IT Governance, 2nd Edition
    • 28. IT Director/Manger
      Who is responsible?
      IT governance is the responsibility of the senior school jurisdiction leaders
    • 29. IT Governance
      Need a new SIS…
      Necessity of strong infrastructure
      Educate district leaders
      Candy example
      ‘At the table’
    • 30. IT Governance
      What are your district’s strengths in this area?
      What next steps do you foresee for your district in this area?
    • 31. School Districts As Knowledge Building Organizations
    • 32. School Districts As Knowledge Building Organizations
      A knowledge building environment, virtual or otherwise, is one that enhances collaborative efforts to create and continually improve ideas. It exploits the potential of collaborative knowledge work by situating ideas in a communal workspace where others can criticize or contribute to their improvement.
      Scardamalia, et.al., 2010
    • 33. Learning from Studies of 7 High Performing Jurisdictions
      SCHOOL SYSTEMS AS KNOWLEDGE-BUILDING ORGANIZATIONS
      A complex systems-based approach, wherein leaders
      paid attention to emerging learning, collected evidence along the way and made decisions informed by evidence and research
      created adaptable structures
      understood that knowledge-building is created through connections and relationships, not its flow chart. Mindset of inquiry, not certitude
      short term processes focused toward vision, monitoring and adjustments in response to evidence
    • 34. School Jurisdictions as Knowledge Building Organizations
      Professional Development: Teachers Learning from Teachers…
      District Leadership Council
      Partnership with ATA for PD
      Partnering with Students
    • 35. School Systems as Knowledge-building Organizations
      What are your district’s strengths in this area?
      What next steps do you foresee for your district in this area?