Hosted in partnership with the Canadian Association of School System Administrator and The Learning Partnership.
By popular demand, this accessible, virtual learning opportunity for senior educational leaders across Canada will continue to be offered throughout the 2021/2022 school year. The series is built on evidence-based research, problem-based learning, professional publications, and practical strategies for leading. The speakers and topics have been chosen based on feedback and urgently identified leadership priorities and equity is weaved into each session. The series focuses on effective approaches and strategies that can be implemented in a timely manner to optimize support for staff, students and communities served.
Each series consists of three modules, 90-minutes in duration, delivered online, in an interactive webinar format. Each module connects and builds on the learning from the previous module.
Most sessions will be recorded and provided to all participants within 48 hours via the CMC Leadership online learning platform. Additional resources will be provided.
The topics, speakers and dates for section three will be announced in the new year.
To learn more, visit: cmcleadership.ca/leadership-for-equity/
The Australian Institute for Teaching and School Leadership (AITSL) has a role to establish a shared and agreed platform from which the quality of teaching and school leadership can continue to grow.
Instructional Leadership: Creating the Conditions #leadership20Chris Wejr
Presentation given on October 30, 2012 as part of the #Leadership20 learning series MOOC. Inquires about and describes successful strategies and ideas to create instructional leadership in schools.
This workshop deals with instructional leadership using the Sergiovanni model and looks at how the instructional leader can transform a school culture from a culture of teaching to a culture of learning using PLCs.
The Australian Institute for Teaching and School Leadership (AITSL) has a role to establish a shared and agreed platform from which the quality of teaching and school leadership can continue to grow.
Instructional Leadership: Creating the Conditions #leadership20Chris Wejr
Presentation given on October 30, 2012 as part of the #Leadership20 learning series MOOC. Inquires about and describes successful strategies and ideas to create instructional leadership in schools.
This workshop deals with instructional leadership using the Sergiovanni model and looks at how the instructional leader can transform a school culture from a culture of teaching to a culture of learning using PLCs.
The Systems Centre: Learning and Leadership in the Graduate School of Education and the Faculty of Engineering, brings together educational, corporate and community leaders with researchers, to engage in inter-disciplinary research and development, drawing on systems thinking and complexity theory as tools for understanding and re-designing learning systems and the leadership they need.
The Systems Centre: Learning and Leadership is hosting a series of expert-led open seminars on these themes. The seminars will also provide a foretaste of our new MSc programme in Systems Learning and Leadership, which opens in October 2011 (http://www.bristol.ac.uk/education/students/masters/sll )
We are delighted that Howard Green, Director of Research and Development at Oasis Academies, formerly Special Adviser on Leadership at the Department of Education, and Visiting Fellow at the Graduate School of Education, will lead our first session entitled:
‘Rethinking Educational Leadership’
“Has the current paradigm for school leadership, with its focus on professional standards and competencies, taken us as far as it can with our efforts to transform schools? How can systems thinking and processes help us to find answers to some of the complex problems that remain unresolved and often block further progress in schools? The seminar will stimulate thinking and discussion about these questions and propose a refocusing of our approaches to school leadership development.”
The seminar took place at 5.00pm on Thursday 5th May at the Graduate School of Education.
An overview Instructional Leadership, Educator Effectiveness and the Teacher-Principal Partnership.
Discover best practices and staff development tools with this in-depth brief on SB-191 implementation
Highlights
• The importance of Instructional Leadership
• Understanding the rubric
• Making the shift
• The teacher-principal partnership
• Developing teacher leaders
• Fostering talent
• Peer practices
Developing learning capacity for teachersJune Wall
As new learning skills emerge it is necessary for teachers to develop sufficient capacity to develop learning programs that will provide the opportunity for students to develop these critical learning skills. ‘Learning and Literacy for the future: Building capacity Part 2’ by June Wall and Karen Bonanno, published in Scan, Volume 33, Issue 4 in 2014 considers a capacity building approach, through formal and information professional learning experiences, to ensure teachers develop competencies and capacity to help improve learning outcomes and prepare students for the rapidly changing world of work.
A capacity building tool is outlined and explained as a development tool for teachers to develop capabilities for future learning. Reflection and strategic visioning, that includes the development of a personal professional learning plan, is an integral component of the tool and will also be explained in this presentation.
5 Residential/Non-Residential Training Workshop For School Principals & Leaders On Effective School Management & Leadership By CBSE. Log on http://edifycbsetraining.com/ for details information.
Rolffs, Deanna & Murphy, Mary Kay. Concrete Steps to Transform Teacher Collaboration for Increased Student Learning. Presented at the AdvanceED Conference of the Michigan Department of Education in April 2014.
2021 to 2022 Second Annual Webinar Series: Leadership for EquityCatherine McCullough
Hosted in partnership with Council of Ontario Directors of Education, Canadian Association of School System Administrator and The Learning Partnership.
By popular demand, we will continue to offer this accessible, virtual learning opportunity for senior educational leaders across Canada as we begin our 2021/2022 school year.
This leadership series continues to be built on evidence-based research, problem based learning, professional publications, and practical strategies for leading. The speakers and topics have been chosen based on your feedback and the urgent leadership priorities you identified.
We have intentionally scheduled the first two speakers prior to school opening, and we urge senior leadership teams to participate as a group to inform your collective expertise.
The program will focus on effective approaches and strategies to consider as we return and move forward to optimize support to the students, staff and communities we serve.
Our educational guest experts will focus on practical leadership initiatives to consider implementing within your organization.
The first series consists of three modules, each 90-minutes in duration, delivered online, in an interactive webinar format. Each session connects and builds on the learning from the previous webinar. *All sessions will be recorded and provided to all participants within 48 hour. Valuable resource materials and publications will be provided.
The dates for section two and three will be announced in August 2021, and webinar topics and speakers are subject to change.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
The Systems Centre: Learning and Leadership in the Graduate School of Education and the Faculty of Engineering, brings together educational, corporate and community leaders with researchers, to engage in inter-disciplinary research and development, drawing on systems thinking and complexity theory as tools for understanding and re-designing learning systems and the leadership they need.
The Systems Centre: Learning and Leadership is hosting a series of expert-led open seminars on these themes. The seminars will also provide a foretaste of our new MSc programme in Systems Learning and Leadership, which opens in October 2011 (http://www.bristol.ac.uk/education/students/masters/sll )
We are delighted that Howard Green, Director of Research and Development at Oasis Academies, formerly Special Adviser on Leadership at the Department of Education, and Visiting Fellow at the Graduate School of Education, will lead our first session entitled:
‘Rethinking Educational Leadership’
“Has the current paradigm for school leadership, with its focus on professional standards and competencies, taken us as far as it can with our efforts to transform schools? How can systems thinking and processes help us to find answers to some of the complex problems that remain unresolved and often block further progress in schools? The seminar will stimulate thinking and discussion about these questions and propose a refocusing of our approaches to school leadership development.”
The seminar took place at 5.00pm on Thursday 5th May at the Graduate School of Education.
An overview Instructional Leadership, Educator Effectiveness and the Teacher-Principal Partnership.
Discover best practices and staff development tools with this in-depth brief on SB-191 implementation
Highlights
• The importance of Instructional Leadership
• Understanding the rubric
• Making the shift
• The teacher-principal partnership
• Developing teacher leaders
• Fostering talent
• Peer practices
Developing learning capacity for teachersJune Wall
As new learning skills emerge it is necessary for teachers to develop sufficient capacity to develop learning programs that will provide the opportunity for students to develop these critical learning skills. ‘Learning and Literacy for the future: Building capacity Part 2’ by June Wall and Karen Bonanno, published in Scan, Volume 33, Issue 4 in 2014 considers a capacity building approach, through formal and information professional learning experiences, to ensure teachers develop competencies and capacity to help improve learning outcomes and prepare students for the rapidly changing world of work.
A capacity building tool is outlined and explained as a development tool for teachers to develop capabilities for future learning. Reflection and strategic visioning, that includes the development of a personal professional learning plan, is an integral component of the tool and will also be explained in this presentation.
5 Residential/Non-Residential Training Workshop For School Principals & Leaders On Effective School Management & Leadership By CBSE. Log on http://edifycbsetraining.com/ for details information.
Rolffs, Deanna & Murphy, Mary Kay. Concrete Steps to Transform Teacher Collaboration for Increased Student Learning. Presented at the AdvanceED Conference of the Michigan Department of Education in April 2014.
2021 to 2022 Second Annual Webinar Series: Leadership for EquityCatherine McCullough
Hosted in partnership with Council of Ontario Directors of Education, Canadian Association of School System Administrator and The Learning Partnership.
By popular demand, we will continue to offer this accessible, virtual learning opportunity for senior educational leaders across Canada as we begin our 2021/2022 school year.
This leadership series continues to be built on evidence-based research, problem based learning, professional publications, and practical strategies for leading. The speakers and topics have been chosen based on your feedback and the urgent leadership priorities you identified.
We have intentionally scheduled the first two speakers prior to school opening, and we urge senior leadership teams to participate as a group to inform your collective expertise.
The program will focus on effective approaches and strategies to consider as we return and move forward to optimize support to the students, staff and communities we serve.
Our educational guest experts will focus on practical leadership initiatives to consider implementing within your organization.
The first series consists of three modules, each 90-minutes in duration, delivered online, in an interactive webinar format. Each session connects and builds on the learning from the previous webinar. *All sessions will be recorded and provided to all participants within 48 hour. Valuable resource materials and publications will be provided.
The dates for section two and three will be announced in August 2021, and webinar topics and speakers are subject to change.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
Leadership TRAINing - Getting Emerging Leaders On-TrackQuest Coaching
An in-depth look at a leadership training program that helps emerging leaders get connected and involved on-campus. Featured at the 2012 NEACUHO Annual Conference
Principal as Education Leader (Case Study at YPK Ransiki Junior High School)Paulus Robert Tuerah
This study aims to obtain a clear and detailed description of: (1) How the principal as an educational leader serves at YPK Ransiki Junior High School, (2) How the school principal as an educational leader becomes a good mediator at YPK Ransiki Junior High School, (3) How the principal as an Education leader becomes a true
politician at YPK Ransiki Junior High School, (4) How the principal as an Education leader becomes an excellent diplomat at YPK Ransiki Junior High School, (5) How the principal as an Education leader becomes a good motivator at YPK Ransiki Junior High School. The method used in this research is qualitative. Data
collection techniques were carried out through the stages of principal interviews, interviews with vice principals in the curriculum field, interviews with vice principals in student affairs. Interviews with vice principals in the field of facilities and infrastructure, interviews with senior teachers, interviews with school committees. In collecting data the researchers themselves were equipped with interview guidelines. Based on the results of the study, it was concluded that: (1) The principal as an educational leader who served at YPK Ransiki Junior High School. The principal always approaches each teacher and administrative staff and provides services for teachers through self-development activities for each teacher through webinars, workshops and BIMTEK, providing facilities and infrastructure. (2) The principal as an education leader becomes a good mediator at YPK Ransiki
Junior High School, the principal always acts neutrally in dealing with existing situations and problems. (3) The school principal as an education leader becomes a true politician at YPK Ransiki Junior High School, the principal is able to cooperate with anyone in the school environment and can provide good advice and input for
school residents and outside the school. (4) the principal as an education leader becomes an excellent diplomat at YPK Ransiki SMP the principal becomes a good role model and representative for the school (5) the principal as an education leader becomes a good motivator at YPK Ransiki SMP The principal invites school members to always follow the times, invites teachers to want to develop themselves through trainings, workshops, webinars and BIMTEK.
Teacher Leadership Vision StatementDear (Tina),In order t.docxmattinsonjanel
Teacher Leadership Vision Statement
Dear (Tina),
In order to further develop a community, much more a learning environment for children, one must be able to go beyond the ordinary. Teachers are made not only to teach but to lead as well. To make these teachers effective leaders, we ask the support of our colleagues, the school administration, our students and their parents, and most importantly, our stakeholders. On our end, we will do our best to maximize all our resources and services and capitalize on our strengths and assets in order to fulfill our roles as teachers, as well as to deliver to the school administration as well as to our dear stakeholders. You, as a stakeholder, have been identified as a credible partner of our organization in enriching children’s lives and furthering young skills and talents. As a stakeholder, we value your input in improving our services since the success of this process depends on your involvement at that of our other stakeholders’. As a partner working towards the betterment of our institution, together we must achieve the following:
· An enriching environment for learners to nurture their skills and further their development.
· A community of teachers and learners working towards one goal and reaching it through productive and plausible means.
· To lead with pride and purpose in order to encompass all forms of student development and improve student learning.
· A community where equality is valued; where one’s opportunities are not determined by his/her social status in life nor his/her physical condition.
· A community where one’s skills and talented can be nurtured and maximized to its full potential. I aim to discredit the notion that a student’s success is driven by his/her background, I want to be able to change that and support everyone regardless of his/her social background and status in life. One’s success should depend on the student’s willingness to learn and hone his/her skills, on the student’s determination to get the job done as excellently as possible, and on the student’s overall performance.
· A learning community where excellent ideas and strategies are exchanged between students and teachers, where problems are being solved collaboratively through consultations with expert colleagues.
· To inculcate values of optimism, collaboration, and innovation in our daily activities and work ethic to better inspire colleagues and students to work just the same.
· An education system where collaboration and freedom of professional inquiry are promoted; this will not all be of help to the students but to my colleagues as well.
· Lastly, I envision a life-giving learning community rooted in our core values of passion, equality, and determination guided by the mission to bring out each child’s potential.
All of these will be made possible if accompanied by unyielding support and active participation from the school administration, fellow teachers, students, as well as their parents. It is m ...
Developing Surface and Deep Level Knowledge and Skill through Project Based L...mmcdowell13
The following draft presentation is centered on supporting educators who are working towards ensuring students are developing mastery in content, cognate, and cognitive learning outcomes in their classroom. The presentation focuses on strategies, underpinned by research, that elevate a teachers practice to inspect daily instructional and assessment strategies, build and inspect curriculum to enable surface and deep level knowledge construction, and to design a learning environment that builds the capacity of and involves learners in understanding their learning and taking action to constantly improve.
The slide deck goes further, providing guidance to site and district leaders to develop systems of deeper level learning.
Core outcomes of the presentation:
- Understand specific practices that limit the impact potential of problem and project based learning in the substantial enhancement of student learning
- Understand specific practices that have a high probability of enhancing student learning in the learning environments that utilize problem and project based learning.
- Understand underlying cognitive principles and specific strategies teachers may utilize to create a learning community to discuss learning, design and implement projects to ensure surface and deep level knowledge, and work collaboratively to review the impact of learning with students.
- Understand key tactical approaches that support site and district leaders in building and sustaining deeper learning systems.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2021 to 2022 Second Annual Webinar Series: Leadership for Equity
1. IN PARTNERSHIP WITH:
PRESENTED BY:
LEADERSHIP FOR EQUITY
2021 to 2022 Second Annual Webinar Series
By popular demand, this accessible, virtual learning opportunity for senior educational
leaders across Canada will continue to be offered throughout the 2021/2022 school
year. The series is built on evidence-based research, problem-based learning,
professional publications, and practical strategies for leading. The speakers and topics
have been chosen based on feedback and urgently identified leadership priorities and
equity is weaved into each session. The series focuses on effective approaches and
strategies that can be implemented in a timely manner to optimize support for staff,
students and communities served.
Access to the CMC Leadership online learning platform is included in your registration.
2. PART TWO: District Systems to Support
Equitable and High-Quality Teaching
& Learning
Date: January 25, 2022
Speaker: Meredith I. Honig, Ph.D., Professor,
Education Policy, Organizations & Leadership and
Director, District Leadership Design Lab (DL2),
University of Washington
Deepening Our Understanding of Equity,
Inclusion & Diversity
Date: October 21 at 11:00am EST
Speaker: Dr. Michele Manocchi, Founder & Owner
of Michele Manocchi Organizational Consulting;
Adjunct Faculty, Department of Psychology at
Western University, London, ON
LEADERSHIP FOR EQUITY
Developing a Quality Leadership
Development Program with a Focus on
Equity
Date: November 18 at 11:00am EST
Speakers: Dr. Kenneth Leithwood, Emeritus
Professor at the University of Toronto, OISE and
Prof. Dr. Philip Hallinger, TSDF Chair Professor of
Leadership and Sustainable Development at the
College of Management, Mahidol University
Understanding Truth & Reconciliation by Kevin
Lamoureux, University of Winnipeg
Effective Presentations - Delivering Your Leadership
Message by Angie Flynn-McIver, communications skills
specialist, certified leadership coach, and theatre
professional.
Managing Change Through Turbulent Times by Peggie
Koenig, President and CEO of Koenig & Associates Inc.
Possible topics and speakers for Module 8 and 9:
Speakers, topics, dates and times for Module 8 and 9 will be
confirmed in January 2022 - stay tuned!
SECTION ONE
SECTION TWO
SECTION THREE
2021 to 2022 Second Annual Webinar Series
Building Diverse & Inclusive
Organizational Culture through
Effective Hiring Practices
Date: December 1 at 11:00am EST
Speaker: Janet Stewart, Founder & Principal
Consultant, EduSelect
Register at
cmcleadership.ca
/leadership-for-equity/
$299 + tax
per section
three (3) webinars
$775 + tax
for the full series
nine (9) webinars
Module 1, 2 and 3 have already been hosted. If you choose to
purchase the full webinar series, you will have access to the
recordings and resources from Section One via the
CMC Leadership online learning platform. To learn more on
those Modules, visit cmcleadership.ca/leadership-for-equity
BONUS MODULE: Peel District School Board’s
Journey Towards Culturally Responsive School
Leadership
Date: November 10 at 11:00am EST
Speakers: Rashmi Swarup, Director of Education; Neerja
Punjabi, Superintendent of Education; Yonnette Dey,
Superintendent of Education and Farah Slimati, Vice Principal
3. Equity, Diversity, and Inclusion. Some definitions and clarifications.
Why we need a Systemic Approach and an Intersectional lens.
What Culture is and how we talk about it.
Why intercultural relationships can be so difficult?
The intrinsic power of our privileges.
What can we do at the individual, organizational, and community levels?
This module has been designed to build on the learnings from Module 3, Culturally
Responsive School Leadership with Dr. Muhammad Khalifa. It will focus more deeply on
understanding that inclusion is a process. It will explore what inclusion means at the
school district level through the lens of leadership. Michele will describe how he
supports organizations and communities in tackling complex social issues such as
equity, diversity, inclusion, racism, systemic discrimination, and implicit bias.
Inclusion is not a goal that we can achieve once and for all, but a process that we want
to experience and, hopefully, enjoy. With this necessary clarification in mind, Michele
will explore what inclusion means at the individual and organizational levels, with a
specific lens on leadership. He will also consider active listening and speaking as crucial
game-changers.
Key areas of focus:
Dr. Michele Manocchi
Founder & Owner of Michele Manocchi Organizational Consulting;
Adjunct Faculty, Department of Psychology at Western University,
London, ON
DEEPENING OUR UNDERSTANDING OF EQUITY,
INCLUSION & DIVERSITY
Date: October 21, 2021
Time: 11:00am EST
WEBINAR
FOUR
SectionTwo
Register at
cmcleadership.ca
/leadership-for-equity/
4. Informed and inspired by the Ministry Review, the Peel District School Board has
embarked on a journey to build capacity for culturally responsive school leadership in
all schools. This shared commitment by school administrative teams, Superintendents
of Education and the Director’s Office, informs our work and our guiding principles as a
school Board.
Dr. M. Khalifa’s book, Culturally Responsive School Leadership, has been the most
influential tool to achieve that goal. His work challenges our leaders to interrogate
leadership behaviours from an anti-oppressive and anti-colonial lens to confront the
disparities in outcomes for Black and Indigenous students. The Peel Board believes that
leadership training and development is the key ingredient to ensure system
transformation for the most underserved students.
The Ministry Review was an extensive audit of our system, and we are accountable to
its Directives. We believe that community-based leadership in all current and future
school leaders is an asset. It leverages the goals, aspirations, and commitments of our
diverse community and positively impacts our programs, policies, and practices. We are
committed to being intentional in our approach to be responsive and critically self-
reflective about our practice as it relates to race. In Peel, this journey begins with our
Parent Advocacy Groups, Trustees, committed leaders like Rashmi Swarup (Director of
Education), Neerja Punjabi (SOE), Yonnette Dey (SOE) and Farah Slimati (VP).
PEEL DISTRICT SCHOOL BOARD’S
JOURNEY TOWARDS CULTURALLY RESPONSIVE
SCHOOL LEADERSHIP
Date: November 10, 2021
Time: 11:00am EST
BONUS
WEBINAR
Section Two
Register at
cmcleadership.ca
/leadership-for-equity/
Rashmi Swarup, Director of Education
Neerja Punjabi, Superintendent of Education
Yonnette Dey, Superintendent of Education
Farah Slimati, Vice Principal
Speakers:
5. Evidence shows that nothing a district can do to improve equitable outcomes for its
students is more powerful than improving the capacities and dispositions of its school-
level leaders. Based on the most recent research, this session will identify the
characteristics of effective approaches to leadership development with special
attention to those capacities school leaders need to improve equitable outcomes for
students.
This module will focus on the components of a quality leadership development program
that school districts can consider when building the capacity of their leadership teams.
Specifics examples shared in this session will focus on the behaviors, practices and
specialized professional knowledge potentially needed to be successful as an
educational leader and processes that will assist districts in the acquisition of
leadership skills.
Date: November 18, 2021
Time: 11:00am EST
WEBINAR
FIVE
Section Two
Register at
cmcleadership.ca
/leadership-for-equity/
DEVELOPING A QUALITY LEADERSHIP
DEVELOPMENT PROGRAM WITH A FOCUS
ON EQUITY
Dr. Kenneth Leithwood
Emeritus Professor at the University of
Toronto, OISE
Prof. Dr. Philip Hallinger
TSDF Chair Professor of Leadership and
Sustainable Development at the College of
Management, Mahidol University
6. Building and sustaining efforts related to equity to enhance student success requires
attention not only to programs and policies, but also our workforce. As leaders, if we are
serious about equity to benefit students, we must also build and sustain a diverse and
inclusive workplace where all employees feel they belong. An important starting place
is examining human resource practices and how we hire. This critical step in an
employment relationship – the entryway to the future generation of workers – needs to
be considered if leaders are serious about equity. In this session, current human
resource issues related to diversity, equity and inclusion will be discussed, and relevant
research will be examined. The benefits of committing to this important work will be
deliberated, as will the many ways unconscious bias impact human resource decision-
making processes. Finally, several current, relevant, and specific employee recruitment,
selection and retention strategies will be presented.
Janet has held a variety of senior and executive leadership roles within the British
Columbia K-12 sector and recently founded EduSelect Services, a K-12 consultancy
focused on supporting school districts across Canada with human resource practices.
Her book, Hiring Well: Building Strong Selection Practices in K-12 was published in April
2021.
BUILDING DIVERSE & INCLUSIVE
ORGANIZATIONAL CULTURE THROUGH
EFFECTIVE HIRING PRACTICES
Janet Stewart
Founder & Principal Consultant, EduSelect
Date: December 1, 2021
Time: 11:00am EST
WEBINAR
SIX
Section Two
Register at
cmcleadership.ca
/leadership-for-equity/
7. For more information, email:
Catherine McCullough, CMC Leadership
catherine@cmcleadership.ca
OR
Register today at:
cmcleadership.ca/leadership-for-equity/
Your registration also includes access to the CMC Leadership online learning platform
that includes access to the webinar recordings, presentations, additional resources
and discussion questions for further application in your School District.
IN PARTNERSHIP WITH:
PRESENTED BY: