The goal of this workshop is for participants to have the resources to produce outstanding results and succeed despite difficulties and believe they are responsible for the output of their team and act to clear difficulties standing in their way.
This document outlines a presentation about the secrets to Head Start success. It discusses key aspects like performance standards, parent participation, and team building. The presentation covers the origins and milestones of Head Start, its governance structure and roles, and objectives like promoting school readiness. It emphasizes engaging parents, empowering families, and the importance of a collaborative team approach to help children realize their potential.
The document outlines an agenda for a teacher training workshop focusing on long-term planning and developing measurable learning outcomes. The workshop will cover writing effective outcomes, breaking down qualifications into key skills and content, and assigning these to a 5-year planning cycle to ensure students make outstanding progress. Teachers will practice this by breaking down the outcomes for their subject qualifications and creating a 5-year plan.
The document discusses instructional coaching. It identifies that effective instructional coaches (1) build teacher capacity through partnerships and collaboration, (2) create a culture of teacher learning in schools, and (3) need to understand instructional practices and be able to help teachers improve in areas like classroom management, content knowledge, lesson planning, assessment, and instructional strategies. The document also outlines a hierarchy of instructional practices that coaches can help teachers develop, from foundational classroom management skills to more advanced proficiency in various teaching methods.
The document describes a 10-part walkthrough form and process used by Elgin ISD to evaluate classroom instruction. The form includes sections to assess the learning objective, instructional activities, delivery methods, questioning techniques, differentiation strategies, vocabulary instruction, student engagement, technology integration, classroom environment, and areas for reinforcement or refinement. Administrators can use the form to provide feedback to teachers and compare internal classroom observations to aggregate data from external walkthroughs. The document provides logistical information on assigning teachers to evaluation frameworks and selecting the walkthrough form in the Appraise platform.
The document outlines the 5 major phases of implementing cooperative learning in the classroom: 1) setting goals and introducing the activity, 2) organizing student teams and defining roles, 3) facilitating team activities and teaching social/cooperative skills, 4) assessing student knowledge and cooperation throughout and with presentations, 5) recognizing both group and individual efforts. Key aspects of each phase are described, such as forming heterogeneous teams, defining roles like recorder or facilitator, teaching skills like sharing and communication, and assessing learning as well as cooperation.
Geneva Head Start - Presentation on Truancy / Absenteeism @ Success for Genev...Katie Scollin Flowers
The document discusses the Geneva Head Start/Pre-K program's attendance tracking initiatives. It notes that the National Head Start Association now requires programs to track individual student attendance and strive for 90% attendance. The program uses a new data system to track attendance according to these standards, including generating lists of at-risk students and calculating late arrivals/early dismissals. Staff discuss attendance with parents throughout enrollment and share resources on its importance. The program engages in regular communication with parents and provides recognition for perfect attendance.
Cooperative learning involves organizing students into small groups to work together on learning activities. When implemented effectively with the right support structures, it has been shown to improve academic achievement, ethnic relations, and social skills while reducing achievement gaps. The document outlines nine effective cooperative learning strategies and discusses how to structure groups, choose strategies, and facilitate success.
This document outlines a presentation about the secrets to Head Start success. It discusses key aspects like performance standards, parent participation, and team building. The presentation covers the origins and milestones of Head Start, its governance structure and roles, and objectives like promoting school readiness. It emphasizes engaging parents, empowering families, and the importance of a collaborative team approach to help children realize their potential.
The document outlines an agenda for a teacher training workshop focusing on long-term planning and developing measurable learning outcomes. The workshop will cover writing effective outcomes, breaking down qualifications into key skills and content, and assigning these to a 5-year planning cycle to ensure students make outstanding progress. Teachers will practice this by breaking down the outcomes for their subject qualifications and creating a 5-year plan.
The document discusses instructional coaching. It identifies that effective instructional coaches (1) build teacher capacity through partnerships and collaboration, (2) create a culture of teacher learning in schools, and (3) need to understand instructional practices and be able to help teachers improve in areas like classroom management, content knowledge, lesson planning, assessment, and instructional strategies. The document also outlines a hierarchy of instructional practices that coaches can help teachers develop, from foundational classroom management skills to more advanced proficiency in various teaching methods.
The document describes a 10-part walkthrough form and process used by Elgin ISD to evaluate classroom instruction. The form includes sections to assess the learning objective, instructional activities, delivery methods, questioning techniques, differentiation strategies, vocabulary instruction, student engagement, technology integration, classroom environment, and areas for reinforcement or refinement. Administrators can use the form to provide feedback to teachers and compare internal classroom observations to aggregate data from external walkthroughs. The document provides logistical information on assigning teachers to evaluation frameworks and selecting the walkthrough form in the Appraise platform.
The document outlines the 5 major phases of implementing cooperative learning in the classroom: 1) setting goals and introducing the activity, 2) organizing student teams and defining roles, 3) facilitating team activities and teaching social/cooperative skills, 4) assessing student knowledge and cooperation throughout and with presentations, 5) recognizing both group and individual efforts. Key aspects of each phase are described, such as forming heterogeneous teams, defining roles like recorder or facilitator, teaching skills like sharing and communication, and assessing learning as well as cooperation.
Geneva Head Start - Presentation on Truancy / Absenteeism @ Success for Genev...Katie Scollin Flowers
The document discusses the Geneva Head Start/Pre-K program's attendance tracking initiatives. It notes that the National Head Start Association now requires programs to track individual student attendance and strive for 90% attendance. The program uses a new data system to track attendance according to these standards, including generating lists of at-risk students and calculating late arrivals/early dismissals. Staff discuss attendance with parents throughout enrollment and share resources on its importance. The program engages in regular communication with parents and provides recognition for perfect attendance.
Cooperative learning involves organizing students into small groups to work together on learning activities. When implemented effectively with the right support structures, it has been shown to improve academic achievement, ethnic relations, and social skills while reducing achievement gaps. The document outlines nine effective cooperative learning strategies and discusses how to structure groups, choose strategies, and facilitate success.
The document discusses the importance of establishing clear learning targets to guide effective instruction, assessment, and student learning. It emphasizes that learning targets should be broken down into specific statements of intended learning that are understandable to students. When teachers identify precise learning targets and student outcomes, they can better plan intentional lessons, select appropriate assessments, and help students understand what is expected of them.
This document provides an overview of professional learning communities (PLCs) in the Dunlap School District. It discusses the key elements of PLCs including having a focus on learning rather than teaching, using collaboration and formative assessment to improve student outcomes, and basing effectiveness on results rather than intentions. The document outlines the characteristics of high-functioning PLCs, including having shared values, collaborative teams, and a commitment to continuous improvement based on data and results.
The document discusses team teaching at Freeville School in Christchurch, New Zealand. It outlines the school's model of team teaching, which includes teachers sharing instruction, collaborating on course design, and dividing classes into smaller groups. The benefits highlighted are improved student attitudes towards learning, the development of independent learners, and increased teacher time through small group instruction. Planning systems cover student timetables, classroom areas, sign-ups, and self-assessment.
The document discusses key aspects of effective teamwork between teachers and paraprofessionals. It states that for a team to be successful, the teacher and paraprofessional must view themselves as partners and solicit input from all members. Clear communication and mutual respect are important. Role clarification is also important for the team to function effectively and reach their goals.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. The team worked hard to gain support from local businesses to provide incentives. Their persistence paid off, as parent involvement greatly increased and test scores were expected to rise due to the program's success.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. Despite initial lack of support, the team persisted and gained support from local businesses. The program was successful, with increased parent participation and improved reading logs. The principal recognized the program's success.
The document discusses the importance and value of team collaboration in academic success. It notes that effective team collaboration is a key skill sought by employers. The University of Phoenix emphasizes team projects to help students develop team skills. Teams help students stay focused, produce quality work, prepare for future careers which require cooperation, and create a support system. Crucial communication skills, team charters, addressing conflicts, and maintaining trust and accountability are discussed as important factors for effective team collaboration.
Successful collaboration and team dynamics team dTnhoward5
The document discusses strategies for successful collaboration and team dynamics. It identifies setting goals, finding common ground rules, and good communication as key strategies. It also discusses the importance of utilizing each member's strengths, including different learning styles, and addressing conflicts respectfully to improve the team dynamic. The conclusion restates that incorporating a variety of strategies can help create an effective learning team.
Week 3 Instructor GuidanceAs you were reminded in Week 2, rememb.docxcockekeshia
Week 3 Instructor Guidance
As you were reminded in Week 2, remember it is a good idea to look ahead to Week 4 to prepare for the group activity – ask questions now in our Ask Your Instructor if you are unclear about any of the requirements for the group activity.
WEEKLY LEARNING OUTCOMES
Before moving any further, please take a moment to review and reflect on our learning expectations for the week; these are also listed with their alignment to each assessment for the week on the Week 3 Unit page:
· Discuss key ideas, values, and beliefs when creating a vision statement at the school.
· Devise a plan to include all stakeholders in the planning, creation and implementation process.
· Develop activities, for all stakeholders, in the vision creation process.
· Discuss the need to include district goals in regards to creating vision statements.
· Analyze the resources that each set of stakeholders brings to the successful implementation of the school vision.
· Discuss different strategies for stakeholder ownership in creating the vision statement
WEEK 3 – OVERVIEW
In Week Two, you provided justification on creating a new vision to your school board and school stakeholders. Additionally, you compared different visions to identify key components that comprise an effective vision. This week we have two discussions and an assignment. Review the guidance below and be sure to review the full instructions for each assessment on the Week 3 Unit page.
Discussion 1: In the Who to Include discussion, you reflect on which stakeholders are most effective to include in the modification or creation of a new vision for the school.
Discussion 2: The Planning Activities discussion is where you go more deeply into the vision process and determine what types of activities you need to plan to ensure the stakeholders have enough information to successfully create a vision.
Assignment: The assignment Join the Visionary Team is another opportunity to be creative and put your technology skills to use while showing what you know about recruitment to participate in a vision modification or creation. You will create a flyer that you could place in the school to attract stakeholders into joining a committee to create the school vision.
INTELLECTUAL ELABORATION
Another Committee!
As teachers, we are planning, creating, and teaching students and attending to all the intellectual and physical labor that teaching entails. We are busy professionals often with busy personal lives to manage as well. Often teachers stay long hours at their school site to ensure our practices are providing enough learning for the students to succeed. When we are faced with being put on a committee, it typically reduces our direct focus on our classroom activities. However, being on a committee is a significant duty as it is one of the best ways to have your voice heard around the school and to learn with your peers about a range of topics influencing your classroom practice.
As lea.
This document discusses the importance of family partnerships in early childhood education. It notes that building strong relationships with families requires overcoming obstacles through various approaches, including effective communication, viewing parents as partners rather than just parents, and collaborating with families. The document emphasizes that family engagement is an ongoing process, not just an event, and recommends allocating time, energy, and resources to strengthen relationships with families in order to support student achievement and development.
The document discusses the essential role that guiding coalitions play in developing a professional learning community (PLC) culture. It covers defining what a PLC is, examining the role of guiding coalitions, assessing a school's current PLC status, and strategies for the upcoming year including organizing teachers into collaborative teams, using data to provide interventions, and supporting team development.
The document outlines plans for a staff workshop aimed at improving student engagement at Woodbury High School. The workshop will bring staff together to create a shared vision of engaged students and staff, establish trust through group activities, challenge limiting beliefs, and develop action plans to commit to engaging all students. The goals are to connect staff, establish a collaborative culture, and provide strategies and support for improving engagement.
The document discusses professional learning communities (PLCs) and their power through collaboration. It defines PLCs as structures that foster ongoing, job-embedded learning for teachers through collaboration, with the goal of improving student outcomes. PLCs are characterized by attributes like shared leadership, collective learning, and supportive conditions that allow educators to continuously improve and focus on student needs. The document emphasizes that meaningful collaboration in PLCs can transform schools by improving teaching practices and learning environments.
This document summarizes a slideshow on increasing student engagement. It discusses five levels of student engagement from passive compliance to authentic engagement. It also covers types of classrooms, factors that influence student achievement, and standards for an engaged "WOW" school. The document provides discussion questions and activities to help teachers reflect on engagement levels and motivate students.
The document discusses effective team behavior and performance. It defines what a team is and outlines key aspects of team building including setting objectives, maintaining unity, and communicating efficiently. It describes the typical stages of team growth from forming to performing to adjourning. A model for team effectiveness is presented involving factors like task characteristics, team size and composition, processes, and environment. Elements of successful team design, behavior, and performance are listed, including strategy, roles, communication, response, and leadership.
The document provides an overview of a webinar on collaborative professional learning and professional development planning in New Jersey. The webinar covered establishing goals for professional learning, defining student achievement, analyzing student data, aligning professional development and student learning goals, providing structures and resources for professional learning, evaluating professional development plans, and timelines for professional development plans and accrual of hours. Key aspects included using protocols and tools to guide collaborative work, focusing professional development on improving teacher practice and student achievement, and emphasizing accountability for results in professional development planning.
This document discusses professional learning communities (PLCs) and their power through collaboration. It defines PLCs as an infrastructure for continuous school improvement through empowering, job-embedded professional development. The key attributes of effective PLCs are shared and supportive leadership, shared values and vision, collective learning and application, and supportive conditions. PLCs can take various forms for collaborative learning both in and after school. Their focus should be fundamental questions about student and teacher needs to improve teaching and learning.
Curriculum And Instruction Session 3 Learning Targets[1]Laura Chambless
The document discusses the importance of establishing clear learning targets to guide effective curriculum, instruction, and assessment. It defines learning targets as specific, short-term goals that lead to mastery of broader standards. Teachers should deconstruct standards to identify the intended learning, knowledge, skills, or reasoning and write student-friendly "I can" statements. Having visible learning targets allows students and teachers to know what is being taught and assessed and improves student achievement.
This document outlines the core tasks and structures needed for instructional improvement according to research from the Change Leadership Group at Harvard University. It discusses establishing a clear theory of action, building adult learning capacity, using an instructional improvement cycle of observation and feedback, and establishing accountability measures. Key roles for principals, superintendents, and instructional leadership teams are defined. The overarching goal is to ensure superior instruction in every classroom for every child.
Everyone has some level of capacity to add value. This human capacity is usually divided among all of the demands on our attention. A small amount is used to deal with outside stuff, like taking care of family and relationship stuff. There is a portion of human capacity used for work. That is the part on which most managers focus. But there is a part of human capacity that is used (mostly under used) by other components that can create more significant results than any other, that is the hearts and minds of others. No one should expect to tap into all of it, but this is the area where leaders focus.
The document discusses the importance of establishing clear learning targets to guide effective instruction, assessment, and student learning. It emphasizes that learning targets should be broken down into specific statements of intended learning that are understandable to students. When teachers identify precise learning targets and student outcomes, they can better plan intentional lessons, select appropriate assessments, and help students understand what is expected of them.
This document provides an overview of professional learning communities (PLCs) in the Dunlap School District. It discusses the key elements of PLCs including having a focus on learning rather than teaching, using collaboration and formative assessment to improve student outcomes, and basing effectiveness on results rather than intentions. The document outlines the characteristics of high-functioning PLCs, including having shared values, collaborative teams, and a commitment to continuous improvement based on data and results.
The document discusses team teaching at Freeville School in Christchurch, New Zealand. It outlines the school's model of team teaching, which includes teachers sharing instruction, collaborating on course design, and dividing classes into smaller groups. The benefits highlighted are improved student attitudes towards learning, the development of independent learners, and increased teacher time through small group instruction. Planning systems cover student timetables, classroom areas, sign-ups, and self-assessment.
The document discusses key aspects of effective teamwork between teachers and paraprofessionals. It states that for a team to be successful, the teacher and paraprofessional must view themselves as partners and solicit input from all members. Clear communication and mutual respect are important. Role clarification is also important for the team to function effectively and reach their goals.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. The team worked hard to gain support from local businesses to provide incentives. Their persistence paid off, as parent involvement greatly increased and test scores were expected to rise due to the program's success.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. Despite initial lack of support, the team persisted and gained support from local businesses. The program was successful, with increased parent participation and improved reading logs. The principal recognized the program's success.
The document discusses the importance and value of team collaboration in academic success. It notes that effective team collaboration is a key skill sought by employers. The University of Phoenix emphasizes team projects to help students develop team skills. Teams help students stay focused, produce quality work, prepare for future careers which require cooperation, and create a support system. Crucial communication skills, team charters, addressing conflicts, and maintaining trust and accountability are discussed as important factors for effective team collaboration.
Successful collaboration and team dynamics team dTnhoward5
The document discusses strategies for successful collaboration and team dynamics. It identifies setting goals, finding common ground rules, and good communication as key strategies. It also discusses the importance of utilizing each member's strengths, including different learning styles, and addressing conflicts respectfully to improve the team dynamic. The conclusion restates that incorporating a variety of strategies can help create an effective learning team.
Week 3 Instructor GuidanceAs you were reminded in Week 2, rememb.docxcockekeshia
Week 3 Instructor Guidance
As you were reminded in Week 2, remember it is a good idea to look ahead to Week 4 to prepare for the group activity – ask questions now in our Ask Your Instructor if you are unclear about any of the requirements for the group activity.
WEEKLY LEARNING OUTCOMES
Before moving any further, please take a moment to review and reflect on our learning expectations for the week; these are also listed with their alignment to each assessment for the week on the Week 3 Unit page:
· Discuss key ideas, values, and beliefs when creating a vision statement at the school.
· Devise a plan to include all stakeholders in the planning, creation and implementation process.
· Develop activities, for all stakeholders, in the vision creation process.
· Discuss the need to include district goals in regards to creating vision statements.
· Analyze the resources that each set of stakeholders brings to the successful implementation of the school vision.
· Discuss different strategies for stakeholder ownership in creating the vision statement
WEEK 3 – OVERVIEW
In Week Two, you provided justification on creating a new vision to your school board and school stakeholders. Additionally, you compared different visions to identify key components that comprise an effective vision. This week we have two discussions and an assignment. Review the guidance below and be sure to review the full instructions for each assessment on the Week 3 Unit page.
Discussion 1: In the Who to Include discussion, you reflect on which stakeholders are most effective to include in the modification or creation of a new vision for the school.
Discussion 2: The Planning Activities discussion is where you go more deeply into the vision process and determine what types of activities you need to plan to ensure the stakeholders have enough information to successfully create a vision.
Assignment: The assignment Join the Visionary Team is another opportunity to be creative and put your technology skills to use while showing what you know about recruitment to participate in a vision modification or creation. You will create a flyer that you could place in the school to attract stakeholders into joining a committee to create the school vision.
INTELLECTUAL ELABORATION
Another Committee!
As teachers, we are planning, creating, and teaching students and attending to all the intellectual and physical labor that teaching entails. We are busy professionals often with busy personal lives to manage as well. Often teachers stay long hours at their school site to ensure our practices are providing enough learning for the students to succeed. When we are faced with being put on a committee, it typically reduces our direct focus on our classroom activities. However, being on a committee is a significant duty as it is one of the best ways to have your voice heard around the school and to learn with your peers about a range of topics influencing your classroom practice.
As lea.
This document discusses the importance of family partnerships in early childhood education. It notes that building strong relationships with families requires overcoming obstacles through various approaches, including effective communication, viewing parents as partners rather than just parents, and collaborating with families. The document emphasizes that family engagement is an ongoing process, not just an event, and recommends allocating time, energy, and resources to strengthen relationships with families in order to support student achievement and development.
The document discusses the essential role that guiding coalitions play in developing a professional learning community (PLC) culture. It covers defining what a PLC is, examining the role of guiding coalitions, assessing a school's current PLC status, and strategies for the upcoming year including organizing teachers into collaborative teams, using data to provide interventions, and supporting team development.
The document outlines plans for a staff workshop aimed at improving student engagement at Woodbury High School. The workshop will bring staff together to create a shared vision of engaged students and staff, establish trust through group activities, challenge limiting beliefs, and develop action plans to commit to engaging all students. The goals are to connect staff, establish a collaborative culture, and provide strategies and support for improving engagement.
The document discusses professional learning communities (PLCs) and their power through collaboration. It defines PLCs as structures that foster ongoing, job-embedded learning for teachers through collaboration, with the goal of improving student outcomes. PLCs are characterized by attributes like shared leadership, collective learning, and supportive conditions that allow educators to continuously improve and focus on student needs. The document emphasizes that meaningful collaboration in PLCs can transform schools by improving teaching practices and learning environments.
This document summarizes a slideshow on increasing student engagement. It discusses five levels of student engagement from passive compliance to authentic engagement. It also covers types of classrooms, factors that influence student achievement, and standards for an engaged "WOW" school. The document provides discussion questions and activities to help teachers reflect on engagement levels and motivate students.
The document discusses effective team behavior and performance. It defines what a team is and outlines key aspects of team building including setting objectives, maintaining unity, and communicating efficiently. It describes the typical stages of team growth from forming to performing to adjourning. A model for team effectiveness is presented involving factors like task characteristics, team size and composition, processes, and environment. Elements of successful team design, behavior, and performance are listed, including strategy, roles, communication, response, and leadership.
The document provides an overview of a webinar on collaborative professional learning and professional development planning in New Jersey. The webinar covered establishing goals for professional learning, defining student achievement, analyzing student data, aligning professional development and student learning goals, providing structures and resources for professional learning, evaluating professional development plans, and timelines for professional development plans and accrual of hours. Key aspects included using protocols and tools to guide collaborative work, focusing professional development on improving teacher practice and student achievement, and emphasizing accountability for results in professional development planning.
This document discusses professional learning communities (PLCs) and their power through collaboration. It defines PLCs as an infrastructure for continuous school improvement through empowering, job-embedded professional development. The key attributes of effective PLCs are shared and supportive leadership, shared values and vision, collective learning and application, and supportive conditions. PLCs can take various forms for collaborative learning both in and after school. Their focus should be fundamental questions about student and teacher needs to improve teaching and learning.
Curriculum And Instruction Session 3 Learning Targets[1]Laura Chambless
The document discusses the importance of establishing clear learning targets to guide effective curriculum, instruction, and assessment. It defines learning targets as specific, short-term goals that lead to mastery of broader standards. Teachers should deconstruct standards to identify the intended learning, knowledge, skills, or reasoning and write student-friendly "I can" statements. Having visible learning targets allows students and teachers to know what is being taught and assessed and improves student achievement.
This document outlines the core tasks and structures needed for instructional improvement according to research from the Change Leadership Group at Harvard University. It discusses establishing a clear theory of action, building adult learning capacity, using an instructional improvement cycle of observation and feedback, and establishing accountability measures. Key roles for principals, superintendents, and instructional leadership teams are defined. The overarching goal is to ensure superior instruction in every classroom for every child.
Everyone has some level of capacity to add value. This human capacity is usually divided among all of the demands on our attention. A small amount is used to deal with outside stuff, like taking care of family and relationship stuff. There is a portion of human capacity used for work. That is the part on which most managers focus. But there is a part of human capacity that is used (mostly under used) by other components that can create more significant results than any other, that is the hearts and minds of others. No one should expect to tap into all of it, but this is the area where leaders focus.
Mel Gravely had the unique opportunity to present Effective Meetings: Strategies for a highly functioning Board Meeting at the North Carolina Community Action Association (NCCAA) Annual Conference at Sea Trail Golf Resort in Sunset Beach, NC. Participants of this training learned the dos and don’ts of conducting a meeting using Robert’s Rules of Order. The participants were provided with samples of how to organized and prepare for a meeting, creating agenda and the proper manner way to record the minutes and how to make a motion.
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
Haiku Deck allows users to create presentations by providing templates and layouts for Haiku, a traditional Japanese poetic form. Users can get started making their own Haiku Deck presentation by uploading it to SlideShare. The document encourages the reader to try making a Haiku Deck presentation themselves.
The goal of this workshop is for participants to have the resources to produce outstanding results and succeed despite difficulties and believe they are responsible for the output of their team and act to clear difficulties standing in their way.
The document discusses the governance structure of Head Start programs. It explains that Head Start programs have a governing board that assumes legal and fiscal responsibility, a policy council that provides program direction, and management staff that handle day-to-day operations. The roles of these groups are defined by the Head Start Act and Performance Standards to ensure programs meet requirements through shared leadership. Staff work to develop family partnerships that are critical to program success.
The document discusses the governance structure of Head Start programs. It describes how Head Start programs are governed by a governing board, policy council, and staff. The governing board assumes legal and fiscal responsibility, the policy council assumes responsibility for program direction, and staff assume responsibility for day-to-day operations. It emphasizes the importance of these three groups working collaboratively and sharing information to effectively operate Head Start programs.
This document outlines strategies for building leadership from within Head Start programs. It discusses providing staff development to encourage retention and advancement. Emerging leaders embody qualities like mentoring staff and promoting a clear vision. Activities are presented to help participants reflect on their leadership skills and develop strategies to change culture, promote growth, and build trust within their programs by developing staff into future leaders from within.
This document discusses building relationships with parents through a successful Head Start program. It emphasizes that parents are the most important influence on children and their involvement leads to better outcomes. It outlines six types of parental involvement according to Joyce Epstein including parenting, communicating, volunteering, learning at home, decision-making, and collaborating with the community. It also recognizes common challenges to parental engagement such as language barriers, cultural differences, negative prior experiences, and lack of trust. Participants in the workshop discussed solutions to challenges and how to encourage the six types of parental involvement in their own programs.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
3. Participants w/understand the origins of Head Start Program Governance
Participants w/understand the composition of the governance structure
Participants w/gain knowledge of program governance tools
Participants w/understand the roles & responsibilities as outlined in the 2007 Head Start Act and how the three governance entities work collaboratively.
Learning Objectives
4. 1964: Lyndon B. Johnson signed the Economic Opportunity Act, (War on Poverty)
1965-1966: Project Head Start launched a
8 week summer program
1972: 10% budget set aside to serve children
with disabilities
Head Start Milestones
5. 1977 Bilingual and bicultural programs initiated in 21 states
1995 First Early Head Start program grants distributed
1998 Head Start reauthorized to expand to full day and full year services
Head Start Milestones
6.
7. Program Governance
Fiscal Management
ERSEA
Child and Family Outcomes
Self- Assessment
Human Resources
Communication
Record- keeping & Reporting
Facilities, Materials & Equipment
Planning
Ongoing Monitoring
8. To bring best practices into classrooms
To promote continuous improvement & innovation at ground level
To provide training to teachers & directors
To help teachers & directors improve classroom instruction
To provide peer-to-peer technical assistance
Performance Standards
9. Head Start is a comprehensive network of skilled professionals, working as a team to provide families with the guidance and support they need to restore hope.
Parents need caring people to help them get their bearings, understand their situation, and find strength within to carry on.
Parents need the support of people committed to making a difference and seeing things thru regardless of the circumstances.
10. No one wants to be a bad parent
Children need family
Our work saves lives
Judgment and blame keep families from getting back to a good place
Your work unites parents into a network of strength and healing
Head Start Believes…
11. Team Building Exercise
Pencils down.
Remember the exact placement of
letters in the following triangle.
15. Team Building Exercise
Now compare your results with those at your table.
First, add together your individual scores and divide by number of people for an average score.
16. Tally a collective group score by counting each correct letter --the group gets 1 (one) point for every letter anyone in the group gets in the correct position.
There are no multiple points for multiple people in the group getting the same letter and placement correct.
Then...
17. Team Building Exercise
Let's try it again...
Make a plan with those at your table for improving the group's score.
21. LW J EU P N S KI X A F C M ZR B T O Q Y D G U
Check the table's results. How did the team do?
22. Team Building Exercise
Final results?
How did your plan work?
What would you do different if we had another round?
How does this relate to your ongoing work at Head Start?
23.
24. GROUP VS TEAM
Group -a collection of individuals together in a unit to accomplish individual tasks
Team -a group with a common purpose, committed to working together interdependently, and who are accountable as a unit within an organization
25. TEAM APPROACH
A distinctive style of work aimed at harnessing the collective talents and energy of people
27. Team Elements
Teams learn and demonstrate behaviors
Your team will not normally form on its own
Some point in time the ownership of the team needs to shift to the other members as a whole.
28.
29. Responsibilities are shared
Others provide support
New and fresh ideas from other team members
Variety of skills and backgrounds
Provision of relief when one member is overloaded
Sense of accomplishment
ADVANTAGE
30. Produce outstanding results and succeed despite difficulties
Members believe they are responsible for the output of their team and act to clear difficulties standing in their way
HALLMARKS
31. Contact MeMelvin J. GravelyThe Gravely Group(614) 901-3369www.gravelygroup.com