Raymond J. McNulty

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Making Common Sense Common Practice in Educating
All Learners

• Raymond J. McNulty
• Senior Vice President

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International Centers2008 Schools of
Distinction

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A.B. Combs Elementary School

• 863 students
• 53 minority
• 13 English language learners
• 9 special needs
• 36 free/reduced lunch

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A.B. Combs Elementary School

• Core Academics
• students set own academic goals progress charted
  daily in data notebooks/electronic portfolios
• Stretch Learning
• 3rd-5th graders qualify for academically gifted
  classes
• Learner Engagement
• parent surveys twice/year
• Personal Skill Development
• community service project for every grade level
  team

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Bowie Middle School

• 1,100 students
• 80 minority
• 22 mobility rate
• 12 special education
• 11 LEP
• 86 free/reduced lunch

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Bowie Middle School

• Core Academic Learning
• full tutoring program during school day
• Stretch Learning
• native Spanish-speaker classes allow more
  rigorous class options
• Learner Engagement
• Principals 200 Club rewards 4 positive
  behaviors success, respect, safety,
  responsibility
• Personal Skill Development
• social studies teachers work with 8th graders on
  leadership skills/service learning

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A.J. Moore Academy

• 700 students
• 80 minority
• 80 economically disadvantaged
• 22 students with disabilities
• 95 attendance rate
• 1 dropout rate

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A.J. Moore Academy

• Core Academic Learning
• 5-week summer institute for all incoming 9th
  graders
• Stretch Learning
• Athens Academy encourages/prepares students to
  take college-credit classes
• Learner Engagement
• Bulldog Pride Incentive Program awards points for
  doing things right
• Personal Skill Development
• Academy of Finance students volunteered 9h/week
  preparing 1,100 community tax returns generating
  1.2M in refunds

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Kennesaw Mountain High School

• 2,880 students
• 34 minority
• 8.7 students with disabilities
• 17.4 free/reduced lunch
• 1.8 dropout rate

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Kennesaw Mountain High School

• Core Academic Learning
• Small learning communities promote
  personalization
• Stretch Learning
• Increasing honors and AP participation
• Learner Engagement
• Wall of Fame in school entrance honors students,
  faculty, alumni, and businesses for their success
  and involvement at Kennesaw Mountain
• Personal Skill Development
• 80-135 h/year/student community service
  requirement

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Making Common Sense Common Practice in Educating
All Learners

• Raymond J. McNulty
• Senior Vice President

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Welcome 2 da MSC. B sur 2 meet nu ppl n njoy ur
stay. BTW, b sur 2 lern a lot.
Welcome to the MSC. Be sure to meet new people
and enjoy your stay. By the way, be sure to
learn a lot.
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How Kids Communicate
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• Simplicity is the ultimate sophistication

- Leonardo da Vinci
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Themes

• Opening Thoughts
• Traits of Top Performers
• Key Strategies for Change
• Examples from Model Schools
• 5. Advice

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OPENING THOUGHTS
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• Not an expert
• Im a learner
• I change my opinion / what I do is based on what
  I learn.

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In times of change, learners inherit the Earth
while the learned find themselves beautifully
equipped to deal with a world that no longer
exists.- Eric Hoffer, American Social Writer
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• Learning is the work for everyone.

- Michael Fullan
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• Learning is developing the individual and the
  organization day after day within the culture.

- Michael Fullan
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Motivation is a key ingredient for success in
learning.
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Educators need to become the agents of change
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21st Century

• We are already there!!

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• The Internet has created the greatest generation
  gap since the advent of rock and roll.

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Millennial-oriented Technology
Blogs
Wikis
Tagging
Instant Messaging
MySpace
Podcasts
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Question

• How do we teach our children to live and work in
  this society?

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The primary aim of education is not to enable
students to do well in school, but to help them
do well in the lives they lead outside of school.
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• We have to collaborate to get better.

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Theres no silver bullet!!NO EPIPHANY
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Traits of Top Performers
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Break the self-limiting mindset

• MENTAL TOUGHNESS

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Roger Bannister
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For every unit of accountability you need a unit
of support.
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Love pressure

• Devote yourself passionately to improvement

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Focus on what you can control

• Dont get distracted

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Fixate on the long term

• The trick is to meticulously plan
• short- term goals

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• Break the self limiting mindset
• Love pressure
• Focus on what you can control
• Fixate on the long term

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Key Strategies for Change
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Key Strategies for Change

• Innovation
• Leadership and Leadership Density
• Attend to the Big Three
• Coherence

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1. Innovation
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A Story.

• Not a bad idea, but to earn a grade more than a
  C, the idea has to be viable! (Yale Professor)

• Fredrick Smith
• The idea FedEx

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In the beginners mind there are many
possibilities in the experts mind there are
few.
-Shurnyu Suzuki
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• If you are not prepared to be wrong, youll
  never come up with anything original.

Sir Ken Robinson
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Sustaining Innovation And Disruptive Innovation
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System
Innovation
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Sustaining Innovation
Disruptive Innovation
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Coherence
Fidelity
Adaptability
Scalability
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Coherence
Fidelity
Adaptability
Scalability
Sustaining Innovation
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Coherence
Fidelity
Adaptability
Scalability
Disruptive Innovation
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2. Leadership and Leadership Density
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Too many managers, not enough leaders. Managers
keep the current system in place and minimize
risk.
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The fundamental task of a leader is to develop
confidence in advance of victory, in order to
attract the investments that make victory
possible.
-Rosabeth Moss Kanter
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Leadership is action, not position.

• - Donald H. McGannon

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Turn-Around Leadership
Leadership for Improvement
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Leaders know how to wield the right change tools,
at the right time? The secret is to gauge how
strongly your people agree on 1. Where they
want to go? 2. How to get there?
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Broad consensus
Where they want to go?
No consensus
Broad consensus
No consensus
How they want to get there?
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3. Attend to the Big Three
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What are they?

• LITERACY
• NUMERACY
• WELL-BEING OF THE LEARNER

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Components of School Excellence
Learning Criteria to Support 21st Century
Learners
Rigor/Relevance Framework

• Embrace a Common Vision and Goals
• Inform Decisions Through Data Systems
• Empower Leadership Teams to Take Action and
  Innovate
• Clarify Student Learning Expectations
• Adopt Effective Instructional Practices
• Address Organizational Structures
• Monitor Progress/Improve Support Systems
• Refine Process on an Ongoing Basis

Core Academic Learning Stretch Learning Learner
Engagement Personal Skill Development
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Learning Criteria

• Core Academic Learning (Achievement in the core
  subjects of English language arts, math and
  science and others identified by the school)
• Stretch Learning (Demonstration of rigorous and
  relevant learning beyond the minimum
  requirements)
• Learner Engagement (The extent to which students
  are motivated and committed to learning have a
  sense of belonging and accomplishment and have
  relationships with adults, peers, and parents
  that support learning)
• Personal Skill Development (Measures of personal,
  social, service, and leadership skills and
  demonstrations of positive behaviors and
  attitudes)

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Core
Stretch
LearnerEngagement
Personal Skill Development
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Core
Dimensions of the Learning Criteria
Stretch
Learner Engagement
Personal Skill Development
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4. Coherence
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System Coherence

• 1. Engaging 21st Century Learners
• 2. Rigorous and Relevant Content
• 3. Teachers Knowledge and Skills

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Mission

• Why we exist

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Googles Mission

• To organize the worlds information and make it
  universally accessible and useful.

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Values

• What we believe in and how we will behave

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Vision

• What we want to be

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Strategy

• What our game plan will be
• Can you say what your strategy will be?

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Components of School Excellence
Learning Criteria to Support 21st Century
Learners
Rigor/Relevance Framework

• Embrace a Common Vision and Goals
• Inform Decisions Through Data Systems
• Empower Leadership Teams to Take Action and
  Innovate
• Clarify Student Learning Expectations
• Adopt Effective Instructional Practices
• Address Organizational Structures
• Monitor Progress/Improve Support Systems
• Refine Process on an Ongoing Basis

Core Academic Learning Stretch Learning Learner
Engagement Personal Skill Development
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Key Strategies for Change

• Innovation
• Leadership and Leadership Density
• Attend to the Big Three
• Coherence

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Examples from Model Schools
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from Pasadena IndependentSchool District

• Hold high expectations for yourself, staff and
  students and inspire them all to achieve their
  goals.
• Be patiently impatient, the balance between
  pushing and pushing too hard.
• Burn with passion about your mission.

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from Butler Tech

• Is it ethical?
• Can we afford it?
• Will it improve student performance?
• Will it improve student satisfaction?
• Will it improve staff satisfaction?
• Will it improve stakeholder satisfaction?

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from La Quinta High School

• Used the Learning Criteria for 21st Century
  Learners to design a strategic planning process
  that expanded accountability measures beyond the
  state tests. After two years, API scores rose 46
  points compared to the state average of 7.

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from Pasadena ISD HS

• Want to get interdisciplinary lessons going in
  your high school?
• Have department heads spend time observing
  classes in other departments!

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fromRock View Elem.

• Embraced a common Vision
• Data Driven
• Focus on Instruction

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fromGearity Prof. Dev. Elem.

• Student work
• Power Indicators

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from Wilkerson Middle School

• Added a video game room to their school.

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from White Pine Middle School

• Put relationships first. Map out all the student
  and teacher connections.

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• A Few Closing Thoughts

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Strong American Schools
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PASSION
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MSC CONFERENCE

• You can learn from schools and systems that are
  not like yours.
• There has been an investment in your attendance
  here what will be the ROI?
• Share what you learn and build a thoughtful plan.

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• Im going to be a lot more decisive from now on,
  Wellmaybe not a lot more, but at least a little.

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REFLECTION and ACTION PLANNER2008 Model Schools
Conference Write down key ideas and follow-ups
Reflect on new learning Connect
takeaways
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Is my desire for success to improve my system or
classroom strong enough to prompt me to change my
thinking?
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Am I unleashing the enthusiasm of possibility
thinking to find solutions for even seemingly
impossible situations?
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The things we fear most in organizations,
fluctuations, disturbances, imbalances are the
primary sources of innovation.

• - Meg Wheatley

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Making Common Sense Common Practice in Educating
All Learners

• Raymond J. McNulty
• Senior Vice President