5 Fabulous Formative Assessment Strategies

5 Fabulous Formative 

Assessment Strategies     

Leadership strategies for implementing best practices for all learners include mediational strategies that promote intentionality, with two levels to build in. Teacher leaders know first and foremost that they are concerned about the quality of the interaction, on multiple levels happening simultaneously. 

What the students are doing speaks volumes. Second to the verbal cues for communication requested, visual signs and facilitation from the teacher inform the students of the desired direction. For example: “Here's the essential question” or “The reason that we are doing this is…” The level of interaction serves as means of formative assessment that drives personalization of instruction for all learners.

In these ways, the teacher becomes a mediator who persists in inviting the student(s) to overcome natural resistances and distractions. It is imperative to build on his or her interests to capture the student focus. Within this blog post, we will share mediational strategies that promote intentionality with purposeful direction as well as tactics to promote intentionality and reciprocity. Listed below are five FABULOUS formative assessment strategies to promote successful inclusion within your classroom.

STRATEGY 1: Mediational Strategies That Promote Intentionality

Strategies for supporting all learners through implementation of state-adopted academic standards and the state-adopted assessment systems     

●      Strategy Name: Posted goals and objectives for a lesson

●      Strategy Explanation: A mission (purpose) statement in the lesson

●      Implementation: Content, Language, and Social Objective (COLOSO)

●      Ways to monitor strategy for success: Verify, review, and correct entries into student learning blogs or journals

STRATEGY 2: Tactics to Promote Reciprocity

Instructional practices for English learners, exceptional learners, moreover, gifted or talented learners  

                                                                                 

●      Strategy Name: Checking Previous Vocabulary Knowledge

●      Strategy Explanation: Teach vocabulary before starting the lesson.

●      Implementation: KWL Chart, Graphic Organizer,
Thinking Maps

●      Ways to monitor strategy for success: Observation review of (L) and have students write sentences with the new vocabulary in their journals.

STRATEGY 3: Deep Differentiation Through Needs to Know Strategy       

When students are challenged to start with what they know, their levels of interest rise.

●      Strategy Name: 3-2-1                                                                           

●      Strategy Explanation: Record comprehension and summarize learning.

●      Implementation: Students list three things they know, two things they find interesting, and one thing they do not understand

●      Ways to monitor strategy for success: Review the students’ responses

STRATEGY 4: Mediation of Meaning

Students seek to make sense of new information that is clear and precise.   

​​

●      Strategy Name: Exit Cards

●      Strategy Explanation: Assess where students are in their thinking and what they have learned from the lesson.

●      Implementation: Students provide answers and complete an “Exit Card” to three questions chosen by the teacher.

●      Ways to monitor strategy for success: Review the tickets

STRATEGY 5: Moving Learning Forward

Students seek to make sense of learning goals and receive guided feedback toward deeper learning by additional tasks.                                                                                        

​​

●      Strategy: Providing Feedback

●      Strategy Explanation:  Provide a recipe for future action

●     Implementation: When the learning is not on track we provide feedback to move learning forward by scaffolding by providing additional activities for moving the student from the current state to the goal state.

●      Ways to monitor strategy for success: Provide feedback, which directs to purpose and identifies additional activities to move learning forward.

As teacher leaders facilitate, they are in a continual process of formative assessment. The teacher becomes a mediator who listens deeply and observes carefully to understand what each student's individual learning needs are. Instructional steps are directed by the interactions between the student(s), as well as by the quality of these interactions. The visible learning that takes place as students develop higher critical thinking skills and integrate multiple modalities informs decisions for next instructional steps. As we listen to, understand we help our students to grow. When students come up with their plan, then there’s typically more buy-in to the learning. Listening in these ways allows them to think about the means to find the issues and solve them on their own. Classrooms that successfully include fluid formative assessment strategies are designed to welcome diversity and to address the individual needs of all students.

Image Credit

pixabay.com free images. (2016). Retrieved from https://pixabay.com/en/photos/?image_type=&cat=&min_width=&min_height=&q=teacher+student&order=popular

References to Text

Picard, D. (2015). Teaching Students with Disabilities. Retrieved from https://cft.vanderbilt.edu/guides-sub-pages/disabilities/

Stronge, J. H., Richard, H. B., & Catano, R. a. N. (2016). Qualities of Effective Principals . Alexandria, Virginia: ASCD. Retrieved from http://www.ascd.org/publications/books/108003/chapters/Instructional-Leadership@-Supporting-Best-Practice.aspx

 Teachers First. (2016). Meeting the Need of Gifted Students in the Regular Classroom. Retrieved from http://www.teachersfirst.com/gifted_strategies.cfm

Characteristics and Implementation of Visionary Leadership

Visionary Leadership

Diana Stein

ADMIN/520

August 8, 2016

Russ Cornell

Please follow the link below to LISTEN to the interview with Principal Kirstin Lasto on August 5, 2016:
https://youtu.be/wwxgNN35Npk

Introduction

Overview of the vision

            The Classical Academies’ Mission is to partner with families to inspire each student to think critically, communicate effectively, and achieve excellence by providing educational choice. As the administrator of a school, it is important to involve the community in helping achieve the school’s vision and goals. The mission of the Classical Academies extends beyond the classroom to positively impact the community and surrounding region. Through multiple partnerships with local non-profits and businesses, our resources are multiplied, our student's lives are enriched and our community benefits.  

Each campus offers a flexible, personalized educational environment that blends the best of independent study and the traditional classroom experience. Options range from blended in-seat and independent study programs to full-time independent study programs. The hybrid programs are uniquely designed to encourage students to explore their interests, accommodate their learning style and reach their maximum potential by becoming thinkers, communicators, and achievers (The Classical Academies, 2016).

Characteristics of the community, including the diverse expectations, needs, goals,
and aspirations of family and community groups

            The Classical Academies (TCA) are committed to enhancing educational opportunities for all and believe that the Classical Model of personalized instruction guides our processes and methodologies to meet the diverse expectations, needs, goals, and aspirations of the students, families, and communities that we serve. Our staff is passionate about providing better opportunities for all young people regardless of location or circumstance. Our student body contains students ranging in abilities from special needs to giftedness and every level in between. We believe that the Classical Model of Education provides a rigorous and supportive choice in academic and character education. Our history proves as testimony that personalized instruction and partnering with parents provided at TCA creates thinkers, communicators, and achievers.

            Meeting the diverse needs of the community includes reaching out to community groups. Our Executive Circle is our internal organization of teacher leaders, administrators, and executives who conference monthly to hear presentations from invited community leaders who are engaged in positive change in and around San Diego County and beyond. The purpose of these meetings is to build momentum in promoting change that will impact the community and surrounding area. These solutions for change include but are not limited to charitable outreach, social and mental rehabilitation, and food and shelter for the homeless.

Specific goals for the school and how they address the vision

School Leaders build climate and culture through the following shared leadership strategies to address the vision:

1. Set clear parameters to create balanced power and establish leadership as a partnership.

2. Engage all stakeholders in working together toward a shared purpose.

3. Ensure all participants share responsibility and accountability.

4. Recognize and embrace diverse perspectives in the group.

5. Teach and value inner strength in all participants in shared leadership.

(Jennifer  Smith, personal communication, August 6, 2016)

            The Classical Academies’ culture points are founded on four pillars: Impact, Communication, Judgment, and Passion. We exemplify our culture through the following actions:

·      We make positive contributions. (Impact)

·      We are positive role models to others. (Communication)

·      We are each self-directed. (Judgment)

·      We are self-satisfied through our individual contributions and personal service to others. (Passion)

Our learning community extends far past the classroom. It includes all of the department chairs within our schools, grade level teacher leaders, and parent-partners of each student enrolled in our program (Stein, 2016). 

As the principal leads the learning community he or she must actively exhibit three behavioral patterns while addressing the specific goals and promoting the school vision:

• First Pattern: Direction in Making Choices
• Second Pattern: Persistence
• Third Pattern: Intensity

(Owens & Valesky 2015, Chapter 5) 

The principal must be confident in his or her decision-making ability and direction. A decision without action is not activated to propel change.  Secondly, the principal must remain persistent in the direction taken, and remain consistent with the actions needed to bring about the desired change(s).  The third and most vital ingredient in addressing the vision is intensity. Passion is the genesis of genius (Robbins, 2016). 

Strategies for involving the community in achieving the vision

It is vital for our schools to make active and ongoing contributions to every student and to the communities that we serve. Our goals include that every student graduates as an exceptional thinker, communicator, and achiever with our personalized learning programs impacting local, state, and national educational options.

The Classical Academies are certified California public charter schools that are nationally recognized by the California Charter School Association. Accolades include but are not limited to:

•    Coastal Academy, California Distinguished School 2007

•    Classical Academy High School, California Distinguished School 2013

•    Coastal Academy, (Charter School) Teacher of the Year 2009

•    Leader of the Year, Executive Director 2011

•    All schools have received the Exemplary Independent Study Recognition Award

•    95%+ parent satisfaction rating annually

•    Nationally recognized by Newsweek Magazine, The Washington Post, and US News and World Report

•    Classical Academy High School, honor roll with the California Business for Educational Excellence 2014

•    Awarded Union-Tribune San Diego Top Work Places 2014

•    Executive Director awarded “Entrepreneur of the Year”, Escondido Chamber of Commerce, 2015

•    Top 40 Elementary Schools for Homebuyers in San Diego County, California (Cruvita, 2016)

            Strategies for achieving positive results like these include shared decision-making. According to Owens & Valesky (2015), 

Leaders are not merely catalysts of the ideas of others, much as they encourage and facilitate participation; they have their own clearly thought-out vision of the future, their sense of direction. Leaders have something important to say in the dialogue about where we are going, something that engages the aspirations of others and raises their hopes about what can and should be achieved in their work. Leaders move them forward to participate vigorously with others in building a new and better future in the organization. But leadership is not a solo performance. The leader's role in the process of developing a vision of the school, in addition to offering ideas and participating in discussion emphasizes facilitating the involvement of others in an ongoing dialogue about the direction for the future.

            Our involvement outside of the schools and inside of the community includes annual events like JumpStart, Super STEM Saturday, the Spring Art Show, and Musical Theater.  This year our annual JumpStart Parent Conference on Tuesday, August 23^rd at The California Center for the Arts in Escondido is entirely underwritten by sponsors including:

•  BCS Copier
• Leavitt Group
• San Diego County Board of Supervisors

• Pacific Western Bank
• Young, Minney, & Corr
• Customer Service Advantage
• Cox Communications

• AT&T
• Pathways
• Edgenuity
• Waxie Sanitary Supplies

Conclusion

According to Owens & Valesky (2015), 

The goal of forging agreement on the vision or mission of the organization is, ideally, to seek consensus as nearly as it can be practically achieved, but always consensus on a new and better state in the future. We define a vision for an organization as the ideal toward which the organization is focused, whereas the mission is how the team will achieve the vision, which is, a clear statement of the methods and strategies to be used, which contain the beliefs and values of the organizational culture. Throughout the process of developing or revising a vision and mission, the leader always strives to marshal consensus in support of something better: a higher plane of functioning, an elevated sense of motivation and commitment, an organization that is constantly metamorphosing into something better than it was.

            The vision to Partner with Parents has been life changing for my family and for the lives of thousands of families that I am personally and professionally vested in. The climate and the culture of the school is a living and breathing organism and needs to be cared for by the entire organization, patiently with an eye on the future and a pulse on the needs of the present not just for the school, but for the community that we share.

References

Bolman, L. G., & Deal, T. E. (1984). Modern approaches to understanding and managing organizations. San Francisco, CA: Jossey-Bass.

Cruvita. (2016). Top 40 Elementary Schools for Homebuyers in San Diego County, California. Retrieved from http://blog.cruvita.com/top-40-elementary-schools-for-homebuyers-in-san-diego-county-california/?utm_source=16MediaSanDiegoElem&utm_medium=SM&utm_campaign=16Media-SanDiego

Cunningham, W. G. (1982). Systematic planning for educational change. Palo Alto, CA: Mayfield Publishing Company.

Owens, R., & Valesky, T. (2015).  Organizational behavior in education:  Leadership and school reform.  Upper Saddle, NY: Pearson Education, Inc.

Robbins, A. (2016). Brainy Quotes. Retrieved from http://www.brainyquote.com/quotes/authors/t/tony_robbins.htm

Stein, D. (2013). Diana Stein, MA.ED. Retrieved from http://flexforward.wikispaces.com

The Classical Academies. (2014). Retrieved from http://www.classicalacademy.com/about/about/

Sharing Leadership with Others in the School Community to Help Accomplish the Vision

Shared Leadership

Diana Stein

ADMIN/510

July 11, 2016

Russ Cornell

Introduction

CAPE #4:  Sharing Leadership with Others in the School Community to Help Accomplish the Vision

The principal is the visionary of the school. The principal guides and shapes others within the school and the community in their collective understanding to embrace, help build and propel the school vision. The vision of “creating thinkers, communicators, and achievers” at The Classical Academies is only possible through empowering others, inside the school and the entire community, to help accomplish the intermediary goals that will positively affect the school vision as a whole for generations to come.

One of the greatest responsibilities of the principal has is to maintain insight and good judgment in all areas where staffing and scheduling of the school are concerned.
In particular, the principal understands the unique balance between skills and abilities as related to quality instruction, creative autonomy, and professional community building. Ensuring the coordination of the curriculum, consistency in quality of teaching, and motivation of teachers rests on how well the sharing of leadership is balanced with driving the skill and will of the individuals directly and indirectly involved. 

One could argue that it is human nature to feel the need for affirmation of value. Simply said, we all need to know that we're making a positive difference and appreciate having a voice in choice in how we bring our passion to life. Teachers subscribe to this same line of thinking. Therefore, methods of supervision of instruction must empower teachers to maintain authority over decisions related to personal and professional growth. It is key that all choices made by teachers remain focused on positive outcomes that harmonize with the shared school vision of what’s best for the students whom they serve. This blog entry will focus on:

·      Connecting the school vision to shared leadership

·      Communication planning with equal access for all stakeholders

·      Strategies to overcome potential barriers to accomplishing the vision and plans for the organization

·      Identifying resources to build and sustain efforts

Connecting the School Vision to Shared Leadership

School communities vary from one another just as people do. There is no “one size fits all” solution for creating a school vision. The successful principal is keenly aware of this and is skilled in reaching out to several audiences who are connected to the school community including parents, non-parents, senior citizens, teachers, students, business and business leaders, the professional community, labor unions, special interest groups (activists of any sort, religious leaders, etc.), and the “disenchanted bottom feeders” (Uben, 2016). 

The principal in the know understands that he or she reports to the people, and not the other way around. Communication styles vary just as our diverse population does; all information must be equally accessible to all. Everyone needs to understand the school vision if they are going to stand behind it. For this to happen a reliable, measurable, bilateral, and diverse communication system needs to be in place.

Although a group of people may attend the same school this doesn’t predetermine that they share the same values and belief systems. “Old World” mindsets and operating systems don’t fit into our secular society, and don’t work in our public schools today. Uben (2016) explains this phenomenon as “Gemeinschaft (unified) culture vs. Gesellschaft (diversified) culture.” Our diversified culture and complexity of community is naturally reflected within the school system. The principal must communicate clearly and transparently to a wide and diverse audience of people, with equally diverse needs. Harmony and positivity are defined by the school vision. Getting there, however, isn't always conflict free. Differences in belief systems, continuing social problems, helicopter parents, high-stakes testing, and any number of other issues that concern our population also concern the school principal. What we can stand together on is our commitment to our school vision through shared leadership:

Core Purpose
Partner with parents to inspire and educate students

Mission Statement
To partner with parents to encourage each student to think critically, 
communicate effectively, and achieve excellence 
by providing academic options

Vision Statement
To passionately serve, respectfully communicate, and joyfully partner for student success

The Classical Academy (2014)

Communication Planning with Equal Access

Communication within and outside of the school population has never been more readily available, largely due to advances in social media. Social media may be used to describe, analyze, and interpret school experiences via multiple tools and platforms (e.g., Facebook, Twitter, Instagram, SnapChat, mobile devices, desktop workstations, Apple TV, etc.). With so much freedom of speech comes great responsibility; how the school communicates equity issues related to race, diversity, and access for all depends on the steps that are put into place and monitored by the school administration.

Digital Citizenship directs all decisions and behavior in regards to privacy, laws, as well as the perpetuation of a shared, positive school vision. Social media has transitioned from informal chats about “yoga and wedding plans”, into mainstreaming of news communicating everything from school choice to presidential campaigns.

Social media tools also enable greater interaction between principals and all of their stakeholders including fellow educators, the school community, and the world at large. Principals, and all people in positions of influence, are expected to be knowledgeable and savvy in the rules, regulations, and power of digital communication in all of its forms for the safety and protection of all. Purposeful, transparent communication, including equal access for all, is vital for the exchange of ideas, concerns, data, and desired outcomes in order for the school and community to thrive.

Since some web content is not safe for kids or teens, maximum security must be sought after by setting up safety filters and advertisement blockers. Strategies for success in the use of digital tools include:

·      Staff, parent, and student education related to Digital Citizenship

·      subscribing to web trusted privacy and decency tools and applications (e.g., CommonSenseMedia.org, Purify-app.com, BrowserForKids.net, etc.) for filtering Internet related content before it is shared within the school community. 

·      Establishing "Closed Group" social media pages or password encrypted websites for approved members only.

The immediacy of digital communication does not overshadow the intimacy of a handwritten note or a face-to-face meeting. Sometimes a smile is worth a thousand words when support or praise is sincerely communicated. One way to share the good news to promote a positive community vision is for teachers to recognize individual students weekly with a handwritten Praise Postcard.

Additionally, internal communication between the principal and the staff needs to be consistent to build trust and sustained rapport. Changes in programming, curriculum, and scheduling are much easier to absorb and flex with when the element of surprise is removed. Staff members appreciate having advance time to prepare or shift personal plans if the situation calls for it. The Master Schedule is best designed and solidified by the time that the staff is released for summer break in June.  According to Professor Russ Cornell (personal communication, July 6, 2016), "This boosts morale and allows for teachers who wish – to plan ahead…"

Strategies to Overcome Potential Barriers to the School Vision

Potential barriers to positive momentum of building the school vision include time and resources. The school’s greatest resources are the staff, but they are also limited by time and availability. For these reasons, it is paramount that the principal build in time in the Master Schedule for Professional Learning Communities (PLCs) to

actively participate in decisions that affect their own areas of responsibility. According to Trump (1959): 

This includes an expanded role in curriculum and instructional decisions, evaluation decisions, and day-by-day organizing and scheduling functions.
These tasks are most effectively carried out by a team or in a learning
community basis.

One of the most crucial factors in a successful team operation is
adequate planning time and efficient utilization of that time. If at all possible, team planning should occur during the regular school day. Planning should be regularly scheduled; at least two hours per week are needed in a minimum of one-hour blocks. Building an agenda for team meetings needs to be an opportunity for all team members to share in the planning for the team.

Trump outlines five planning tasks, both short- and long-term in nature, to be the responsibility of individual teams. These five steps include:

1.     Goal Setting. One per semester to examine the school philosophy, curriculum guidelines and direction, and identification of goals for the particular group of students that the team is responsible for.

2.     Design Meeting. One per quarter, for each Unit of Study. The purpose of the Design meeting is to select instructional themes and topics and to develop particular Units of Study. Responsibilities are outlined, and calendars are set with target dates, along with methods of student evaluation.

3.     Grouping or Scheduling Meeting. Once every week or two, to outline upcoming activities, define instructional plans, organize student groupings, and build daily/weekly schedule.

4.     Situational Meeting. One per week, or as needed to focus on individual children, particularly at-risk children. Each faculty member is assigned a particular child with daily contact and encouragement built-in. This team- mate is responsible for carrying out team decisions, with team meetings held weekly to evaluate which children need additional support.

5.     Evaluation Meeting. One per quarter to evaluate, analyze, and provide feedback on the effectiveness of classroom instruction. This includes achievement of goals, strengths and shortcomings, and general teamwork during the completion of a major Unit of Study.

Potential barriers to promoting the school’s vision are the naysayers of the group. These individuals may have little or great impact, depending on the level of influence held within the particular school community. One strategy to persuade a naysayer is to gain perspective of this person’s perception through open and straightforward dialog.
Use this meeting to investigate what the primary drivers of discontent are, and aim to build a connection to resolving the conflict with a win-win in mind.

Sometimes simply having the opportunity to be heard has the power to change the direction of a negatively spinning situation or state of mind. At all times it is imperative to keep the students’ needs, the school’s needs, and the school growth plan in primary focus.  The principal's role includes maintaining an active learning environment and leveraging community resources to benefit all children and families.

Meeting the diverse needs of our student population requires flexibility throughout each phase of growth.  For example, carefully constructed and well-communicated course progressions are designed to ensure all students will advance through projected learning stages with ample supports. Additionally, school organization and physical structures (e.g., smaller schools with individualized learning communities) to support student achievement have been built as direct responses to our population expansion in recent years, growing from three to seven campuses over the past seven years.

As the school grows, the principal must keep in mind that change is difficult for most, and few people like surprises. Planning for change and decision making over time that includes all stakeholders will make those changes easier to manage when the time comes to shift direction. Scheduling is no different.

The staff that is included in planning and has voice and choice built in will be much more receptive to the required changes. When this happens mutual respect is gained, making flexibility more natural when it is needed for instructional and curricular needs (Aronson, 2014).  The way that the administration plans for changes reflects the values of the school. This is also reflected in the master schedule and the student/teacher ratio.

Resources to Build and Sustain Efforts

Planning - Guiding Principles

The following are planning steps to consider according to “Master Schedule Guiding Principles, Priorities, Milestones & Metrics” (2013):

·      Establish a set of Guiding Principles, Priorities, and possibly (non-negotiables).

·      (Develop) a commitment to a student-centered, learning-centered master schedule that supports student achievement and equity.

·      (Design and) commit to a master schedule that supports interdisciplinary teaching and learning, including project-based learning and other forms of deeper learning.

·      (Foster) commitment to a master schedule which is also teacher-centered, supporting time for communities of practice (common planning time/collaboration)

·      (Nurture) a commitment to a schedule that ensures equal access to challenging curriculum, heterogeneous academies/pathways, and flexibility for improved instruction.

·      (Adhere to) a master schedule building process that is open, inclusive, transparent, and collaborative. (Example: Rigor, Relevance, Relationships, Results) 

    The principal must continually strive to build parent partnerships and actively engage the community in efforts related to building the school’s vision. Questions for the principal and staff to reflect upon are related to shared leadership and decision-making. Encouraging parents to become more purposefully involved with their children's learning involves creating a welcoming school climate. Self-reflection at scheduled points throughout the year is simplified using this short self-assessment:

This self-assessment is aligned with the standards for principals in Leading Learning Communities: Standards for What Principals Should Know and Be Able To Do, ©2002 National Association of Elementary School Principals.

Partnerships can amass the support, resources, skills, networks, and programs that are useful in helping school counselors provide responsive services to meet the numerous complex needs of the often large caseloads school counselors serve (ASCA, 2010). Partnership programs can also create the environments, relationships, and experiences that reduce risks, build social capital, increase academic achievement and attendance, decrease behavioral issues, enhance school climate, foster resilience, and create developmental assets for children and adolescents (ASCA, 2010; Benard, 2004; Bryan, 2005; Bryan & Henry, 2008; Epstein & Van Voorhis, 2010; Galassi & Akos, 2004).

(Bryan & Henry, 2012, para. )

Bryan & Henry (2012)

Conclusion

            The principal guides and shapes the community’s collective understanding to embrace, help build, and propel the school vision keeping in mind the overarching belief that all students are academically positioned in rigorous content that will best prepare them for college and beyond to become active, productive citizens. All aspects of the school development and direction are based on what is best for increasing student success.

            The master schedule is developed around student needs and district goals.
The school vision at the Classical Academies is “to create communicators, thinkers, and achievers.” Student supports are planned into the scheduling, maximizing instructional minutes of teaching and learning. This includes weekly planning with Professional Learning Communities (PLCs), collaborating with each other, and with our community at large.

            Principals must be skilled at organizing internal public dialogs that are data-driven and organizing external or community-based public dialogs that are data-driven (Simmons, 2016). The principal who leads change by sharing leadership to strive to accomplish the vision is simultaneous empowering school–family–community partnerships, parent involvement, empowerment, social justice, and democratic collaboration. This vision includes more than the school, the parents, and the students. The community plays a vital role in engendering productive engagement of school reform. College enrollment, employment rates, access to higher education and training, promotion, and graduation rates are each propelled through accomplishing a positive school vision.  The cumulative results of these combined efforts are mutual respect and healthy, productive, life-long learning environments for students, staff, and the community.

References

Bryan, J., & Henry, L. (2012, October). A Model for Building School–Family–Community Partnerships: Principles and Process. Journal of Counseling & Development, 90(408), 420. Retrieved from http://web.b.ebscohost.com.contentproxy.phoenix.edu/ehost/pdfviewer/pdfviewer?sid=2ec150aa-cd34-485d-bd89-555c6ef00ac1%40sessionmgr106&vid=1&hid=128

J. Lloyd Trump, Images of the Future, Experimental Study of the Utilization of Staff in the Secondary Schools and the National Association of Secondary School Principals, 1959.

J. Aronson, J. Zimmerman, and L. Carlos, “Improving Student Achievement by Extending School: Is It Just a Matter of Time?” Retrieved on June 21, 2014, from WestEd: http://www.wested.org/online_pubs/po-98-02.pdf

Leading Learning Communities: Standards for What Principals Should Know and Be Able To Do, (2002). National Association of Elementary School Principals.

Master Schedule Guiding Principles, Priorities, Milestones & Metrics. (2013). Retrieved from http://casn.berkeley.edu/resource_files/MS_Principles_Priorities_Milestones_Metrics_District.pdf

The Classical Academy. (2014). Retrieved from http://www.classicalacademy.com/career/

Ubben, G. C., Hughes, L. W., & Norris, C. J. (2016). The Principal: Creative Leadership for Excellence in Schools. Boston: Pearson.

University of Phoenix. (2016). Educational Impact: Community Support Comes from More than Just Parents. Simmons, Warren. Retrieved from University of Phoenix, EDL/510 website.