Center For Leadership In School Reform Inc
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950 Breckenridge Lane Suite 200 Louisville KY 40207 USA
The standard-bearer school district network is a national network of public school districts that use the schlechty center's system capacity standards to assess district and school-level capacity to support change. These districts have committed to using a systems approach to focus on engagement. The emphasis of all work is on transforming school districts from bureaucracies to learning organizations. Schlechty center senior associates and the leaders of districts committed to this network have, together, refined the tools and processes initially conceived for the network in 1998. The result has been a comprehensive set of options for approaching the work that take into consideration the district context and support the work from the boardroom to the classroom.
schlechty center national conferences are organized into three categories: designing engaging student work, designing systems to support the design of engaging work, and leadership development. The target audience for designing engaging work is teachers who learn to use our frameworks to design academic work that is engaging to students and that results in students' learning what is intended. The target audience for designing systems is principals and others who are responsible for creating the conditions to make it possible for teachers to design engaging work. Leadership development conferences are intended for role groups that range from the classroom to the boardroom. Their focus is on redefining roles
the superintendents leadership network was initiated in 1997 by the bellsouth foundation to offer a high-profile response to the need in the southeast for a focus on leadership development in the region's public school districts. The uniqueness of this network lay in its focus on district-level leadership; the network was launched with the understanding that strong school-site leadership, while essential for successful schools and high-achieving students, would last only as long as the school district could support, sustain, nurture, and continually develop that leadership. The sln has since evolved from a regional presence to a national one. Learning from other sectors is a major component of the work of the network. Institutes are held three times yearly, always in different cities and locales in order to take advantage of opportunities to learn from businesses, universities, and inspirational people in other sectors who have lessons to share about leading change and establishing systems to assure a change-oriented organization.
"the academies" - these annual academies are devoted to supporting school leaders who have a deep understanding of and commitment to providing leadership for the core business of designing engaging work for students and leading change. Over 200 school leaders from across the nation were served by the six academies hosted during the year. The curriculum focused on the pursuit of the core business of student engagement. Evaluations by many participants rated the academy as the most important, effective, and rewarding leadership training of their entire career.
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