Chapter+9+Group+Case+Study

For this case study we need to watch the 2 YouTube videos on the New Orleans school and write a respone based on ISLLC standards 1, 3, and 4. This time we need to make sure we reference the substandards. Let's try for atleast 2 comments each. I would like to have this completed by Sunday if that is feasible.


 * __ISLLC 1: Vision__**

1. Superintendent has high expectations for teachers which is obviously great, however his follow through on his vision was lackluster. (ISLLC 1.1a and 1.3b) 2. Superintendent is upbeat and optimistic for the future of the school system (ISLLC 1.3a). 3. New checklist for new curriculum development was established (ISLLC 1.3b and 1.4b). 4. Implementing more technology usage in the classroom by providing more resources (ISLLC 1.3b). 5. Super. Discussed goals for the school system to teachers through an energetic presentation (ISLLC 1.2c and 1.3a) 6. Super. Wants to use education as a vehicle to do good (ISLLC 1.2b) 7. Highlighted the testing statistics of 80% fail rate in Math and 88% fail rate in Reading as key points and areas needing improvement (ISLLC 1.3b, 1.2b) 8. Super. Believes in "low-student-to-teacher-ratios" (ISLLC 1.2b and 1.3b) 9. The new superintendent is a firm believer that "staff collaboration is a must" (ISSLC 1.3b) 10. In applying ISSLC 1.1d, the superintendent took the district's vision for reopening schools in a dynamic fashion, and he mobilized community resources to support that vision. (Dynamic speaking ability drew the community in, so he articulated the vision and brought people on board ...) 11. The superintendent works hard to include the community(parents), students, as well as the faculty/staff in the school district vision(ISSLLC 1.2c, 1.3a) 12. Many faculty/staff had not bought into the vision of the superintendent, enough was not done to include them in the vision(1.1) 13. Creates high expectations, through statements to new teachers. For example, "If you set the bar high, the higher students will perform." (ISLLC 1.1a)


 * __ISLLC 3: Management__**

1. (Negative) The Super. left Philadelphia schools in shaky financial standing. Thus some New Orleans residents/staff are concerned about resource managment (ISLLC 3.1b and 3.1c) 2. Many of the New Orleans schools are in disrepair (ISLLC 3.1 b, particularly safety for the students) 3. The new Super. has made major financial investments in technology (ISLLC 3.1c, 3.3a, and 3.3b) 4. The computerized scheduling software in use creates problems for student schedules (ISLLC 3.3c) 5. Uses staff resources to maintain low teacher-student ratios (3.2b) 6. Half of the staff in some New Orleans schools are 1st year teachers, therefore staff development and a mentoring program are necessities (ISLLC 3.1c, 3.2a) 7. Since many of the repairs the superintendent promised would be made by the first day of school weren't made (i.e. windows), he did not effectively manage his time. (ISLLC 3.1c) 8. The fact that some of the veteran teachers said they'd 'believe it when they saw it' about some of the superintendent's promises, he didn't appear to be involving staff enough. (ISLLC 3.2a) 9. The questions over whether or not the laptop program for high school students was a good idea or not were raised by faculty/staff and parents alike.(ISLLC 3.1c, 3.3a, and 3.3b) 10. Vallas created a checklist for all employees and parents of goals for the new school year. (3.2 a and 3.2 b)


 * __ISLLC 4: Community__**

1. The new Super. is described as being "engaging with the local community" (ISLLC 4.1a and 4.1d) 2. The new Super. believes that the schools and staff should immerse themselves in the local community to meet community needs (ISLLC 4.2a) 3. A lot of the New Orleans students are in poverty (ISLLC 4.2c and 4.2d) 4. A checklist for educational improvement/achievement is given to the parents (ISLLC 4.1b) 5. Dr. Vallace (Super.) was seen by some staff as being naieve or "brighteyed" when it comes to New Orleans culture and his desire for the school system's success (Lack of ISLLC 4.1f and 4.2d knowledge) 6. A lot of New Orleans parents are excited about the direction of the school system and what it can offer their children (ISLLC 4.1d) 7. Obviously, the excitment Vallas was exhibiting was catching ... just as in 'articulating his vision' he energized the community, he was bringing them together (ISLLC 4.1a) 8. In turning around other school systems, Vallas was using effective marketing strategies (ISLLC 4.1d) 9. Working with the media (thus the CNN video we watched), Vallas was pulling in the community by using the media (ISLLC 4.1h) 10. The superintendent is encouraging teachers to use their influence to be "civil rights leaders." (ISLCC 4.2 a and 4.2 b)