Early reading success is the foundation of a student’s knowledge and self-esteem. The foundation also provides future opportunities for growth. Students must learn to read proficiently so that they are able to learn more in future grades, post-secondary schools, and the workforce. Beverly Tyner’s Small-Group Reading Instruction: A Differentiated Teaching Model for Beginning and Struggling Readers states “In the United States, which offers few career opportunities for the illiterate, teaching children to read proficiently is the most important single task in education.” (Tyner, 2009). Beverly Tyner created the Small-Group Differentiated Reading Model which incorporates research-based strategies for teaching beginning reading skills and skills
he most fundamental responsibility of schools is teaching students to read. Indeed, the future success of all students hinges upon their ability to become proficient readers. Recent scientific studies have allowed us to understand more than ever before how literacy develops, why some children have difficulty, and what constitutes best instructional practice. Scientists now estimate that fully 95 percent of all children can be taught to read. Yet, in spite of all our knowledge, statistics reveal an alarming prevalence of struggling and poor readers that is not limited to any one segment of society:
Our political leaders struggle to understand the impact they have on the policies they put into place to improve public education. We see mandates that are unfunded and have a significant impact on a school district’s budget. Special education continues to be an area rich with policy and yet additional dollars are not included in the decisions made for implementation. Title one funding is an area that falls into a blurry area of policy for school districts. In our district, we have policies for fiscal responsibility in our spending procedures and yearly audits to be sure we are spending our money in a proper way.
In corporate America, the expectation for a CEO is to increase profits and to project a positive public image for the corporation. The role of the 21st century public school Superintendent often mirrors that of a corporate CEO. The superintendent is responsible for a multi-million-dollar budget, the management of a large employee pool, and the expectations for high stakes profits are in the form of standardized assessment scores. Just as the CEO is expected to produce an increase in profits, the school Superintendent is accountable for, and is expected to produce, a yearly increase in test scores.
As the newly promoted director of student achievement for Washington, D.C Public Schools, I am fully committed to the expansion of current program offerings as well as the creation of additional programs. To achieve this, I will make use of the principles learned in my graduate budgeting course to assess the current financial situation, plan the department’s future direction, create and implement the new annual budget, and lastly, evaluate the success of the programs and the budget in preparation of repeating these steps.
Closing the achievement gap is not an easy task. However, education leaders have a moral obligation to create a system of student supports and a belief system in which all students achieve beyond the standards. A superintendent's belief system and passion need to extend outward. As you move your institution toward the goal of everyone passionately believing, as a district leader, you only hire teachers, administrators, secretaries, bus drivers, custodians and all staff members who believe this as deeply as you do. By doing this, you begin to change the culture of your institution be it a school or an entire district.
If the current system not the administration calculates that the annually will increase as a chance to reinforce the district where it needs the assistance. While increased funding not necessarily equate to improvements in student performance, it’s funding and where it is clearly needs to be addressed. Ambitious effort to lift student achievement and, fundamentally, to undermine the idea of public
Every school district has board meetings throughout the school year. Unfortunately, many parents, community members, & school personnel do not attend such important meetings because they don’t realize or understand the importance of such board meetings or how informative they can be. According to Kankakee School District (2017), the Kankakee School District Board of Education is composed of seven elected members, who were elected by the citizens of Kankakee to serve a four-year term that do not receive no salary for they services, are committed to ensuring a quality of educational excellence that will enhance the opportunities and challenges facing today’s student and additional responsibilities that board members include are selection of the District superintendent, developing general polices according to wishes of the community and requirements of law, hiring school personnel based upon recommendation of the Superintendent and the Assistant Superintendent of Personnel, adopts salary schedules, approves funds to finance school operations, must adopt and review the annual operating budget for the District, and setting the property tax levy to produce adequate funds to meet the District’s financial needs ranks among the responsibilities of the Board of Education (Retrieved from https://www.ksd111.org/domain/68). For this paper, the Kankakee School District board meeting will be used, information learned from board meeting, use of
State departments of education must be able to build capacity within their state by providing districts the essentials for developing a clear vision of what their schools’ futures entail, and the necessary components of professional development for leadership and teachers to create their own goals at the local level. Once this is accomplished, states need to hold the districts and local levels accountable, including themselves.
At a town hall meeting during the March 11th California Association of African-American Superintendents and Administrators (CAAASA) annual conference, panel members openly spoke about the transformation to the way California would fund education for the nine million public school students it serves. This panel discussion offered various stakeholder viewpoints around the Local Control Funding Formula and the Local Control Accountability Plan. Each member of the panel contributed honestly about LCFF and LCAP as it relates to the states vision of moving forward in trying to close the achievement gap for all students.
Funding for special education students is, and historically, has always been, a complicated issue. Most people believe the federal government funds special education in the United States. “Understanding Special Education Funding” (2009), states that, on average, most states estimate that the federal government provides less than 15% of the money needed to fund special education services. This, in turn, leaves local school systems responsible for funding the remaining portion of special education services. This paper examines the history of special education laws and funding, the wide variance of funding that exists from state to state, and the problems created by a lack of funding.
Special education costs, although necessary to provide an appropriate education for needy children, continue to rise. I have been very successful in creating programs in my districts in order to bring students back from out-of-district placements. This year alone, we were able to educate over two students back in
As we review and synthesize data of a district for planning school improvement, the following information is needed to access and determine the needs of a school. First, a thorough analysis of performance data must be reviewed to see how school districts measure up with state and federal accountability. During this process, it is very important that schools focus the performance indicators that will guarantee growth and success. School teams must refer to the districts mission and vision to guide the planning process. The performance indicators will provide data that will be beneficial in creating improvement strategies. So, after careful evaluation of the data, the next step would be to plan effective methods and strategies that will improve student achievement. Moreover, this plan should include needs, demographics and opportunities for students to be successful. Additionally, the baseline data is important information to include in the improvement plan.
Of the 27 programs evaluated, six showed strong indication of effectiveness and five had moderate evidence of effectiveness. The results for these programs were on language, literacy and/or phonological awareness. For some of the studies the significant effects were seen at the end of preschool (Direct Instruction, Interactive Book Reading), and for others at the end of kindergarten (Curiosity Corner, ELLM, Ready Set Leap!) (Johns Hopkins University, 35). It is programs that actually show results that improve academic and cognitive strength. That is why it is important to support and fund programs like these.