Curriculum Leadership: Design, Implementation, and Evaluation

Curriculum plays a significant role at school as it guides the structure and process of the teaching and learning experience. Every school will have its unique curriculum, usually guided by the national curriculum, which reflects the school philosophy and guides its strategic plan in teaching. The purpose of this essay is to explore and critique the Early Years Learning Framework(EYLF) curriculum by identifying how this curriculum links to City of Kingston- Edithvale Family and children center’s philosophy and Good Start’s strategic plan.

Curriculums are the roadmaps for schools which provide purpose and direction for administrators, educators, parents, and students. Curriculum typically refers to, “the knowledge and skills students are expected to learn, which includes the learning standards or learning objectives they are expected to meet; the units and lessons that teachers teach; the assignments and projects given to students; the books, materials, videos, presentations, and readings used in a course; and the tests, assessments, and other methods used to evaluate student learning.” (Curriculum, 2015, para. 1) Curriculums may come in many shapes and forms, whether they’re purchased as a package at the school or district level or they’re created or refined by educators and

Being able to develop a culture of collaboration and high student achievement requires rigorous curriculum development at the school and district levels. Curriculum and instruction work together to enhance student learning. Curriculum revolves around what is taught in school and instruction centers around how something is taught. (Sorenson, 2011, p. 32-35) To be more specific instruction can be defined as, “the strategies, techniques, materials, media, and place where the curriculum is implemented in schools.” If instruction, or the how, of a teacher does not match up to the curriculum, or the what, then student achievement will suffer. Vertically and horizontally aligning curriculum with the instruction that is happening within the classroom and school will in the end lead to greater student achievement which will be reflected on student assessments. (Sorenson, 2011, p.

In today’s standardized public education, pacing guides are becoming the backbone of teachers’ professional lives. According to Bauml (2015), “the notion that schools should provide teachers with curriculum materials to inform instruction has been around for centuries”. In this curriculum leadership platform I will discuss how these circumstances limit teachers’ autonomy and how do I, as a curriculum leader, “enable faculty and staff to work as a system focused on student learning”.

Curriculum, as stated by Glickman (2014) “is the what of instruction”. Additionally, Ornstein and Hunkins, (as cited by Glickman, Gordon and Ross-Gordon, 2014) have listed the elements of the curriculum and they “are sequence and continuity, scope and balance”. The mastery with which a teacher can incorporate the elements of the curriculum in instruction is categorized by levels. The levels of teacher involvement in curriculum implementation are described and exemplfied

For this program outcome I chose my curriculum analysis paper from CUR 512, Curriculum Analysis and Planning. In this course we defined curriculum, the aspects that are considered when writing curriculum, the theoretical perspectives found within curriculum, and the goals of the curriculum. By writing this paper, I was able to focus in on a unit that I teach in third grade social studies to get a full picture of the curriculum. I was also able to see the complex issues surrounding the curriculum that I never previously noticed.

The following information was gathered during a discussion with Dr. Clayton Mork from the Crescent School District. He shared his personal view of the role of an instructional leader. Also his view of how instructional leadership practices relate to student achievement. Dr. Mork shared two instructional leadership actions and outcomes he implemented at Crescent School District related to student achievement. Dr. Mork also explained his philosophy of curriculum development regarding involvement of teaching staff.

With the data gathered, curriculum makers may gain deeper insight as how to design and plan the curriculum that the students will know about the curriculum before they enrolled.

The major emphasis in education for the 21st century is on data driven accountability measured by student performance on standardized testing. National and state expectations require students to demonstrate mastery of curriculum objectives. Instructional objectives are the focus of the building principals to show measurable student progress. The improvements are evaluated based on data and monitoring of the curriculum.

The Leadership Team will then need to meet with all literacy, math, and CTE teachers to develop skills for lesson planning that is aligned to the curriculum. If the curriculum is not aligned the integration will not be successful. Teachers must be willing to collaborate with one another to stay on track with the lesson plans. Curriculum maps serve as an effective tool to ensure teachers are incorporating academic standards in the lesson plans and how often they are used (Grams, Hebert-Giffin, 2011).

An effective school leader possesses skills to create, implement, evaluate, improve and share a staff development plan. I met with Ben Rhodes, Sandy Creek Middle School’s principal, to interview him on the specific elements of his yearly staff development plan. We began with the design process focusing on the district and school goals. District goals include improving literacy across the content areas in reading and writing, Guaranteed and Viable Curriculum (GVC). Guaranteed and Viable Technology (GVT), and Closing the Achievement Gap (Equity in Excellence). Using a variety of assessments to focus on specific needs, Ben Rhodes and Mary Sonya, our Pupil Achievement Specialist, examined CSAP, Explore, MAP, and RAD data. They use the

Developing a curriculum is a difficult process, moreso when an educator has to keep in mind the number of students they are trying to reach. At the secondary level, it is not uncommon for a teacher to be responsible for 150 or more students. Each of these students presents a unique and trying task for educators who want to help students learn. Students have different modalities for which they gain knowledge, and it is the teacher’s job to engage those

A curriculum is any planned educational experience. Ideally, the learning objectives should incorporate the acronym “SMART”: Specific, Measurable, Attainable, Relevant, and Targeted to the learner. Systematic Curriculum and Instructional Development (SCID) is a successful model for curriculum development customized to complement the needs of career and technical educators as well as business and industry trainers. It has five phases: design, development, implementation, evaluation. Since curriculum reflects the models of instructional delivery chosen and used, some might indicate that curriculum could be categorized according to the common psychological classifications of the four families of learning theories “Social, Information Processing, Personalist, and Behavioral” as defined by Cortes (1981). Cortes

Effective school leadership today must combine the traditional school leadership duties such as teacher evaluation, budgeting, scheduling, and facilities maintenance with a deep involvement with specific aspects of teaching and learning. Effective instructional leaders are intensely involved in curricular and instructional issues that directly affect student achievement (Cotton, 2003). The writer of this paper acknowledges that school principals should play the role of instructional leaders, not just a school manager. The reality is that are many demands on a principals time and management skills making it difficult for most of them to spend time in classrooms, when performing teacher evaluation. Principals often make sure that teachers

The concept and practice of teacher leadership have gained momentum in the past two decades. Teachers are assuming more leadership functions at both instructional and organizational levels of practice. Empirical literature reveals effects of teacher leadership practice, teacher leader characteristics, and conditions that promote and challenge teacher leadership.