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Effects of the no child left behind act
Effects of the no child left behind act
Effects of the no child left behind act
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Harriet Alverez is experiencing a rough start in her new role as Assistant Superintendent of Management Services in the Wildwood Unified School District. What seemed like a great opportunity to work in both the education and business realms, has turned out to be considerably more challenging than she had expected. There are several causes of her unforeseen stress including Congress’ passage of No Child Left Behind, an inflexible and opinionated leadership cabinet, limited to no guidance, and her own inexperience. Each of these has led to a crucial juncture for Harriet in her first year in her new role. With the passage of No Child Left Behind the Wildwood School District assumed that an increased flow of federal funding would follow. The school district, under Harriet’s predecessor, estimated the new federal funding to be near $1,000,000 dollars. While they correctly estimated the amount of money, what they did not expect was that some of the money would be earmarked for specific kinds of spending. A sizeable chunk of that $1,000,000 had to use for afterschool programs, or summer tutoring. The school district had already used this money to hire in school coaches for the school year, and their salaries were to be paid with the money the district now had to spend on supportive services. This has led Harriet to her first major crisis as …show more content…
She is scolded as if she had been deceptive. She is told statistics about the benefits of coaching, which she later deems unfounded. She is enlightened about the collective opinion of the school board not to use reserve funding for coach salaries and given advice to spend the money for coaches anyway, and file suit against the federal government. Combine all this with Harriet’s being unprepared for the level of resistance, and candor and you have the circumstances surrounding Harriet’s
Susan Potter was hired by Lightville Community School District as the new middle school principal. Her employment began a year before the school opened which gave Ms. Potter the opportunity to oversee construction, hire staff, and determine extra-curricular programs. She also determined curriculum and instructional practices. Ms. Potter was a visionary leader; her goal, as an administrator, was to unite her new team and involve the parents of her students. She formed a committee and asked them to develop the schools vision, mission, and values. While she intended to be a member of the committee, she did not want to chair the committee. She did provide a brief overview of how the group
The major concepts of this article relate to the ineffectiveness of school leadership programs. Arthur Levine found that a majority of the programs were inadequate. He noted four areas in which these programs lacked efficiency. These areas of concern were the rise in off-campus low quality programs, weak research-intensive universities that are working towards awarding doctoral degrees in administration, competition for students is causing lowered program quality and admission criteria, and the fact that state and local school districts are adding to the problem by salary incentives for advanced degrees. Levine noted several major issues that affect school administration programs. First, he revealed that many people who had finished these programs agreed that the curriculum was irrelevant; they said that it did prepare them to deal with "on-the-job issues." Second, the issues of low admission and graduation standards were addressed. The study illustrated how many schools lower their standards to increase admission and create tuition "cash cows." Third, he discussed the issue of these schools having weak faculties.
According to Blase, Blase, and Phillips (2010) educational leaders in high preforming schools effectively balance administrative and instructional leadership and provide stability, predictability and support. The current paradigm of educational leadership is management of facility, budget, school safety, and student discipline. Administrators must place more emphasis on methods to balance the responsibility of instructional leadership. It will require effective leadership characterized by their ability to redesign their schools into an effective organization. This can be done by a leader’s willingness to take risk. Risk taking would involve the leaders’ commitment to work collaboratively with teachers to set school wide and classroom goals suited to meet the unique needs of the students. It would require educational leaders to refuse to adopt a manufactured educational program but to make a commitment to their students and teachers to create a learning environment that is unique and relevant. Educational leaders would evaluate teachers on the effectiveness of their instructional practices. Each teacher would be held accountable for data that supports the need for goals developed for their classroom and methods used to track progress, use of instructional strategies, how assessment will be incorporated to drive instruction and monitor learning, and the effective use of assessment
I reviewed the Administrative Performance Evaluation for the Principals of the Wharton School District. This evaluation benefits the Principal by:
Her position as Chancellor of the Washington, D.C. public schools allowed her to make waves in education. As a young and inexperienced reformer, Michelle created multiple enemies by cutting a great deal of jobs. Her ambitious plan on how to lessen the achievement gap and the dropout rate encountered in Washington D.C. included rating teachers. Furthermore, she wanted to fire the ineffective teachers and give a pay increase to those who are effective. However, incompetent educators are not the sole component that is influential to the schooling crisis, it is not easy to terminate a teacher 's position. If Rhee’s plan were to work, there would be no more tenure, in other words job security for the educators, and she would have to go up against the
They were not capable of surviving on their own without white guidance (Boston). Dr. Flint, the master over the plantation where Harriet Jacobs lived showed a great example of paternalism. He cared for Harriet but in a possessive way to which he continuously sought the woman for his personal needs. For Dr. Flint, the slaves he owned should be grateful towards him and be willing to do what he asked with no rebuttal. This wasn’t the case with Harriet.
Dr. Joshua Englehart is an assistant superintendent in the Warren School Division. At the time of writing the article he had 14 years experience in the field of Education. He also worked for the LC Educational Service Center as a member of the State Education Support Team. In this capacity he worked with the staff in the district on continuous improvement plans. Dr. Englehart holds a Masters in Curriculum and Instruction, Educational Special degree in School Administration and Doctorate in Urban Education Learning and Development from Cleveland State University. Through his experience he is more than qualified to write this
I interviewed Lewis Whitaker, Principal of Monticello High School (MHS). MHS has 1 assistant principal, 20 teachers, and 268 students’ grades 7-12. The school classified employees include: 5 kitchen staff, 3 custodians, 3 Special Education aides, 1 library media teacher, 2 computer/techno teachers, and 2 office assistants. Four of the twenty teachers have less than ten years’ experience.
As a public school superintendent and educational leader, one routinely is required one to wear many hats and take on various responsibilities. One responsibility of paramount importance communicating the focused mission of the school. Another responsibility is to unfold the academic standards of excellence of the educational institution and advance the academic competitiveness of the Academy of Notre Dame. My experiences in achieving these responsibilities have been vast and range from developing curriculum, instituting highly academic programs which surpass national standards, public relations, budgeting and creatively communicating to all of the stakeholders of the school district.
In February 2010 Chicago Public Schools (CPS) reported their shockingly large budget deficit which will affect the 2010 / 2011 school year. The decreased state funding, increased salary and benefit costs, and the increase of operational costs for Chicago Public schools leaves a deficit of $700 - $900 millions dollars. This deficit of funds will have drastic affects on teachers including teacher and staff layoffs, school closings, and loss of teacher benefits. More importantly the effects of budgetary issues hits hard on our students’ increase the inequities of especially poor urban schools. These children have nothing to do with poor management of the funds for their basic right of an equal and highly performing education. There are an increased number of dilapidated school buildings, an increased number of charter schools, and a loss of afterschool programs such as music and sport activities, minimal school supplies, no transportat...
In Harriet Jacobs Incidents in the Life of a Slave Girl, the author subjects the reader to a dystopian slave narrative based on a true story of a woman’s struggle for self-identity, self-preservation and freedom. This non-fictional personal account chronicles the journey of Harriet Jacobs (1813-1897) life of servitude and degradation in the state of North Carolina to the shackle-free promise land of liberty in the North. The reoccurring theme throughout that I strive to exploit is how the women’s sphere, known as the Cult of True Womanhood (Domesticity), is a corrupt concept that is full of white bias and privilege that has been compromised by the harsh oppression of slavery’s racial barrier. Women and the female race are falling for man’s
In the U.S., the federal role in education is limited because of the Tenth Amendment, most education policy is decided at the state and local levels. A record number of schools are receiving failing grades, children are being bused to better performing school, and quality teachers are let go. The schools are struggling to meet the requirements even with interventions. The interventions put in place are not improving the students’ performance and preparing them for the future. In this paper, I will discuss the history of the federal government’s involvement in education, the need for a new law or revision, the president’s role, and opposition of the new bill.
All throughout the United States for the past several years, states are “hurting because of falling state revenues,” (Emeagwali), and schools are trying to cope with tremendous budget cuts that are resulting in less funds provided for educational services. These cuts are putting pressure on everyone invested in the education system, including students, teachers and any other administration within them (qtd. in Johnson 2), and the reduced budget is not solely affecting any particular level of schooling either. All levels of education, ranging from primary learning to advanced, have been affected (Emeagwali). Additionally, it is not just one or two states having to adjust their budgets; by 2002, “at least 40 states [had] been forced to consider budget cuts,” and these cuts have taken their toll on the amount of funding designated towards educational opportunities (Feldman). As pressures hit hard on state governments, a rise in educational budget cuts has resulted in deleterious effects on the level of education provided to students. As a result, researchers and infuriated teachers and parents have begun supporting education as it is ignored by government administration.
Although I was being groomed for school administration, I instead became a leader with our teachers’ association, realizing that it was in this arena where I could affect greater change. Like many school districts, St. Mary's County Public Schools (with its 17,000 students) was unable to meet their obligation to fully fund teacher salaries as promised in the negotiated agreement. Through an e-mail campaign, rallies, press conferences and a series of interviews with newspapers such as the Washington Post, I began and managed a job action called “Back to Basics.” The job action successfully educated the public and our local politicians on the budgetary shortfalls that our school system had faced for several years. During this job action, I was elected to our local association’s board of directors and was recognized by our state and national education associations for my efforts in St. Mary's County. Thanks to the support of our community leaders, St. Mary's County Public Schools is now fully funded and is the only school system in the state of Maryland that has been able to meet its contractual obligations, where many of the surrounding counties have been unable to support teacher raises for the last five to eight
In the last two years I gained an insight in how to lead a department successfully and I made notable contribution to the development and implementation of practices for the subject and whole school policies. Since last September I take part in the head of department meetings on behalf of my current head of department. During these meetings I keep the head teacher as well as the other head of departments informed about current issues and plans in the MFL department and I define the MFL department position when it comes to discussing issues which affect all departments.