Deck 1: Leadership Capacity Domain
The Pacific East District developed and implemented systems which provide experiences that have a positive impact on cultivating and improving leadership effectiveness, as evidenced by:
Establishing a professional learning plan, process, and system for leadership development
Providing opportunities for leadership development and collaboration
Creating systems of evaluation and support to identify areas of growth to foster development of school leaders
The Pacific District uses their allocation of funds to provide clear, consistent, and equitable support to lead to leadership growth and improvement.
The Continuous School Improvement (CSI) Network provides opportunities for CSI teams to engage in professional learning, share best practices and collaborate on methods to improve schools. The Continuous School Improvement Network supports leadership development by providing learning and collaborative opportunities for school leaders in relation to continuous school improvement. This work has led to improvement in school performance in our Pacific East District Internal Review Visits (IRVs).
The Pacific East District monitors leadership growth and performance through the DOD Performance Management and Appraisal Program (DPMAP). The Department of Defense Performance Management and Appraisal Program (DPMAP) aligns with standard 1.9 as it serves as the professional evaluation system within DoDEA.
The DPMAP process provides professionals within DoDEA with performance elements aligned with expectations regarding their role. Evaluators engage in beginning-of-the-year, middle-of-the-year and end-of-the-year meetings with each educator. The implementation of the DPMAP process across DoDEA has led to a cohesive and consistent process for evaluating administrators across the Pacific East District.
INSERT TEXT The DoDEA Learning Walkthrough Tool (DWLT) provides administrators and educators with guidelines and expectations regarding instructional practices. Administrators are expected to engage in five learning walkthroughs each week and participate in learning walkthrough calibrations with other administrators, Center for Instructional Leadership coaches, and Instructional Systems Specialists. This has led to improvements in understanding DoDEA LWT indicators and an increase in completions of learning walkthroughs.
The Interactive Customer Evaluation (ICE) system is a means for all stakeholders to provide anonymous or named feedback regarding DoDEA, the Pacific East District, and schools. Comments received from the ICE system are provided to relevant stakeholders and a response is given. Action is taken to correct any identified problems within five days. Praises are highlighted and celebrated within the district. The Pacific East District has increased our responsiveness to ICE comments from stakeholders.
Internal Review Visits (IRVs) within the Pacific East District align with the district purpose statement as they are the method in which the Pacific East measures administrator impact on the continuous improvement process of their school. The IRV process, which happens on an annual basis, provides the district with insight into areas of growth for school administrators. Schools provide their progress toward four district-selected Cognia Standards focusing on continuous improvement (1.3), differentiation (2.7), assessment (2.11), and professional learning (3.2). Results from the Internal Review Visits suggest growth in school administrators’ understanding of the continuous improvement process; as the district built capacity and administrators were able to participate in more IRVs across the district, IRV results improved.
The Pacific East District Leadership Development provides administrators with a variety of learning opportunities to develop their professional practice. Professional learning opportunities for leaders include leadership summits, complex huddles, CSI Networking Days, CSI Complex Days, Leadership Meetings, (principals and assistant principals) and coaching opportunities.
Improvements in leadership development can be evidenced through the professional learning evaluation process used by the Pacific East District, which uses the Kirkpatrick Model of Evaluation. These opportunities provide results, behavior, learning and participant reaction to professional learning. Results have demonstrated a positive impact of professional learning on leadership capacity and school achievement.
The Pacific East District developed the Levels of Support as a means to determine resource allocation regarding support for schools, which aligns with the Pacific East District purpose statement by providing a framework for structured and strategic support for schools. The Levels of Support, while a new system, has led to alignment within the district office regarding methods of supporting schools, as evidenced through the calendar and ISS travel planning.
The Master Calendar aligns with the Pacific East District continuous improvement process by outlining professional learning and internal review visits in the district.