Cognizant Technology Solutions Corporation has flagged the Principal Infra Developer job as unavailable. Let’s keep looking.

The Principal is the chief administrative officer of the school and is directly responsible to the Superintendent of Schools, working under the School Committee policies and the laws of the Commonwealth of Massachusetts. The Principal is in charge of all personnel and students in the building and is responsible for the management of the school and the improvement of the instruction offered. In this position the Principal is responsible for many services in the school and community. The Principal is the visionary and equity-focused leader that builds an inclusive and welcoming school environment. The Principal is responsible for the implementation of the state standards and anti-racist competencies. The Principal is held accountable for the following standards:

Standard I: Instructional Leadership. The education leader promotes the learning and growth of all students and the success of all staff by cultivating a shared vision that makes powerful teaching and learning the central focus of schooling.

  • Indicator I-A. Curriculum: Ensures that all teachers design effective and rigorous standards-based units of instruction consisting of well-structured lessons with measurable outcomes.
  • Indicator I-B. Instruction: Ensures that instructional practices in all settings reflect high expectations regarding content and quality of effort and work, engage all students, and are personalized to accommodate diverse learning styles, needs, interests, and levels of readiness.
  • Indicator I-C. Assessment: Ensures that all teachers use a variety of formal and informal methods and assessments to measure student learning, growth, and understanding and make necessary adjustments to their practice when students are not learning.
  • Indicator I-D. Evaluation: Provides effective and timely supervision and evaluation in alignment with state regulations and contract provisions, including:

1.Ensures that educators pursue meaningful, actionable, and measurable professional practice and student learning goals.

2.Makes frequent unannounced visits to classrooms and gives targeted and constructive feedback to teachers.

3.Exercises sound judgment in assigning ratings for performance and impact on student learning.

4.Reviews alignment between judgment about practice and data about student learning, growth, or achievement when evaluating and rating educators and understands that the supervisor has the responsibility to confirm the rating in cases in which a discrepancy exists.

  • Indicator I-E. Data-Informed Decision Making: Uses multiple sources of evidence related to student learning, including state, district, and school assessment results and growth data, to inform school and district goals and improve organizational performance, educator effectiveness, and student learning.

Standard II: Management and Operations. Promotes the learning and growth of all students and the success of all staff by ensuring a safe, efficient, and effective learning environment, using resources to implement appropriate curriculum, staffing, and scheduling.

  • Indicator II-A. Environment: Develops and executes effective plans, procedures, routines, and operational systems to address a full range of safety, health, and emotional and social needs of students.
  • Indicator II-B. Human Resources Management and Development: Implements a cohesive approach to recruitment, hiring, induction, development, and career growth that promotes high-quality and effective practice.
  • Indicator II-C. Scheduling and Management Information Systems: Uses systems to ensure optimal use of time for teaching, learning, and collaboration.
  • Indicator II-D. Laws, Ethics, and Policies: Understands and complies with state and federal laws and mandates, school committee policies, collective bargaining agreements, and ethical guidelines.
  • Indicator II-E. Fiscal Systems: Develops a budget that supports the district’s vision, mission, and goals; allocates and manages expenditures consistent with district/school-level goals and available resources.

Standard III: Family and Community Engagement. Promotes the learning and growth of all students and the success of all staff through effective partnerships with families, community organizations, and other stakeholders that support the mission of the school and district.

  • Indicator III-A. Engagement: Actively ensures that all families are welcome members of the classroom and school community and can contribute to the classroom, school, and community’s effectiveness.
  • Indicator III-B. Sharing Responsibility: Continuously collaborates with families to support student learning and development both at home and at school.
  • Indicator III-C. Communication: Engages in regular, two-way, culturally proficient communication with families about student learning and performance.
  • Indicator III-D. Family Concerns: Addresses family concerns in an equitable, effective, and efficient manner agreement.

Standard IV: Professional Culture. Promotes success for all students by nurturing and sustaining a school culture of reflective practice, high expectations, and continuous learning for staff.

  • Indicator

IV-A. Commitment to High Standards: Fosters a shared commitment to high standards of teaching and learning with high expectations for achievement for all, including:

1.Mission and core values: Develops, promotes, and secures staff commitment to core values that guide the development of a succinct, results-oriented mission statement and ongoing decision making.

2.Meetings: Plans and leads well-run and engaging meetings that have clear purpose, focus on matters of consequence, and engage participants in a thoughtful and productive series of conversations and deliberations about important school matters.

  • Indicator IV-B. Cultural Proficiency: Ensures that policies and practices enable staff members and students to interact effectively in a culturally diverse environment in which students’ backgrounds, identities, strengths, and challenges are respected.
  • Indicator IV-C. Communications: Demonstrates strong interpersonal, written and verbal communication skills.
  • Indicator IV-D. Continuous Learning: Develops and nurtures a culture in which staff members are reflective about their practice and use student data, current research, best practices and theory to continuously adapt instruction and achieve improved results. Models these behaviors in the administrator’s own practice.
  • Indicator IV-E. Shared Vision: Continuously engages all stakeholders in the creation of a shared educational vision in which every student is prepared to succeed in postsecondary education and become responsible citizens and community contributors.
  • Indicator IV-F. Managing Conflict: Employs strategies for responding to disagreement and dissent, constructively resolving conflict and building consensus throughout a district/school community.

ANTI-RACIST LEADERSHIP COMPETENCIES

Eliminates racial gaps within the school or district in student access, opportunities, and outcomes so that all children experience high-quality, rigorous and culturally relevant, grade-level instruction.

  • Acknowledges and reflects on the historical and social role of schools and schooling in perpetuating causal inequities due to individual and systemic racism.
  • Continually provides educators with access to current research; pedagogical content knowledge; and capacity to recognize, challenge, and actively eliminate racial bias in the classroom.
  • Continually uses current research; pedagogical content knowledge; and capacity building to recognize, challenge, and eliminate racial bias in the school or district and in one’s own leadership practices.
  • Continually engages families and students to provide feedback on their experiences in school and to continue to recognize, challenge, and promote anti-racism in the school experience.
  • Ensures curriculum is high-quality, standards-aligned, rigorous, and culturally responsive for all students, especially Black, Hispanic/Latino, Asian, Indigenous, and Multiracial students, and provides professional development to support educators to skillfully implement curriculum. High-quality curriculum exhibits a coherent sequence of target skills and understandings that is standards-aligned and culturally responsive.
  • Ensures educators are held accountable to implementing evidence-based, culturally responsive instructional practices through observation and feedback.
  • Continually commits to recruiting, developing, and retaining a greater percentage of Black, Hispanic/Latino, Asian, Indigenous, and Multiracial educators, while elevating their voices and perspectives in daily and critical decision-making; and supports all educators to contribute to the development of an anti-racist school/district culture. This includes actively dismantling barriers that prevent Black, Hispanic/Latino, Asian, Indigenous, and Multiracial educators from being supported and successful.
  • Designs, implements, and monitors ongoing professional learning for all educators that builds educators’ cultural competence and sociopolitical awareness and results in improved outcomes and experiences especially for Black, Hispanic/Latino, Asian, Indigenous, and Multiracial students.
  • Holds all staff accountable to measurable outcomes that reflect anti-racist practice, and builds capacity for other school/district educators to lead aligned professional learning opportunities.
  • Allocates human and fiscal resources based on need to promote equity, recognizing that the “equal” distribution of resources is not enough within the context of historical and structural racism that is present in our education system.
  • Actively acknowledges, develops, and sustains family partnerships in ensuring positive outcomes for students by analyzing current practices, while collaboratively monitoring existing outreach initiatives and redesigning structures that perpetuate racial inequities. Builds all staff’s skills in meaningfully collaborating with families, students, and the broader community.
  • Builds allyship with community organizations, educators, and other school/district leaders to collectively work toward antiracist goals and navigate political resistance.

QUALIFICATIONS:

1. Minimum of a Master’s degree from an accredited college or university in an appropriate field required.

2. Licensed as a 5-12, 9-12 principal by the MA Department of Elementary and Secondary Education. Out of state candidates must hold a valid administrative license and have a minimal of 3 years working under an administrative license in their state to be eligible for a temporary Principal license in Massachusetts.

3. As an administrator demonstrated successful school leadership and supervision experience in an urban setting. 

4. As an administrator demonstrated success leading and directing strategic educational initiatives that result in

meaurable student outcomes and achievements.

5. Experience working with a diverse and multicultural student body in an urban setting.

6. Broad knowledge of the recent and established legislation related to education.

7. Five (5) years of successful classroom teaching and curriculum development experience.

8. Demonstrates a sound philosophy of education, and shows flexibility in approaches to school organization and has a

broad knowledge of the organization of school personnel.

9. Experience or educational background in professional development programs for a learning organization.

10. Strong knowledge of learning theories and has the ability to appy them: successful experience in improving student

achievement.

Reach out to Valerie Williams, the Senior Administrator of Talent and Diversity Development at williamsv@springfieldpublicschools.com. She will be happy to answer any questions that you have.

Nondiscrimination Statement

The Springfield Public Schools does not discriminate in employment on the basis of race, color, religion, national origin, sex, gender identity, sexual orientation, genetic information, ancestry, age, disability or military service or marital status. The Springfield Public Schools does not discriminate in admission to, access or treatment in its programs and activities on the basis of race, color, sex, gender identity, religion, national origin, or sexual orientation, disability or homelessness.

Title IX Notice of Nondiscrimination

Springfield Public Schools does not discriminate on the basis of sex in admission, administration of its educational programs or activities or employment. Springfield Public Schools is required by Title IX and its implementing regulations at 34 C.F.R. Part 106 not to discrimination on the basis of sex in admission, administration of its educational programs or activities or employment. The Senior Administrator of Human Resources, Kathleen O’Sullivan, Springfield Public Schools, 1550 Main St. Springfield MA, 01103, 413-787-7100, ext. 55428, has been designated as the employee responsible for coordinating Springfield Public Schools efforts to comply with and carry out its responsibilities under Title IX. Inquiries concerning the application of Title IX and its implementing regulations at 34 C.F.R. Part 106 to Springfield Public Schools may be referred to Kathleen O’Sullivan or to U.S. Department of Education, Office for Civil Rights, 400 Maryland Ave., SW Washington, DC 20202-1100, telephone 800-421-3481.

Read Full Description
Confirmed 3 days ago. Posted 10 days ago.

Discover Similar Jobs

Suggested Articles