Aug 11, 2016

One Principal, Two Schools

Educational system started sharing principals between two schools according to the lack of qualified principals and the economic savings for districts. A book “A New Era in Educational Leadership — One Principal Two Schools” claims that with a good strategy, and well-skilled principals who are innovative, shared principals will cause achievements to a district. With scarcity in education funding, districts are searching new solutions to bridge the gap. Also, they try to increase the successes of school leaders and maximize their influences to more teachers and students.

History

These schools require support such as complementary rewards and central-office support with leadership training. A professor of educational leadership studies at the University of Washington in Seattle provides training in Clark County for skilled principals to grow and gain more skills and knowledge. She said that two schools demand smart strategies for distribution resources to better instruction. Professor emphasized that school systems have to focus on supporting learning possibilities for children and change the work. Education leaders have to make their strategies available to another school as well.

Michael Bloomberg tried to attract the best principals to failing schools with a $25,000 awards but few principals stuck with their new responsibilities, and the system was almost closed. Gary L. Anderson, a New York University professor, said that using great principals as coaches is a successful way to share best practices. The challenging schools need a strong leader. Now, New York Education Department has assigned many skilled principals to be responsible for the second school.

Examples

In 2014, in New York started an experiment when leaders in education used one principal in two schools: successful Brooklyn school (Medgar Evers College Preparatory School), and failing high school (Boys and Girls’ school). After 19 months, the weaker school became stronger and Brooklyn school keeps on track. A principal has made a difference, and both schools worked well.

The principal, Michael Wiltshire, said that each failing school has to collaborate with a nonprofit, which is aimed to help cure students’ social and emotional needs. He decided to provide co-location but Medgar Evers parents voiced concerns about the move. Struggling school staffers saw the idea as a covert takeover. The anxiety grew after Brooklyn school team asked a separate entrance. People worried about a separate campus for Medgar and wanted the city to invest a few millions into a highly-developed school.

Wiltshire has visited Brooklyn school several times per week, sometimes he spent the entire day there. But some people don’t like this dual role, but others prefer it according to his efforts and good results. Principal spread the assessment that shows that challenging school graduation rate has increased to 96 percent.

In Denver, one principal shares his experience and took a leadership of a second school for the 2 school years. A fresh approach will help the principals to manage multiple schools using already successful model.

Mr. Magana (the principal) perceives this time as a leadership opportunity for him and other employees. He integrates a blended learning model and character development. The leader changes the management of both schools and spends more time visiting lessons.

With scarcity in education funding, districts are searching new solutions to bridge the gap. New York Education Department has assigned many skilled principals to be responsible for the second school. A professor of educational leadership provides training in Clark County for skilled principals to grow and gain more skills and knowledge. She said that two schools demand smart strategies for distribution resources to better instruction. Gary L. Anderson, a New York University professor, said that using great principals as coaches is a successful way to share best practices. The challenging schools need a strong leader.