Competency 12
Judgement and Problem Analysis
a. Analyzing relevant information, frame issues; identify probably causes and reframe issues
b. Demonstrate adaptability and conceptual flexibility
c. Assisting others in forming opinions about problems and isues
d. Reach logical conclusions by making quality, timely decisions based on available information
e. Identify and give opportunity to significant issues
f. Demonstrate an understanding of and utilize appropriate technology in problem analysis
g. Demonstrate an understanding of different leadership and decision-making strategies, including but not limited to collaborative models, and model appropriately their implementation
Cost of Crossroads Spreadsheet.pdf (32,6 kB)
Crossroads Student Levels.pdf (56,7 kB)
Harbor Program Hybrid Proposal.pdf (22,5 kB)
Judgment and Problem Analysis Reflection
As competition in the field of education continues to rise, administrators in the 21st Century must possess innovative and critical thinking skills. Public schools, now more than ever, are up against alternative learning options such as: charter schools, private schools, online schools and home schooling options. In a technological world with internet, radio, television and social networking, parents can be drawn toward nontraditional educational avenues. School administrators must offer appealing programming with low class sizes, a highly qualified staff, and an overall positive educational experience for all. Unfortunately, funding becomes an obstacle in accomplishing each of these goals.
I was very fortunate to have been able to intern at Crossroads School and Vocational Center within Independent School District 15. The population of Crossroads is mainly comprised of students from Bar None Residential and Treatment Center, however, a small portion do come from within the district. The students in this setting are considered highly at-risk and require; small class sizes, strict procedures, and nontraditional programming. As a result, educating students at Crossroads is incredibly expensive. Along with the Bar None population of Crossroads, the district sponsors a Harbor program for students living within district parameters, but not meeting the expectations of the traditional setting district middle school or high school. Within close proximity of Crossroads is an Area Learning Center (ALC), which is not part of district 15. The existence of this center creates a dilemma for the administration of the high school, middle school and Crossroads. Students who aren't successful in traditional settings can be sent to the ALC at no cost to the district. Thus, it would appear that the decision to send students to the ALC rather than to Crossroads would be an easy one to make, however, this is far from true. The ultimate goal for the district is to transition these students back into the traditional middle school or high school. The ALC does not provide that opportunity, and ultimately, if students begin attending the ALC the district loses them. Crossroads, on the other hand, keeps students in the district and provides a transition opportunity back to the traditional settings. Again, it may seem as though the decision to send students to Crossroads would be an easy one, however, the cost of the programming is incredibly expensive for the other buildings. Another obstacle is that students have a choice to attend the ALC even if Crossroads is recommended as an in district option.
When high school and middle school students are sent to Crossroads building budgets incur the expense. One of the questions becomes, how can students be sent to Crossroads without having a monetarily adverse affect on the programming in the other buildings? Due to safety concerns, increasing classroom sizes is out of the question, however would be the only way to increase revenue and lower expenses simultaneously. I was able to sit in on a meeting with three secondary administrators and the district Business Services Advisor while they discussed an innovative idea that would do just that, (increase revenue and lower expenses) without adding physical bodies to each room. The idea being discussed involved part-time online programming for students who qualified. This plan would allow students to receive part-time online instruction during the week without physically attending school full time. As a result class sizes and revenue could increase without risking the safety of students or staff. A procedure already in place at Crossroads lends itself very well to systematically grouping students. Collaboratively, teachers and the administrator meet each week to evaluate students. Based on behavioral and academic performance each student is given a number rating from 0-3. This numbering system would lend itself useful in determining how many days a week students would be required to attend school. This would likely be appealing to the students and encourage them to choose Crossroads over the ALC.
In the meeting I was able to contribute ideas that may possibly help attract students to the new program. I suggested that the Business Services Advisor look up the names and addresses of students living within the district, but attending the ALC. Once the parameters of the new program were put in place an appealing postcard/mailing could be created and sent to invite these students to Crossroads. The goal would be to obtain an additional three students per teacher. This increase would drive revenue up enough for the district to break even on the cost of programming for students within the district.
The artifacts I have included for this competency include; an outline of the three point level system that the students at Crossroads are assessed on each week, a spreadsheet of the current cost of the Harbor Program to the high school and middle school, and an outline of the proposal for three levels of online programming. I feel I have grown in the competency of Judgment and Problem Analysis throughout my internship. This particular experience will help me in the future knowing that I can think outside the box of traditional education. As education continues to change and adapt to meet the dynamic needs of society, I will likely need to think outside the box to meet the needs of many diverse and deserving students.