THE LEADERSHIP AND LEARNING CENTER

A ONE-DAY SEMINAR THAT PROVIDES ATTENDEES WITH A PROVEN PROCESS FOR IMPROVING GRADING PRACTICES WITHIN THEIR SCHOOL. DURING THIS SEMINAR THE LEADERSHIP AND LEARNING CENTER WILL SHARE NEW RESEARCH ON HOW CHANGES IN GRADING POLICIES WILL HELP YOUR ENTIRE SCHOOL BY REDUCING FAILURES AND DISCIPLINARY PROBLEMS WHILE INCREASING FACULTY MORALE AND STUDENT ENGAGEMENT. THROUGH A COMBINATION OF PROPRIETARY INTERACTIVE LEARNING EXERCISES, PERSONAL REFLECTIONS, TEAMWORK, AND WHOLE GROUP ACTIVITIES, PARTICIPANTS WILL LEAVE THIS SEMINAR EQUIPPED TO MAKE IMMEDIATE CHANGES IN GRADING PRACTICES THAT WILL RESULT IN IMPROVED STUDENT MOTIVATION AND ACHIEVEMENT.

77750776

Advanced Learning Centers, Inc.

THE LEADERSHIP PERFORMANCE MATRIX PROVIDES THE FRAMEWORK TO SUCCESSFULLY EVALUATE EDUCATIONAL LEADERS AND IMPROVE INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE. THE PROPRIETARY LEADERSHIP PERFORMANCE MATRIX WAS CREATED AT THE LEADERSHIP AND LEARNING CENTER BY DR. DOUGLAS REEVES AND IS BASED ON RESEARCH AND THEORY, AS WELL AS BEST PRACTICES OF LEADERSHIP, ORGANIZATIONAL PERFORMANCE, AND PERSONNEL EVALUATION. THE LEADERSHIP PERFORMANCE MATRIX WAS ORIGINALLY PUBLISHED IN ASSESSING EDUCATIONAL LEADERS (REEVES, 2004, CORWIN PRESS). THE LEADERSHIP PERFORMANCE MATRIX IS BASED ON 10 DIMENSIONS OF LEADERSHIP (RESILIENCE, PERSONAL BEHAVIOR, STUDENT ACHIEVEMENT, DECISION MAKING, COMMUNICATION, FACULTY DEVELOPMENT, LEADERSHIP DEVELOPMENT, TIME/TASK/PROJECT MANAGEMENT, TECHNOLOGY, AND LEARNING). THE 10 DIMENSIONS OF LEADERSHIP ARE BASED ON THE CENTER'S CRITERIA FOR MULTIDIMENSIONAL ASSESSMENT. THE LEADERSHIP PERFORMANCE MATRIX INCLUDES A SPECIFIC SCORING RUBRIC THAT ALLOWS SCHOOL LEADERS, BOARDS, AND LEADERSHIP TRAINEES TO COMPARE PERFORMANCE ON AN EQUAL BASIS.

77759482

Advanced Learning Centers, Inc.

90/90/90 SCHOOLS WERE FIRST REFERENCED IN THE ARTICLE THE 90/90/90 SCHOOLS: A CASE STUDY BY DR. DOUGLAS REEVES PUBLISHED IN ACCOUNTABILITY IN ACTION, 1998 (COPYRIGHT ADVANCED LEARNING CENTERS). 90/90/90 SCHOOLS HAVE THE FOLLOWING CHARACTERISTICS: - MORE THAN 90 PERCENT OF THE STUDENTS ARE ELIGIBLE FOR FREE AND REDUCED LUNCH, A COMMONLY USED SURROGATE FOR LOW-INCOME FAMILIES. - MORE THAN 90 PERCENT OF THE STUDENTS ARE FROM ETHNIC MINORITIES. - MORE THAN 90 PERCENT OF THE STUDENTS MET OR ACHIEVED HIGH ACADEMIC STANDARDS, ACCORDING TO INDEPENDENTLY CONDUCTED TESTS OF ACADEMIC ACHIEVEMENT. THE 90/90/90 SCHOOLS STUDY WAS THE RESULT OF FOUR YEARS RESEARCH (1995-1998) CONDUCTED AT THE LEADERSHIP AND LEARNING CENTER (THEN THE CENTER FOR PERFORMANCE ASSESSMENT). IT SPECIFICALLY EVALUATED THE USE OF STANDARDS AND ASSESSMENT WITH A COHORT OF SOME 130,000 STUDENTS IN 228 SCHOOLS. THE RESEARCH INCLUDES FOUR YEARS OF TEST DATA (1995 THROUGH 1998) WITH STUDENTS IN A VARIETY OF SCHOOL SETTINGS, FROM ELEMENTARY THROUGH HIGH SCHOOL. THE RESEARCH ON 90/90/90 SCHOOLS IDENTIFIED THE COMMON PRACTICES OF EXCELLENT ORGANIZATIONS, SPECIFICALLY A COMMON SET OF BEHAVIORS EXHIBITED BY THE LEADERS AND TEACHERS IN SCHOOLS WITH HIGH ACHIEVEMENT, HIGH MINORITY ENROLLMENT, AND HIGH POVERTY LEVELS. THE FOLLOWING FIVE CHARACTERISTICS WERE COMMON TO ALL 90/90/90 SCHOOLS: - A FOCUS ON ACADEMIC ACHIEVEMENT - CLEAR CURRICULUM CHOICES - FREQUENT ASSESSMENT OF STUDENT PROGRESS AND MULTIPLE OPPORTUNITIES FOR IMPROVEMENT - AN EMPHASIS ON NONFICTION WRITING - COLLABORATIVE SCORING OF STUDENT WORK SINCE THE INITIAL PUBLICATION OF THE 90/90/90 SCHOOLS IN 1998 THE DATA WERE INDEPENDENTLY VERIFIED BY SCHMOKER (RESULTS FIELDBOOK, 2001) AND SIMPSON (BEATING THE ODDS. AMERICAN SCHOOL BOARD JOURNAL, 2003) AS WELL COUNTLES RESEARCH ARTICLES.

77759545

Advanced Learning Centers, Inc.

THE CHANGE READINESS ASSESSMENT IS DESIGNED TO MEASURE A SCHOOL DISTRICT POPULATION'S READINESS FOR CHANGE. USING A PROPRIETARY RUBRIC DEVELOPED BY THE LEADERSHIP AND LEARNING CENTER. LEVERAGING RESEARCH FROM FULLAN, KOTTER, AND REIGELUTH, AS WELL AS THE CENTER'S DR. DOUGLAS REEVES AND DR. MICHAEL WASTA, THE CHANGE READINESS ASSESSMENT POLLS FACULTY AND STAFF, SPECIFICALLY PROBING FOR TRAITS THAT INDICATE WHETHER A CHANGE INITIATIVE WILL SUCCEED OR FAIL. THE CHANGE READINESS ASSESSMENT WILL ULTIMATELY HELP PARTICIPANTS GAUGE AND PRIORITIZE THE CHANGES THAT WILL MOST IMMEDIATELY IMPROVE RESULTS. THE MAJORITY OF CHANGE INITIATIVES ARE EITHER NEVER IMPLEMENTED OR IF IMPLEMENTED, ARE UNSUCCESSFUL. ONE OF THE PRIMARY REASONS FOR THIS IS THAT INSUFFICIENT ATTENTION IS GIVEN TO THE POPULATION THAT THE PROPOSED CHANGE IS GOING TO EFFECT. PARTICULARLY IN PUBLIC EDUCATION, THIS POPULATION IS BROAD AND CONTAINS NUMEROUS SUBGROUPS, ANY ONE OF WHICH IS CAPABLE OF DERAILING EVEN THE MOST SOPHISTICATED INITIATIVE. FREQUENTLY THIS OPPOSITION COMES AS A SURPRISE TO THE CHANGE PROPONENTS WHO ARE UNPREPARED TO RESPOND. ARMED WITH INFORMATION GAINED FROM THE CHANGE READINESS ASSESSMENT, THE INDIVIDUAL OR GROUP PROMOTING THE CHANGE INITIATIVE CAN DEVISE STRATEGIES TO ENGAGE EACH SUBGROUP TO SUPPORT THE CHANGE.

77759583

Advanced Learning Centers, Inc.

THE IMMIGRANT LEARNING CENTER

97841894

The Immigrant Learning Center, Inc.

KANSAS LEADERSHIP CENTER

98483751

Kansas Leadership Center, Inc.

HR LEARNING CENTER

77697193

HR LEARNING CENTER, LLC

DRI-CHEM LEARNING CENTER

98617162

FUJIFILM Corporation