Educators

“The generation of factory workers is being replaced by high-tech workers. Constant change is the norm. We must prepare students to adapt, equipping them with the tools and knowledge essential to their success.”
— Dr. Gary Norris, Superintendent

Educators – Welcome to Next Generation Learning
The Career and Technical Education Department of the Sarasota County School District is a leader in Next Generation Learning. Next Generation Learning is a vision of education that adapts to today’s reality and tomorrow’s needs. It acknowledges changes in our economy, our workplace and our world. It embraces the next generation with its diverse face, digital upbringing and independent thinking. It treats every student as an individual, every educator as a professional and every parent as a customer. It represents a new direction, a new hope, a commitment to the success of every student and a promising future for an effective, efficient organization. And it requires total support from you, the educator.

Why Next Generation Learning?
The need for Next Generation Learning is based on the fact that the workplace of the future will require skilled workers and that historical educational techniques, 1950s style education, will not be effective with the new diverse student population and will not provide the students with the skills they need to be successful in the workplace of today and the future. The Next Generation Learning concept is hoped to keep students in school providing them with the tools they need to secure employment.

Results of Next Generation Learning

• Increased number of graduates who are both college and career ready.
• Increased relevance between academic experiences and real world opportunities.
• Increased academic rigor through technical content.
• Students prepared for success in the Next Generation.

Next Generation Education vs. 1950s Education

1950s Education

• Passive
• Receive Knowledge
• Learn Alone
• Learning Content
• Replicate
• Teach all the same

Next Generation Education

• Active
• Construct Knowledge
• Learn Together
• Learning to Learn
• Innovate
• Adapt to Learning Styles

Five Pillars of Next Generation Learning

The formula for success is to focus our efforts. The five pillars provide that focus and the foundation for structure and strategies from which we build success. 

• Quality
• People
• Service
• Resources
• Safety

Quality
Naomi Stevens is missing high school and getting hopelessly behind. Her older neighborhood “friends” encourage skipping school and no one is home during the day to check on her. However, in her small learning community at school, teachers and friends notice she’s missing so they check on her. Teachers collaborate to come up with a plan, aligning her studies and technical training with her career interests.  Fellow students provide encouragement and Naomi is back on track.

We believe that ALL children can learn at significantly higher levels. Focused, quality instruction develops high-achieving students. Teaching with an eye on relevance and personal interest keeps students engaged, enabling every student to graduate ready for postsecondary training or education. Each school will personalize this focus with its own approach. Here are some district wide quality goals:

•  Close the achievement gap in targeted academic areas through alignment of curriculum, monitoring instructional practices and frequently assessing student progress at all grade levels.
• Reduce the dropout rate and increase the graduation rate through the creation of a smaller, personalized learning environment responsive to individual needs.
• Infuse rigor, relevance and relationships into all aspects of K-12 instruction.
• Provide all students with instructional pathways that support development of a career interest.
• Provide technical training opportunities that culminate in a gold seal endorsement or certificate.
• Implement district assessment practices and teaching tools to ensure data supports instructional and organizational decision-making.
• Emphasize reading success for all students by using research-based programs.

“Many students today are not engaged in learning and are just aimlessly coming to school. We need to understand the individual child’s needs and make learning relevant. We need to help them see the connection between the curriculum, their interests and the world of work.”  
— Dr. Gary Norris, Superintendent

People
Fourth grade teacher * Robert Donovan is assigned a special needs student who disrupts the class and rarely completes assignments. Mr. Donovan seeks assistance from the school’s Intervention Assistance Team, which includes an exceptional student education teacher, social worker and the school psychologist. He and other colleagues also attend a series of professional development workshops where they learn new strategies. Workshop leaders visit his class to demonstrate effective behavior interventions. A plan is developed for the student that includes weekly consultation with the behavior specialist. The student’s behavior improves and the teacher develops new skills.

Organizations improve as people improve. The School Board of Sarasota County – the county’s largest employer – will invest significant resources in its people, creating a Professional Learning Community. That means staff collaborates and learns from each other. It’s a culture of sharing and a dedication to learning for continuous improvement. It’s quality, job-embedded professional development based on research. Specifically, the goals include:

• Proven leadership development programs for teacher leaders as well as school- and district-based administrators.
• Improved recruitment, selection and retention processes, including a clear pathway to increase salary and benefits.
• Research-based professional development opportunities for staff aligned with the goals of the district.
• Improved and more frequent performance-based appraisals.
• Full participation in Professional Learning Communities, where teachers learn Next Generation teaching strategies such as differentiated instruction, cooperative learning and project-based instruction.

“We want to raise the entire district to new heights. Raise the expectations of all administrators. Raise the competence and collaboration of all teachers. Raise the performance of all students.”
 — Dr. Gary Norris, Superintendent

Service
Emily Carter, a single mom, is raising three children while working two jobs. She received her middle school child’s report card and discovered for the first time that he is failing reading and math. She blames the teachers for not communicating earlier and angrily confronts the Assistant Principal. The AP treats her with respect, courtesy and listens to her concerns. Together they meet with the child’s teachers to brainstorm ideas, including her access to daily assignments on the team’s website and before-school tutorials for the child. Mrs. Carter feels supported and her suggestions are valued.

People who work for the school system will view students, parents and taxpayers as “customers” and treat everyone with respect. A “Code of Civility” will be evidenced in all interactions. All district employees will consider themselves part of the education of students. The acclaimed “Organizational Excellence Program” at Sarasota Memorial Hospital will serve as the model for a similar program in the school district. Five of the key components are:

• Students, parents, citizens, and district employees will be treated with the utmost respect and dignity. 
• Customers will frequently be asked how the staff is doing. 
• Employees will consistently receive high marks for excellent service and for providing a warm and welcoming climate. 
• People who serve our customers will be recognized for their contribution.
• Technological advances will allow schools to keep parents better informed and more involved in their children’s education on a daily basis.

 “We are a service organization. We will provide the same standard of service we have come to expect from a first-class business.
— Dr. Gary Norris, Superintendent

Resources
Yvette Jacobs is an eleventh grade student attending a newly built high school. The marine biology teacher discovers her interest in sharks and photography. The teacher writes a grant for an underwater camera. He arranges for Yvette to job shadow a shark expert at Mote Marine Laboratory, assist a photographer and communicate with a world-renowned scientist in Hawaii by way of video conferencing. The teacher creates an interactive simulation in the school’s state-of-the-art science lab to extend her learning. A retired scientist is enlisted to mentor Yvette and help build her confidence to seek college scholarships. 

When voters in 2002 agreed to increase their property tax rate by one mill, they put their faith and trust in the school system. By all measures, the School Board has spent the added revenue as promised, according to a recent report by the Financial Advisory Committee, an independent group of local business leaders. In addition, Sarasota County citizens are rich in talent, knowledge and skills that can be offered as student mentors, advisory committee members and business partners. Looking ahead, the school district must:

• Continue to spend money wisely and efficiently with community oversight.
• Obtain funds sufficient to support a high quality and rigorous instructional program.
• Pay competitive salaries to attract and retain the best teachers.
• Build state-of-the-art school facilities to strengthen instructional programs.
• Enhance access to technology tools for instructional and operational improvement.
• Tap community volunteers to serve as mentors for all at-risk students, support small learning communities and foster “real world” learning.
• Increase collaborative planning and shared services with community partners.

“ We must earn the support of our community every day.”  
— Dr. Kathy Kleinlein, School Board Chair

Safety
Darrell Smith is a bully who threatens younger students on the playground. A parent files a complaint with the School Resource Officer. The officer calls Darrell into his office and tells him that bullying is not tolerated on the school campus and explains the consequences. The principal is alerted and she institutes a school wide campaign against bullying. The campaign includes teacher, parent and student awareness training, student-generated posters, television commercials and tougher consequences established in partnership with the local Teen Court. Darrell’s peers help him realize it’s no longer cool to be a bully.

School safety is everybody’s business. Whether it’s prevention, security systems or crisis communications, the keys are good planning, excellent equipment and education.  The district has an obligation to ensure a safe and nurturing school environment.  It will be enhanced by the following goals:

• Conduct a comprehensive analysis of all safety issues.
• Review and implement recommendations of security reports.
• Train all staff in safety and security processes.
• Establish GPS tracking of buses and students.
• Train students in conflict resolution techniques.