Principals Decide whether Early Reading Innovations are Blessed or Cursed
The principal’s leadership in teaching age 3-6 children is a required innovation. The principal is the most important and highest paid public servant in the neighborhood. No one else in the community is even close to being responsible for 100% of the children. No one else is as close to the authority over the resources to make the difference. No one else has the wisdom, deep smarts, and motivation to start the child, school and community in early reading and choice development. How can you help the principal?
(PRWEB) June 27, 2005 -- Principals have options to either lead engagement of
age 3-6 children or do nothing to be respectively blessed or cursed by the NCLB
measures 4 years later. Bottom line, principals have deeper smarts than many
parents; they are able to predict success or not; they are given ultimate
responsibilities without authority over the literacy skills of the children
starting in kindergarten. USA VALUES-CDP encourages principals to insist and
require giving first things first to the most at–risk children. Groups of
at-risk children either ready to read and listen, or not, as defined, put the
school either on track, or, in remediation.
This logic has been put into
a business plan of sorts for urban school innovation (change) and published at
http://ulticharnetwork.blogspot.com/ as a gift to support
effective citizens, teachers, principals and schools who believe we can get to
at-risk children before they fall behind. That logic is further supported by
materials and referenced knowledge at http://www.usavalues-character.org/. This set up creates a
limited but ultimate stage for principal’s leadership in the area of ethics,
economics, responsibility, authority, choices, assets, attributes, messages and
storytelling to primary age children on behalf of the public good.
This
innovation design published at http://ulticharnetwork.blogspot.com/ will rebuild, with the
disrupting NCLB measures, much clearer focuses on customer requirements,
quality, and first things first thinking. Principals could promote the ethical
and economic positions to encourage neighborhoods to step into the opportunities
to innovate with this approach.
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Source : http://www.prweb.com/releases/2005/6/prweb254813.htm