Lead into the future effectively with the Governance Core approach!
Designed to guide educational leadership past difficult and formidable challenges, the governance system outlined in this book will lead to school districts and schools operating at the highest levels of effectiveness. Davis Campbell and Michael Fullan call for school boards, superintendents and school leaders to work cohesively with the same mindset to raise clarity, status, and efficacy. Practical and authentic, the Governance Core is based upon:
- A governance mindset
- A shared moral imperative
- A unified, cohesive governance system
- A commitment to system-wide coherence
- A focus on continuous improvement in the district
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About the Author
Davis Campbell is the former Executive Director of the California School Boards Association and is Chair of the University of California, Davis, School of Education, Board of Advisors and a Senior Fellow. He also serves as a Trustee on the Stuart Foundation Board of Trustees.Campbell has a deep and broad background in public education. He served for 12 years in the California Department of Education, serving six of those years as Deputy State Superintendent of Public Instruction in charge of all education programs. In 1988, he was appointed Executive Director of the California School Boards Association, serving in that capacity until his retirement in 2001. He also served as an elected trustee on the Yolo County Board of Education. Campbell maintains an active consulting practice in effective governance in education as well as public and nonprofit agencies at both the state and international level. In California, in addition to trainings and workshops with school districts, most recently he conducted numerous workshops with nonprofit organizations as well as training sessions with cities, counties, and special districts. Campbell's international governance work includes board support for the American School of Madrid (15 years), the American School of Barcelona, the American School of Paris, the American Cooperative School, Tunis, Tunisia, the American International School of Egypt, and effective governance workshops in Lisbon, Portugal, and Rome, and Milan, Italy.
Michael Fullan, OC, is the former Dean of the Ontario Institute for Studies in Education and Professor Emeritus of the University of Toronto. He is co-leader of the New Pedagogies for Deep Learning global initiative. Recognized as a worldwide authority on educational reform, he advises policymakers and local leaders in helping to achieve the moral purpose of all children learning. Michael Fullan received the Order of Canada in December 2012. He holds honorary doctorates from several universities around the world.
Fullan is a prolific, award-winning author whose books have been published in many languages. His book Leading in a Culture of Change received the 2002 Book of the Year Award by Learning Forward. Breakthrough (with Peter Hill and Carmel Crévola) won the 2006 Book of the Year Award from the American Association of Colleges for Teacher Education (AACTE), and Turnaround Leadership in Higher Education (with Geoff Scott) won the Bellwether Book Award in 2009. Change Wars (with Andy Hargreaves) was named the 2009 Book of the Year by Learning Forward, and Professional Capital (with Andy Hargreaves) won the AACTE 2013 Book of the Year and the Grawemeyer Award in Education in 2015.
Michael Fullan’s latest books are The Principal: Three Keys for Maximizing Impact ; Coherence: The Right Drivers in Action for Schools, Districts, and Systems (with Joanne Quinn); Deep Learning: Engage the Change the World (with Joanne Quinn and Joanne Mc Eachen); Surreal Change: The Real Life of Transforming Public Education (autobiography); and Nuance: Why Some Leaders Succeed and Others Fail.
For more information on books, articles, and videos, please go to www.michaelfullan.ca.
Table of Contents
Foreword by Frank PughForeword by John MalloyIntroduction: Politics, Governance, and System Improvement Unity of Purpose: Driven by a Shared Moral Imperative Politics, Governance, and System Improvement How This Book Is Structured Shift to Positive Drivers Concluding CommentsPART I: MINDSETS FOR EFFICACYChapter 1. Moral Imperative and the Governance Core The Nature of Governance A Fundamental Choice Five Major Themes of Good Governance The Governance Core Concluding CommentsChapter 2. Trustee Governance Mindset Systems Thinking Strategic Focus Deep Learning Manner Concluding CommentsChapter 3. Superintendent Governance Mindset Typical Governance Styles Examples of Purposeful Superintendent Support for Governance What These Superintendents Have in Common Supporting a Trustee Governance Mindset Concluding CommentsChapter 4. Welcoming New Trustees The First 100 Days: What the Board Should Do The First 100 Days: What New Trustees Should Do Concluding CommentsPART II: GOVERNING FOR EFFICACYChapter 5. Governing With Coherence Coherence Coherence Making Coherence in Perspective Distractions and Challenges to Coherence Concluding CommentsChapter 6. Governance Culture Processes That Develop Governance Infrastructure Concluding CommentsChapter 7. The Governance Job: Systems Thinking and Strategic Action Setting Strategic Direction Policy Direction and Approval Stewardship and Support Oversight and Accountability Community Leadership Throughout Concluding CommentsChapter 8. Governance Tools Discussion Meetings Governance Handbooks Board Self-Evaluations Continuing Board Education Concluding CommentsPART III: THE CHALLENGES AHEADChapter 9. Rising to the Occasion All RiseAppendix I: Template for Creating Board ProtocolsAppendix II: Three Comparisons of Effective Governance PrinciplesReferencesIndexAcknowledgmentsAbout the Authors