Building A PLC (Professional Learning Community); First By Building Capacity.

Building A PLC (Professional Learning Community); First By Building Capacity.

Building professional capacity in the workplace is a work in progress. It is not easily done as well as it is not often received well by all parties involved. First there must be a clear leadership vision set by the administration. Second there must be a well communicated plan that should foster buy-in from the total organization. Last, there must be a period of implementation with corrective action steps which will include restructuring. With these strategies, I have attempted to provide a redirection for the professional leadership and organization capacity within the Career & Technical Education Division of Instruction for the Macon County Public School System.

In my implementation I have provided proactive leadership to staff members, both certified and classified, building administrators, and community stakeholders regarding the goals set for CTE (Career & Technical Education). Implementation has met a level of resistance due to a lack of understanding of roles and responsibilities. Most recently in a professional learning activity I shared the job descriptions of staff to redirect misguided actions in terms or position and leadership. Additionally, I had to redirect efforts towards the best outcomes for the organization. Some of these actions included written notice. These were the actions needed to continue improvement and to redirect the goals for this organization.

Among my planning there has been a three year implementation which is part of my five year plan to improve the campus both with instructional goals and physical appearance. The focus has been to stabilize funding sources and spending, to include more teacher leadership and professional disposition. To also include, student leadership via credentialing and college enrollment in STEM areas. These areas have been paramount in the redirection of this organization. The resource link that I have included will be a guide for additional leadership actions and program development. I am asking that all staff view the document as it will be used continuously as we build capacity via professional actions in CTE.

Resource Link:

http://instituteod.com/news.php?id=192&cat_id=&p=2&search=

Posted by:

Melvin Alonza Lowe, III, EdD

Educational Director -

Career & Technical Education /

Workforce Development

lowema@maconk12.org

 

Post-Doctoral Student

Walden University

M.S. Program - Instructional Technology & Design

Melvin.lowe2@waldenu.edu 

Preparing To Manage Organizational Outcomes w/ Fiscal Accountability.

Preparing To Manage Organizational Outcomes w/ Fiscal Accountability. 

The following web-links can be used in a quest to better manage any organizations' fiscal accountability. I have viewed  both sites and I find that the best practices mentioned as well as the product software is of practical use. In my leadership role I manage both Federal and State Funds. I often manage private/local financial awards of which must be used for the purposes of public education. In my view of the web resources associated, I am finding that operations may vary however the open-book concept does not. Never should there be a need to explain or justify the use of public funds. In short, there should be a clear view that can be seen by all patrons and stakeholders. Fiscal Accountability is very important in organizational effectiveness. Both public and private businesses share in these practices. Again, I ask you to view the links and discover some resources that may be used to improve your financial management and leadership via better planning. 

www.forbes.com 
www.netsuite.com 

Posted by: 
Melvin Alonza Lowe, III, EdD
Post-Doctoral Student
Walden University 
M.S. - Instructional Technology & Design
lowemelvin724@gmail.com