Boston Public Schools

Job title: Headmaster, John D. O’Bryant High School of Math & Science Reports to: Assistant Superintendent of the High School Network

 Put students first. Students are at the heart of our schools and we look to recruit and select leaders who make decisions in their best interest.

 Changethecultureofteachingandlearning.ThenewleaderoftheO’BryantHighSchoolforMathand Science (Grades 7-12) will change the public’s ideas about how early adolescents learn in the 21st century and will redefine expectations about what young people in America’s urban centers are capable of achieving.

 Demonstrate innovative and entrepreneurial thinking. The Boston Public Schools values robust approaches to teaching and learning, especially in urban areas where standard practices have failed young people. Modeling innovation in other sectors, the O’Bryant High School Headmaster (Grades 7-12) will use technology to advance improved teaching and learning practices and implement more robust assessments, support teachers and leaders as innovators, invest early in promising practices, and collect and use data to diagnose problems-of-practice, craft a Whole School Improvement Plan (WSIP), evaluate effectivenessofinitiatives andtocoursecorrectwhennecessary.

 Engage families and the community as equal partners in the school improvement process. The BPS Acceleration Agenda identifies deepening partnerships with parents, students, and the community a key strategy for improving student learning outcomes. An effective leader is able to conduct this important workwiththemanydiversepopulations thatwehaverepresentedinourdistrict.

•   Receivehighlevelsofsupportindemandforhighlevelsofaccountability. Becauseteachersand leaders are innovators, BPS realizes that they need high-touch, meaningful, and job-embedded support. This will be provided through the district’s new and innovative network model. In exchange, the district holds instructional staff accountable for student learning, their own professional development, and their contributions to the school learning community.

•   Fosterprofessionalenvironmentsthatvaluecollaboration,datause,andcontinualimprovement. Teachers must work together to collect and analyze data to sustain cycles of inquiry and improvement. Continual learning and data-driven decision-making are core to the developing and supporting highly effective schools.

  RESPONSIBILITIES:

  Instructional Leadership:

•   Develop and implement a Whole School Improvement Plan that sets the direction for school improvement

  efforts.

•   Responsible and accountable for ensuring all students leave their school ready for higher education and/or

  career tech

  

•   Analyze student achievement results to identify areas in greatest need of improvement and to inform school improvement efforts.

•   Ensure that the learning needs of all students--Special Education, English Language Learners, and Regular

  Education--are met.

  

•   Supports and supervises the design of rigorous, standards-based instruction with measurable outcomes.

•   Institute immediate targeted interventions and monitors their effectiveness

•   Conduct daily classroom observations to analyze instruction, supervise staff, and provide feedback to

  ensure continuous improvement in teaching and learning.

•   Engage in continuous learning and on-going professional development with other principal/headmaster

  colleagues.

  Management and Operations:

•   Recruit and retain a diverse staff.

•   Align the use of people, money, and materials to the school's instructional priorities.

•   Develops systems for optimal use of time by creating schedules/procedures that maximize instructional

  time and provide sufficient time meeting time for all teams. Deflects activities that prevent staff from

  focusing on student learning during team time.

•   Ensure a safe and nurturing environment for students, staff, and families.

•   Design and implement a professional development plan and/or strategy that addresses instructional

  improvement priorities defined by student achievement and the individual needs of staff members.

•   Effectively manage school, facilities, and operations to support the mission and vision of the school.

•   Complies with the state and federal laws, policies and collective bargaining agreements.

  Family and Community Engagement:

•   Strengthen teacher and staff capacity to cultivate and sustain meaningful partnerships with families of

  diverse backgrounds and with community members that support student achievement and student well-

  being.

•   Ensure that the School site and School Parent Councils are convened and active participants in the planning

  and decision-making as it relates to improving student achievement and whole school improvement.

•   Establish two-way communication tools with parents in their respective languages.

Effectively supervise the classroom co-teaching teams, content-based coaches, Interventionists and

Learning Specialists.