1812 Professional Developer
TITLE Professional Developer
CLASSIFICATION NUMBER 1812
IMMEDIATE SUPERVISOR Associate Dean, College of Education
MAJOR ADMINISTRATOR Dean, College of Education
The Professional Developer for the SWRPDC provides a comprehensive, sustained, and intensive approach to improving teachers’ and principals’ effectiveness in raising student achievement. The Professional Developer aligns courses, workshops, consultation, modeling, etc. with state student academic achievement standards as well as related local educational agency and school improvement goals. The Professional Developer works with school principals and/or school-based teacher leaders to support the evaluation of student and teacher learning needs based on a review of data on teacher and student performance, the development of educator learning goals, the implementation of learning strategies that improve instructional effectiveness and student achievement, the provision of job-embedded coaching to support the transfer of new knowledge and skills to the classroom, and regular assessment of identified learning goals, improved teaching, and the ability of all students in meeting state academic achievement standards. The Professional Developer completes reporting and implementation requirements and participates in all SWRPDC staff meetings. The Professional Developer works collaboratively with the SWRPDC and Missouri State University faculty and staff in efforts relating to improving student achievement and teacher effectiveness.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Master's degree in the field of Education from an accredited four-year college or University is required.
Experience: At least six years of successful teaching or public school administrative experience is required.
Skills: The ability to develop training materials and gather and report research data and program evaluation projects is required. Knowledge and understanding of current research-based instructional and assessment practices and methodologies is required. Presentation experience with adult audiences both small and large is required. The ability to express complex ideas clearly and concisely in writing, as well as the ability to speak effectively to large and small groups is required, including the ability to utilize training methods that will actively engage adult learners. Knowledge and skills in common formative assessment, effective instructional practices, data-driven decision making, and collaborative teaming applicable in all core academic areas is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required. Expertise in teacher/administrator evaluation is preferred.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Supports the SWRPDC initiatives by planning and executing training for participating schools as assigned, planning and executing local training for schools, and developing materials for training, information, and evaluation purposes.
2. Provides direct services to school leadership teams and staff by making on-site visits and telephone calls on a regular basis.
3. Helps to expand SWRPDC initiatives by recruiting new schools and promoting the expansion of initiatives by conducting workshops.
4. Documents all activities, prepares program reports, and attends meetings at the SWRPDC.
5. Conducts evaluations of participating schools by collecting and analyzing performance data.
6. Contributes to a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
7. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as approved by the SWRPDC director and leadership team.
8. Supports the overall success of the SWRPDC and the College of Education by performing all other duties as assigned.
The Professional Developer is supervised by the Associate Dean, College of Education.
OFFICE OF HUMAN RESOURCES
REVISED MAY 2013
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 5 - 3300 Points: Knowledge of the principles and methods of an administrative, managerial, or professional field such as accounting or auditing, financial management, information technology, business administration, human resources, engineering, law, social sciences, communications, education, or medicine. Knowledge permits employee to supervise projects and/or departments using standard methods to improve administrative and/or line operations. Knowledge also permits employee to plan steps and carry out multi-phase projects requiring problem definition and modified techniques, to coordinate work with others, and to modify methods and procedures to solve a wide variety of problems. Knowledge at this level requires a Bachelor's or Master's degree with substantial related work experience, including up to two years of administrative or supervisory experience. Alternatively, this level may require a professional or clinical degree beyond the Bachelor's degree with moderate related work experience; knowledge requirements include significant levels of related work experience.
Factor 2: Supervisory Responsibility
Level 3 - 270 Points: Supervision of a limited number of (a) operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a very small number of professional employees, or an equivalent combination of (a) and (b). The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is generally responsible for training, planning, and directing the work of permanent employees, and provides major input into hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.
Factor 5: Managerial Responsibility
Level 3 - 850 Points: Work involves providing significant support services to others both within and outside of the department that substantially influences decision-making processes. Work activities are complex and others rely on the accuracy and reliability of the information, analysis, or advice to make decisions. Work activities have a direct, but shared, impact on further processes or services, affect the overall efficiency and image of the department, and may have material impact on costs or service quality within the cost center. Incumbents may be responsible for identifying areas of need and for developing proposals that request funding to fulfill those needs.