1
Crosswalk of the ELCC District Level Standards and
Colorado Administrator Standards with LEAD Courses
ELCC District
Level Standards
1.1 Candidates
understand and can
collaboratively
develop, articulate,
implement, and
steward a shared
district vision of
learning for a school
district.
1.2 Candidates
understand and can
collect and use data to
identify district goals,
assess organizational
effectiveness, and
implement district
plans to achieve
district goals.
1.3 Candidates
understand and can
promote continual and
sustainable district
improvement.
1.4 Candidates
understand and can
evaluate district
progress and revise
Colorado Administrator Standards
LEAD Courses
where Standard Elements are Met
6.07(2) (a) leads the school community in the adoption of challenging student performance standards and the
development of fair and accurate assessments methods;
6.07(2) (d) develops a climate that promotes the belief that all children can learn and succeed, and supports and
encourages practices to accomplish this purpose;
6.08(1) (g) vision-building strategies;
6.08(1) (h) collaborative work skills;
6.08(1) (i) communication and human relations;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (e) leads and supports the process of vision building and vision renewal;
6.09(1) (b) how to develop an educational philosophy or platform
6.07(1) (c) ways to critically evaluate models of teaching and instruction;
6.07(1) (e) methods of assessing student learning and achievement, and program evaluation;
6.07(2) (b) uses and provides data in the analysis of the current state of student learning and then serves as a catalyst
for and manager of needed change;
6.07(2) (e) utilizes computers and telecommunications in the school district and with the general public;
6.12(1) (g) communications, including the use of computers and telecommunications
LEAD 6860: The Superintendent as
Transformational Leaders
6.07(1) (a) curriculum and instruction and their relationship to child development; 6.07(1) (b) social/emotional and
intellectual learning needs of all children;
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes;
6.11(1) (b) principles of adult learning and how adults are motivated to grow and develop in constructive directions;
6.11(1) (c) professional development opportunities for self and others;
6.11(2) (a) inquires about, reflects on, and acts to improve personal performance, the performance of the professional
and classifies staff, and the overall performance of schools and the district;
6.11(2) (b) recognizes and provides personal and professional development opportunities for school communities and
the district that enhance performance quality and personal satisfaction;
6.11(2) (c) designs work and work responsibilities so that staff members and parents contribute to overall school
improvement and develop a sense of worth and accomplishment
6.07(1) (c) ways to critically evaluate models of teaching and instruction;
6.07(1) (e) methods of assessing student learning and achievement, and program evaluation;
6.08(1) (a) research on and theory of leadership;
6.08(1) (b) conflict resolution strategies;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
LRF 7/31/2014
2
district plans
supported by district
stakeholders.
2.1 Candidates
understand and can
advocate, nurture, and
sustain a district
culture and
instructional program
conducive to student
learning through
collaboration, trust,
and a personalized
learning environment
with high expectations
for students.
2.2 Candidates
understand and can
create and evaluate a
comprehensive,
rigorous, and coherent
curricular and
instructional district
program.
2.3 Candidates
understand and can
develop and supervise
6.08(1) (c) group development and group processes;
6.08(1) (d) decision making processes, including site-based management;
6.08(1) (e) culture of the school and community;
6.08(1) (f) political environment of both districts and individual schools;
6.08(1) (g) vision-building strategies;
6.08(1) (h) collaborative work skills;
6.08(1) (i) communication and human relations;
6.08(1) (j) boardsmanship and team leadership;
6.08(1) (l) community relations;
6.08(1) (m) organizational management;
6.08(1) (o) legislative processes;
6.08(1) (p) budgeting/resource management;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes
6.07(1) (a) curriculum and instruction and their relationship to child development;
6.07(1) (b) social/emotional and intellectual learning needs of all children;
6.07(1) (c) ways to critically evaluate models of teaching and instruction;
6.07(2) (a) leads the school community in the adoption of challenging student performance standards and the
development of fair and accurate assessments methods;
6.07(2)(c) brings expert professional knowledge to the district, and supervises and coordinates the programs of the
district in order to provide social, emotional, and intellectual success for all children;
6.07(2) (d) develops a climate that promotes the belief that all children can learn and succeed, and supports and
encourages practices to accomplish this purpose;
6.08(1) (e) culture of the school and community;
6.08(1) (j) boardsmanship and team leadership;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
6.10(1) (b) social, political, and learning implications of ethnic, religious, cultural economic, physical, and intellectual
diversity and how those factors influence student success
6.07(1) (a) curriculum and instruction and their relationship to child development;
6.07(1) (d) academic standards based education as defined by the State Board of Education;
6.07(1) (e) methods of assessing student learning and achievement, and program evaluation;
6.07(a) (f) models of supervision and performance appraisal;
6.07(1) (g) change processes, strategies and effects.
6.07(2) (a) leads the school community in the adoption of challenging student performance standards and the
development of fair and accurate assessments methods;
6.07(2) (b) uses and provides data in the analysis of the current state of student learning and then serves as a catalyst
for and manager of needed change
6.07(1) (a) curriculum and instruction and their relationship to child development;
6.07(2)(c) brings expert professional knowledge to the district, and supervises and coordinates the programs of the
district in order to provide social, emotional, and intellectual success for all children;
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LRF 7/31/2014
3
the instructional and
leadership capacity
across the district.
2.4 Candidates
understand and can
promote the most
effective and
appropriate district
technologies to
support teaching and
learning within the
district.
3.1 Candidates
understand and can
monitor and evaluate
district management
and operational
systems.
3.2 Candidates
understand and can
6.07(2) (d) develops a climate that promotes the belief that all children can learn and succeed, and supports and
encourages practices to accomplish this purpose;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
6.08(2) (e) leads and supports the process of vision building and vision renewal;
6.08(2) (f) ensures the day-to-day operations and management of the organization through adherence to policy and
sound governance practices.
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes;
6.11(1) (b) principles of adult learning and how adults are motivated to grow and develop in constructive directions;
6.11(1) (c) professional development opportunities for self and others.
6.11(2) (a) inquires about, reflects on, and acts to improve personal performance, the performance of the professional
and classifies staff, and the overall performance of schools and the district;
6.11(2) (b) recognizes and provides personal and professional development opportunities for school communities and
the district that enhance performance quality and personal satisfaction;
6.11(2) (c) designs work and work responsibilities so that staff members and parents contribute to overall school
improvement and develop a sense of worth and accomplishment
6.07(2) (b) uses and provides data in the analysis of the current state of student learning and then serves as a catalyst
for and manager of needed change;
6.07(2) (e) utilizes computers and telecommunications in the school district and with the general public;
6.12(1) (g) communications, including the use of computers and telecommunication
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
6.12(1) (a) principles of work and work group organization drawn from the study of organizational behavior;
6.12(1) (b) principles of management and marketing;
6.12(1) (c) how personnel practices and labor-management relations affect quality and justice in the school workplace;
6.12(1) (d) theories of budgeting and methods of accounting and financial control;
6.12(1) (e) how constitutional, statutory, common, and case law regulate behavior in schools and communities;
6.12(1) (f) features of a safe and effective working and learning environment;
6.12(1) (g) communications, including the use of computers and telecommunications;
6.12(2) (a) maintains a physically and socially safe environment in the schools;
6.12(2) (b) organizes and coordinates the work of licensed and classified personnel;
6.12(2) (c) leads effective planning processes;
6.12(2) (d) manages financial resources with efficiency, fairness, and involvement of the school communities and
district;
6.12(2) (e) upholds and applies state laws and district policies while ensuring due process;
6.12(2) (f) manages personnel practices, including recruitment, selection, and evaluation, with fairness and legally
defensible processes;
6.09(1) (f) social, economic, and political factors affecting students and society
6.12 The administrator organizes and manages human and financial resources to create a safe and effective working
and learning environment;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LRF 7/31/2014
4
efficiently use human,
fiscal, and
technological
resources within the
district.
3.3 Candidates
understand and can
promote district-level
policies and
procedures that protect
the welfare and safety
of students and staff
across the district.
3.4 Candidates
understand and can
develop district
capacity for distributed
leadership.
6.12(1) (a) principles of work and work group organization drawn from the study of organizational behavior;
6.12(1) (b) principles of management and marketing;
6.12(1) (c) how personnel practices and labor-management relations affect quality and justice in the school workplace;
6.12(1) (d) theories of budgeting and methods of accounting and financial control;
6.12(1) (e) how constitutional, statutory, common, and case law regulate behavior in schools and communities;
6.12(1) (f) features of a safe and effective working and learning environment;
6.12(1) (g) communications, including the use of computers and telecommunications.
6.12(2) (a) maintains a physically and socially safe environment in the schools;
6.12(2) (b) organizes and coordinates the work of licensed and classified personnel;
6.12(2) (c) leads effective planning processes;
6.12(2) (d) manages financial resources with efficiency, fairness, and involvement of the school communities and
district;
6.12(2) (e) upholds and applies state laws and district policies while ensuring due process;
6.12(2) (f) manages personnel practices, including recruitment, selection, and evaluation, with fairness and legally
defensible processes
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes;
6.11(1) (b) principles of adult learning and how adults are motivated to grow and develop in constructive directions;
6.11(1) (c) professional development opportunities for self and others;
6.11(2) (a) inquires about, reflects on, and acts to improve personal performance, the performance of the professional
and classifies staff, and the overall performance of schools and the district;
6.11(2) (b) recognizes and provides personal and professional development opportunities for school communities and
the district that enhance performance quality and personal satisfaction;
6.11(2) (c) designs work and work responsibilities so that staff members and parents contribute to overall school
improvement and develop a sense of worth and accomplishment
6.08(1) (a) research on and theory of leadership;
6.08(1) (b) conflict resolution strategies;
6.08(1) (c) group development and group processes;
6.08(1) (d) decision making processes, including site-based management;
6.08(1) (e) culture of the school and community;
6.08(1) (f) political environment of both districts and individual schools;
6.08(1) (g) vision-building strategies;
6.08(1) (h) collaborative work skills;
6.08(1) (i) communication and human relations;
6.08(1) (j) boardsmanship and team leadership;
6.08(1) (k) policy and governance;
6.08(1) (l) community relations;
6.08(1) (m) organizational management;
6.08(1) (n) legal aspects of school administration;
6.08(1) (o) legislative processes;
6.08(1) (p) budgeting/resource management;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LRF 7/31/2014
5
3.5 Candidates
understand and can
ensure that district
time focuses on
supporting highquality school
instruction and student
learning.
4.1 Candidates
understand and can
collaborate with
faculty and community
members by collecting
and analyzing
information pertinent
to the improvement of
the district’s
educational
environment.
4.2 Candidates
6.08(2) (e) leads and supports the process of vision building and vision renewal;
6.08(2) (f) ensures the day-to-day operations and management of the organization through adherence to policy and
sound governance practices
6.07(1) (a) curriculum and instruction and their relationship to child development; 6.07(1) (b) social/emotional and
intellectual learning needs of all children;
6.07(1) (c) ways to critically evaluate models of teaching and instruction;
6.07(1) (d) academic standards based education as defined by the State Board of Education;
6.07(1) (e) methods of assessing student learning and achievement, and program evaluation;
6.07(a) (f) models of supervision and performance appraisal;
6.07(1) (g) change processes, strategies and effects;
6.07(2) (a) leads the school community in the adoption of challenging student performance standards and the
development of fair and accurate assessments methods;
6.07(2) (b) uses and provides data in the analysis of the current state of student learning and then serves as a catalyst
for and manager of needed change;
6.07(2)(c) brings expert professional knowledge to the district, and supervises and coordinates the programs of the
district in order to provide social, emotional, and intellectual success for all children;
6.07(2) (d) develops a climate that promotes the belief that all children can learn and succeed, and supports and
encourages practices to accomplish this purpose;
6.07(2) (e) utilizes computers and telecommunications in the school district and with the general public
6.08(1) (e) culture of the school and community;
6.08(1) (h) collaborative work skills;
6.08(1) (i) communication and human relations;
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
6.08(2) (e) leads and supports the process of vision building and vision renewal;
6.08(2) (f) ensures the day-to-day operations and management of the organization through adherence to policy and
sound governance practices;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder;
6.11 The administrator is a continuous learner who encourages and supports the personal and professional
development of self and others;
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes;
6.11(1) (b) principles of adult learning and how adults are motivated to grow and develop in constructive directions;
6.11(1) (c) professional development opportunities for self and others;
6.11(2) (a) inquires about, reflects on, and acts to improve personal performance, the performance of the professional
and classifies staff, and the overall performance of schools and the district;
6.11(2) (b) recognizes and provides personal and professional development opportunities for school communities and
the district that enhance performance quality and personal satisfaction;
6.11(2) (c) designs work and work responsibilities so that staff members and parents contribute to overall school
improvement and develop a sense of worth and accomplishment
6.08(1) (l) community relations;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
LRF 7/31/2014
6
understand and can
mobilize community
resources by
promoting
understanding,
appreciation, and use
of the community’s
diverse cultural, social,
and intellectual
resources throughout
the district.
4.3 Candidates
understand and can
respond to community
interests and needs by
building and
sustaining positive
district relationships
with families and
caregivers.
4.4 Candidates
understand and can
respond to community
interests and needs by
building and
sustaining productive
district relationships
with community
partners.
5.1 Candidates
understand and can act
with integrity and
fairness to ensure a
district system of
accountability for
every student’s
6.10(1) (a) differences between equal and equitable treatment and consideration;
6.10(1) (b) social, political, and learning implications of ethnic, religious, cultural economic, physical, and intellectual
diversity and how those factors influence student success;
6.10(1) (c) signs and patterns of racism, sexism, discrimination against the disabled and other forms of discrimination,
no matter how subtle or unintended;
6.10(1) (d) characteristics of an infused multicultural curriculum and its implementation;
6.10(1) (e) how respect for ethnic, cultural, economic, physical, and intellectual diversity contributes to a strong nation
and unified and equitable society;
6.10(1) (f) characteristics of an individualized/adapted curriculum and its implementation;
6.10(1) (g) how public schools contribute to a culturally diverse society in a democratic republic;
6.10(1) (h) applicable state and federal laws, rules, and regulations;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder;
6.10(2) (b) leads in the development and implementation of curriculum that fosters success for all students regardless
of gender, race, or disability;
6.10(2) (c) encourages the implementation of a curriculum that recognizes contributions made b y diverse groups and
promotes the infusion of multicultural information into daily instruction;
6.10(2) (d) promotes respect for ethnic, religious, cultural, economic, physical, and intellectual diversity;
6.10(2) (e) promotes unified school communities and district by respecting diversity and valuing equitable treatment
for all;
6.10(2) (f) encourages sensitivity to the signs and patterns of discrimination, and leads in the elimination of
discriminatory behavior within schools and the district
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.11(2) (c) designs work and work responsibilities so that staff members and parents contribute to overall school
improvement and develop a sense of worth and accomplishment;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
6.08(1) (e) culture of the school and community;
6.08(1) (l) community relations;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
6.09(1) (a) stages of moral development;
6.09(1) (b) how to develop an educational philosophy or platform;
6.09(1) (c) their own personal convictions and the ethical implications of their actions;
6.09(1) (d) models of moral leadership;
6.09(1) (e) moral and ethical responsibilities of schools;
6.09(1) (f) social, economic, and political factors affecting students and society;
6.09(1) (g) how public schools contribute to a democratic republic in a culturally diverse society;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
LRF 7/31/2014
7
academic and social
success.
5.2 Candidates
understand and can
model principles of
self-awareness,
reflective practice,
transparency, and
ethical behavior as
related to their roles
within the district.
5.3 Candidates
understand and can
safeguard the values of
democracy, equity,
and diversity within
the district.
6.09(1) (h) the Colorado and United States constitutions;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.09(2) (b) matches behavior to educational values and convictions;
6.09(2) (c) treats everyone fairly, equitably and with integrity;
6.09(2) (d) understands the moral and ethical responsibility of public schools;
6.09(2) (e) promotes the ideals of our democratic republic and understands how public schools contribute to a
culturally diverse society;
6.09(2) (f) exercises good judgment and takes responsibility for actions;
6.09(2) (g) promotes responsible behavior and citizenship consistent with established principles of conduct as well as
those within the Colorado and United States Constitutions
6.09(1) (a) stages of moral development;
6.09(1) (b) how to develop an educational philosophy or platform;
6.09(1) (c) their own personal convictions and the ethical implications of their actions; 6.09(1) (d) models of moral
leadership;
6.09(1) (e) moral and ethical responsibilities of schools;
6.09(1) (f) social, economic, and political factors affecting students and society;
6.09(1) (g) how public schools contribute to a democratic republic in a culturally diverse society;
6.09(1) (h) the Colorado and United States constitutions;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.09(2) (b) matches behavior to educational values and convictions;
6.09(2) (c) treats everyone fairly, equitably and with integrity;
6.09(2) (d) understands the moral and ethical responsibility of public schools;
6.09(2) (e) promotes the ideals of our democratic republic and understands how public schools contribute to a
culturally diverse society;
6.09(2) (f) exercises good judgment and takes responsibility for actions;
6.09(2) (g) promotes responsible behavior and citizenship consistent with established principles of conduct as well as
those within the Colorado and United States Constitutions
6.09(1) (a) stages of moral development;
6.09(1) (b) how to develop an educational philosophy or platform;
6.09(1) (c) their own personal convictions and the ethical implications of their actions;
6.09(1) (d) models of moral leadership;
6.09(1) (e) moral and ethical responsibilities of schools;
6.09(1) (f) social, economic, and political factors affecting students and society;
6.09(1) (g) how public schools contribute to a democratic republic in a culturally diverse society;
6.09(1) (h) the Colorado and United States constitutions;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.09(2) (b) matches behavior to educational values and convictions;
6.09(2) (c) treats everyone fairly, equitably and with integrity;
6.09(2) (d) understands the moral and ethical responsibility of public schools;
6.09(2) (e) promotes the ideals of our democratic republic and understands how public schools contribute to a
culturally diverse society;
6.09(2) (f) exercises good judgment and takes responsibility for actions;
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LRF 7/31/2014
8
5.4 Candidates
understand and can
evaluate the potential
moral and legal
consequences of
decision making in the
district.
5.5 Candidates
understand and can
promote social justice
within the district to
ensure individual
6.09(2) (g) promotes responsible behavior and citizenship consistent with established principles of conduct as well as
those within the Colorado and United States Constitutions;
6.10(1) (a) differences between equal and equitable treatment and consideration;
6.10(1) (b) social, political, and learning implications of ethnic, religious, cultural economic, physical, and intellectual
diversity and how those factors influence student success;
6.10(1) (c) signs and patterns of racism, sexism, discrimination against the disabled and other forms of discrimination,
no matter how subtle or unintended;
6.10(1) (d) characteristics of an infused multicultural curriculum and its implementation;
6.10(1) (e) how respect for ethnic, cultural, economic, physical, and intellectual diversity contributes to a strong nation
and unified and equitable society;
6.10(1) (f) characteristics of an individualized/adapted curriculum and its implementation;
6.10(1) (g) how public schools contribute to a culturally diverse society in a democratic republic;
6.10(1) (h) applicable state and federal laws, rules, and regulations;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder;
6.10(2) (b) leads in the development and implementation of curriculum that fosters success for all students regardless
of gender, race, or disability;
6.10(2) (c) encourages the implementation of a curriculum that recognizes contributions made by diverse groups and
promotes the infusion of multicultural information into daily instruction;
6.10(2) (d) promotes respect for ethnic, religious, cultural, economic, physical, and intellectual diversity;
6.10(2) (e) promotes unified school communities and district by respecting diversity and valuing equitable treatment
for all;
6.10(2) (f) encourages sensitivity to the signs and patterns of discrimination, and leads in the elimination of
discriminatory behavior within schools and the district
6.09(1) (a) stages of moral development;
6.09(1) (b) how to develop an educational philosophy or platform;
6.09(1) (c) their own personal convictions and the ethical implications of their actions;
6.09(1) (d) models of moral leadership;
6.09(1) (e) moral and ethical responsibilities of schools;
6.09(1) (f) social, economic, and political factors affecting students and society;
6.09(1) (g) how public schools contribute to a democratic republic in a culturally diverse society;
6.09(1) (h) the Colorado and United States constitutions;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.09(2) (b) matches behavior to educational values and convictions;
6.09(2) (c) treats everyone fairly, equitably and with integrity;
6.09(2) (d) understands the moral and ethical responsibility of public schools;
6.09(2) (e) promotes the ideals of our democratic republic and understands how public schools contribute to a culturally
diverse society;
6.09(2) (f) exercises good judgment and takes responsibility for actions;
6.09(2) (g) promotes responsible behavior and citizenship consistent with established principles of conduct as well as those
within the Colorado and United States Constitutions
6.10(1) (a) differences between equal and equitable treatment and consideration;
6.10(1) (b) social, political, and learning implications of ethnic, religious, cultural economic, physical, and intellectual
diversity and how those factors influence student success;
6.10(1) (c) signs and patterns of racism, sexism, discrimination against the disabled and other forms of discrimination, no
matter how subtle or unintended;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LRF 7/31/2014
9
student needs inform
all aspects of
schooling.
6.1 Candidates
understand and can
advocate for district
students, families, and
caregivers.
6.10(1) (d) characteristics of an infused multicultural curriculum and its implementation;
6.10(1) (e) how respect for ethnic, cultural, economic, physical, and intellectual diversity contributes to a strong nation and
unified and equitable society;
6.10(1) (f) characteristics of an individualized/adapted curriculum and its implementation;
6.10(1) (g) how public schools contribute to a culturally diverse society in a democratic republic;
6.10(1) (h) applicable state and federal laws, rules, and regulations;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder;
6.10(2) (b) leads in the development and implementation of curriculum that fosters success for all students regardless of
gender, race, or disability;
6.10(2) (c) encourages the implementation of a curriculum that recognizes contributions made b y diverse groups and
promotes the infusion of multicultural information into daily instruction;
6.10(2) (d) promotes respect for ethnic, religious, cultural, economic, physical, and intellectual diversity;
6.10(2) (e) promotes unified school communities and district by respecting diversity and valuing equitable treatment for all;
6.10(2) (f) encourages sensitivity to the signs and patterns of discrimination, and leads in the elimination of discriminatory
behavior within schools and the district
6.10(1) (a) differences between equal and equitable treatment and consideration;
6.10(1) (b) social, political, and learning implications of ethnic, religious, cultural economic, physical, and intellectual
diversity and how those factors influence student success;
6.10(1) (c) signs and patterns of racism, sexism, discrimination against the disabled and other forms of discrimination, no
matter how subtle or unintended;
6.10(1) (d) characteristics of an infused multicultural curriculum and its implementation;
6.10(1) (e) how respect for ethnic, cultural, economic, physical, and intellectual diversity contributes to a strong nation and
unified and equitable society;
6.10(1) (f) characteristics of an individualized/adapted curriculum and its implementation;
6.10(1) (g) how public schools contribute to a culturally diverse society in a democratic republic;
6.10(1) (h) applicable state and federal laws, rules, and regulations;
6.10(2) (a) establishes a variety of methods for communicating to ensure input from all stakeholder;
6.10(2) (b) leads in the development and implementation of curriculum that fosters success for all students regardless of
gender, race, or disability;
6.10(2)(c) encourages the implementation of a curriculum that recognizes contributions made b y diverse groups and
promotes the infusion of multicultural information into daily instruction;
6.10(2) (d) promotes respect for ethnic, religious, cultural, economic, physical, and intellectual diversity;
6.10(2) (e) promotes unified school communities and district by respecting diversity and valuing equitable treatment for all;
6.10(2) (f) encourages sensitivity to the signs and patterns of discrimination, and leads in the elimination of discriminatory
behavior within schools and the district;
6.09(1) (a) stages of moral development;
6.09(1) (b) how to develop an educational philosophy or platform;
6.09(1) (c) their own personal convictions and the ethical implications of their actions; 6.09(1) (d) models of moral
leadership;
6.09(1) (e) moral and ethical responsibilities of schools;
6.09(1) (f) social, economic, and political factors affecting students and society;
6.09(1) (g) how public schools contribute to a democratic republic in a culturally diverse society;
6.09(1) (h) the Colorado and United States constitutions;
6.09(2) (a) examines his or her personal beliefs and articulates educational values which contribute to success for all
students;
6.09(2) (b) matches behavior to educational values and convictions;
6.09(2) (c) treats everyone fairly, equitably and with integrity;
6.09(2) (d) understands the moral and ethical responsibility of public schools;
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LRF 7/31/2014
10
6.2 Candidates
understand and can act
to influence local,
district, state, and
national decisions
affecting student
learning in a district
environment.
6.3 Candidates
understand and can
anticipate and assess
emerging trends and
initiatives in order to
adapt district-level
leadership strategies.
7.1 Substantial
Experience: The
program provides
significant field
experiences and
clinical internship
practice for candidates
within a district
environment to
synthesize and apply
the content knowledge
and develop
6.09(2) (e) promotes the ideals of our democratic republic and understands how public schools contribute to a culturally
diverse society;
6.09(2) (f) exercises good judgment and takes responsibility for actions;
6.09(2) (g) promotes responsible behavior and citizenship consistent with established principles of conduct as well as those
within the Colorado and United States Constitutions
6.08(1) (a) research on and theory of leadership;
6.08(1) (b) conflict resolution strategies;
6.08(1) (c) group development and group processes;
6.08(1) (d) decision making processes, including site-based management;
6.08(1) (e) culture of the school and community;
6.08(1) (f) political environment of both districts and individual schools;
6.08(1) (g) vision-building strategies;
6.08(1) (h) collaborative work skills;
6.08(1) (i) communication and human relations;
6.08(1) (j) boardsmanship and team leadership;
6.08(1) (k) policy and governance;
6.08(1) (l) community relations;
6.08(1) (m) organizational management;
6.08(1) (n) legal aspects of school administration;
6.08(1) (o) legislative processes;
6.08(1) (p) budgeting/resource management.
6.08(2) (a) leads and supports teams that are committed to student learning;
6.08(2) (b) ensures that stakeholders are involved in decision making;
6.08(2) (c) empowers other administrators, teachers, students, and parents to be leaders in the school community;
6.08(2) (d) initiates the involvement of business and non-parent communities in district endeavors;
6.08(2) (e) leads and supports the process of vision building and vision renewal;
6.08(2) (f) ensures the day-to-day operations and management of the organization through adherence to policy and sound
governance practices
6.07(1) (g) change processes, strategies and effects;
6.07(2) (a) leads the school community in the adoption of challenging student performance standards and the development
of fair and accurate assessments methods;
6.07(2) (b) uses and provides data in the analysis of the current state of student learning and then serves as a catalyst for and
manager of needed change;
6.08(1) (g) vision-building strategies;
6.11(1) (a) methods of inquiry for reflective practice, including self assessment and problem solving strategies that are
useful in critically evaluating outcomes;
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6860: The Superintendent as
Transformational Leaders
LEAD 6870: The Superintendent as
Manager of Quality Systems
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LRF 7/31/2014
11
professional skills
identified in the other
Educational
Leadership DistrictLevel Program
Standards through
authentic, districtbased leadership
experiences.
7.2 Sustained
Experience:
Candidates are
provided a six-month
concentrated (9–12
hours per week)
internship that
includes field
experiences within a
district environment.
7.3 Qualified On-site
Mentor: An on-site
district mentor who
has demonstrated
successful experience
as an educational
leader at the district
level and is selected
collaboratively by the
intern and program
faculty with training
by the supervising
institution.
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LEAD 6880: Practicum in Central Office
Leadership and the Superintendency
LRF 7/31/2014