Essential Elements of
Successful
Montessori Schools in the Public Sector
Public Montessori schools provide an important
component in Montessori’s vision toward educating the children of the world.
Across the United States dedicated Montessori teachers, administrators,
teacher educators, and parents work to provide quality public Montessori
schools - serving a great cross section of today’s population. Public
Montessori school classrooms reflect a commitment toward whole-child
development, as well as academic achievement, problem solving and peace
education within diverse communities.
AMS recognizes the important role public Montessori
schools have in serving today’s children and families as well as providing a
model of educational reform.
AMS supports Public Montessori schools through its
public school seminar tracts, Public Montessori School On-Line Bulletin
Board , Montessori Public School Committee, chaired by Judith Bauerlein and
AMS Board Public School Representative, Connie Murphy.
Montessori Teachers
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Employ Montessori teachers who have Montessori credentials for the
levels they teach.
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Maintain an active and open recruitment for Montessori credentialed
teachers.
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Budget for future Montessori teacher education for non
Montessori-credentialed teachers.
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Provide professional Montessori in-service by experienced credentialed
Montessori educators.
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Contract for on-going internal and periodic external Montessori
consultation and/or professional support as a follow up to Montessori
teacher education.
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Employ one paraprofessional per classroom, each having received
Montessori orientation for that role.
Administration
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Employ an experienced Montessori teacher to serve as curriculum
coordinator.
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Employ a building principal/educational leader who has knowledge of
Montessori principles and curriculum through Montessori coursework,
Montessori Administrator Credential and/or annual conference exposure.
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Maintain commitment to the core Montessori curriculum and instruction
even with changes in administrative staff.
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Sustain the support of the central administration through high profile
communications about program development.
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Recognize that the best implementation process is to begin with the 3-6
age group and add one age at a time for a gradual progression.
Recruitment/Parent Education
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Provide Montessori parent education programs that promote understanding
of Montessori principles and curriculum.
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Develop an admission process that informs parents about the nature of
Montessori and seeks the necessary commitment to the program.
Curriculum/Environment
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Offer a full complement of Montessori materials (about $25,000 per
classroom) purchased from Montessori dealers.
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Develop a classroom design that is compatible with Montessori "prepared
environment" principles.
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Create uninterrupted daily work periods of 90 minutes to 3-hours,
considering the 3-hour work cycle as ideal.
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Integrate specialty programs (music, art, physical education, etc.)
around the uninterrupted work periods.
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Apply the appropriate multi-age groupings: 3-6, 6-9, 9-12, 12-15,
necessary for the diversity, flexibility, and reduced competition
integral to Montessori.
Assessment
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Use a process of reporting student progress that is compatible with
Montessori and includes parent conferences and authentic assessment
tools such as observation, portfolio, performance assessment with
rubric, etc.
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Implement state mandated assessments in such a way that the character of
the Montessori program is not compromised.
Professional Development
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Budget for continuing education through Montessori workshops and
conferences.
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Maintain membership with one or more of the professional Montessori
organizations and seek Montessori accreditation to assure consistent
quality.
Endorsed by the following organizations:
American Montessori Society
(AMS)
Association Montessori Internationale
(AMI)
North American Montessori Teachers’ Association
(NAMTA)
National Center for Montessori Education
(NCME)
Montessori Education Programs International
(MEPI)
Southwestern Montessori Training Center
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