Summary
Highlights
Professor Fernando welcomes viewers to the asynchronous digital training for the 2025 directors' public consultation. He introduces the various departments within SMMED, such as Early Childhood Education, Elementary Education, Special Education, Infrastructure, School Documentation, and others, highlighting their distinct demands and their role in supporting educational units.
The Elementary Education Department is responsible for monthly training sessions for teachers from the first to fifth grade. All training details, including registrations and attendance, are managed through the 'Ensina-Me' portal, where participants receive certification. The department's coordinators are available to address any queries regarding training and support pedagogical and administrative needs.
The Elementary Education Department is structured into several nuclei, including literacy for first and second grades, consolidation for third to fifth grades, full-time schools, EJA (Youth and Adult Education), religious education, rural education, and support for immigrants and home-based care for students with extended absences. Each sector has a technical coordinator to respond to school demands.
Assuming a school director role requires understanding the National Common Curricular Base (BNCC), the municipal curriculum, the school's Political Pedagogical Project (PPP), and engaging with the APPF (Parents and Teachers Association) and School Council. Directors need to monitor teaching staff, pedagogical coordination, and ensure the daily routines of the school align with educational goals.
The municipal curriculum of Araucária aligns with the BNCC and the Paraná curricular framework, structuring elementary education into various knowledge areas such as Portuguese, English, Art, Physical Education, Mathematics, Science, Geography, History, and Religious Education. Directors must understand these structures and the number of classes per subject to adequately distribute teachers and manage class schedules, considering professional profiles and legal requirements like the 33% non-classroom activity time for teachers.
Many municipal schools include early childhood education (ages 4-5). Directors must be aware of Municipal Education Council Resolution No. 4/2019, which regulates fundamental education and its articulation with early childhood education. This resolution addresses student-per-class limits and the cut-off age for first-grade enrollment (children turning 6 by March 31st), emphasizing the continuity of care and development.
Directors must maintain close alignment with their pedagogical team, staying informed about external evaluations and student performance. This collaboration is crucial for effective school management. Additionally, directors need to be well-versed in local, state, and federal legislation, particularly municipal normative instructions, which guide school operations and impact all public servants. Regular reading of official communications (malotes) and proactive problem-solving are emphasized.
Democratic and participative management, primarily through the APPF and School Council, is vital. These groups involve parents, staff, teachers, and student representatives in decision-making, particularly regarding financial resource allocation, investments, and maintenance. Regular meetings, ideally monthly or bi-monthly, are necessary to discuss demands and plan improvements for the school's infrastructure and resources.
Araucária currently has 34 active educational units, with two more under construction, serving over 11,600 elementary students and 129 EJA students, totaling over 18,500 students across all levels. The municipal network aims to increase full-time education to 30% by 2030, currently at 7% in three units, focusing on the integral development of students across physical, cognitive, affective, social, and ethical dimensions.
School sizes in Araucária vary widely, from small units with 70 students to large ones exceeding 1000 students (including support staff and resource rooms). Directors must become proficient in using IPM (Integrated Management System) and GLPI (IT and Technical Support Management) for all official requests, including infrastructure, pedagogical, and administrative demands. Specific official communications guide the use of these systems and biometric point registration, highlighting the need for efficient digital record-keeping.
Effective school management is built on six pillars: inspiring leadership, effective communication, time and process management, valuing people, technology integration, and continuous performance evaluation. These pillars aim to guide daily routines and foster a collaborative, democratic, and efficient school environment.
A director must be an inspiring leader who promotes clear, open communication and democratic decision-making. Strategic planning involves setting clear goals and developing action plans, with the APPF and School Council. Efficient time management requires prioritizing urgent tasks, especially conflicts, to prevent escalation, while delegating less immediate issues.
Building positive relationships with all school stakeholders, including staff, parents, and the community, is crucial for maintaining balance and resolving conflicts effectively. Integrating educational technologies intelligently enhances learning experiences, guiding students beyond mere entertainment. Continuous evaluation of pedagogical and administrative actions helps identify areas for improvement, ensuring the school's ongoing evolution and allowing directors to monitor student progress and promptly address any academic challenges.
The video concludes with a quote from Paulo Freire, highlighting education's dual nature as both a tool for social control and liberation. It emphasizes the need for directors to analyze the broader context of education critically. Professor Fernando shares legal references and thanks participants, wishing them good luck with the public consultation for directorial positions.