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Welcome to the Opening of School Celebration

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  1. Welcome to theOpening of School Celebration Desert Diamond Entertainment CenterAugust 6, 2008

  2. Opening of School CelebrationIntroductions Jeannie Favela, Ph.D.Assistant Superintendent,Student Services

  3. Mariachi del DesiertoDesert View High SchoolDon Fuentes, director

  4. Opening of School CelebrationNational Anthem Michael EnisTohono O’odham Nation2003 Desert View Graduate

  5. Opening of School CelebrationWelcome from Ned Norris, Jr. Ned Norris, Jr.Chairman, Tohono O’odham Nation

  6. Governing Board • Eva Carrillo Dong, President • Eric Giffin, Clerk • Magdalena Barajas, Member • Louie C. Gonzales, Member • Robert Jaramillo, Member

  7. Assistant Superintendents • Jeannie Favela, Ph.D.Student Services Howard C. Carlson, Ph.D.Educational Services Jan VeselyCurriculum & Instruction Raúl OchoaOperations & FacilitiesPlanning

  8. Employee Associations • Anna Lisa Termini, presidentSunnyside Education Association • Manny “Rebel” Portillo, presidentSunnyside Classified Employees Association • Lorena Escárcega, presidentSunnyside Administrators Association

  9. New Administrators Ray AndradeAssistant PrincipalChaparral Tammy ChristophersonAssistant PrincipalApollo Dr. Edwin DawsonDirectorSchool Improvement Debra GarciaPrincipalDrexel José GastelumAssistant PrincipalDesert View Dr. Julia LindbergDirectorLanguage Acquisition & Development Valerie Lopez-MirandaPrincipalSummit View Lorena MartínezAssistant PrincipalApollo Keith MaynardMathCoordinator Rebecca RidgeLiteracy & Reading First Coordinator Richard SanchezAssistant Principal Sunnyside Alissa WelchAssistant PrincipalSunnyside Dr. Lily DeBlieuxPrincipalMission Manor Armando ValenzuelaAssistant PrincipalSunnyside Jan VeselyAssistant SuperintendentCurriculum & Instruction

  10. Opening of School CelebrationWelcome from the Governing Board Eva Carrillo DongPresidentSUSD Governing Board

  11. Opening of School CelebrationQuality First Instruction Jan VeselyAssistant SuperintendentCurriculum & Instruction

  12. Safe and Orderly Apollo Transformation Budget Staffing and Sectioning Human Resources Learning Community Initiative • District Corrective Action • SMART Goals • Curriculum Audit • Project Graduation:A Call to Action • Project Graduation:The Digital Advantage • Districtwide Attendance Initiative K-5 Ownership Indicators Reading Literacy Initiative Math Literacy Initiative English Language Development Parent Engagement Hope Foundation

  13. Smart Goals • S-uperintendent’s • M-ission to • A-dvance • R-eally difficult • T-asks S-uperintendent’s M-ethod of A-ccelerating R-igor and T-enacity S-uperintendent’s M-echanism for A-chieving R-esults towards T-ransformationals

  14. Opening of School CelebrationSchools Success Story Stephen G. PetersCEO/PresidentThe Peters Group

  15. Opening of School CelebrationSuperintendent’s Address Manuel L. Isquierdo,Ed.D.Proud SuperintendentSunnyside USD

  16. Goals for today’s presentation • Challenges and SUSD’s Response • Why transformation efforts fail • Project Graduation: The Digital Advantage • Proud Business Partners • Digital Advantage Expansion • Getting to know your superintendent

  17. Opening of School Celebration2008 Challengesand SUSD’s Response • Financial • Curriculum • Graduation Rate • English Language Learner Model • Change Process

  18. Opening of School CelebrationChallenges Opening of School CelebrationDistrict Challenges Challenges - Financial • We’ve lost School Facilities Board (SFB) renewal funds - $1.5 million • Funding for new high school is frozen - affects capacity over the next two years • State of Arizona facing a $2 billion deficit that will have an impact on education

  19. Opening of School CelebrationDistrict Response SUSD’s Response • This district has done a tremendous job of staffing and sectioning and as a result we’ve identified $1.7 million in available funds. • We did this without a reduction in force while maintaining effective class sizes. • Under the financial circumstances of the state, we are in good shape this year.

  20. Opening of School CelebrationChallenges - Curriculum Opening of School CelebrationDistrict Challenges Challenges – Curriculum • Corrective action • Need to improve quality first instruction K-12 • Curriculum alignment • Status of AIMS and test scores

  21. Opening of School CelebrationDistrict Response SUSD’s Response • Curriculum audit districtwide. • New reading and math adoptions mapped to the Arizona Standards. • Reading coach in every elementary school – new positions aligned to quality first instruction. • New Curriculum & Instruction team emerged to provide leadership.

  22. Opening of School CelebrationDistrict Challenges Challenges – ELL Model • House Bill 2064 authorized the Arizona Department of Education (ADE) to set up the English Language Learner (ELL) Task Force for the development of a four-hour Structured English Immersion program model. • The new four-hour ELL model is mandated for the 2008-2009 school year. • SUSD has submitted an alternative proposal but it has not yet been cleared or approved by ADE. • Structuring and scheduling a program that approaches the requirements of the law while not segregating our students or overextending our resources is our greatest challenge.

  23. Dr. Jeannie FavelaAssistant Superintendent, Student Services Dr. Julia LindbergDirector, Language Acquisition & Development Opening of School CelebrationDistrict Challenges Challenges – ELL Model

  24. Opening of School CelebrationDistrict Challenges Challenges – ELL Model

  25. Governing BoardCourageous leadership Opening of School CelebrationDistrict Response SUSD’s Response

  26. Opening of School CelebrationDistrictChallenges Opening of School Celebration2008 Boy holding rock Between a rock and a hard place. Between a rock and a hard place

  27. Opening of School CelebrationDistrict Response SUSD’s Response SUSD Governing Board is providing the courageous leadership to address this very important challenge. We will have a new standard expectation of alignment and design for ELL. It’s going to be imperative that everyone follow the model.

  28. Opening of School CelebrationDistrict Challenges Challenges – Graduation Rate Longitudinal District AYP Graduation Results Adequate Yearly Progress (AYP) Corrective Action Historically low graduation rate Johns Hopkins University Dropout Factory reports Have not established a great enough sense of urgency

  29. Opening of School CelebrationLocating the Dropout Crisis Locating theDropout Crisis • Nationally, nearly one in five high schools has weak promoting power (<60%). • Arizona is one of 15 states that collectively house almost 80% of the country’s high schools producing the highest number of dropouts. • Sunnyside High School and Desert View High School made the nation’s “dropout factory” list in a follow-up brief given to the Associated Press from Johns Hopkins University in 2007. Based upon data for the graduating classes of 2004-06, 35 high schools in Arizona—one in five—made this list of schools that qualified by having weak promoting power (<60%).

  30. Opening of School CelebrationDistrict Response SUSD’s Response • Project Graduation • Freshman Initiative • The Districtwide Attendance Initiative • The Digital Advantage • We are establishing a great enough sense of urgency.

  31. Opening of School CelebrationA Call to Action Project Graduation Phase I: Increasing High School Graduation Rates in SUSD: A Strategic Plan Phase II: Credit Recovery Phase III: Freshman Intervention Phase IV: District Attendance Initiative Phase V: Advisory Periods for 2008-09 Phase VI: Summer School

  32. Sunnyside Progress: Academic Because of credit recovery courses offered Students in this category earned enough credits to graduate

  33. Cohort 2011-Single Period Absences(<4 absences) 67% decrease in single-period absences

  34. Opening of School CelebrationDistrict Response SUSD’s Response • Project Graduation • Freshman Initiative • The Districtwide Attendance Initiative • The Digital Advantage • We are establishing a great enough sense of urgency.

  35. Opening of School CelebrationDistrict Response SUSD’s change process has been framed around these 3 books • Organizational Efficiency Attitude & Belief in Students by Design Confronting the Brutal Facts

  36. Opening of School CelebrationChallenges - Change Process Challenges to the Change Process • People change slowly • resistanceto change is common

  37. “Sometimes people get it backward. They try to protect the culture at the expense of the actual organization.”

  38. Culture Change “One never knows what will happen if things are suddenly changed. But do we know what will happen if they are not changed?” Elias Canette, The Human Province

  39. Fast Company magazine quotes EDS’s Chairman and CEO Dick Brown as saying, “A company’s culture is really the behavior of its people. You change a business by changing the behavior.”

  40. “We need to keep reminding ourselves, The organizationcomes first.”

  41. So thatstudents can comefirst

  42. Six Principles Governing Board Apollo Transformation Process Drexel Growth Opening of School CelebrationDistrict Response SUSD’s Response

  43. Opening of School CelebrationWhy Transformation Efforts Fail We’re not just changing, we’re transforming.

  44. Leading Change Why Transformation Efforts Fail Leaders who successfully transform businesses avoid doing eight things wrong! Leading ChangeWhy TransformationEfforts FailBy John P. Kotter

  45. Leading Change Why Transformation Efforts Fail 8 Why transformation efforts fail • Not establishing a Great Enough sense of urgency • Not creating a Powerful enough guiding coalition • Lacking a vision • Undercommunicating the Vision by a Factor of Ten • Not removing obstacles to the new vision • Not Systematically Planning for, and Creating, Short-Term Wins • Declaring Victory Too Soon • Not Anchoring Changes in the Corporation’s Culture

  46. Leading Change Why Transformation Efforts Fail Leaders who successfully transform businesses avoid doing eight things wrong! Why transformation efforts fail Not establishing a Great Enough sense of urgency Lacking a vision Undercommunicating the Vision by a Factor of Ten Declaring Victory Too Soon

  47. Leading Change Why Transformation Efforts Fail Leaders who successfully transform businesses avoid doing eight things wrong! Guiding change may be the ultimate test of a leader – no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of business. Thus, leading change is both absolutely essential and incredibly difficult.

  48. Leading Change Why Transformation Efforts Fail 1 Not Establishing a Great Enough Sense of Urgency Compared with other steps in the change process, phase one can sound easy. It is not. Sometimes executives underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have already been in increasing urgency. Sometimes they lack patience. When is the urgency rate high enough? The answer is when about 75% of a company’s management is honestly convinced that business as usual is totally unacceptable. Anything less can produce very serious problems later on in the process.

  49. Leading Change Why Transformation Efforts Fail 3 Lacking a Vision In every successful transformation effort that I have seen, the guiding coalition develops a picture of the future that is relatively easy to communicate. Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all. A useful rule of thumb: If you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process.

  50. Leading Change Why Transformation Efforts Fail 4 Undercommunicatingthe Vision by aFactor of Ten Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices. In more successful transformation efforts, executives use all existing communication channels to broadcast the vision. They turn boring, unread company newsletters into lively articles about the vision.