Public School Choice 4.0 Learning Seminar #14

1. Public School Choice 4.0Learning Seminar #14 Implementation (Section D) October 4, 2012

2. Agenda • Open Mic • News You Can Use • “All Aboard” Review • Implementation (Section D) • How to Identify & Track Leading Indicators • Recognizing Potential Challenges • Autonomy Preview • Choose Your Own Adventure

3. Open Mic Afternoon Check-In • Application Writing – 27 days until the deadline • Parent, Student & Community Engagement • Application Submission • Review Process • Upcoming Events

4. Who Reviews? Associated Administrators of Los Angeles Los Angeles Unified School District United Teachers Los Angeles Superintendent’s Review Panel Superintendent’s Review & Final Decisions Pilot Steering Committee Parent, Student & Community Members

5. News You Can Use: Upcoming Events

6. Where We’re Going… School Data Profile & Analysis (Section B) IMPLEMENTATION (Section D) Root Causes of Key Challenges (Section B) VISION for your STUDENTS & SCHOOL (Section A) Planning with your School Community (Section C #3) School Turnaround/Theory of Action (Section C #1-2)

7. REVIEW “ALL ABOARD”

8. Changes to School Turnaround: Section C3 REVISED Question: • How will you engage your school community, faculty, staff, students and parents so that they are able to understand and effectively implement elements of the instructional philosophy and turnaround plan? • Given your community context, what needs to be true for your colleagues, students and parents to join you in the transformation of your school? • Given your community context, how are you going to share, communicate and generate interest and excitement about your plan for turning around your school?

9. Managing the Change Process • The revised application question is all about the change process….. • How do you prepare people for change? • How do you engage them in the change process?

10. A Few Things We Know About Change • Change, at its core, is a people process and people are creatures of habit, hard-wired to resist adopting new mind-sets, practices and behaviors. • To achieve and sustain transformational change, organizations must embed these mind-sets, practices and behaviors at every level. • Successful transformation efforts must capture the hearts and minds of people who need to operate differently to deliver the desired results. • Successful change efforts engage people across the organization. • To achieve a successful change effort, people issues need to be identified and incorporated into the plans from the beginning and revisited again and again throughout the implementation process to ensure the desired strategic outcome. Harshak, A., Aguirre, D., Brown, A (2010). Making Change Happen, and Making It Stick. Strategy + Business.

11. A Few Things We Know About Change The Five Success Factors: • Understand and spell out the impact of the change on people. A prerequisite to any viable change program is a clear-eyed assessment of the impact it will have on the various stakeholders. • Build an emotional and rational case for change. A persons emotions are where the momentum for real transformation lies. Communication must be targeted to each stakeholder group and delivered in a two-way fashion that allows people to make sense of the change subjectively. • Ensure that the entire leadership team is a role model for the change.Transformation starts at the top. Leaders must be “on top” of and “in front” of the change, modeling the behaviors they want others to adopt. • Mobilize your stakeholders to “embrace” and accelerate the change.Leverage peer-to-peer interactions. People need to be motivated and encouraged to change their behavior by those around them as well. • Embed the change in the fabric of the organization. Change must penetrate every level of the organization. Your work must include engaging and involving stakeholders over the long haul. Harshak, A., Aguirre, D., Brown, A (2010). Making Change Happen, and Making It Stick. Strategy + Business.

12. Engaging Our School Community

13. School Plan Outline Section D: Implementation Leading & Lagging Indicators

14. Leading and Lagging Indicators • Please watch this introductory video on leading and lagging indicators: http://www.data-first.org/learning/leading-and-lagging-indicators/

15. School Plan Outline: Section D: Implementation • How will you monitor the implementation of your proposed turnaround efforts? • Identify the leading indicators that you will track to know how well the changes you implement are taking effect • Clearly identify leading indicators that are connected to the priority areas you identify and will help you make informed decisions • What are the most significant barriers you foresee to successfully implementing the strategies, practices, program, policies, etc. identified for turning around your school? • Anticipate the challenges that may keep you from implementing your plan successfully • Go beyond the obvious (ex. RIFs and budget problems are outside your control and true for every school in the District…) • Address the challenges, weaknesses and idiosyncrasies of their school • Outline possible strategies that will minimize the impact of these challenges or help you avoid them altogether

16. Leading Indicators…. • Provide early signals of progress toward academic achievement • Enable educators to make more strategic and less reactive decisions about services and supports to improve student learning. • Should not only include student performance data, but process-oriented indicators of performance as well (e.g., instructional process data, perception data, etc.) • Prioritize key areas that are particularly helpful in assessing progress toward goals. • Help you see the direction your efforts are going and help you take corrective action as soon as possible Annenberg Institute

17. Leading Indicators…. • An indicator is LEADING when it is: • Timely and Actionable: It is reported with enough time to change a course of action. • Benchmarked:Users understand what constitutes improvement on a leading indicator through construction of “metrics”. • Powerful: It offers targets for improvement and show progress – or lack of progress – toward a desired outcome before that outcome occurs. Annenberg Institute

18. Common Leading Indicators Leading indicators used in study districts and their associated interventions in the same districts Annenberg Institute Beyond Test Scores: Leading Indicators for Education (2008). Annenberg Institute for School Reform.

19. Theory of Action Template

20. Autonomy World Café Preview

21. Autonomy World Café Preview

22. Autonomy World Café Preview

23. Autonomy World Café Preview

24. Choose Your Adventure • Option A – Identify a theory of action and outline the strategies for targeting your highest priorities (C1): • If you’ve already determined your 3-5 key priority issues, use the Theory of Action Template to begin identifying: • What actions, practices, strategies are necessary to address each priority issue? • Determine your theory of action—what makes you believe that the actions you’ve identified will impact your high-priority issues? • Option B – Engaging Your School Community Planning(C3). • Option C – Identifying Leading Indicators (D1)