End of Year Review August 1, 2011
Introductions Welcome new and returning staff! • Please stand as you are recognized • Take time to welcome and get to know these members of team ISS
We’re using some new tools!
Leave us feedback on WallWisher.com: http://www.wallwisher.com/wall/laweek
“Why?” Before “How?” WHY do we do this? To review data and determine progress made towards our district strategic goals To celebrate successes and to identify challenges for district, feeder pattern and school improvement
Your Task • Define roles: • Performer • Watcher(s) • Timer • Performer: work to balance the feather on your finger • Watcher(s): look for strategies used • Timer: time the length feather is balanced
Reflect What contributed to your success with this task? What strategies did you use/observe?
Repeat Switch roles within your group and repeat the activity What differences did you observe?
Successful Balance Requires… • Focusing on the “eye” • Being ready and willing to move and adjust • Filtering out “distractions”
Leadership Team Time • Use white note cards to capture each key focus area for your school (based on your 2010-2011 SIP) • What would happen if you added them to your feather?
It’s about FOCUS Where have we been?
It’s about FOCUS Where are we going?
It’s about FOCUS How do we close the gaps?
Priority I- Globally Competitive Students STRENGTHS • Graduation rate continues to increase • Celeste Henkel made AYP and exited Title I school improvement • 25 of 35 schools met ‘expected’ or ‘high’ growth • District composite remains above 80% • 6 Schools of Excellence; 11 schools met ‘high’ growth
Priority I- Globally Competitive Students OFIS/WEAKNESSES • EC graduation rate is declining • Number of schools making AYP is down; number of targets met decreased • Significant decrease in the % of schools meeting ‘expected’ growth • 3 priority schools
Priority I- Globally Competitive Students • See the data provided on dropouts. In feeder patterns, analyze the reason for dropouts, and track back to elementary/middle feeders. • Are there any identifiable trends (feeder school, cause, etc.)? • What is the root cause for the dropouts (attendance, home issues, proficiency, etc.)? • What processes do you have in place at your school to proactively ID potential dropouts and provide support?
Priority I- Globally Competitive Students • Use your AYP report and analyze feeder pattern data to determine in there are any trends in subgroups. • Are some schools within the feeder pattern making AYP while others are not? • Do these schools have specific programs in place to address specific gaps? • What processes do you have to ID super-AYP students? • What processes do you have to monitor subgroup performance?
Priority I- Globally Competitive Students • Use teacher growth reports and goal summary reports to analyze feeder pattern data and determine gap areas. • Can you ID trends in your feeder patterns? Strengths? Gaps? • Any schools in the feeder zone performing at high levels? What are they doing that can be shared? • What strategies are the ‘above average’ and ‘high growth’ teachers using? • What processes do you have in place to support ‘below average’ teachers? To leverage ‘above average’ teachers?
Priorities II/IV- 21st Century Professionals/Leadership Guides Innovation STRENGTHS • Steady increase on teacher/student and principal/student performance correlations • 9 schools experienced growth on the ‘leadership’ portion of the TWCS • 10 schools experienced growth on the ‘professional development’ portion of TWCS
Priorities II/IV- 21st Century Professionals/Leadership Guides Innovation OFIS/WEAKNESSES • Overall student performance composite has decreased, although teacher/principal correlations have increased • Did not meet 2011 targets for ‘leadership’ and ‘professional development’ sections of the TWCS
Priorities II/IV- 21st Century Professionals/Leadership Guides Innovation • Use the Teacher and Principal Correlation tracking sheets to answer the following questions with your feeder pattern: • What strategies has your leadership team utilized to improve the correlation between principal/teacher evaluation and student performance? What evidence do you have that these practices have been effective? • What evaluation strategies could be utilized to ensure correlation and student performance metrics are both improving at the same time?
Priorities II/IV- 21st Century Professionals/Leadership Guides Innovation • Use the Teacher and Classified Attendance tracking sheets to answer the following questions with your leadership team: • What celebrations do you have about the attendance data presented for your school? • What recommendations do you have for establishing a baseline for these metrics and why?
Priorities II/IV- 21st Century Professionals/Leadership Guides Innovation • Use the Working Conditions Survey tracking sheets to answer the following questions with your feeder pattern: • What best practices can you identify to help improve the leadership and professional development domains on the working conditions survey? • Be prepared to share the your top three.
Priority III- Healthy, Responsible Students STRENGTHS • Decrease in reportable offenses in elementary and alternative schools • Overall OSS incidents are down; days lost to OSS are down • All high schools exceeded Fitness Gram goal • Fitness centers in all high schools and 3 middle schools • 100% of PE teachers executed Fitness Gram testing with fidelity
Priority III- Healthy, Responsible Students OFIS/WEAKNESSES • Increase in middle and high school reportable offenses • OSS- upward trend in middle schools (incidents and days lost) • Elementary and middle school Fitness Gram scores down slightly from last year • Some reporting issues with Fitness Gram scores
Priority III- Healthy, Responsible Students What impact did the calendar have on attendance last school year? Do you foresee similar situations in the coming school year? How will your leadership team mitigate these? What attendance incentives does your school have in place? Given the current restraints, what are some factors the calendar committee should consider for next year’s calendar?
Priority III- Healthy, Responsible Students How will schools manage the sharing of SAPs in terms of continuing to impact Safe Schools initiatives? What does your leadership team have in place to ensure that crime and violence data are consistently reported? What fidelity checks could be put in place to ensure consistency across the district?
Priority III- Healthy, Responsible Students If your school experienced an increase in OSS, what support do you need? How can the strategies that were successful at decreasing OSS at specific schools be shared across the district? How is your school using the bus discipline process (the process from the district bus discipline PDSA)?
Priority III- Healthy, Responsible Students How do we monitor fitness without Fitness Gram as an indicator? Who will collect the data, and what will it look like? On days and times when students do not have structured PE, how can the staff/school promote ongoing physical activity?
Priority V- 21st Century Systems STRENGTHS • Continuously met fund balance goal, despite tough economic times • Local appropriations will increase for the 2011-2012 school year • Overtime has been reduced 77% since June 2008 • Child nutrition finished the school year with a profit
Priority V- 21st Century Systems OFIS/WEAKNESSES • 110th lowest funded in NC (preliminary data) • Per pupil expenditure continued to decline • Decrease in funding has a negative impact on student performance • Continued reductions in state funding
Priority V- 21st Century Systems What are some ways your school can help promote the child nutrition program (when CN profits, schools are able to benefit from indirect costs paid back to the district)? How can your school help to monitor student child nutrition charges and decrease reimbursements by the schools?
Priority V- 21st Century Systems What are some ways your school/leadership can help to ensure I-SS’ market share remains steady or increases? (Students in local charter schools cost the district approximately $1.7 million annually.) What can the district to do help ensure market share remains steady or increases?
Priority V- 21st Century Systems How can your school help to conserve funds and preserve resources (fiscal, human, material, etc.)? How can I-SS maintain support in the community and with the county commissioners? How can your school help to improve employee attendance? What impact does employee attendance have on student performance?
Clarity and Commitment "The real path to greatness, it turns out, requires simplicity and diligence. It requires clarity, not instant illumination. It demands each of us to focus on what is vital - and to eliminate all of the extraneous distractions." ~Jim Collins
Clarity and Commitment Provide one blue note card for each person on your leadership team INDIVIDUALLY write down three priority focus areas for your school for 2011-12 Share and compare your lists What are the next steps for your team?
Spotlight on You! • School and grade level celebrations • Tell us what you think your major celebration was from the 2011-2012 school year • Where will your focus be in 2011-2012? What is your one, ‘big’ thing?
Clarity and Commitment "Simplicity, clarity and priority are ultimately linked...But priorities are fragile and high maintenance. Without frequent, repeated clarification, we start to drift from them. The priorities start to mean different things to different people. If priorities aren't incessantly simplified and clarified, they are always at the mercy of the next new thing, our natural forgetfulness, and a failure to protect the best(often old, already-known)practices from the encroachment of new, but less effective, practices or programs.” ~Mike Schmoker
Team Time Consider the implications of this quote for your school Share out at your table
Clarify District Expectations • Structure your school/department around the seven categories • Be led by the district’s mission, vision and values • Understand the district’s strategic plan • Work your SIT, establish priority teams and empower them • Write an authentic SIP/DIP (make it dog-eared!!) • Be process-oriented and data-driven
Clarify District Expectations Model district expectations • Let your staff see you create and use a PDSA • Model active participation in ERPD, PLCs, SIP planning • Model transparent, two-way communication • Read and follow-up with cabinet and admin notes • Hold weekly leadership team meetings • Conduct MY/EOY with your staff/department
Clarify District Expectations • Implement best practice – based on STUDENT needs • Student scheduling (EC/AIG/LEP/AP, BEST teacher with most marginalized students) • Sound lesson plans • High yield instructional strategies • Embrace and support new employees or employees new in roles or at sites • Help them be successful • Their success is YOUR success • Be a Fred • Provide a 24 hour response that is courteous and accurate. • Give your customers MORE that they pay for • Create value for the customer (students, parents • community member, co-workers) • Live the Golden Rule
Reflection • What are you doing well? • What do you COMMIT to doing DIFFERENTLY to meet/exceed the district expectations during the next 9 weeks? • What can you do as the leaders in your building to raise the commitment level of those you encounter?
Leave us feedback on WallWisher.com: http://www.wallwisher.com/wall/laweek
Another new tool: Back Channel: http://todaysmeet.com/LeadershipAcademy-2011