How Central Offices Can Get Better With Structured Continuous - - PowerPoint PPT Presentation

March 9th, 2016

Webinar Series: Got Support?

How Central Offices Can Get Better With Structured Continuous Improvement

Presenters

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Max Silverman

Associate Director, Center for Educational Leadership

Amanda von Moos

Managing Director, The Central Office Project

Heather Berkley

Director of Solution Delivery, Aspire Public Schools

David Roth

Director of Technology Solutions, Aspire Public Schools

Our Mission

The Center for Educational Leadership (CEL) is a nonprofit service arm of the University of Washington College of Education dedicated to eliminating the achievement gap that continues to divide our nation’s children along the lines of race, class, language and disability.

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Equity Is a Key Principle of Our Work

Equal Outcomes Fairness Access and Support Respect for Differences Achievement of Every Student

Equity

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Want to Support Principals? Make Your Systems Work Better

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Today we will get a behind-the- scenes look at how Aspire Public Schools tackles systems improvement.

The Leading for Effective Teaching Project

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Bill & Melinda Gates Foundation – Empowering Effective Teaching Project 11 Sites - 2 Key Questions

• 1. How are principals and central office leaders

changing how they work to improve teaching performance?

• 2. What do principals and central office leaders

need to know and be able to do to support the improvement of leadership and teaching performance at scale?

The Principal Support Framework

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Action Area 1: A Shared Vision of Principals as Instructional Leaders. Action Area 2: A System of Support for Developing Principals as Instructional Leaders. Action Area 3: A Strategic Partnership Between Central Office and Principals.

The Major Ideas in Action Area 3

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Differentiated

Service Proactive Add Value to Principals Learning Org Efficient + Integrated

The Hunt for Bright Spots

Central office survey

• 195 leaders
• 6 systems

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Bright Spot: Systems and Culture for Improvement

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91% report a structured approach to improvement. 91% also report a culture that embraces experimentation.

A Relentless Focus on Improving the Systems That Support Schools

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A Little About Aspire Public Schools

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• Established in 1998
• Based in Oakland, Calif.
• 38 Schools

Ø 35 in California Ø 3 in Tennessee

• 4 regions

Ø Bay Area Ø Central Valley Ø Los Angeles Ø Memphis

Improve Quality and Reduce Costs: Our Journey

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Now 2009

Start-Up Team Godzilla Implementation Team Godzilla Way of Life

Tech, Data, Strategy & Ops

Tell us what YOU think

What best describes how your system approaches improvement?

(Select your answer in the poll.)

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Project Story: Principal Observer Certification

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Improvement Projects are Systematically Submitted, Prioritized, and Greenlighted

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Why This Project? How We Think About Prioritizing

Factors This Project Alignment to Organizational Priorities

Improve the quality and alignment of feedback that principals give to teachers

Organizational Efficiency

Reduce the amount of time that it takes to certify principals as observers

Organizational Risk

Ensure that principal

• bservations are evidence-

based

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Leadership Team Decision

Forced Ranking Feasibility Analysis Project Requests

Margaret Wheatley: Above and Below the Green Line

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Below the Green Line: Working Together Across Departments

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Strong Relationships Opportunities to Collaborate Process and Tool Co-Design Room to Fail Relentless Analysis & Improvement

Above the Green Line: How We Create Solutions

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Brainstorm Prototype Prioritize Implement

Results

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• Time savings of about 150 hours

per year.

• Tool sold to consortium of CMOs to

recoup development costs.

• Strengthened relationships that

have yielded other improvements.

• Principals receive more focused

feedback on their observation trainings.

Lessons Learned

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Lessons Learned: The Work

• 1. Understand the Process First

Don’t lead with technology solution.

• 2. Work Collaboratively

Pay attention to the process you use to engage the team.

• 3. Think MVP

Our best solutions are simple and streamlined.

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Lessons Learned: The Team

• 4. You Need a Dedicated Team Everybody’s work

becomes no ones work. Improvement needs dedicated FTE.

• 5. Being Internal Rocks It means we understand the

systems better, have relationships across the org, and over time we get better and better at our jobs.

• 6. Hire for the Skillset Ask yourself if you really need

an education background to do the job.

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Audience Question

Do you have advice about how to engage principals in setting priorities for home/central office improvement?

Please type response in the “Questions” panel.

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Questions?

Write your questions or comments in the “Questions” panel.

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What Are You Going to Try on Monday?

Please type your response in the “Questions” panel.

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Want to Learn More or Share These Ideas?

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Check out the infographic! www.k-12leadership.org

Curious to Get a Snapshot of Your System?

Take the survey! A streamlined version is now available for any interested district to take.

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https://www.k-12leadership.org/survey

Online Access to Results and Comparisons

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Want to Support Principals? Make Your Systems Work Better

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Thank you for joining us! We hope you enjoyed this behind- the-scenes look at how Aspire Public Schools tackles systems improvement.

Got Support Webinar Series

• Got Support? Principals and Their Central Offices

Recorded version available now

• Tried-and-tested Strategies to Teach Central Office Leaders

the Role of the Principal Recorded version available now

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Email: edlead@uw.edu