MIS Planning Building strong plans for Major Improvement Strategies John Argue 1
COVID-19 and Crisis 2
Materials and Logistics Materials: • MIS Planning handout • Planning MIS Resource • Your PM Tool • Four Domains Rubric • Note taking materials Logistics: • Pre-work – Identify indicators first • Pause, reflect, resume – look for pause button • Record notes in a way that makes sense to you • Stop and go or frontload content • Uncertainty with calendars and start of the school year • Resources and practices are to support your current work 3
Delancey Street Foundation 4
Delancey Street Foundation 5
Delancey Street Foundation 6
Delancey Street Foundation 7
Planning to Change Behaviors 1. Crystal Clear Destination 2. Highest Impact Behaviors 3. Motivate the Audience 4. Maintain Momentum 8
How does this apply to our work? 1. Crystal Clear Destination Planning 2. Highest Impact Behaviors 3. Motivate the Audience 4. Maintain Momentum Launch and Sustain 9
Session Goals Fill out PM tools to reflect your Major Improvement Strategies for next year by using the criteria for success for: 1. MIS description 2. End of year goals 3. Implementation benchmarks 4. Action steps Think through systems to ensure we stay committed to our Major Improvement Strategies by exploring: 1. Best practices to launch your MIS with staff 2. Best practices to reflect and action plan to ensure sustained commitment 10
Four Domains Rubric Doman 1 – Instructional Leadership for Rapid School Improvement • 1.2: Continuous Improvement • Identify - The school implements a protocol to diagnose the current state of the school and identifies 2-3 improvement strategies to raise student achievement. • Plan - The school has a plan to address each improvement strategy by mapping out aspirational goals, benchmarks with leading indicators, and highest leverage action steps with owners. 11
Reflect on the work you’ve already done: With your team, think about a Major Improvement Strategy (MIS) and its plan (goals, benchmarks, action steps) that led to the most student growth or achievement: • What about the plan helped support student growth and achievement? 12
Working smarter, not harder “When you hit a wall, you think, I’ll just work harder - that’s what got me here. What you should do is more counterintuitive: Stop for a moment and shut out the noise. Close your eyes and really see what’s in front of you, and then pick the best way forward for you and your team , relative to the organization’s needs.” 13
Core Idea: An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts. 14
Strategy and Description Read the Major Improvement Strategy and the Strategy Description. How can these two parts of the planning process unite staff and keep them motivated? 15
Core Idea: Common language creates a connected team. A connected team can achieve great things. 16
Strategy and Description Criteria for Success Major Improvement Strategy: • Concise, one sentence • Uses common vocabulary for you and your staff • Language is “sticky” and easy to remember • Communicates an aspirational destination that inspires all stakeholders MIS Description: • One paragraph or less • Written form of the “elevator speech” • Written so multiple stakeholders can understand the strategy • A high-level view of the path to reach the goal 17
Lead vs. Lag Indicators Lag Indicator: Measures of your ultimate goal. The “big thing” you are trying to achieve. Lead Indicator: Measures of the most high-impact things your team must do to reach the goal. They measure new behaviors that will drive success on the lag indicator 18
Lead vs. Lag Indicators Lag Indicator 95% graduation rate Lead Indicators 95% Daily Attendance 19
End of Year Goals vs. Implementation Benchmarks Lag Indicators = End of Year Goals What is my team trying to achieve by the end of the year? Lead Indicators = Implementation Benchmarks What will my team do that we can measure along the way to ensure we reach our end of year goal? 20
End of Year Goals Read the End of Year Goals. Why are these strong EoY Goals? 21
Core Idea: “If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.” -Larry Page Google Co-founder 22
End of Year Goals Criteria for Success End of Year Goals: • 2-3 per strategy • Point to the same destination as MIS • Clear, concise, and easy to remember • Centered on outcomes, not actions • Goals can be tracked/monitored and reported out • Aspirational, should be hard to achieve 23
Implementation Benchmarks Now, look at the Q1 implementation benchmarks based on the EoY Goals. How can these benchmarks support a school’s work towards EoY Goals? 24
Core Idea: If you measure something, you’re telling your people it matters. 25
Implementation Benchmark CFS Implementation Benchmarks: • 2-4 per cycle for each MIS • Tie to EOY Goals • Can be action or outcome based • Measures what your team believes are the highest levers • Use systems to collect the data (e.g. lesson plan collection, O/F) • Easy data collection to report, reflect, and action plan • May change quarter to quarter based on reflection 26
Action Steps With EoY Goals and IBs in mind, read these action steps. How will these action steps help guide you and your team? 27
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Core Idea: The most important things need to get done first or they won’t get done at all. 29
Action Steps CFS Action Steps: • Sequenced to ensure follow through • Script the critical moves for all team members • Delineate ownership to specific team members and support if needed • Include timeline for completion • Focus on high leverage moves • Breaks down complex actions into its discrete parts (i.e. if you are intending to collect data during walkthroughs, make sure you add a step to create the walkthrough tracker for look fors) 30
PM Tool Planning Resources: MIS Planning Resource Goal during plan time: Use criteria for success to fill out PM Tools for at least one Major Improvement Strategy for next year 1. MIS description 2. End of year goals 3. Implementation benchmarks 4. Action steps through Quarter 1 31
Reflect What work can you carryover from last year in terms of planning for Major Improvement Strategies? What excites you about the planning you just did with your team? 32
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