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2013-2014 Webinar series February 26, 2014 3:30 – 4:30 p.m. This training is supported by a Statewide Longitudinal Data Systems grant from the U.S. Department.

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Presentation on theme: "2013-2014 Webinar series February 26, 2014 3:30 – 4:30 p.m. This training is supported by a Statewide Longitudinal Data Systems grant from the U.S. Department."— Presentation transcript:

1 Webinar series February 26, :30 – 4:30 p.m. This training is supported by a Statewide Longitudinal Data Systems grant from the U.S. Department of Education. Making it Stick: Going from Training to Implementation Practice

2 Review implementation areas of the Direct Access to Achievement rubric. Dig deeper into the descriptors from several implementation areas. Extend your understanding of the rubric by using the Operationalizing and Optimizing descriptors and process tools to assess teams current effectiveness and set improvement goals. Webinar Focus

3 Direct Access to Achievement Implementation Rubric Implementation Areas: Leadership Problem-solving through data analysis Curriculum and instruction Assessment Positive school climate Family and community partnering Indicators Grouped as: Structures Processes and procedures Professional development Overview

4 Why are the implementation descriptions grouped under these indicators? Structures Processes and Procedures Professional Development Synthesis of the research! Cosner, 2012; DuFour, DuFour, Eaker, &Karhanek, 2004; Hall & Hord, 2011; White (2005) Webinar 1: A Leader's Role in Developing and Enhancing Collaborative Data Practices Overview

5 Rubric Descriptors Each phase includes and extends the prior phase Emerging: Establishing Consensus Developing: Building Infrastructure Operationalizing: Gaining Consistency Optimizing: Innovating and Sustaining Overview

6 LeadershipStructures Administrative structures are important because they may help or hinder the systems that support learning conditions for teachers and students. Dig Deeper into the Rubric

7 Leadership Structures Anchor and Guiding Question: 3. How are current policies and structures aligned with Direct Access to Achievement? Dig Deeper into the Rubric

8 Which statement(s) describe(s) an optimizing level of implementation? A. Leadership and teams routinely use common observation tools to provide teams with actionable feedback. B. Leadership and staff establish data/PLC teams. Existing teams and/or roles may be re- structured or combined to increase efficiency and effectiveness. C. Leadership examines purposes and overlap among current school teams. D. An effective team design is in place to maximize efficiency and to holistically analyze data to improve teacher effectiveness and student learning. ? Dig Deeper into the Rubric

9 Problem-solving through data analysis A six-step process used to solve identified concerns. Dig Deeper into the Rubric

10 USE THE RUBRIC TO ASSESS THE LEVEL OF IMPLEMENTATION OF PROBLEM-SOLVING THROUGH DATA ANALYSIS. Establishing a baseline. Using the Rubric

11 How would you classify most of the data team meetings you observe? A. Meetings where teachers talk about data and assignment of students to interventions, and more rarely how they will change their core instruction. B. Meetings where data are discussed and then blame is attributed to any number of factors, but rarely instruction. C. Meetings where teachers mostly discuss workday logistics and other issues, and more rarely reflect on data, interventions, or instruction. D. Meetings where teachers regularly confront their prior assumptions about the effectiveness of their teaching as supported by evidence (data), share their prior instructional actions, and seek or offer help (as appropriate) to make modifications to future instruction. Using the Rubricestablishing teams baselines.

12 Leader observationMost meetings are where teachers talk about data and assignment of students to interventions, and more rarely how they will change their core instruction. Initial scoring: Observe team meetings Use rubric descriptors to differentiate where teams are in progress toward Optimizing Work with teams to establish goals to move from where they are to next level. Using the Rubricestablishing teams baselines

13 EVERYONE DOES THE BEST THEY CAN UNTIL THEY KNOW BETTER, AND THEN THEY DO BETTER. If we expect teams to work toward increased effectiveness, then it is critical to identify where they are now and show them what better (increased effectiveness) looks like. Using the Rubricestablishing teams baselines

14 Assess current processes using the rubric 2. How is the 6-step data/PLC team process used by educators to improve outcomes for students? Teams self-assess using the descriptions in the implementation rubric. Leader or designated process observer assesses teams using the descriptions in the implementation rubric. Using the Rubricestablishing teams baselines

15 Mechanical to Mastery Using the Rubric and Observation Tool Mechanical Implementation of Direct Access to Achievement Assess, Reflect, Develop, Adjust, Monitor, Reassess… Mastery Implementation of Direct Access to Achievement

16 Team Observation Tool Team steps: Agenda and Minutes Norms and Participation Data Organization and Analysis Analysis of Strengths and Obstacles Goals Instructional Strategies Results Indicators Meeting Self-Reflection Indicators provided: Descriptions of team actions that indicate Proficient or Exemplary behaviors. Using the Rubric and Observation Tool

17 Collect some process data! Use the observation tool to objectively collect information about the focus of data/PLC team meetings. Minutes & agenda reveal focus and content of team discussions. Presence of SMART goals, strategies, and measures for fidelity of implementation reveal how much and how well teams are connecting data to instruction. Using the Rubric and Observation Tool

18 Connecting what weve learned from analysis to changes in strategies used by the adults Analysis of achievement, growth, behavior and climate data. Changes in team processes, instructional strategies, management strategies and structures as needed. Weve identified the problem areas, now how do we make them better? Reflect on the Problem Identified

19 Problem-Solving Through Data Analysis A team that is operationalizing: Uses what theyve learned from data analysis to guide changes in curriculum, instruction and assessment. Collects and analyzes data on fidelity of curriculum and intervention implementation. A team that is optimizing: Routinely uses the the 6-step data process to adjust programming Evaluate quality of core instructional strategies, not just interventions Evaluate systemic trends Reflect on the Problem Identified

20 What percentage of the teams you observe are actually collecting data on the fidelity of their implementation? A % B % C % D % E % What about you?

21 System of PLCs: Goal Create a system of instruction & assessment that serves % of students. (Tier 1) Create a system of intervention to support students in accessing grade level instruction (Tier 2 & Tier 3) Create a system of data collection and analysis used for ongoing reflection of the following: - Student Growth - Student Learning/Effectiveness of Instruction - Effectiveness of Interventions One Schools Example

22 Year 1 of Implementation of PLC Teams Each grade level determined the data sources to analyze. Teachers continually contributed to the questions used in the analysis. Teachers used a variety of formative, interim and summative assessment to develop a whole picture. * State Exam Student Profile *Interim Exams *Classroom artifacts work samples, writing samples, reading responses, reflections One Schools Example

23 PLC RoutinesFall Used multiple sources of data to determine delivery system for each student. Delivery system guided decision making in use of time, resources, personnel, and schedule. Criteria for at risk was determined based on triangulation of data. Students placed in interventions and progress monitored. One Schools Example

24 PLC TeamsOngoing Weekly PLC meetings used multiple sources of formative data to: Align curriculum and instruction horizontally and vertically. Identify what was working and what was not working. Reflections were kept and used to improve guaranteed and viable curriculum. One Schools Example

25 Were the interventions working? One Schools Example

26 PLC TeamsMid-Year Progress Check Was the system of service working for each student? Focus on Growth. Goal-A minimum of 1 year of growth in 1 year. Use Quadrant Analysis Growth and Level of Intervention (Instructional Group) One Schools Example

27 Procedure: 1. Choose two related variables, collect data 2. Use data to group students Quadrant Analysis High/LowHigh/High Low/LowHigh/Low Level of Intervention Growth One Schools Example

28 WHAT WAS DISCOVERED? Students receiving interventions were not demonstrating growth as expectedlittle or no acceleration of their learning. One Schools Example

29 WHY WERE RESULTS NOT ALIGNED WITH EXPECTATIONS? Looked at fidelity of implementation of system of delivery. Discovered the unexpected! One Schools Example

30 LESSON LEARNED: Walk in the shoes of the most at-risk students to ensure a cohesive plan vs. a disjointed day. One Schools Example

31 Curriculum and Instruction 2. How is the curriculum and instruction differentiated to meet student needs? In this example, the curriculum and instruction were differentiated, but they werent meeting student needs! Use the Rubric to Set Goals

32 A. Meetings where teachers talk about data and assignment of students to interventions, and more rarely how they will change their core instruction. B. Meetings where data are discussed and then blame is attributed to any number of factors, but rarely instruction. C. Meetings where teachers mostly discuss workday logistics and other issues, and more rarely reflect on data, interventions, or instruction. D. Meetings where teachers regularly confront their prior assumptions about the effectiveness of their teaching as supported by evidence (data), share their prior instructional actions, and seek or offer help (as appropriate) to make modifications to future instruction. What do we want it to look like?

33 Force Field Analysis Procedure: 1. Define the desired change 2. Brainstorm driving and restraining forces 3. Prioritize forces 4. Identify action steps Use a Process Tool to Inform Goal Setting

34 Desired Change: Mature PLC team discussions focused on strategies to support improved core instruction. Driving ForcesRestraining Forces Dedicated time for meetings. 6-step process for using data to inform decisions about instruction. System of supports in place to promote effective team meetings. Specialists participate in team meetings to provide expertise for differentiating strategies for students. Team interactions & trust issues make it hard to share concerns. Hard to find strategies for differentiating that are aligned to quality core instruction. Lack of common work sample assessments to form basis for discussion of strategies anchored in student work. Action Steps: Process observer uses observation tool to observe team interactions. Align professional development to support development of teachers strategies. Provide half-day team time to develop unit of strategies and common work sample assessments. Determine indicators to monitor implementation. Use rubric and observation tool to reassess. Force Field Analysis

35 What have you learned from this school's example that applies to teams with which you are currently working? Add your comments in the polling window. What about you?

36 The Direct Access to Achievement Implementation Rubric provides a tool for integrating initiatives and process tools within a system of continuous improvement. The rubric is useful for assessing team needs and setting goals for improvement of implementation. Webinar Review

37 Looking Ahead Webinar 3: What difference is this making? Evaluating program effectiveness and fidelity of implementation April 23, :30–4:30 p.m.


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