Presentation on theme: "Stimulating School Improvement!! Or…"— Presentation transcript:
1Stimulating School Improvement!! Or… Harvey PerkinsJohn HodgeThe Urban Learning and Leadership CenterMarch, 2009
2Don’t Confuse Your School Improvement Plan with School Improvement!!
3School improvement corollary: “If we develop a beautiful school improvement plan that meets the state guidelines, but does not produce meaningful school change, did we have school improvement?”
4Truth or Dare?Is your school improvement plan a vehicle for faculty dialogue around best practices and the means of cultural and instructional renewal in your school?ORIs it an annual chore that allows you to put another check in the box of the bureaucracy and move on with business as usual?
5Two Faces of School Leadership in a Professional Learning Community Cultural DevelopmentProgram ManagementMacroMission, Vision, Values DrivenPrimaryStableInternal Locus of ControlMicroGoals & Data Driven/School Improvement PlanSecondaryDynamicExternal Locus of Control (in a high stakes testing environment)
6Well, what are schools supposed to be? Places for teaching and learning?Places for transmission of culture, societal values, individual values?Places for development of responsible citizens?Most of these concepts are found in the mission statements of the majority of American schools.ALL of the Above!!™ ULLC
7in this era of high stakes testing! Many school improvement efforts today are fragmented, addressing only part of their stated mission.This problemhas become more acutein this era of high stakes testing!
8The S.A.M.E. Pathway Academic environment Moral environment How members of the school community engage inteachingandlearningMoral environmentSocial environmentWhat members of the school community believeHow members of the school community behaveDistributed Leadership Culture
10Activity: Consider all three environments from the SAME model Activity: Consider all three environments from the SAME model. List 1 or 2 ideas which, if implemented in your schools, would significantly impact teaching and learning. (Share out when prompted)
11Readiness questions for SIP planning: Given the mission of our school, what are indicators of excellence for our students/our teachers?How can we measure growth towards these indicators?Do the indicators address students approaching proficiency as well as challenge those who have surpassed proficiency?
12Team timeWith members of your SIT, discuss what indicators of excellence reflect the outcomes you desire for your students and staff, e.g. what indicators measure lifelong learners, responsible citizens, high academic achievement for all, continued professional growth, collaborative lesson design, etc.
13So… Let’s get started! How do you feel about this process definition for your SIP? Our SIP clearly articulates the goals, objectives, and strategies to make this school a more productive place for teaching and learning next year, and it presents a clear implementation and monitoring strategy.
14Let’s reflect on our current School Improvement Process Let’s reflect on our current School Improvement Process! (See “Taking our SIP Pulse!”)
15Activity: Score the process and product of your current SIP Activity: Score the process and product of your current SIP. Share with your table group any items below “3” on your score. Look for common areas of concern at your table.
16Let’s now explore a vehicle to transform an over-burdened bureaucratic document into a viable action plan for school growth: ULLC Six Steps to SIP Planning
17Non-Negotiables for a Quality SIP Student achievement focus-beyond process measures to product measuresMeticulous data analysisInput from all stakeholdersTargeted focus—less is more!!Tenacious monitoring for consistent deliveryCommunication and celebration!
18ULLC Design for SIP Development: Six Critical Steps Data Capture and ReportingData AnalysisGoal/Objective SettingStrategy/Action Plan DevelopmentMonitoring and AdjustingCommunicating the Plan
19Step I. Data Capture and Reporting Historical data yields new direction!Some folks LOVE data-use them!Data Capture is a technical skill; Data Reporting is leadership skill!Display of data should tell YOUR story and challenge your staff!The state template is for organizing your data;it may not be the best way to tell your story.
20Data Capture: Much Has Been Done! The state has provided many valuable test results reports for i-LEAP, LEAP, OR GEE, such as:School roster reportSchool performance reportSchool Achievement level reportSchool economic status subgroup reportSchool subgroup/Education classification reportSchool special education exceptionality report
21How Do I Display the Data… Bar, Pie, or Line Graph ??? Trend Data(comparisons over time)
22Targeted Test Areas How Do I Display the Data… Bar or Line Graph ??? Trend Data(comparisons over time)Part to Part Comparison(i.e. subtests)
25Team Time. 1. Discuss how you can use your Team Time 1.Discuss how you can use your data displays to tell your story Where are your “data gurus” with graphics capabilities? When and where do you need to “tell your story”?
26II. Data Analysis Purpose is two-fold celebration How can you use your data analysis results for celebration?When should this occur?How can celebration be motivational for next year’s SIP?purpose/performance dissonanceShould your SIT consider the deliverables in your mission statement as it develops your SIP goals?Is your mission statement “alive”?How does data analysis and mission, when taken together, provide a vehicle for change?
27Data Analysis Total team involvement At some point in the process, all staff members need to “get their hands” into the data!How does getting a report from the SIT differ from sifting through the data yourself?Types of analysis (different lens!)Trend analysisProgram/strategy analysisContent analysisInstructional asset analysisStudent performance analysis
28Don’t forget to use qualitative data as well as quantitative data to triangulate your analysis!
29III. Goal and Objective Setting Must reflect the state goalsGoal statement needs assessmentobjective strategy activity – direct line of sight!!Create no more objectives than you can and will tenaciously monitor!
30Direct Line of Sight!Goal: By , all students will reach high standards, attaining proficiency or better, in mathematics.Needs Assessment:By the end of the school year, 48% of ____________Middle School eighth grade students had attained proficiency or better in mathematics on LEAP.54% of white students attained this goal while 38% were African-American.Objectives: By the end of the school year, LEAP mathematics proficiency in grade 8 will increase from 48% to 70%.By the end of the school year, LEAP mathematics proficiency for African-American students in grade 8 will increase from 38% to 60%.
31Team time With members of your SIT.. Review each goal area to ensure a direct line of sight from data analysis to objective to action strategyEnsure that goals and objectives are consistent with local, state, and national benchmarks.
32IV. Strategy/Action Plan Development Where would you be if your physician diagnosed your illness accurately, but gave you an ineffective or inappropriate prescription?Your team must expand its knowledge base before prescribing the solution set!
33Strategy/Action Plan Development “Benchmark” successful teachersFind model schools or programsContact your curriculum coordinator (if applicable)Research your target area (regional offices are a good source)Contact university personnelWeb Research (www.esrlink.com)
34Strategy/Action Plan Development How many strategies are enough?Select 1-3 action steps per objectiveSelect no more than you can TENACIOUSLY MONITOR!“Institutionalized” practices vs. new SIPTake the I-S-E challenge!The “preamble” solution!
35V. Monitoring and Adjusting “What gets measured gets done!”Monitor the process (are we consistently implementing our strategies?) as well as the product (what interim data do we need to collect to determine the effectiveness of the strategy?)If the horse you are riding dies, get off!
36Monitoring and Adjusting TimelineNot Sept-June!!This should reflect the report dates for the action step!Indicator of ImplementationWhat is the OBSERVABLE change you desire?Evaluation ProceduresWhat evidence will you accept that the action step is really being done?Think creatively; use existing sources; don’t create a reporting nightmare!
37VI. Communicating the Plan Internal and external communicationUse regular communication tools (daily/weekly bulletins, newsletters, etc.) to keep the plan alive!Structure existing meetings (grade level, team and department) around the plan strategiesPromote your “improvement” culture with parents and business partners!
38Can Your Action Plan pass the “Elevator Speech” test?
39SIP as a bureaucratic chore! TeachersAdministratorsStudent AchievementParentsStudents
40SIP as a tool for cultural change! Student AchievementParentsTeachersAdministratorsStudents
41“After the Final Rose”… Site Visits School improvement in schools engaged in re-structuring is a collaborative effort between district and school based leadership. The purpose of site visits is to allow district personnel to engage in dialogue with the SIT and the school administration to achieve a deeper understanding of building issues and the team’s rationale for the action plans in use. use.
42District AdvantagesTo gain a firsthand knowledge of the school improvement efforts of the school based leadership teamsTo facilitate networking between schoolsTo share best practices for increasing student achievement between schools throughout the districtTo provide support services to assist schools in achieving their stated goals and objectives.To assist in long range budget development and professional development planning consistent with school needs
43School Advantages To celebrate successes in student achievement To engage in professional dialogue around school improvement planningTo receive support as appropriate from district personnel for school based reform effortsTo receive assistance in school improvement planning in such areas as data analysis, action step planning, and program monitoring.
44Leading and Sustaining School Change Efforts Distributed leadership trainingSite based coachingNetworking for excellence
45Harvey W. Perkins, CEO John W. Hodge, Vice-President