Creating a “Culture of Coaching” to Transform Instruction in the High School Setting Dr. Christopher Triolo, Executive Director Dr. Timisha Barnes-Jones, Principal Ms. Aimee Wagner, Multi-Classroom Leader Chris - Welcome and Introductions

We represent a small snap shot of the work being done in Project LIFT as it pertains to transforming instruction through coaching.

Observation / Feedback Aligning Instruction Going Deeper 2012 Student Culture Data Tools – DDI Observation / Feedback Aligning Instruction Going Deeper Weekly Data Meetings Coaching for Teacher Leaders 2017

West Charlotte High School 4-Year Graduation Cohort Rate 90% Goal Pre-LIFT LIFT Pre-Launch Year 4 86% 78% 76% 71% 51% 54% Year 5 Chris: The 90% graduation rate goal is within our reach! As you can see fr0m the graph depicted here, we have made steady positive progress in reaching the 90% graduation goal. Over the last 5 years the graduation rate has increased a little over 30%.

West Charlotte HS Project L.I.F.T. Overall increase in proficiency across all tested subject areas. Biology and Math I – High Growth 18 percentage point decrease in OSS rates Decrease in unexcused absences. Overall increase in proficiency across all tested subject areas. 8 of 9 schools met or exceeded growth Increased teacher retention rates across all 9 schools. Increased teacher leader and administrator retention rates across all 9 schools.

TNTP Insight Survey Comparison Measurement of Teacher Perception of Instructional Culture Spring 2013 Fall 2016 Overall Instructional Index 6.0 7.6 Learning Environment 5.6 6.7 Observation Feedback 6.3 7.5 Instructional Planning 6.4 7.9 https://tools.tntp.org/confluence/display/INSIGHT/Insight+Resources+for+Principals?utm_source=CMS&utm_medium=District&utm_campaign=Insight%2BReport Timisha: provide audience context for the culture at West Charlotte that existed prior to Project LIFT / culture of coaching shift What did the Insight data show? How was the need to improve culture identified? What were the root causes of the culture that existed prior to and during the first years of implementation of LIFT? TNTP Insight Survey Comparison Measurement of Teacher Perception of Instructional Culture Spring 2013 Fall 2016 Overall Instructional Index 5.4 7.6 Learning Environment 5.6 6.7 Observation Feedback 7.5 Instructional Planning 6.2 7.9

Define “culture of coaching” Share 3 key shifts in practice Identify opportunities for future work Chris: Introduces the goals for the talk: Define “culture of coaching” (i.e. ‘the work’) Share 3 key shifts in practice that helped to create a ‘culture of coaching” @ West Charlotte (include challenges faced & lessons learned) Identify opportunities for future work @ West Charlotte http://www.assistek.com/media/improve_data_quality.png

Chris: What do we mean by “culture of coaching?” In this introductory slide, we should define “culture of coaching” For example: Everyone in the Project L.I.F.T. learning community receives coaching. From teachers and principals to the learning community superintendent, we all work to improve and make a larger impact. Most often, teachers are coached and supported by teacher-leaders who have a proven track record of success. Their job is to help you grow to your highest potential, but they are also responsible for the growth of your students. Bite Sized Actionable In the Moment http://www.ct3education.com/wp-content/uploads/2016/08/CT3_CreateCultureofCoaching.jpg?vm=r

Executive Director - Chris Learning Community Superintendent Student Teacher Teacher Leader - Aimee Principal - Timisha Executive Director - Chris Learning Community Superintendent Chris’ slide

Shift ONE

Shift 1: Tools to People Years 1 & 2 - Leading by strategy Chris: Establishing Priorities Years 1 & 2 - Leading by strategy Began work focused on Data driven instruction Established process for school visits and accountability structures and the initial steps of observation feedback Focused heavily on individual goal setting, our supports for schools (resources), troubleshooting / problem solving. Years 3 & 4 - Leading through people SHIFT 1: Strongest collective start in August grounded in goals SHIFT 2: Shifted focus to ensuring our people are successful (not our strategy) SHIFT 3: Increased focus on authentic work SHIFT 4: Increased prep time and use of tools Pervasive approach where all leaders are coached. http://i.huffpost.com/gen/1582753/images/o-VULNERABILITY-facebook.jpg

Shift TWO

Shift 2: Transparency & Vulnerability https://pixabay.com/p-1838776/?no_redirect Timisha: Increasing Transparency (Everyone was on the accountability measure for evaluation and I did this to help shift the thinking to continuous improvement and growth) Include process for two -way feedback Include transparency of my own coaching by Chris and Will Sprankles - How did I model each of these?

Shift THREE

Shift 3: Addressing Mindsets Aimee: Shares experience in hiring for mindset and how a growth mindset is required for coaching to be impactful Identify. And address, As we begin the work we have two areas to tackle: 1 - Addressing the current mindsets - we got a lot of resistance from our introduced coaching; we work to be intentional about ensuring 2. - we knew we needed the right people on board - those who were willing so we revamped our hiring process ot make sure we are hiring for coaching The more we got the right mindsets on board https://pixabay.com/p-2062048/?no_redirect

How do we take this to scale at West Charlotte? Shift 1 - Lead with the people Shift 2 - This was needed to shift from an accountability mindset to a continuous improvement mindset Shift 3 - https://c1.staticflickr.com/2/1100/723987842_c8599d2e98_b.jpg

Practice makes Perfect Expanding the Scope Creating a Pipeline

Dr. Christopher Triolo, Executive Director christopherd.triolo@cms.k12.nc.us Dr. Timisha Barnes-Jones, Principal timisha.barnes-jones@cms.k12.nc.us Aimee Wagner, Multi-Classroom Leader aimeev.wagner@cms.k12.nc.us Questions