1. 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

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

3. 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

4. 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%.

5. 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.

6. 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
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

7. 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 West Charlotte (include challenges faced & lessons learned)
Identify opportunities for future West Charlotte

8. 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

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

10. Shift ONE

11. 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.

13. Shift TWO

14. Shift 2: Transparency & Vulnerability
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?

15. Shift THREE

16. 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

17. 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 -

18. Practice makes Perfect
Expanding the Scope
Creating a Pipeline

19. Dr. Christopher Triolo, Executive Director
Dr. Timisha Barnes-Jones, Principal
Aimee Wagner, Multi-Classroom Leader
Questions