1. Comprehensive Needs Analysis Hook Center-RPDC-Mizzou Ed Staff Meeting April 14, 2015 Larry Flakne and David Lineberry Missouri Network for Education Improvement and EdPlan

2. Framing Questions What is our current capacity for change? Where can we use some help? What are we not doing that we must? What are we already doing we can do more/better? What are we doing that we can stop?

3. The Change Process Change Process Components Strategic Alignment Focus on what’s important Alignment to the business Governance Approach for process management Roles and accountability Planning Model Organization & framework Process knowledge Change Management Training & support Communication Progress Monitoring Measurement Control Program/ Process Improvement Identification & selection Approaches Tools & Technology Managing processes Process automation

4. Determining Capacity for Change Organization Capacity for Change Governance Leadership Fiscal Health Workforce Engagement Community Support/Involvement Statutory, Regulatory, Ethical, and Societal Responsibilities

5. Surveys Ten Steps to Building an Effective School Survey Illinois 5-Essentials Surveys Marzano High Reliability School Leading Indicator Surveys for Levels 1-5 Wayne Hoy Surveys Organizational Health Index Organizational Trust Index Organizational Climate Description Scale Teacher Efficacy Scale Change Scale, Etc. Organization Key Processes Matrix Board of Education Pre-Planning Surveys

6. Data Analysis Performance Data Analysis Local Data Dashboards State and Local Performance Data MSIP APR-related data Observed and Perceptual Data Analysis Observations Interviews and Focus Groups Surveys

7. Teaching/Learning Effectiveness Analysis HR and Educator Evaluation Data Analysis Network for Educator Effectiveness (NEE) data Instructional Practices Analysis Classroom Observations Teacher and Principal Interviews and Focus Groups Curriculum and Assessment Analysis Document and System Review Instructional Staff Interviews and Focus Groups

8. Programs, Policies, Procedures, and Processes Program and Process Review Program evaluation and self-analysis Observations and Document Review High Reliability School Analysis Voice of the Customer and Workforce Surveys Process management and evaluation (Baldrige, APQC, MNEI,)

9. Keys to Undercutting Improvement Efforts Lead with IT, the right system will fix all of your problems Don’t bother capturing process knowledge, everyone knows how to do what they do Ignore governance concerns, it’ll sort out on its own Strategic alignment is overrated, do what’s in your team’s best interest and it’ll all work out best for the enterprise Assume everyone embraces change, because change is fun Change naturally leads to improvements, don’t manage what will just happen organically