Comprehensive Needs AnalysisHook Center-RPDC-Mizzou Ed Staff Meeting

April 14, 2015

Larry Flakne and David LineberryMissouri Network for Education Improvement and EdPlan

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?

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

Determining Capacity for Change

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

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

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

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

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,)

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

VISION, MISSIONCORE VALUES, and BELIEFS

OVERARCHINGGOALS

SCHOOL and DEPARTMENTPROGRAMS and SERVICES

COMPREHENSIVENEEDS

ANALYSISAFFIRMATION

IMPROVEMENT PLANNING

PROJECTMANAGEMENT

SHORT-TERM ADMINISTRATIVE PLAN

LONG-TERM, STRATEGIC/IMPROVEMENT PLAN