LCPS TurnaroundExpeditionary Force and First Wave in Transformation

to High Performing District

Andrea Fletcher, Associate Superintendent for TurnaroundJuly 31, 2013

PurposeTo create high performing schools with no fewer than 85 % of our students proficient by March 2016 (32 months)

Our kids deserve the fullest preparation we can give them to break the cycle of poverty in our community.

85

85% ProficientIs it possible? Greater Newark public charter school- 90% FRL;

85% minority2003-2006 scores show dramatic increaseMath- 7% year 1 to 82% year 4ELA- 46% year 1 to 80% year 4

Success StoriesFort Worthington- MD (85% FRL; 98% minority)

Math- 44% proficient 05/06 to 86% 07/08ELA- 49% in 05/06 to 88% in 07/08

Morrell Park MS- MD Eighth gradersMath- 2% in 05/06 to 79% in 08/09Rdg- 32% in 05/06 to 79% in 08/09

Is it working in LCPS?Promising data:Discovery 4th Grade Reading:

Non-turnaround schools showed 11% growth in proficiency from BOY to EOY

Turnaround schools showed an average of 23% growthDiscovery Middle School Math (6,7,8)

Non-turnaround schools showed 23% growth in proficiency from BOY to EOY

Turnaround school showed an average of 32% growth

Turnaround is NOTA canned program A curriculumA prescriptionThe same in every building

Turnaround Is . . .Creating an organization dedicated to LEARNINGAligning all systems and actions to PurposeRapid, systemic changeRelentless attention to the data leading directly to

actionFocused on uncovering and addressing root causesFocused on highlighting and emulating bright spotsHelping everyone do the best work possible

Levers to TransformationLever 1- Culture of High ExpectationsLever 2- Data Driven InstructionLever 3- Observation and FeedbackLever 4- PlanningLever 5- Professional Development

Lever 1: Culture of High Expectations

Moral imperativeNo time to waste- not incremental change“Responsaccountability” requires each person to

ask, “How am I accountable?”NO excuses- “Given that, what will I do?”Forcing ourselves past the “knowing/doing gap”

Lever 2: Data Driven Instruction

Data used constantly- diagnostic vs. autopsyData meetings non-negotiable- agendas,

minutes, commitmentsData directly drives action plans, which are

monitored for implementation and effectivenessCulture of sharing strategies based on dataRigorous assessments aligned to standardsAssessment structure

Assessment StructureState assessment- NMSBA (March 2014)BOY to EOY- Discovery- state approved, district

adopted Interim assessments rigorously aligned to CCSS

(Oct/Nov, Dec). Will only assess what has been taught, according to pacing guides.

Full length interim (C) in February to prepare for NMSBACommon Formative Assessment aligned to CCSS

(ongoing) Checks for understanding built into each lesson

Lever 3: Observation & Feedback

Individual teacher action plans arising from the data should guide observations, feedback and PD and lead back to data

Identify teachers with poor student achievement trend data and create an actionable plan to support and monitor

Immediately connect low performers to HRD for targeted support

Lever 4: PlanningA rigorous planning process ultimately allows for

more teacher autonomyFocused on what students need to be able to do

defined by standards and assessments (backwards planning)

Planning must be aligned to standards, assessment, current data, observations, feedback

Substance over form

Lever 5: Professional Development

Needs identified based on dataDifferentiate based on teacher

needsClose the loop with

observation/ feedback

District SupportData systems tailored to your needsShepherding visits Institute for Parent EngagementAssistance in navigating district systemsDistrict support teams

Support TeamsDistrict teams are in the trenches to support

you- your success is our successEyes on the groundConnection to district resourcesHonest conversations leading to collaborative

actionResponsaccountability

Support Team StructureQuestionnaire will be the basis of a principal

action plan to identify key priorities for the year, as well as areas of support needed

Teams will be deployed based on specific needs, but will have weekly connection with the school

Collaborative structure of Expeditionary principal, First Wave principal, and central office administrators to debrief and adjust action plans every two weeks

Common Expectations Commitment to understanding and using data for student success 90 minutes weekly data meetings focused exclusively on data

analysis and planning for action Alignment of planning and instruction to standards and level of

rigor in assessments Regular common formative assessments aligned to standards and

rigor in assessments Alignment of classroom walkthroughs and teacher evaluation to

teacher action plans Purposeful monitoring of interventions Collaboration- all adults succeed together by helping all students

succeed.

Big Ideas that Helped. . .Turnaround is not throwing everything out- it is

reframing, tightening alignment, making informed decisions

Rapid reset- be nimble!Quick wins/ 90 day plans- balance motivation &

accountability

Big ideas. . .Rapid Reset

Think of one time during the last school year when you had the opportunity to make a “rapid reset.” What outcomes were or might have been different?

Quick Wins What “low hanging fruit”

can you pick to help build excitement for your turnaround?

Big ideas that helped, cont.

Root cause analysisSuccess creates buy-in, not the other way

aroundCome to a problem with a “beginner’s

mind”

School Level Lessons Learned

Administrator has to create an environment of trustSchool administrators have to adjust how they spend

their timeInterims are about having the kinds of information

that lets teachers make mid-course correctionsIf we aren’t teaching to the level of rigor required, our

kids won’t be preparedOur kids can do more than we ever believed possible!

District Level Lessons Learned

There is never too much communication- this effort needs everyone! (school board, principals, leadership, AP’s, staff, district committees, etc.)

Frustrations are part of the processLaboratory approach built excitementSupport is time-intensive- plan accordingly

“So many of our dreams at first seem impossible, then they seem improbable, and then, when we summon the will, they soon become inevitable”

Christopher Reeve

Data Meeting Planning

Moving data to understanding and action

Common Expectations:Conduct 90 minute data meetings weekly with

common elementsPlanning and instruction based on student dataIndividual action plans based on dataAnalysis of data (school, grade, class, student)System tracking individual students and specific

plan for intervention (who, when, how, results)Observation feedback aligned to planPD aligned to plan (data, observation,

assessment)

Data Meeting Video ClipKUDOS, KUDOS, KUDOS!!!!!Structure-

Review previous commitmentCollect and chart dataAnalyze- what does data tell you about trends,

common errors, prioritiesEstablish shared expectation (commitment to

action)Agreement on evidence of action (observation,

acceleration folder, etc.)

Leadership ActionsWhat actions does the principal take to create an environment of safety allowing for honest, productive conversations?

What actions does the principal take to keep the meeting focused on learning?

Could this meeting lead to differentiated walkthroughs in the coming week?

Effective AnalysisLet the data do the talkingLet the teacher do the talkingAlways go back to the test questionsKnow the data before you walk in so you know

how to guide

Helpful PhrasesSo, what’s the data telling you?Congratulations on the improvement from last

time (be specific)So, ------ (paraphrase their frustration: the kids

never listen, the questions were bad, etc.) Where should we begin with our action plan moving forward?

Helpful phrasesWhy did everyone miss number 2?Questions 2 and 7 are the same standard? Why

do you think they missed 2 and not 7?What would your students need to be able to do

to answer the last question? What would you need to put in place?

Great insight! Let’s revisit your action plan and add these additional ideas.

Implementing Data Meetings

When will you begin?What data will you focus on?How might the focus change through the year?Who will lead it?What legwork do you need to get ready?

Jump in and learn from the process!

90 day plan“A goal without a plan is a wish.” Antoine de Exupery

“In preparing for battle I have always found that plans are useless, but planning is indispensable.”Dwight D. Eisenhower Plans change!

90 day plansWhat quick wins will propel you?Be specific in identifying an actionable problem to

be solvedDo you have a specific measurable target?Do you have the right root cause?Do your actions address the root cause or are they

random actions others that have worked in other situations?

Are the actions specific? Is your evidence specific and measurable?

90 Day PlansBreakout rooms by teamMesa, Vista, Picacho, Stacey Somppi, Wendi Miller-

Thomlinson, Dennis Padilla, Jesus Herrera, Thea HandColumbia, Dona Ana, Jamie Sweeney, Barbara

Chavira, Maria OntiverosLoma Heights, Conlee, Rebecca Beidler, Andria

Ozment, Lorena AnciraBooker T., JUMP, Mari Rincon, Irene Gomez, Dana

Critchlow, MacArthur, Valley View, Lydia Polanco, Donna Bush,

Mary Sloan

90 day plansShare 2 priorities and one priority all the way

through

Remember, plans are made to be revised!

Staff presentationCotter’s change model:1. Understand need for change

2. Enlist a core change team3. Develop vision and strategy4. Create a sense of urgency

5. Communicate relentlessly

6. Take action7. Consolidate

PresentationClear communication of purpose and importance

of tying all actions to our purposeBuild sense of urgencyStories are powerful ways to communicateCommunicate ten times more than you think

you should