SXSW EDU Implementation Workshop: Introductory Slides

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LastModified7/28/20142:41:26AM Implementation: A Reformers Essential Skill An introduction to the delivery methodology for managing and monitoring implementation July 27, 2014 </li></ul> <p> 2. 12014 Education Delivery Institute The public sector in general and education in particular face increasing pressure for results Productivity imperative for the education sector Pressure for enhanced learning outcomes Pressure to prepare students to meet workforce needs Recession and budget cuts: pressure to utilize public funds wisely 3. 22014 Education Delivery Institute In the face of similar challenges, Prime Minister Blair issued a call for change in June 2001 a mandate for reform and an instruction to deliver From the remarks of Tony Blair after winning his second election in June 2001. 4. 32014 Education Delivery Institute He founded the Prime Minsters Delivery Unit (PMDU) that year to help the British government implement his agenda Key activities of the PMDU Monitor and report on the delivery of the Prime Ministers top priorities Identify key barriers that prevent improvements and actions needed to strengthen implementation Strengthen departmental capacity to deliver through better planning and sharing knowledge about best practice Selected targets that the PMDU oversaw Education: 11-year-old English proficiency 11-year-old Math proficiency 14-year-old English proficiency 14-year-old Math proficiency Health: Heart disease mortality Cancer mortality Max waiting time for non-emergency surgery Emergency room waiting time Physician appointments Crime: Street crime Burglary Car crime Offenses brought to justice Transportation Road congestion Train punctuality 5. 42014 Education Delivery Institute Within four years, the government was on track to hit over 80% of its high-priority targets Targets on track, percent December 2004 17 83 December 2003 47 53 July 2004 62 38 6. 52014 Education Delivery Institute How did they do it? 7. 62014 Education Delivery Institute The delivery approach that the PMDU invented focuses relentlessly on four disarmingly simple questions delivery (n.) is a systematic process through which system leaders can drive progress and deliver results. It involves asking the following questions consistently and rigorously: 1 What are you trying to do? 2 How are you planning to do it? 3 At any given moment, how will you know whether you are on track? 4 If not, what are you going to do about it? 8. 72014 Education Delivery Institute Beneath these questions are 15 essential elements of effective implementation, each with an accompanying set of tools Plan for delivery Develop a foundation for delivery Understand the delivery challenge A. Evaluate past and present performance B. Understand drivers of performance and relevant activities A. Determine your reform strategy B. Set targets and establish trajectories C. Produce delivery plans A. Establish routines to drive and monitor performance B. Solve problems early and rigorously C. Sustain and continually build momentum Drive delivery A. Define your aspiration B. Review the current state of delivery C. Build the delivery unit D. Establish a guiding coalition 2 3 41 Create an irreversible delivery culture 5 A. Build system capacity all the time B. Communicate the delivery message C. Unleash the alchemy of relationships 9. 82014 Education Delivery Institute The Education Delivery Institute (EDI) is a nonprofit that was founded to spread and scale these tools for use in American education reform EDI K-12 partner systems States States, districts, and schools EDIs mission is to partner with K-12 and higher education system leaders at the state and local level and invest in their capacity to deliver results. We have worked with over 30 state, district, and school leaders to put these tools into practice. 10. 92014 Education Delivery Institute Case Study: The Massachusetts Department of Elementary and Secondary Education (ESE) 11. 102014 Education Delivery Institute Massachusetts began its journey with an internal and external review of its existing capacity to use the delivery tools Sample section of rubric used for reviewing delivery capacity Aspect of delivery Questions to consider Weak delivery (1) Strong delivery (4) Current state and rationale 3A. Determine your reform strategy Does the state education agency take a cohesive approach to its interventions and try and maximize synergies and understand inter- dependencies? Does the state education agency take a cohesive approach to its reform efforts? Is there routine analysis of different strategies and interventions, particularly at different campuses, that compare both impact and implementation requirements? Is the combined effect of chosen interventions and actions greater than the effects of the single interventions on their own? Combination of interventions lacks coherence. Little or no benefit arises from implementing all the interventions as part of a single strategy (i.e. combined effect is not greater than the sum of the parts) Little quantitative analysis of different combinations of interventions. Decisions made without relying on evidence Different combinations of interventions analyzed in terms of expected impact, cost, feasibility, scale, rigor, and requirements for skill and participation along the delivery chain(s); this analysis informs the choice of interventions Chosen combination of interventions represents a coherent strategy, interventions are complementary or reinforcing 1 2 3 4 3. Plan for Delivery 12. 112014 Education Delivery Institute This review produced a series of quick judgments that allowed the team to focus its efforts early on Massachusetts Capacity Review Results, August 2010 1. Develop Foundation for Delivery 2. Understand the Delivery Challenge 3. Plan for Delivery 4. Drive Delivery 5. Create an Irreversible Delivery Culture Define your aspiration Review the current state of Delivery Build the Delivery Unit Establish a Guiding Coalition Evaluate past and present performance Understand the drivers of performance and relevant system activities Determine your reform strategy Set targets and trajectories Produce Delivery plan Establish routines and drive performance Solve problems early and rigorously Sustain and continually build momentum Build system capacity all the time Communicate the Delivery message Unleash the alchemy of relationships 13. 122014 Education Delivery Institute In October 2010, the ESE defined its priority goals and assigned leaders to them at EDIs Harvard Institute These delivery goals are closely aligned with their Race to the Top goals Delivery Grade 3 reading Grade 8 math College &amp; career readiness Turnaround Data systems Educator effective- ness Goal leader Julia Julia John Lynda Jeff Claudia Goal mgr Sue Barbara Keith Lise Rob Liz RTTT Curriculum and instruction Assess- ment College &amp; career readiness Turnaround Data systems Educator effective- ness (except eval) Educator evaluation Exec sponsor Julia Bob John Lynda Jeff Claudia Karla 14. 132014 Education Delivery Institute To coordinate the agencys efforts on the goals, the Commissioner created a Delivery Unit like the PMDU The DU has three full-time team members and reports directly to the Commissioner Delivery Unit Commissioner Goal leader for college and career readiness (associate commiss. for student support, career, and education services) Director of Planning, Research, and Evaluation Other staff in office Delivery team Support and challenge Goal leader for 3rd grade reading and 8th grade math proficiency (associate commiss. for curriculum and instruction) Goal leader for educator effective- ness (director of educator policy, preparation, and leadership) Goal leader for school turnaround (senior associate commiss. for accountabilit y and targeted assistance) Goal leader for data systems (deputy commiss.) 15. 142014 Education Delivery Institute The DU began the planning process by coordinating priority strategies around their identified goal areas 16. 152014 Education Delivery Institute Each delivery plan describes priority projects in detail The delivery plan highlights the following information for each project: Description Leadership Scope Activities Timeline Stakeholders Effects on the Target Performance Management Project Risks 17. 162014 Education Delivery Institute and includes delivery chains with potential weaknesses and solutions 18. 172014 Education Delivery Institute Each plan also includes a trajectory with an estimate of the impact each strategy will have on the goal Example: College and Career Readiness Trajectory 68% 70% 72% 74% 76% 78% 80% 82% 84% 2009 2010 2011 2012 2013 2014 PercentageofStudentsGraduatingwithMassCore Baseline MassCore Implementation Mass Model Academic Support 82.5% 70%70%70%70%70% 73% 71.4% 79.8% Graduating Class Year 19. 182014 Education Delivery Institute To keep the Commissioner informed of progress, the DU established a series of routines, consisting of bimonthly memos and stocktakes Calendar of delivery routines for Massachusetts Department of Education, 2011 JanGoals Feb Apr May Jun Jul Aug Sep Oct DecMar Nov Use of data College and career readiness 3rd grade reading and 8th grade math proficiency Teacher and school leader effectiveness Turnaround of lowest performing schools Stocktake Memo Additional attention for goals that are lagging Staggered starts to each of the goals and plans 20. 192014 Education Delivery Institute The bimonthly memos provide frequent updates on key challenges and immediate actions Immediate actions for the commissioner Likelihood of delivery for each core strategy in current and prior periods, based on most recent data and qualitative assessment Additional detail on the evidence underlying the likelihood of delivery for each core strategy Interim data on leading indicators to inform decisions 21. 202014 Education Delivery Institute while stocktakes provide a more in depth report on delivery goal progress 22. 212014 Education Delivery Institute Every routine is anchored in detailed analysis to understand drivers of performance across the state Example: Map of performance vs. participation in state initiatives 23. 222014 Education Delivery Institute This analysis informs comparative judgments of progress, which help to focus leadership attention on critical issue areas Example: league table from Massachusetts stocktake on college and career readiness High School Turnaround R N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Policy MassCore Policy and Implementation AR AR AG AG AR AG AR AR AG AG AR Policy Early Warning Indicator System AR AR AG AG AR AG AR AR AR G AG Implementation Academic Support AG AG AG AG AG AR AR AG AR AR AG Embedding Change Mass School Counseling Model AG AG AG AG G AG AG AG AG AR AR Implementation Connecting Activities AG AG AG AG AG AG AG AG AG G AG Implementation High School Graduation Initiative AG AG G AG G G AG AG G G AG Implementation Two strategies One cross-cutting functional area 24. 232014 Education Delivery Institute In fall 2011, these routines identified stalled progress for the agencys Grade 3 reading goal The DU conducted a priority review of the current strategies in this goal area, their state of implementation, and their likelihood of delivering substantial impact Problem Statement: How can MA DESE significantly improve Grade 3 student achievement in literacy by 2015, and what is an ambitious yet reasonable target? Specifically: (1) What combination of strategies will enable most improvement, given current resourcing? How should existing strategies be modified or scaled up? Should new strategies be added? And, How can MA DESE be sure that strategies are helping students and districts most in need? (2) Where would additional resources have the most impact, and what are potential ways to increase resources? What is the likely impact of the Grants Coordination work? Are there potential partnerships to consider? (3) What are ambitious yet reasonable targets and trajectories, and what leading indicators should MA DESE track in order to be alerted if action is required before end of year results? 25. 242014 Education Delivery Institute Policy Changes Increased focus on ELL students Provided more money and resources for development of model curriculum units Accelerated the timeline for the availability of these units Prioritized targeted supports to teachers in grades 1 through 3 Initial Results: % Advanced Grade 3 ELA The priority review provided an increased focus which led to important policy changes and promising initial results 26. 252014 Education Delivery Institute Messages on agency strategies, differentiated by audience Master presentation deck of stock slides by audience Two-page quick reference guide Graphics to illustrate the strategies and how they support our agencys overall goal Improved ESE logo Word and PowerPoint Templates Weekly Update (supers, principals) Posters Communications Tools The DU complements these efforts with a communications strategy to create unified messages around their priority initiatives Build understanding and support Demonstrate how the separate pieces fit together Create a sense of urgency Help to make communications an agency-wide priority Goals 27. 262014 Education Delivery Institute Increased focus on student outcomes Shared language across agency Focus on key deliverables and distribution to the field Better use of data Improved ownership of initiatives Agency Culture CCR: 5-year graduation rate has improved to 84.7% (initial trajectory estimate was 85%) Turnaround: 30 of 34 level 4 schools have shown improvement in ELA CPI; 28 of 34 have shown improvement in Math Special education students in these schools exceeded proficiency targets in both ELA and Math ELL students in these schools exceeded proficiency target in ELA Data Use: Priority projects are all on budget, within scope, and the majority are on time Student Outcomes As a result of their focused delivery efforts, Massachusetts has seen substantial progress in a number of key areas 28. 272014 Education Delivery Institute We hope to share more stories like this and tools to make them your own at our workshop At our workshop, you will Explore more case examples like this one drawn from the real-life experiences of leaders on the forefront of the delivery movement Learn how to use some of the tools that Massachusetts used, and apply them to a real-life problem of practice that you are struggling with today Reflect on how you can best use these tools to change the way your school or school system does business to improve student outcomes at scale 29. Thank You </p>