iredell county population 146,384 iredell-statesville schools population 21,274
DESCRIPTION
“WE” is Smarter Than “ME” Team I-SS – A Way of Work Amy Rhyne Principal, Third Creek Elementary Iredell-Statesville Schools. Iredell County population 146,384 Iredell-Statesville Schools population 21,274. 55th. Indicates Improvement. - PowerPoint PPT PresentationTRANSCRIPT
www.iss.k12.nc.us
“WE” is Smarter Than “ME”Team I-SS – A Way of Work
Amy RhynePrincipal, Third Creek Elementary
Iredell-Statesville Schools
www.iss.k12.nc.
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Iredell County population 146,384
Iredell-Statesville Schools population 21,274
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I-SS Academic Rank in NC
05
1015202530354045505560
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Academic Ranking
Sch
oo
l Ye
ar
55th
Indicates Improvement
www.iss.k12.nc.
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Work with your team to name at least three movies that honor education.
•Dead Poet’s Society•Mr. Holland’s Opus•Dangerous Minds•Stand and Deliver•Freedom Writers•The Great Debaters
What do these movies say about collegial practice?
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Imagine a different feature film…
•A place where teacher teams analyze data and fluidly move students between classrooms based on learner needs. •A place where student success isn’t left to the “luck of the draw” in the yearly classroom lottery.•A place where EVERY employee knows that what they do impacts student learning
and a different way of educating students!
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Great organizations “row as one;”
they are quite clearly in the same boat,
pulling in the same direction in unison.
There is a palpable sense of “we.”~~ Lickona and Davis 2006
Moving from “silos”
Instruction Finance Human Resources
IT Support Services
To Cross-functional Teams
Process Process
Process
Process
Process
Process
Process Process
Process Process
Process
Process
Process Process
Process Process
Process
Process
Process
Process Process
Process Process
Process
Process
Process
InstructionHuman
ResourcesFinance IT
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Mission Iredell-Statesville Schools will rigorously challenge all students to achieve their academic potential and to lead productive and rewarding lives. We will achieve this mission with the support of parents, staff, and the community.
VisionA school system committed to improving student learning by igniting a passion for learning.
Values*Student and learning focus *Management by fact*Motivated faculty and staff *Results focus*Partnerships and teamwork*Continuous Improvement focus
3
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School
Classroom
Student
Interlocking plans connect the work at all levels of the system and
provide synergy!
District
Work Unit
Department
Worker
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Data Analysis sets Direction• SWOT (Strengths, Weaknesses,
Opportunities for Improvement,
Threats)
• End of Year/MY Review
• Quarterly Reports on
Leading Indicators
• Environmental Scan
H-1
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System-wide use of 4 Data Questions• What are our celebrations and the data to
support them?
• What are our opportunities for improvement and the data to support it?
• What data do we need that we do not have?
• What are our next steps?
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Appropriate Planning Tools Facilitate the Work
• District Strategic Plan
• Department Improvement Plans
• District PDSAs (Plan-Do-Study-Act)
All of these have undergone multiple improvement cycles based on stakeholder feedback.
Keep the focus “user-friendly”
Emphasize “it’s what we do”
H-2
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Strategic Planning that includes:• SMART goals
Specific, Measurable, Aligned to Standards, Results- focused, Time-framed)
• Measures: Implementation, Fidelity, Impact
• Regular reporting cycles
• Coaching and Support
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H-3
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Bus Driver Overtime
Energy Savings as % Cost Avoidance
0
5
10
15
20
25
30
35
2004 2005 2006 2007 2008 2009
ISS
REGIONAL
NATIONAL
ISS Goal 25% for 2009
National Best at 5 yearmark
.
Current 2009
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Results from 2002 to 2009
Other areas of improvement – bus discipline, energy savings, faith based partners, highly qualified teachers, overtime costs, child nutrition costs, maintenance, custodial, workmen’s compensation ratio, fund balance, credit recovery
Expenditures per Pupil – 111/115 LEAs in NC remain in bottom 10 - $700 below state average
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H-3
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I-SS Academic Rank in NC
05
1015202530354045505560
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Academic Ranking
Sc
ho
ol Y
ea
r
55th
Indicates Improvement
3rd
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Dropout Rate
0
1
2
3
4
5
6
2004-05 2005-06 2006-07 2007-08 2008-09
ISS
Peer
NC
% o
f D
ropo
uts
Gra
des
9-12
Indicates Improvement
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SAT Average
860880900920940960980
1000102010401060
04-05 05-06 06-07 07-08 08-09
ISSPeerNCUS
Indicates Improvement
Ave
rage
SA
T S
core
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Cohort Graduation Rate
0
10
20
30
40
50
60
70
80
90
05-06 06-07 07-08 08-09
ISS
Peer
NC
% o
f S
tude
nts
Gra
duat
ing
Indicates Improvement
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We measure what we treasure
and use the data to:
• Make corrections in real time
• Provide coaching and support
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Professional Development that Supports Change
Presentation :
1:7
Models/ExamplesPracticeFeedbackCoaching
38
A Model of Coaching and SupportKnowledge Skill Classroom Student Effect Acquisition Application Sizes*
Present Information
Present + Model
Present + Model +
Practice + Feedback
Present + Model +
Practice + Feedback +
Coaching
40-80% 10% 5% 0.01
80-85% 10-40% 5-10% 0.03
80-85% 80% 10-15% 0.39
90% 90% 80-90% 1.68
National Staff Development Council, 1995; Fullan, 1991; Joyce & Showers, 1984; Joyce & Showers, 1988; Mehring, 1999.
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We’ve realized improvement
is a marathon, not a sprint,
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And leaders at every level commit to creating the conditions for sustainable change by…
• Building relationships and teams• Actively working to build the capacity
of every employees to do the work • Pacing change and innovation• Modeling the change we want to see
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It’s a different way of thinking about educationthat defies the traditionally scripted ending played out in districts across the country: visionary leader brings change and when he/she leaves, the change goes with them.
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But we know we’re on to something when we see the way it empowers students!
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It’s about creating and refining processes
that break down our silos and move us from
a teaching system to a learning system…
and
ANY district can do it!
