Tell about selfThree focuses of our work on creating a cultural shift in our organization and presentation today:Implementation plan (PRE)- re-actionary and responsive to all issues – systems thinkerJourney so far – listening on the ground and getting in the balcony (critical in strategic leadership)Challenges and how we have addressed them so farI couldn’t have done this work without the support and mentorship of school districts around us. If you would like to talk, get details, have me talk to any of your teams. I’d be happy to do that.
HandoutsStory of Kip conversation of my job description and PLC’s.After I figured out what PLC’s were I went to work.What is the Problem:Compelling future. Set by Kip - Flat lined scoresWhat already exists that can help?Smart & committed teachersAmazing principals who were just looking for a vision for improvementResources around us (made an appt with Janel Keeting)Will it be worth it?We had just had 3 more elementary schools fall into AYP?I do this for all kidsHusband/kids in this district
PlanningIn April of 2009 – School board approved our District Strategic Improvement Plan that included PLC’s, Common Assessment, Collaboration and Intervention.Share Year 1: Central Office BenchmarksGood advice: Don’t ask you principals to learn and lead at the same timeShare sample: That summer principal goals for improvement were aligned to the DSIP. This is as much about maintaining vision and monitoring their development as it is about accountability. Principal goals meetings became about data, the work of their PLC’s Systems thinker: I read as much about PLC’s during this time as I was reading about organizational change. Although principals can go to any sort of PD that they wanted, I started developing a budget and targeting administrators to do more learning about this work.Share professional development excel sheet. I excluded the names of the principals to protect the innocent.Principals that need lots of support/a little/running to catch up with
Share “Change” handoutAt this point we had developed our vision Skills with administrators/principalsAligning resources through PDIncentives: Everyone was doing the same work, there was supportThrough on-going dialogue they also knew there was an action plan (3 years)MOST IMPLEMENTATINO WILL FAIL AT THIS STAGE
Getting ready to launch
Change and launch?Leadership on the Line - Getting on the balconyOrganizational reflection: What is working, not working in schools and at the administrative buildingChange had been top down onlySuccessful – Anita Archer & Flow MapsNot successful – Ubd trainingWhat would successful implementation look like?Clear communication. Common message from AdministrationWho are your stakeholders?
ImplementationLooking into crystal ball – I would have never said high schoolsMy own leadership – never been a high school administrator. They could say – Louanne “Doesn’t understand our work”HS PLC Pilot – when we started looking at time. I heard from HS – we don’t have the time, so we can’t do it.Wasn’t telling me “we don’t want to”What I heard, “we don’t know how”“What would it look like if we were serious about PLC”K-12 PLC Committee - 3 building level principals from each cadre (elem/ms/hs) and AEA president – one charge – What would it take to have PLC time in Auburn? Who needs it? how much time? What about minimum basic education requirements? Who did I put on this committee – not people that agreed with me (processers/verbal processors/problem solvers)K12 PLC committee – end result – 1 hour late, entire school district for 25 late start Mondays throughout SDSupport: PPTs for everything (PLC’s, SMART goals, what will it look like) What did this allow? Consistent message. The high school pilot on PLC’s was brought to school board/brought to other principal groups. WE went and visited high schools around us to learn how they were doing the work.Teachers leading and learning – Started a Middle school team leader and high school department head training – they don’t know how to lead their colleagues and build consensus.ATLADeveloped protocols for how staff (singletons) were going to meet with each other between schools and share time. WE end up paying mileage to those staff. Visibility: Every administrator from Mike in the business office to IT visiting schools and seeing their PLC’s. HR to all special education administrators and even school board. Communication PLAN – handout – community and parents –Our own staff – who lives in your community? Paras/bus drivers/teachersDon’t see – from benchmark 1 is that all building principals were required to start putting in how teachers were spending time on non-school days (waiver days) and how that was improving instruction. Building hours after school/PTA meetings. School board is still getting updates on a monthly basis – by schoolCommunity input night – childcare, Lions, Kiwanis (share stories)
Principal meetingsCSL – over-thinkingHow much more $ are you going to spend on your principals?
It takes commitmentChallenge continues to be connecting all of our new learning to PLC’s and not have other distractions to the work.Still lots of work to do, but the outcome of improved student learning is still our goal.
West sideregionalasstsuptlouannedeckerplc 1 28-11
Implementing Cultural Change<br />January 28, 2011<br />Auburn School District Professional Learning Communities<br />
Keys to Successful Implementation<br />Research demonstrates that the success of most intervention designed to improve organizational performance depends largely on implementing what is already known, rather than from adopting new or previously unknown ways of doing things.<br />Pfeffer & Sutton, The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action.<br />
Keys to Successful Implementation<br />Exploration Stage (6 – 15 months)<br />Knowing is Easy, Doing is Harder – Ask Yourself <br />What is the problem?<br />What already exists that will help?<br />What data will we need?<br />Will it be worth it?<br />
Keys to Successful Implementation<br />Installation Stage (2 to 6 months)<br />Failing to Plan is Planning to Fail<br />What will it take to succeed?<br />Can I do this?<br />What time, money, staffing and structures will this require?<br />
Keys to Successful Implementation<br />Initial Implementation Stage (9 – 24 months)<br />Learning About the Work<br />What do I need to learn?<br />I need more training before I can do this.<br />People need to feel safe about taking risks, trying new things and learning. <br />Most implementation will fail at this stage. <br />