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West sideregionalsuptdrherrendistricttransformation 1 28-11
 

West sideregionalsuptdrherrendistricttransformation 1 28-11

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Dr. Herren speaks at the Westside Regional Seminar on District Transformation.

Dr. Herren speaks at the Westside Regional Seminar on District Transformation.

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    West sideregionalsuptdrherrendistricttransformation 1 28-11 West sideregionalsuptdrherrendistricttransformation 1 28-11 Presentation Transcript

    • Transforming the CultureDistributed Leadership and Continuous Improvement
    • You know you are the Auburn School District Superintendent when…
      Your rookie year begins the worst fiscal crisis in
      30 years.
      and you have openers for five bargaining units.
      You become an expert on the
      Swine Flu.
      Some think you should have
      stayed a wrestling coach.
      You become a weatherman making
      not one,
      not two,
      not six,
      not four,
      but eight
      snow day calls.
      The Howard Hanson Dam is leaking and
      you have two schools in the flood zone and you live on the Green River.
      There is standing room only
      at school board meetings.
      No one believes your estimate of the
      ending fund balance.
      You love your job because of the
      great people you work with everyday.
    • National and State Fiscal Crisis
      • Worst Fiscal Crisis Since Great Depression
      • 9 Billion Dollar Shortfall
      • Washington State Biennium Revenue Shortfall 5 Billion
      • Elimination of I-728 and K-4 Enhancement
      • ARRA CLIFF 2012
      • Pension Tsunami
      • Retro 2010-2011 Cuts
    • VISION
      MISSION
      VALUES
      GOALS
      • Why do we exist?
      • What is our fundamental purpose?
      • How will we mark our progress?
      • What are the targets and timelines?
      • How must we behave to achieve our vision?
      • What are our collective commitments?
      • What must we become to accomplish our purpose?
      • What is the compelling future?
    • VISION
      MISSION
      VALUES
      GOALS
      Making a case for change the compelling future
      The moral imperative and the collective commitment-Professional Learning Communities
      Doing right thingsvs.Doing things right
      Strategic Plan-Alignments-Data systems for measurement to mark our progress and guide our course.
    • 5 Principles of Distributed Leadership
      Purpose of Leadership is the improvement of instructional practice and performance, regardless of role.
      Instructional improvement requires continuous learning.
      Learning requires modeling.
      The roles and activities of leadership flow from the expertise for learning and improvement not from the formal dictates of the institution.
      The exercise of authority requires reciprocity of accountability and capacity.
    • Transformation of Central OfficeManagement and Leadership
    • Distributed Leadership
      A Focus on the Instructional Core
      Content(Standards, Skills, Curricula)
      ALIGNMENT
      ASSESSMENT
      Instruction
      (Design, Delivery, Effectiveness)
      Student Learner
      (Knowledge, Skills, Interest)
      DIFFERENTIATION
    • Five Dimensions of Central Office Transformation
      1. Learning-focused partnerships with school principals to deepen principals’ instructional leadership practice
      2. Assistance to the central office-principal partnerships
      3. Reorganizing and reculturing of other central office units to support teaching and learning improvement
      4. Stewardship of the overall central office transformation process
      5. Use of evidence throughout the central office to support continual improvement of work practices and relationships with schools
      University of Washington,
      Center for Educational Leadership
    • Transforming Central Office is NOT…
      Central Office Genie
      Educators Losing Their Jobs
      Principal
      HR
      Increased Staffing
    • Distributed Leadership is the Glue of Improved Student Learning
    • Organizational System Roles
    • Transforming the Culture
      Organizational System Roles
      Transforming the Culture
    • Organizational System RolesContinuous Improvement
    • Distributed Leadership
      A Focus on the Instructional Core
      Content(Standards, Skills, Curricula)
      PLC
      ALIGNMENT
      ASSESSMENT
      Instruction
      (Design, Delivery, Effectiveness)
      Student Learner
      (Knowledge, Skills, Interest)
      DIFFERENTIATION
    • Transformation of Culture
      School Board
      Facilities
      Content
      Support Services
      Human Resources
      ALIGNMENT
      ASSESSMENT
      PLC
      Student Learner
      School Programs
      DIFFERENTIATION
      Instruction
      Student Learning
      Technology
      Special Services
    • HIGH DEMAND and HIGH SUPPORT
      HIGH
      SUPPORT
      LOW
      HIGH
      DEMAND
      Pockets of deviant excellence
      “Fad” mentality
      Complacency
      Sustained growth
      High performance
      Hope and enthusiasm
      Rust-out
      Stagnation
      Under-performance
      Burnout
      Conflict
      Demoralization
      DEMAND: Gentle pressure relentlessly appliedDemand involves clear expectations, steady priorities, public practice, data-focused dialogue and decision-making, change-oriented culture, sponsorship and planning through rigorous questions.
      SUPPORT: Aligned support intentionally deliveredSupport involves consistent time for collaboration, adequate resources both human and material, honoring the complete adult learning cycle, viewing adult learning as key to student learning, and strategic use of skilled teacher leaders in a variety of support roles.
    • Managing Complex Change
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      VISION
      SKILLS
      INCENTIVES
      RESOURCES
      ACTION PLAN
      SKILLS
      INCENTIVES
      RESOURCES
      ACTION PLAN
      = CHANGE
      = CONFUSION
      +
      +
      +
      +
      VISION
      INCENTIVES
      RESOURCES
      ACTION PLAN
      = ANXIETY
      +
      +
      +
      +
      VISION
      SKILLS
      RESOURCES
      ACTION PLAN
      = RESISTANCE
      +
      +
      +
      +
      VISION
      SKILLS
      INCENTIVES
      ACTION PLAN
      = FRUSTRATION
      +
      +
      +
      +
      VISION
      SKILLS
      INCENTIVES
      RESOURCES
      = TREADMILL
      Adapted from Knoster, T. (1991) Presentation at TASH Conference, Washington DC
      {Adapted by Knoster from Enterprise Group Ltd.}