West sideregionalsuptdrherrendistricttransformation 1 28-11
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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.}