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  • Personal Introductions – 10 minutes UT and degrees Teaching Experience Education Service Center, Region 13 Round Rock ISD Instructional Technology Coordinator Director, Instructional Technology Executive Director, Information Services (1992) Group Introductions – 10 minutes Name & title (what do you do) School district , state, and size of district (1:00 p.m. to 1:20 p.m.)
  • Location: North and northwest of Austin, Texas Suburban district – 110 square miles 2 cities (Austin & Round Rock) 2 counties (Williamson & Travis) 40,000 students Fast growth school district (approximately 1000 to 1500 new students/year) 42 Campuses 7 high school related campuses 4 high schools 1 9 th grade annex 1 DAEP 1 AEP 8 middle schools 27 elementary campuses 4 new campuses to open in Summer 2008 (1:20 p.m. to 1:30 p.m.)
  • (1:30 p.m. to 1:45 p.m.)
  • Round Rock ISD’s Long-Range Plan: Blueprint for Excellence Student Achievement Safe & Orderly Learning Environment Improve communications and increase the efficiency and effectiveness of staff 2005 Technology Long-Range Planning Committee 30 members w/4 parents & 7 community members (1:45 p.m. to 2:15 p.m.)
  • (2:15 p.m. to 2:20 p.m.)
  • 2005 Bond Election (failed) 22 member Project KIDS committee 5 member Technology Subcommittee 2006 Bonds: 110 member Citizen Bond Committee 33 member District-Wide Projects Subcommittee
  • Project Management Skills (2:20 p.m. to 2:30 p.m.)
  • Two TCO examples 2005 Bond Election - 12,000 notebook computers @ 1 hour of support per year = 12,000 hours - 40 hours/week X 50 weeks/year = 2000 work hours/year 12,000 support hours divided by 2000 work hours/year = 6 employees 3000 notebook computer w/2 batteries $100/battery X 2 = $200 every 2 years (or $400 for the life of the computer) 3000 X $400 = $1.2 million
  • 2004 – 2 nd year of the TCO studies (RRISD)
  • Multiple budgets (Local, TAF, E-rate, and bonds) Best Practices Standardization of hardware Standardization of software, including operating systems Open Technologies Linux Interoperability Knowledge of purchasing procedures RFP DIR in Texas CISV RFP’s Emergency parent notification system Wireless Local Area Network Project (2:30 p.m. to 2:45 p.m.)
  • Student & Financial Management Systems Network Management PC Support CTO committed to continual learning and reviewing existing practices Support Groups CoSN Texas K-12 CTO Council Other state chapters Louisiana Georgia Maryland New Mexico California Pennsylvania
  • 200 Servers 10% were NEW (less than 18 months old) 40% were RECENT (between 18-36 months old) 40% were OUTDATED (between 36-60 months old) 10% were OLD (over 60 months old)
  • Telephone Systems Telephones in every classroom (Lucent/Avaya PBX) DID access Voice mail Phonemaster (attendance calling system) E-mail (Lotus Notes) Podcasting, Blogging, Web Servers District web site Campus web sites Teacher web sites (Teacher Web) External Communications E-News Emergency Parent Notification System Internal Communications: E-mail Monthly Newsletter
  • Customization of training to meet individual needs John Bailey - Technology is an accelerator: Technology makes a good teacher better and make a bad teacher…
  • ATTAIN – 40% to be used for staff development Intel Teach to the Future
  • E-mail retention Cell phones Social Websites MySpace YouTube BYOL: Bring Your Own Laptop
  • (2:45 p.m. to 3:15 p.m.)
  • (3:15 p.m. to 3:30 p.m.)
  • Data Warehouse
  • (3:30 p.m. to 3:45 p.m.)
  • Q & A (3:50 p.m. to 4:00 p.m.)
  • View Presentation

    1. 1. <ul><li>Boot Camp for School District Technology Leaders/CTOs </li></ul>Robert Gravina Chief Technology Officer Poway Unified School District, California and Ed Zaiontz Executive Director, Information Services Round Rock ISD, Texas
    2. 2. Poway Unified School District <ul><li>The Poway Unified School District (PUSD) is located twenty-six miles north of downtown San Diego. Our district serves 33,000 students and has continued to increase in the student enrollment each of the last twenty years. The student ethnic diversity in the district is 14 percent Asian, 7 percent Filipino, 10 percent Hispanic, 3 percent African American, less than 1 percent American Indian/Alaskan Native and Polynesian/Pacific Islander, 4 percent undeclared, and 61 percent White. We serve the City of Poway and the San Diego communities of Rancho Bernardo, Rancho Peñasquitos, Carmel Mountain Ranch, Sabre Springs, Black Mountain Ranch, Torrey Highlands, 4S Ranch, and Santa Fe Valley. During the next three years, three new schools are planned for the west side of the district. The new schools will be equipped with the newest technology innovations as they are built. In addition, a Bond was passed in 2002 for $198 million dollars to modernize 24 schools. This year an additional bond for $179 million was passed to continue with modernizing our schools. The funds will be used to install these new innovations at the existing schools in order to ensure equity for all schools across the district. </li></ul>
    3. 3. Job Responsibilities <ul><li>You are now running from 4-6 small businesses </li></ul><ul><ul><li>Computer repair shop, telephone maintenance, cable pullers, software development, network management, security, etc. </li></ul></ul><ul><li>What are your responsibilities? </li></ul><ul><ul><li>Intercoms, bells, fire alarms </li></ul></ul><ul><li>Do you outsource any work? </li></ul><ul><ul><li>Software development, fire alarm maintenance </li></ul></ul><ul><li>What are your budget responsibilities? </li></ul><ul><li>Who works for you? </li></ul>
    4. 4. What did I get myself into? <ul><li>Too small a staff </li></ul><ul><li>Too few resources </li></ul><ul><li>Not enough district influence (i.e. formal authority) </li></ul><ul><li>No one understands the complexities of IT </li></ul><ul><li>This is a small job, you just have to…. </li></ul>
    5. 6. Central Texas Area Growth
    6. 7. Core Values & Skills Leadership & Vision Business Leadership (Customer Focus) Planning & Budgeting Strategic Results Process Results Team Building & Staffing Process Management Bus. Leadership (Part 2) Systems Mgmt Communication Systems Education & Training Policies What it Takes: The Essential Skills of K-12 CTOs Information & Analysis Strategic Operational
    7. 8. Leadership and Vision <ul><li>Developing a shared vision and big-picture perspective on the district’s goals </li></ul><ul><li>Playing a key role in district-wide planning and goal setting </li></ul><ul><li>Serving comfortably as a change agent and consensus builder </li></ul><ul><li>2020 Vision </li></ul>
    8. 9. Develop Your Organization <ul><li>Vision </li></ul><ul><ul><li>Spend time early on with your team developing a vision </li></ul></ul><ul><ul><li>Come up with a short and sweet phrase that captures your vision </li></ul></ul><ul><ul><ul><li>“ Providing Innovative Technology to Support the Learning Environment” </li></ul></ul></ul><ul><ul><li>Create an Organizational Chart </li></ul></ul>
    9. 10. PUSD IT Vision <ul><li>We are a team united and dedicated to provide reliable, innovative and dynamic technology through responsive customer service in support of the learning environment. As a nationally recognized Information Technology Department, we empower our students, parents, staff, and global educational community by delivering instant, secure access to accurate information and effective resources. </li></ul>
    10. 11. Philosophy <ul><li>Our bottom line is learning </li></ul><ul><li>Focus on what’s best for kids. That should always come first </li></ul><ul><li>Educational Technology is not like anything you’ve done before </li></ul><ul><li>Learn your trade </li></ul><ul><ul><li>read, read, read </li></ul></ul><ul><ul><li>Professional journals, books, newspapers, etc. </li></ul></ul><ul><ul><li>Take courses if you need to </li></ul></ul><ul><ul><li>Attend conferences </li></ul></ul>
    11. 12. Don’t Micro-Manage <ul><li>You won’t have time </li></ul><ul><li>Trust your people </li></ul><ul><li>Develop leadership in them </li></ul><ul><li>Use a distributive leadership model </li></ul><ul><li>Spend a few months observing how things work </li></ul><ul><li>Don’t change anything until you understand the organization </li></ul>
    12. 13. Business Leadership (Part 1) <ul><li>Build positive relationships with internal and external partners </li></ul><ul><ul><li>Internal Partners: students, faculty & staff, campus-based and central office administrators </li></ul></ul><ul><ul><li>External Partners: parents, community members, including stakeholders who work for high-tech companies, technology vendors, and key people who may be in a position to support technology initiatives </li></ul></ul>
    13. 14. Board Members Media Specialists District Administrators Teachers Principals/Assistant Principals Business Manager Parents Students Perspectives of Those Involved in Technology Planning
    14. 15. Planning and Budgeting <ul><li>Transforming the district vision for effective use of technology into a long-range plan </li></ul><ul><li>Beginning with strategic challenges and moving on to specific goals, objectives and action plans </li></ul>
    15. 16. Budgets <ul><li>Go through them with a fine tooth comb </li></ul><ul><li>Budget Development should follow your philosophy and vision </li></ul><ul><li>Know what you have and where it is </li></ul><ul><li>Become best friends with your CFO </li></ul>
    16. 17. History of Bond Elections <ul><li>1994 ($99 M) </li></ul><ul><ul><li>Elementary, Middle School, High School Prototypes </li></ul></ul><ul><ul><ul><li>Voice, video, data infrastructure </li></ul></ul></ul><ul><ul><ul><li>Library PCs and PC in every classroom </li></ul></ul></ul><ul><li>1997 ($99 M -- $22 M for technology) </li></ul><ul><ul><li>Voice, video, data infrastructure at all campuses </li></ul></ul><ul><ul><li>T1 wide area network infrastructure </li></ul></ul><ul><ul><li>Feasibility study for long-term WAN solution </li></ul></ul>
    17. 18. History of Bond Elections (con’t) <ul><li>2000 ($199 M -- $38 M for technology) </li></ul><ul><ul><li>Wireless COWS (200 * 16 = 3200) </li></ul></ul><ul><ul><li>Fiber WAN ($10 M) </li></ul></ul><ul><ul><li>Technology “refresh” schedule </li></ul></ul><ul><li>2005 FAILED ($349 M -- $38 M for technology) </li></ul><ul><ul><li>Technology LRP Committee </li></ul></ul><ul><ul><ul><li>Proposed HS 1-1 laptop solution </li></ul></ul></ul>
    18. 19. What does Total Cost of Ownership (TCO) mean… …and what has it got to do with a school learning environment?
    19. 20. What Is TCO? <ul><li>All costs associated with deploying, operating and maintaining a computer network </li></ul><ul><li>Analysis tool used by businesses since the late-1980’s </li></ul><ul><li>A method of understanding real costs to make good decisions on technology investments </li></ul>
    20. 21. A Simple School TCO Definition Hardware $$ (purchase or lease) Installation $$ Software $$ Upgrades $$ Technical Support $$ Outside Services $$ Professional Development $$ User Self-Support & Training $$ Total Cost of Ownership + + + + + + +
    21. 22. TCO Can Help Schools Meet Educational Goals by… <ul><li>Tracking tech support </li></ul><ul><ul><li>To minimize time computer and network is down </li></ul></ul><ul><ul><li>To minimize troubleshooting interruptions for teachers </li></ul></ul><ul><li>Tracking adequacy of professional development </li></ul><ul><ul><li>To ensure teachers are prepared </li></ul></ul><ul><ul><li>To ensure teachers are integrating technology into the curriculum </li></ul></ul><ul><li>Tracking pros and cons of various implementations and support strategies </li></ul>The bottom line: effective use of technology
    22. 23. The CoSN-Gartner TCO Tool <ul><li>Developed by CoSN, Gartner and NCRTEC at North Central Regional Educational Laboratory </li></ul><ul><li>Supported financially by U.S. Department of Education </li></ul><ul><li>Gartner’s distributed computing TCO methodology for businesses modified for K-12 environment </li></ul><ul><ul><li>100 data points </li></ul></ul><ul><li>Reviewed with eight school districts to date </li></ul><ul><li>Available at: </li></ul>
    23. 24. Core Values & Skills Leadership & Vision Business Leadership (Customer Focus) Planning & Budgeting Strategic Results Process Results Team Building & Staffing Process Management Business Leadership Communication Systems Systems Mgmt. Education & Training Policies What it Takes: The Essential Skills of K-12 CTOs Information & Analysis Strategic Operational
    24. 25. Processes <ul><li>Business Leadership (Part 2) </li></ul><ul><li>Systems Management </li></ul><ul><li>Communication Systems </li></ul><ul><li>Education & Training </li></ul><ul><li>Ethics and Policies </li></ul>
    25. 26. Business Leadership (Part 2) <ul><li>Advising on technology expenditures </li></ul><ul><li>Overseeing the selection of technology items </li></ul><ul><li>Reviewing requisitions for technology purchases </li></ul><ul><li>Exercising authority to approve, amend or reject purchases based on compatibility with district goals and needs </li></ul>
    26. 27. Systems Management <ul><li>Overseeing day-to-day operation of the district’s IT systems </li></ul><ul><ul><li>Requiring project management and personal leadership skills </li></ul></ul><ul><ul><li>Requiring perpetual learning </li></ul></ul>
    27. 28. <ul><li>Lessons Learned From </li></ul><ul><li>Round Rock ISD’s </li></ul><ul><li>TCO Study </li></ul>
    28. 29. Communication Systems <ul><li>Communicating with all members of the educational community </li></ul><ul><li>Using technology-enhanced tools to support communication with stakeholders </li></ul>
    29. 30. Telling the Technology Story . . . Public relations is a critical component of your district’s successful technology implementation— and it involves communicating on an ongoing basis with the range of stakeholders inside and outside the district.
    30. 31. Telling the Technology Story includes: <ul><li>Articulating, to both internal and external stakeholders, a systemic vision for where the district is headed </li></ul><ul><li>Connecting with the media </li></ul><ul><li>Using an array of district communication vehicles </li></ul><ul><li>Planning for surprises and having a crisis management/ preparedness plan </li></ul><ul><li>Inviting parents and the community into your schools </li></ul><ul><ul><li>Digital Stories: Science & Math </li></ul></ul><ul><li>Keeping legislative partners and policy makers informed </li></ul><ul><ul><li>ETAN – Education Technology Action Network </li></ul></ul>
    31. 32. Community Support Makes a Difference Source: Digital Leadership Divide , Grunwald Associates
    32. 33. <ul><li>Advocacy Toolkit: Making the Case for Educational Technology </li></ul><ul><li> </li></ul>
    33. 34. Education and Training <ul><li>Overseeing district-wide, technology-related staff development efforts </li></ul><ul><ul><li>From ensuring a sufficient budget through the implementation and assessment process </li></ul></ul>
    34. 35. Professional Development - Things to Consider <ul><li>Whether your investment will go to waste </li></ul><ul><li>Wasted time of those who DO understand computers </li></ul><ul><li>Wasted time when not in synch with installation </li></ul><ul><li>Bad choices made by under-trained technology staff </li></ul>
    35. 36. Incentives for Staff Development <ul><li>Many states/districts offer… </li></ul><ul><ul><li>tech training for initial licensure </li></ul></ul><ul><ul><li>incentives for teacher tech use </li></ul></ul><ul><ul><ul><li>e.g. laptops, continuing education credits </li></ul></ul></ul><ul><ul><li>incentives for principals and administrators to use technology </li></ul></ul>
    36. 37. Ethics and Policies <ul><li>Understanding the social, legal and ethical issues related to technology </li></ul><ul><li>Modeling responsible decision making with regard to these areas </li></ul><ul><li>Building consensus around key issues related to appropriate use of technology as well as communicating with all parties regarding what is expected of them </li></ul>
    37. 38. Team Building and Staffing <ul><li>including a staffing strategy to support the technology plan as an integral part of strategic planning — from the beginning </li></ul><ul><li>1 st Help Desk </li></ul>
    38. 39. Good to Great Jim Collins <ul><li>“Good is the enemy of great” </li></ul>
    39. 40. First Who, then What <ul><li>First, get the right people on the bus, and the wrong people off the bus </li></ul><ul><li>Then </li></ul><ul><li>Figure out what seat the right people fill best </li></ul>
    40. 41. Confront the Brutal Facts <ul><li>Use measurable, documented information </li></ul><ul><li>Don’t be afraid to show your team and others this information </li></ul><ul><li>Maintain your confidence, </li></ul><ul><li>Listen to your team, don’t go to Abilene </li></ul><ul><li>Never lose faith </li></ul>
    41. 42. The Stockdale Paradox <ul><ul><ul><li>“ You must never confuse faith that you will prevail in the end - which you can never afford to lose - with the discipline to confront the most brutal facts of your current reality, whatever they might be” </li></ul></ul></ul><ul><ul><ul><li>Admiral James Stockdale </li></ul></ul></ul>
    42. 43. The Hedgehog Concept <ul><ul><ul><ul><li>The Three Circles </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What are you deeply passionate about </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What can you be best in the world at </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What d rives your economic/learning engine </li></ul></ul></ul></ul>
    43. 44. A Culture of Discipline <ul><li>“The purpose of bureaucracy is to compensate for incompetence and lack of discipline – a problem that largely goes away if you have the right people in the first place. Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives the right people away” </li></ul>
    44. 45. Technology is an Accelerator <ul><li>Technology will not make a bad school district great, nor will it make a good school district great </li></ul><ul><li>If you district has a strong educational plan, technology will help to make it better (i.e. more efficient, more effective) </li></ul><ul><li>A good example of this has been the failed one to one laptop initiatives </li></ul>
    45. 46. The Flywheel <ul><li>There is no single moment, or single initiative that will push you from good to great </li></ul><ul><li>It is a cumulative effect </li></ul><ul><li>And </li></ul><ul><li>Everyone has to be pushing in the same direction </li></ul>
    46. 47. Team Building & Staffing <ul><li>Start with two organizational charts </li></ul><ul><li>Necessary functions (e.g. data management, network support, professional development) </li></ul><ul><li>Current staffing and roles </li></ul><ul><li>Comparisons will identify gaps </li></ul>Great teams require great leadership – including the ability to lead by example
    47. 48. Office Specialist Information Technology Services Organizational Chart PROJECT 2 PROJECT 4 PROJECT 3 System Engineer System Administrator System Engineer System Administrators System Administrator Programmer Analyst II CTO Program Manager Personnel Support Services Electrical Technicians (2) Technology Trainer Cabling (2) Telecom Technicians (2) Supervisor Communication LANS (23) LAN Coordinator Program Manager School Site Support Program Manager Business Support Services Admin Asst Program Manager Learning Support Services System Administrator System Engineer Programmer Analyst III PROJECT 1 Office Assistant ll Programmer Analyst I Network Services Support Technician
    48. 49. Team Building & Staffing <ul><li>Strategies to consider </li></ul><ul><li>Succession plan – team members who understand the “larger picture” </li></ul><ul><li>Professional growth opportunities – chances for promotion within the team </li></ul><ul><li>Customer satisfaction surveys – find out how the people you serve perceive your team’s strengths and challenges </li></ul>
    49. 50. Team Building & Staffing <ul><li>Required skills and knowledge </li></ul><ul><li>Strong leadership skills and the ability to empower others to assume leadership roles </li></ul><ul><li>Skills at facilitating team building activities – modeling examples of trust between department members </li></ul>
    50. 51. Team Building & Staffing <ul><li>Required skills and knowledge </li></ul><ul><li>Ability to identify staff strengths and weaknesses and make effective hiring decisions </li></ul><ul><li>Strong communications skills and a commitment to keeping all parties informed about technology progress and choices </li></ul>
    51. 52. Information Management <ul><li>Focusing on the crucial role information plays in today’s schools </li></ul><ul><li>Utilizing the powerful data gathering abilities of digital age tools for strategic planning </li></ul>
    52. 53. Current Context <ul><li>Data collection, analysis and reporting are critical components of No Child Left Behind ( NCLB ) </li></ul><ul><li>School districts must collect more data, in more detail and disaggregate them </li></ul><ul><li>State-level systems and support are being developed for collecting and integrating student assessment data with demographic information </li></ul>
    53. 54. National Education Technology Plan <ul><li>Establish a plan to integrate data systems </li></ul><ul><li>Use data from both administrative and instructional systems to understand relationships </li></ul><ul><li>Ensure interoperability </li></ul><ul><li>Use assessment results to inform instruction </li></ul>Toward a New Golden Age in American Education calls upon states, districts and schools to:
    54. 55. Moving Beyond the Mandate <ul><li>The current environment is an opportunity to: </li></ul><ul><li>Use data to transform teaching, learning and administration </li></ul><ul><li>Inform decisions about everything from class schedules to textbook reading levels to professional development budgets </li></ul><ul><li>Provide a rationale for decisions that parents, teachers, taxpayers and students can understand </li></ul>
    55. 56. Data-Driven Decision Making A process of making choices based on appropriate analysis of relevant information
    56. 57. CoSN Initiative: Vision to Know and Do <ul><li>Stages of data-driven decision making… </li></ul><ul><li>VISION planning for DDDM </li></ul><ul><li>KNOW implementation of systems and processes for DDDM </li></ul><ul><li>DO targeted interventions and their results </li></ul><ul><li> </li></ul>
    57. 58. Core Values & Skills Leadership & Vision Business Leadership (Customer Focus) Planning & Budgeting Strategic Results Process Results Team Building & Staffing Process Management Business Leadership Communication Systems Systems Mgmt. Education & Training Policies What it Takes: The Essential Skills of K-12 CTOs Information & Analysis Strategic Operational
    58. 59. Essential Skills for the K-12 CTO <ul><li>Core Values and Skills include a focus on… </li></ul><ul><ul><li>Students and instruction </li></ul></ul><ul><ul><li>Continuous improvement </li></ul></ul><ul><ul><li>Managing for innovation </li></ul></ul><ul><ul><li>Data driven decision-making </li></ul></ul><ul><ul><li>Flexibility and adaptability </li></ul></ul><ul><ul><li>Results and creating value </li></ul></ul>
    59. 60. Leading Change John Kotter <ul><li>Eight (8) Step Process of Creating Major Change </li></ul><ul><li>Establishing a Sense of Urgency </li></ul><ul><li>Creating the Guiding Coalition </li></ul><ul><li>Developing a Vision and Strategy </li></ul><ul><li>Communicating the Change Vision </li></ul><ul><li>Empowering Broad-Based Action </li></ul><ul><li>Generating Short-Term Wins </li></ul><ul><li>Consolidating Gains and Producing More Change </li></ul><ul><li>Anchoring New Approaches in the Culture </li></ul>
    60. 61. Establishing a Sense of Urgency <ul><li>“ The enemy of great is good” </li></ul><ul><li>Allowing to much complacency </li></ul><ul><li>Push up the urgency level </li></ul><ul><ul><li>Use the brutal facts </li></ul></ul><ul><ul><li>Buy in from management </li></ul></ul><ul><ul><ul><li>Key players are middle and lower level </li></ul></ul></ul><ul><ul><ul><li>75% of overall management must believe </li></ul></ul></ul><ul><li>Creating a crisis </li></ul><ul><li>Don’t be tempted to skip this step </li></ul>
    61. 62. Creating the Guiding Coalition <ul><li>Find the right members for the team </li></ul><ul><li>1. Position and Power </li></ul><ul><li>2. Expertise </li></ul><ul><li>3. Credibility </li></ul><ul><li>4. Leadership </li></ul><ul><li>Who not to have on your team </li></ul><ul><li>People with egos </li></ul><ul><li>Snakes </li></ul><ul><li>Build your team based on trust and a common goal </li></ul>
    62. 63. Developing a Vision and Strategy <ul><li>An imaginable picture of the future </li></ul><ul><li>Desirable long term interests of employees and stakeholders </li></ul><ul><li>Feasible </li></ul><ul><li>Focused and clear </li></ul><ul><li>Flexible </li></ul><ul><li>Easily communicated within five minutes </li></ul>
    63. 64. Communicating the Change Vision <ul><li>“ A great visions…real power is unleashed only when most of those involved… have a common understanding of its goals and direction” </li></ul>
    64. 65. Vision <ul><li>Don’t get lost in the clutter </li></ul><ul><li>Keep it jargon free, focused and simple </li></ul><ul><li>Use metaphors, analogies and examples </li></ul><ul><li>Over communicate </li></ul><ul><li>All managers must walk the talk </li></ul><ul><li>Listen </li></ul><ul><ul><li>You don’t want to go to Abilene </li></ul></ul>
    65. 66. Empowering Broad-Based Action <ul><li>Distributive Leadership </li></ul><ul><li>Great leaders remove structural barriers </li></ul><ul><ul><li>This is truly the essence of our job </li></ul></ul><ul><li>Training is critical </li></ul><ul><ul><li>Build it into your budget and increase it every year </li></ul></ul><ul><li>Align system to the vision </li></ul><ul><ul><li>HR practices should follow “Good to Great” principles </li></ul></ul>
    66. 67. Generating Short-Term Wins <ul><li>Provide evidence that sacrifices are worth it </li></ul><ul><li>Reward change agents with a pat on the back </li></ul><ul><li>Help fine tune vision and strategies </li></ul><ul><li>Undermine critics and self-serving resisters </li></ul><ul><li>Keep bosses on board </li></ul><ul><li>Build momentum </li></ul>
    67. 68. Generating Short-Term Wins, cont. <ul><li>Planning vs. praying for results </li></ul><ul><ul><li>Short term wins aren’t gimmicks either </li></ul></ul><ul><li>Pressure isn’t all bad </li></ul>
    68. 69. Consolidating Gains and Producing More Change <ul><li>Resistance is always waiting to reassert itself </li></ul><ul><li>The nature of change is highly interdependent, especially in school systems </li></ul><ul><li>Stay the course </li></ul>
    69. 70. Anchoring New Approaches in the Culture <ul><li>Culture is very powerful and has a powerful influence on behavior </li></ul><ul><li>Cultural change comes last, not first </li></ul><ul><li>Depends on results </li></ul><ul><ul><li>Change becomes part of the culture if and only if it works </li></ul></ul><ul><li>Requires a lot of talk </li></ul><ul><li>May involve turnover </li></ul><ul><li>Makes decisions on succession crucial </li></ul><ul><ul><li>Promotion processes changed to be compatible with the new practices </li></ul></ul>
    70. 71. Where is your organization in this process? <ul><li>Have your team read and study the books together </li></ul><ul><li>Set time to discuss freely the concepts </li></ul><ul><li>Evaluate where you are in the change process </li></ul><ul><li>Reevaluate where you are in the change process </li></ul>
    71. 72. Discussion . . . . . . and your questions
    72. 73. Contact Information Robert Gravina Poway Unified School District Phone: 858-679-2515 E-mail: [email_address] Ed Zaiontz Round Rock ISD Phone: 512-464-5166 E-mail: [email_address]