Admin Retreat 8-2012

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  • Hand out Vision Cards right away – have on tables
  • Collins challenges us to step up the level of discipline we have in our approach to leadership.
  • Insert text and graphic about continuous improvement
  • It’s not brand new to us. We’ve been engaged in work over the past two years focused on developing a continuous improvement system. We did not wait to “have it right” before starting. We jumped in knowing we would get better at it as we went. We are not “undoing” that – we are taking the natural next steps to make this work more effective. We started the behaviors, and are now bringing this to a more systemic, district-wide level that will require some give and take – and frankly, hard collaborative work to create, modify, and make better as we go.
  • Want to connect this clearly in our minds before jumping in too much: Last September = collect/create the narrative. Some numbers, some qualitative evidence of your work. We’ve shared and seen those narratives at different stages.
  • Remember this – connecting and celebrating the individual narrative…
  • Teams of individuals
  • Buildings of teams
  • A district of buildings - and today we really are being very intentional about including our district departments. A district of building and department narratives…
  • So here we now begin the work of diving into the drafted vision cards, understanding what they say, and then work through aligning them to our dept and school imp plans. Explain connections – and the need to focus energies on VC B and C.
  • Admin Retreat 8-2012

    1. 1. Administrative Retreat August 8-10, 2012
    2. 2. Mixed Mini-Teams Team A: Team B: Team C: Dave Helke Kelly Ronn Don Leake Bill Heim Gene Roczniak Kari Komar Liz Vaught Lyle Bomsta Kay Fecke Taber Akin Sarah Kloeckl Brady HoffmanStephanie Corbey Tom Umhoeffer Ruth Dunn Delonna Darsow Julie Kronabetter Rachel GortonAaron Tinklenberg Nancy Birch Michele Starkey BEA Rep? Glenn Simon BEA Rep Team D: Team E: Team F: Janice Porter Chris Bellmont Renee Brandner Jeff Leach Brad Rob Bruce Morrissette Rob Nelson Kristine Black Jon Bonneville Stacey Sovine Cindy Check Elaine MehdizadehRoxanne Williams Kathy Funston Jenne O’Neill-Mager Jackie Smith Tiffany Weiler Dawn Willson Connie Erickson Jim Dellwo Kevin Avise Doug Steele BEA rep? David Bernard
    3. 3. 3 Day Overview Wednesday AM Thursday AM Friday AM (Split admin operational/Instructional)•TeamWorks ELS •Establishing Norms•ISD 191 Roadmap & •Understanding the •Curriculum PlansOperational Plan Vision Cards •PD Plans•Leading Change & •Connecting Vision •Connecting District &Con’t Improvement Cards to Imp Plans School Work Wednesday PM Thursday PM Friday PM•Leading in Partnership •Adminstrative Details •Preparing for Board•Key Messages from •Key Messages Work Sessionstoday regarding Roadmap •2:00 All together for finalizing Key Messages
    4. 4. Administrative Retreat Thursday, 8/9/12
    5. 5. Mixed Mini-Teams Team A: Team B: Team C: Dave Helke Kelly Ronn Don Leake Bill Heim Gene Roczniak Kari Komar Liz Vaught Lyle Bomsta Kay Fecke Taber Akin Sarah Kloeckl Brady HoffmanStephanie Corbey Tom Umhoeffer Ruth Dunn Delonna Darsow Julie Kronabetter Rachel GortonAaron Tinklenberg Nancy Birch Michele Starkey BEA Rep? Glenn Simon BEA Rep Team D: Team E: Team F: Janice Porter Chris Bellmont Renee Brandner Jeff Leach Brad Rob Bruce Morrissette Rob Nelson Kristine Black Jon Bonneville Stacey Sovine Cindy Check Elaine MehdizadehRoxanne Williams Kathy Funston Jenne O’Neill-Mager Jackie Smith Tiffany Weiler Dawn Willson Connie Erickson Jim Dellwo Kevin Avise Doug Steele BEA rep? David Bernard
    6. 6. 3 Day Overview Wednesday AM Thursday AM Friday AM (Split admin operational/Instructional)•TeamWorks ELS •Establishing Norms•ISD 191 Roadmap & •Understanding the •Curriculum PlansOperational Plan Vision Cards •PD Plans•Leading Change & •Connecting Vision •Connecting District &Con’t Improvement Cards to Imp Plans School Work Wednesday PM Thursday PM Friday PM•Leading in Partnership •Adminstrative Details •Preparing for Board•Key Messages from •Key Messages Work Sessionstoday regarding Roadmap •2:00 All together for finalizing Key Messages
    7. 7. Elbow Partner Warm Up: The first and most brutal fact that must beconfronted in creating PLCs is that the task is not merely challenging; it is daunting. It is disingenuous to suggest that the transformation will be easy or to present it with rosy optimism that obscures the inevitable turmoil ahead. Learning By Doing (2010) pg 252 What pieces of our narrative are evidence of this predictable turmoil ? What steps have you taken to make it positive?
    8. 8. Bracketing & Parking Lot• Create a “to-do” list for the things you would be doing if you were not here today.• List items on chart paper (back wall) to address after lunch
    9. 9. To throw our hands up and say, “But we cannot measure performance in the social sectors the way you can in business” is simply lack of discipline. All indicators are flawed, whether qualitative orquantitative. Test scores are flawed, mammogramsare flawed, crime data are flawed, customer service data are flawed, patient-outcome data are flawed.What matters is not finding the perfect indicator, butsettling upon a consistent and intelligent method ofassessing your output results, and then tracking your trajectory with rigor. What do you mean by greatperformance? Have you established a baseline? Are you improving? If not, why not? How can you improve faster toward your audacious goals? Jim Collins pgs. 7-8 (2005)
    10. 10. Focus on Continuous Improvement (Initially shared 8/17/11)• Plan – Collect and analyze data – Identify goals – Identify strategies focused on improvement – Determine progress monitoring processes and timelines• Do – Implement strategies – Monitor and document progress• Study – Assess the impact of the strategies – Monitor results• Act – Use data to modify plan – Develop on-going efforts focused on improvement
    11. 11. Timelines for SIP/PD Plans Review Data Complete Self- Bring Data from (continuous Share Current RealityAssessments on Self-Assessments; Share Current Reality Share Current Reality improvement (4 data sources); Share Learning, Develop SMART (at least 2 data (at least 2 data cycle) and Learning, Progress, and Collaboration, Goals; Focus on sources); Share Data sources); Share Plans Develop 2012- Data at DLT; ShareResults; Develop Action and PD and Narratives or for Exploring Data 2013 Plans 2012-2013 Plans (draft)Current Reality Plans Visuals about SIP Sources, SIP Progress September October November December January/February March April/May June Analyze Student Share Additional Share Emerging Share Emerging Data Analysis for Explore Processes for Results from Action Results from Action Achievement Data; ; Current Reality; Demographic and Plans; Share Summary Plans; Share Summary Explore Other School Share Emerging Perception Data; of Professional of Professional Process Data Action Plans; Discuss Explore Learning Learning; Focus on Learning; Focus on Sources; Learn about Creating Narratives, Connected to Action Continuous Continuous Data Collection on Visuals for SIP Data Plans (i.e., core Improvement Cycle Improvement Cycle Staff Learning instruction, system of interventions)
    12. 12. Creating a Narrative (Initially Shared 9/22/2011)• Creating a narrative—or telling your story of your learning and doing—is an essential part of developing and monitoring your SIP plan.• As your site monitors and documents your progress, you will need to systematically record the processes for developing your SIP, the impact of adult learning, and the results from collaborative teams.• Here’s an option that will be studied further: http://sksssip.blogspot.com/
    13. 13. Individual Narrative • Determine protocols for individuals to systematically document the learning and doing • Build in structures where individuals draw conclusions about their work and inform their practice and professional learning • Have individuals analyze their learning and work at the end of the year – What did I learn this year? – How did I grow and change as a result of my learning? • Celebrate the learning and doing of individuals
    14. 14. From Individual to Team Narrative1. Provide time for teams to systematically document When individuals their learning and doing begin sharing and with one another collectively2. Have teams determine protocols to monitor and building their inform their learning and narratives, the doing team narrative3. Have teams summarize their learning and doing starts to take4. Celebrate the learning shape, as well and doing of teams
    15. 15. From Team to Building Narrative As teams engage in the1. Determine protocols and processes for your building to development of their synthesize the learning and narratives, their doing of your teams collective “story”2. Determine a mechanism for how the synthesis of your shapes the building’s building’s learning and doing narrative, as well. are documented and celebrated
    16. 16. From Building to District Narrative1. Systematically embed protocols and processes for The richness of our buildings to share and district’s narrative is celebrate their learning and doing at principal meetings, based on the at DLT meetings, and other collective stories data share fair opportunities from buildings, departments, and programs.
    17. 17. Strategic Roadmap Mission, Vision, Core Values, Strategic Directions District Operational Plan Mapping our work aligned to strategic directions Is it the right work? When will it happen? What needs to leave the system? Essent ia l Ques How do tion: Pl a n s ( w e al i g n Cont Vision Cards SIPS a the str nd Dep inuous t Impro vemen Improv ement Tracking progress towards our vision of: ategic t Plans roadm ) to ma ap hap ke pen? A: Excellence in Learning B: Excellence in Teaching C: Excellence in Support Services
    18. 18. Operational PlanIn your groups (10 minutes):•Initial reactions?•How does this inform your leadership developing bldg and deptimprovement plans?•How might you share this with staff to help cultivate district-widesynergy towards our work?
    19. 19. Vision CardsVision Card A:- Student LearningVision Card B & CAligning work of adults toimprove results on ourmission:- Teaching- Support Services
    20. 20. Understanding Vision Card C• Initial reactions - what is unclear?• How does this impact the relationship between building principals and department leaders? Be prepared to report out in 20 minutes
    21. 21. Be back tocontinue ourlearning in 10minutes!
    22. 22. Understanding Vision Card B• How does each strand connect to the SIP outline?• Develop “Look Fors” to bring clarity to each strand• Begin to discuss simple common assessments or measurements, connected to Continuous Improvement Plan action plans, and map out a schedule to discuss results during our Thursday CT meetings.
    23. 23. Triad Sharing Learning• Form a triad by joining two colleagues from different teams.• Share insights you gained about collaborating to do “results-oriented work.”
    24. 24. P !! ROU REGJob Alike TeamsTeam 1 - Secondary Principals/APsTeam 2 - Elem. Principals west of 35WTeam 3 - Elem. Principals east of 35WTeam 4 - SpEd leadershipTeam 5 - Business/Operations Leadership **TLT rotate among groups**
    25. 25. What’s Our Focus?• Fullan writes, “Collaborative cultures, which by definition have close relationships, are indeed powerful, but unless they are focusing on the right things, they may end up being powerfully wrong.” What is the caution for what we need to be focusing on?
    26. 26. What’s the game plan?• Share ideas for common assessments or measurements from previous discussion.• Map out a process and schedule for progress monitoring Vision Cards that makes sense in our calendar and aligns to our continuous improvement schedule/calendar
    27. 27. Go See Vera!• Be back and ready for more highly- caffeinated learning in 45 minutes!
    28. 28. Meeting in the Parking LotItems to address:• Transportation• School Choice Recommendation• Budget Recommendation• Principal vacancies• Welcome Center• Aug 27th• School View
    29. 29. Excellence In Communication
    30. 30. Developing Key Messages Create key messagesregarding our work on the Strategic Roadmap, Operational Plan, and Vision Cards Process: • Back to 6 Mixed Mini-Teams • 5 minutes at each “station” to develop key messages • You can add AND “wordsmith” • Share out after returning to first rotation
    31. 31. This is perhaps the single most important point in all of Good to Great. Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline. Jim Collins (2005) pg. 31

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