How we work in ISS

1
How we work in ISS

• Systems Perspective
• Continuous Improvement Focus
• Quality Assurance

2
What is the Expectation

• High Performing
• Meet expected growth
• Above 80 proficiency at K-8 level EOGs and K-2
  assessment
• Above 70 proficiency at 9-12 level EOCs
• Meet AYP requirements for NCLB subgroups
• No significant gaps between NCLB sub-groups
• No significant gaps between district performance
  and school level performance on strategic
  indicators

3
The Barbell Factory A Metaphor
4
Systems Perspective

• Tools we use
• System linkage chart
• Mission, Vision, Values and Strategic Plan
• Organizational Profile (handout)
• ISS Model to Raise Achievement and Close Gaps
• Balanced Scorecard (handout)
• Systems Check III (handout)

5
Leadership
Workbook page 4
Improving the Classroom Learning System
Strategic Above the Line
Strategic Planning
Performance Results Strategic Operational
Student/ Stakeholder Focus
Human Resource Focus
Process Management
Measurement, Analysis Knowledge Management
Operational Below the Line
CORE VALUES
Adapted from BiE IN Baldrige Model
6
ISS Culture

• Vision To become a top ten performing school
  system in North Carolina.
• Mission rigorously challenge all students to
  achieve their academic potential and to lead
  productive and rewarding lives.
• Values
• Student and learning focus
• Motivated and satisfied staff
• Partnerships and teamwork focus
• Continuous improvement focus
• Management by fact
• Focus on results that are important to
  stakeholders

7
Demands on the Classroom Learning System
504 1
Regular Ed 6-9
IDEA 3-4
Classroom
Econ. Dis. 4-5
ESL 1-2
AIG 2
Raise achievement and Close gaps.
8
ISS Model to Raise Achievement and Close Gaps

Quarterly Predictive Assessments
Lead Teacher Support

• What do students need to learn?
• How will they learn it?
• How will we know theyve learned it?
• What will we do if they dont learn it?
• What will we do if they already know it?

Professional Learning Communities
Instructional Guides
Continuous Improvement Approach Aligned
Strategic Plans, PDSA, Systems Checks, Data
Warehouse
9
I-SS Model for Aligned, Effective and Efficient
Support Processes

Student Support Services

• Based on
• stakeholder requirements,
• what services need to
• be provided?
• 2. How will we provide them?
• How will we know they have
• been provided?
• 4. How will we know they are operating
  effectively and efficiently?
• 5. What will we do if they are not?

Financial/ Administration

Operations
Continuous Improvement Approach Aligned Strategic
Plans, PDSA, Systems Checks, Data Warehouse
10
Instructional Guides

• 2006-2007 Model
• Curriculum Guides (BOE 3100 Series)
• District provides essential needs for students
• Pacing based on skills of students
• Content (important? nice to know?)
• Short cycle assessments
• Options as to resources (curriculum and support)

11
Predictive Assessments

• 2006-2007 Model
• If school is high performing you
• have a choice of 3rd quarter PA only
• If school is non-AYP, Title I, etc.
• then PA is mandated by federal, state,
• and local regulatory requirements

12
Professional Learning Communities (formerly
known as COPS)

• 2006-2007 Model
• ILT/Mentor PLCs essential for
• training new teachers
• Whether or not you meet depends on
• the data at your school site
• Choice of combining PLCs with
• grade level meetings etc.
• Choice as to how PLCs meet staff
• development initiatives identified in SIP
• Use of lead teacher to facilitate key
• PLCs as identified by SIP

13
Coaching and Evaluation of Teachers

• 2006-2007 Model
• Classroom level Systems Check III is flexible for
  high performing schools. May also use TPAI.
• Schools will still use Systems Check III and TPAI

14
Lead Teacher Model

• 2006-2007 Model
• If you do not identify the lead teachers work
  plan in your SIP, you need to identify person(s)
  responsible to help you with the model and/or a
  model to raise achievement and close gaps.
• A model for the five key questions is essential.
• Lead teachers find resources and deliver training
  and coaching to support SIP,Instructional Guides,
  Predictive Assessments, and PLCs as a means of
  answering the five learning centered questions.
• Lead teacher conducts tiered PLCs for staff needs
  (ex. Differentiation, ILT training, etc.)
• Lead teacher selectively trains MPE tools for
  staff new to district and/or via refresher
  courses as needed.

15
Continuous Improvement Focus

• Tools we use
• Strategic Plan (Vision, Mission, Values and Goals
  - handout)
• Alignment of Goals and Measures at all levels
• End of year and mid year reviews with SWOT
  (handout)
• SACS
• PDSA
• SIP/DIP and Deployment Plans (template handout)
• Systems Check III (handout)
• Data warehouse
• ISS Model to Raise Achievement and Close Gaps

16
ISS Culture

• Vision To become a top ten performing school
  system in North Carolina.
• Mission rigorously challenge all students to
  achieve their academic potential and to lead
  productive and rewarding lives.
• Values
• Student and learning focus
• Motivated and satisfied staff
• Partnerships and teamwork focus
• Continuous improvement focus
• Management by fact
• Focus on results that are important to
  stakeholders
• Strategic Priorities HSP, HSOC, QS, P, and EE
• Goals - Specific 28 SMART Goals

17
Workbook page 13
Baldrige Specifics
Learner
Classroom
Grade/Dept.
School
District
18
SACS CASI District Accreditation Components

• Meeting District Accreditation Standards (10) for
  Quality Systems
• Engaging in Continuous Improvement (SIP/DIP and
  PDSA)
• Demonstrating Quality Assurance (monitor,
  evaluate, and results)

19
SACS District Accreditation Standards

• Beliefs and Mission
• Governance and Leadership
• Curriculum
• Instructional Design
• Assessment, Measurements, and Effectiveness
  Results
• Resources
• Student Services
• Staff and Stakeholder Relationships and
  Communication
• Physical Facilities
• Continuous Process for Improvement

Malcolm Baldrige Education Criteria for
Performance Excellence
20
Workbook page 17
Assessing the Classroom Learning System
6 Steps to Improvement
PLAN

• Validate the need for improvement
• Clarify purpose, goals, and measures
• Adopt and deploy an approach to continual
  improvement
• Translate the approach to aligned action
• Analyze results
• Make improvements

DO
STUDY
ACT
Repeat the cycle
21
Workbook page 17
Assessing the Classroom Learning System
6 Steps to Improvement for the Classroom
PLAN

• How are we doing? How do we know?
• Why are we here? What do we need to do well
  together? How will we know how were doing?
• How will we work together to get better?
• What will we do differently?
• What happened?
• What are we going to do with what we learned?

DO
STUDY
ACT
Do it all again!
22
Quality Assurance

• Tools we use
• SACS
• Systems Check III (handout)
• Mid year and End of Year Reviews with SWOT
  (handout)
• Quality Web Page (www.iss.k12.nc.us/quality/index.
  htm)
• Balanced Scorecard (handout)
• Data warehouse

23
ISS Model Deployment Plan

• Steps to Deploy
• Leadership Awareness and Commitment
• Partner Orientation
• Strategic Alignment
• Operational Planning and Deployment
• Learning to Lead High Performing Systems
• Creating Technical Support Team
• Using Quality Tools for Continuous Improvement
• Systems Assessment

24
Defining Performance Excellence
Workbook Page 12
Awareness ? Alignment ? Refinement Improvement
Adapted from Wm. F. Gordons Competency Ladder
25
Defining Performance Excellence
Workbook Page 12
Awareness ? Alignment ? Refinement Improvement
Unconsciously Under Performing
Adapted from Wm. F. Gordons Competency Ladder
26
Questions and Next Steps

• August 1-2 SIP/DIP Alignment of Goals and
  Measures
• September 13 Deployment Planning
• October 1 SIP/DIP submitted for BOE approval
• Coaching by Executive Directors
• Mentoring by District Principal Mentor
• Monthly Grade Level Principal Meetings