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Igniting a Passion for LearningThe ISS Journey to Excellence
Quality New MexicoJune 9, 2011
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ISS Background
• Fired superintendent• Budget problems• Low student achievement• Low community expectations• Low trust – community and staff• Low morale• Excellent staff
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Passion for Learning
• All children come to school with a yearning for learning. Our aim should be to increase the positives and decrease the negatives so all children keep their yearning for learning.
Edward Deming
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BOE Beliefs – System vs. People
• If children are not learning at high levels, the adults have not done their part– Parents have not created a system of encouragement and
support for learning– Teachers have teaching centered classrooms rather than
learning centered classrooms– Principals have created adult centered schools rather than
learning centered schools– Superintendents and school boards have created adult centered
school systems rather than learning centered systems
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• School System Needed– Framework– Blueprint– Measure
• We Decided To Use – Baldrige National Quality Program Criteria – Why?
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• Systemic – Seven Components – Leadership– Strategic Planning– Student, Stakeholder, and Market Focus– Measurement, Analysis, and Knowledge
Management– Workforce Focus– Process Management– Results
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• Systematic – Two Components• Processes
– A approach – clearly defined steps– D deployment – to all levels– L learning – cycles of improvement– I integration – organizational knowledge
• Results– Le levels of performance– C comparisons– T trends– I integration
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I-SS Mission/Vision
District Strategic
PlanSchool
Improve-ment Plans PLC
Goals and
PDSA Classroom Goals
and PDSA
Student Level PDSA
Alignment
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Strategic Planning Process
Conduct Environmental Scan and SWOT
Analysis
BOE reviews and approves
District Strategic Goals and Objectives
Develop SIPs and DIPS aligned to
district Strategic
GoalsFeedback on SIPs and DIPs and revisions
completed
Approval of SIPs and DIPs
Deployment of SIPs and DIPs
Quarterly Review of SIPs
and DIPs
A mid year SWOT and
Environmental Scan of
Strategic Plan
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Strategic Priorities Strategic Priorities
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Strategic Priority
Lagging Indicators
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Lagging Indicator
Leading IndicatorsLeading Indicators
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Strategic Priority
Lagging Indicators Lagging Indicators
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• School and Department Improvement Plans– Revised Quarterly– 3-5 Goals Aligned to District Goals– 1 Approach/Strategy per Goal– Clear Approach, Deployment, Learning and
Integration– Tied to Principal and CO Administrator
Coaching and Evaluation
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• PDSA Monthly Updates– Strengths– OFI’s– Information or Data Needed– Next Steps and Resources Needed– District Level - Monthly report to Admin Team
through oversight committee and notes sent to all schools
– School Level – Monthly report to School Improvement Team
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• Student Wellness PDSA– By May 2009, 100% of PE teachers will use and record
FitnessGram test correctly. Schools may support this goal by monitoring the use of FitnessGram in grades 5, 7, and 9 and making sure data are reported accurately and timely
• Behavioral Interventions PDSA– By 2009, I-SS will decrease the OSS rate by 5% by
implementing PBS with fidelity. Schools may support this goal by monitoring OSS data. PBS schools continue to deploy PBS strategies. Non PBS schools may wish to consider the PBS model. Student Services will be willing to present PBS to any faculty upon request. Training is also available for bus drivers on the use of PBS strategies to reduce discipline referrals on buses.
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0%10%
20%
30%
40%
50%60%
70%
80%
90%
100%
Academic Interventions
Behavioral Interventions
Classroom Assessment
Control Financial Resources
Dropout Prevention
International Baccalaureate
Mentoring
Parent/Guardian Conferences
Wellness Initiative (student)
Wellness Initiative (staff)
qt1
qt2
PDSA Quarterly Tracking Chart
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Lagging Indicator
Leading Indicators Leading Indicators
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I-SS Academic Ranking in NC
0
5
10
15
20
25
30
35
40
45
50
55
60
01-02 02-03 03-04 04-05 05-06 06-07 07-08
Ac
ad
em
ic R
an
kin
g Indicates Improvement
9th
55th
Vision
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Process Focused on Right Target/Results
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World’s Best School System
•The quality of a school system cannot exceed the
quality of its teachers.•The only way to improve outcomes is to improve
instruction.•High performance requires
every child to succeed.
McKinsey Consulting Report - 2007
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Schools and Teachers Impact LearningSchools and Teachers Impact LearningStudents who enter with 50Students who enter with 50thth percentile performance percentile performance
School and Teacher Scenario
Achievement Percentile after two years
Average School and Average Teacher
50th
Least Effective School and Least Effective Teacher
3rd
Most Effective School and Least Effective Teacher
37th
Least Effective School and Most Effective Teacher
63rd
Most Effective School and Average Teacher
78th
Most Effective School and Most Effective Teacher
96th
Source: Marzano, Figure 8.3, What Works in Schools
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Results from 2002 to 2008
•Academic Composite 55th to 9th
•Graduation Rate 53rd to 11th (61% to 81%)
•SAT 57th to 7th (991 to 1056)
•3-8 Reading 75th to 20th
•3-8 Math 68th to 12th
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Results from 2002 to 2008
•Reading Gap AA reduced by 48%
•Reading Gap EC reduced by 53%
•Computer Skills 68% to 96% (2009)
•Dropout Rate 106th to 10th
•Attendance Rate 55th to 3rd
Refer to ISS Turnaround Results
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Other areas of improvement – bus discipline, energy savings, faith based partners, highly qualified teachers, overtime costs, child nutrition costs, maintenance, custodial, workmen’s compensation ratio, fund balance, credit recovery
Expenditures per Pupil – remain in bottom 10 in NC - $700 below state average
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Just DO IT
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EC Reading Percent Proficient in Comparison to Fidelity Scores 2006-2007
90-100 Score
80-90 Score
70-80 Score
50-70 Score
96%
47%
46
25%
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• Your Current Challenge– SB 427 – school grades based on
proficiency/growth and lowest quartile growth, high schools include grad rate, AP/IB, dual enrollment, SAT/ACT, D/F schools have consequences, resource impact
– SB 327 – sunshine portal on expenditures– HB 113 and SB 446 – charter school
accountability– HB 252 – procurement and travel
guidelines – administrative cost 31
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• Activity– What are your top 3-5 goals in your strategic plan?
How did you choose these specific goals? Are they SMART goals?
– What specific strategy has been chosen to address the goal? Why did you choose this strategy?
– What specific resources have you aligned to implementation of the strategy?
– How will you know if strategy is being implemented with fidelity? How often will you monitor progress?
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