www.iss.k12.nc.us 1 2009 governor’s quality award “benchmarking for economic survival”...
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www.iss.k12.nc.us
2009 Governor’s Quality Award“Benchmarking for Economic Survival”
Columbia, SCOctober 21, 2009
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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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Board Expectations
• System Leadership– Systems approach– Continuous improvement focus– Learning centered focus– Innovation focus– Process management focus– Top Ten vision
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The Clash
• Leadership Beliefs vs. Existing Culture– Problems are system based vs. people based– Teaching system vs. learning system– Decisions made with regard to tradition vs.
data driven– Innovation vs. status quo
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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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Leadership Beliefs
• The vast majority of adults want the best for children and want children to be successful
• No one comes to work everyday and wants to fail
• A passion for learning exists in all of us• The level above must enable the level below
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Leadership 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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• The In-coming Superintendent needed:– Framework– Blueprint– Measure
• He 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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Modeling Expectations: Listening Process
• Three Questions– What is getting in the way of student learning?– What do you need to help all children learn to
high levels?– What do you expect from me as superintendent?
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What We Learned
• External Blame
• Complacency
• No Sense of Urgency
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• Key ISS Processes– Strategic Plan – Governance– Leadership– School and Department Plans– Data Driven Decision Making – Raising Achievement and Closing Gaps– Aligned and Effective Support Processes– Principal and Teacher Coaching and Evaluation– Classroom Walkthroughs
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• Governance– Board of Education as System– Board of Education System Check– Board of Education Survey– Board of Education Improvement Plan
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Handout
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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
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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
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Handout
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$8,9
16.5
3
$13,8
26.5
1
$11,1
70.7
0
$6,3
11.2
5
$6,1
30.6
7
$6,5
16.1
1
$9,6
09.2
8
$11,0
29.0
8
$12,8
49.3
7
$4,6
25.4
8
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
$11,000
$12,000
$13,000
$14,000
$15,000
September October November December January February March April May June
2007-2008 2008-2009
67% reduction to date with savings of $50,000
Bus Driver Overtime
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Total Fund Balance as a % of Revenue
$7,076,873
$9,001,405
$7,963,094 $6,824,817
$5,669,319
$4,319,122
$931,203
$398,830
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
22%
24%
26%
28%
30%
2001 2002 2003 2004 2005 2006 2007 2008
Fiscal Year Ending June 30th
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I-SS Worker's Comp Loss Ratio
13
2.3
1
70
.39
44
.11
14
.36
3.4
9
0
20
40
60
80
100
120
140
2003 2004 2005 2006 2007
IndicatesImprovement
2010 Long-term Projection < 3.0
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Other areas of improvement – bus discipline, energy savings, faith based partners, highly qualified teachers,, child nutrition costs, maintenance, custodial, credit recovery, textbooks
Expenditures per Pupil – remain in bottom 10 in NC - $700 below state average
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Just DO IT
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What We Learned
• At every crossway on the road that leads to the future each progressive spirit is opposed by a thousand men appointed to guard the past.
Maurice Maeterlinck, Belgian Nobel Laureate
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Creating Conditions for Change That Will Last
• What DOES NOT Work– Facts alone– Fear– Force
Sense of Urgency, John Kotter
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Change or Die, Alan Deutschman
Creating Conditions for Change That Will Last
• What DOES Work– Relationships– Repeating small behavior changes– Reframing beliefs
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Michael Fullan, Turnaround Leadership, 2007
Change Processes to Require Behavior Change
• You are more likely to act your way into a new way of thinking than to think your way into a new way of acting
• Start with small behavior changes tied to systemic and systematic processes
• Early successes
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Sense of Urgency, John Kotter
Creating a Sense of Urgency
• Bring outside in – Baldrige Feedback• Listen to employees who interact directly with
customers (students) – Workforce Focus• Publish results of listening – Knowledge
Management• Public display of results - Results
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Belief and Expectations are Fundamental
• Pygmalion Effect– If we expect our actions to have an impact on student learning
then we will impact student learning– If we do not think our actions can overcome impact of student
demographics on learning then we will not impact student learning
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My Challenge to You
• Believe in the children• Believe in yourself• Believe in your leaders• Don’t give up on the children• Don’t give up on yourself• Don’t give up on your leaders• Don’t give up on education• Model the change that you want to see and by working together –
the messengers we send forward to that time we will not see will thrive and carry forward a message of hope and belief.
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“You can’t leave footprints in the sands of time if you are sitting on your butt and who wants to leave butt prints in the sands of time?”
Bob Moawad
Go leave some footprints!!!!
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