sxsw edu implementation workshop: introductory slides

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L a s t M o d i f i e d 6 / 7 / 2 2 1 0 : 0 9 : 1 8 A M Implementation: A Reformer’s Essential Skill An introduction to the “delivery” methodology for managing and monitoring implementation July 27, 2014

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Page 1: SXSW EDU Implementation Workshop: Introductory Slides

Last M

odified

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0/2023

03:11:58

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Implementation: A Reformer’s Essential Skill

An introduction to the “delivery” methodology for managing and

monitoring implementation

July 27, 2014

Page 2: SXSW EDU Implementation Workshop: Introductory Slides

2 ©2014 Education Delivery Institute

The public sector in general – and education in particular – face increasing pressure for results

Productivity imperative for the education

sector

Pressure for enhanced learningoutcomes

Pressure to prepare students to meet workforce needs

Recession and budget cuts: pressure to utilize

public funds wisely

Page 3: SXSW EDU Implementation Workshop: Introductory Slides

3 ©2014 Education Delivery Institute

In the face of similar challenges, Prime Minister Blair issued a call for change in June 2001…

“…a mandate for reform…

and an instruction to deliver”

From the remarks of Tony Blair after winning his second election in June 2001.

Page 4: SXSW EDU Implementation Workshop: Introductory Slides

4 ©2014 Education Delivery Institute

…He founded the Prime Minster’s Delivery Unit (PMDU) that year to help the British government implement his agenda

Key activities of the PMDU

Monitor and report on the delivery of the Prime Minister’s top priorities

Identify key barriers that prevent improvements and actions needed to strengthen implementation

Strengthen departmental capacity to deliver through better planning and sharing knowledge about best practice

Selected targets that the PMDU oversaw

Education:▪11-year-old English proficiency▪11-year-old Math proficiency▪14-year-old English proficiency▪14-year-old Math proficiency

Health:▪Heart disease mortality▪Cancer mortality▪Max waiting time for non-emergency

surgery▪Emergency room waiting time▪Physician appointments

Crime:▪Street crime▪Burglary▪Car crime▪Offenses brought to justice

Transportation▪Road congestion▪Train punctuality

Page 5: SXSW EDU Implementation Workshop: Introductory Slides

5 ©2014 Education Delivery Institute

Within four years, the government was on track to hit over 80% of its high-priority targets

Targets on track, percent

December 2004

17

83

December 2003

47

53

July 2004

62

38

Page 6: SXSW EDU Implementation Workshop: Introductory Slides

6 ©2014 Education Delivery Institute

How did they do it?

Page 7: SXSW EDU Implementation Workshop: Introductory Slides

7 ©2014 Education Delivery Institute

The “delivery” approach that the PMDU invented focuses relentlessly on four disarmingly simple questions

“delivery” (n.) is a systematic process through which system leaders can drive progress and deliver results.

It involves asking the following questions consistently and rigorously:

1 What are you trying to do?

2 How are you planning to do it?

3 At any given moment, how will you know whether you are on track?

4 If not, what are you going to do about it?

Page 8: SXSW EDU Implementation Workshop: Introductory Slides

8 ©2014 Education Delivery Institute

Beneath these questions are 15 essential elements of effective implementation, each with an accompanying set of tools

Plan for delivery

Develop a foundation for delivery

Understand the delivery challenge

A. Evaluate past and present performance

B. Understand drivers of performance and relevant activities

A. Determine your reform strategy

B. Set targets and establish trajectories

C. Produce delivery plans

A. Establish routines to drive and monitor performance

B. Solve problems early and rigorously

C. Sustain and continually build momentum

Drive delivery

A. Define your aspiration

B. Review the current state of delivery

C. Build the delivery unit

D. Establish a “guiding coalition”

2 3 41

Create an irreversible delivery culture

5

A. Build system capacity all the timeB. Communicate the delivery messageC. Unleash the “alchemy of relationships”

Page 9: SXSW EDU Implementation Workshop: Introductory Slides

9 ©2014 Education Delivery Institute

The Education Delivery Institute (EDI) is a nonprofit that was founded to spread and scale these tools for use in American education reform

EDI K-12 partner systemsStatesStates, districts, and schools

EDI’s mission is to partner with K-12 and higher education system leaders at the state and local level and invest in their capacity to deliver results. We have worked with over 30 state, district, and school leaders to put these tools into practice.

Page 10: SXSW EDU Implementation Workshop: Introductory Slides

10 ©2014 Education Delivery Institute

Case Study: The Massachusetts Department of Elementary and Secondary Education (ESE)

Page 11: SXSW EDU Implementation Workshop: Introductory Slides

11 ©2014 Education Delivery Institute

Massachusetts began its journey with an internal and external review of its existing capacity to use the delivery tools

Sample section of rubric used for reviewing delivery capacity

Aspect of delivery

Questions to consider Weak delivery (1) Strong delivery (4)Current

state and rationale

3A. Determine your reform strategy Does the state education agency take a cohesive approach to its interventions and try and maximize synergies and understand inter-dependencies?

■ Does the state education agency take a cohesive approach to its reform efforts?

■ Is there routine analysis of different strategies and interventions, particularly at different campuses, that compare both impact and implementation requirements?

■ Is the combined effect of chosen interventions and actions greater than the effects of the single interventions on their own?

■ Combination of interventions lacks coherence. Little or no benefit arises from implementing all the interventions as part of a single strategy (i.e. combined effect is not greater than the sum of the parts)

■ Little quantitative analysis of different combinations of interventions. Decisions made without relying on evidence

■ Different combinations of interventions analyzed in terms of expected impact, cost, feasibility, scale, rigor, and requirements for skill and participation along the delivery chain(s); this analysis informs the choice of interventions

■ Chosen combination of interventions represents a coherent strategy, interventions are complementary or reinforcing

1 2 3 4

3. Plan for Delivery

Page 12: SXSW EDU Implementation Workshop: Introductory Slides

12 ©2014 Education Delivery Institute

This review produced a series of quick judgments that allowed the team to focus its efforts early on

Massachusetts Capacity Review Results, August 2010

1. Develop Foundatio

n for Delivery

2. Understand the Delivery Challenge

3. Plan for Delivery

4. Drive Delivery

5. Create an Irreversible

Delivery Culture

Define your

aspiration

Review the

current state of Delivery

Build the Delivery

Unit

Establish a Guiding Coalition

Evaluate past and present

performance

Understand the drivers

of performanc

e and relevant system

activities

Determine your

reform strategy

Set targets

and trajectorie

s

Produce Delivery

plan

Establish routines and drive

performance

Solve problems early and rigorously

Sustain and

continually build

momentum

Build system capacity all the time

Communicate the

Delivery message

Unleash the “alchemy”

of relationship

s

Page 13: SXSW EDU Implementation Workshop: Introductory Slides

13 ©2014 Education Delivery Institute

In October 2010, the ESE defined its priority goals and assigned leaders to them at EDI’s Harvard Institute

These delivery goals are closely aligned with their Race to the Top goals

Delivery Grade 3 reading

Grade 8 math

College & career readiness

Turnaround

Data systems

Educator effective-ness

 

Goal leader

Julia Julia John Lynda Jeff Claudia 

Goal mgr Sue Barbara Keith Lise Rob Liz  

           

               

RTTT Curriculum and instruction

Assess-ment

College & career readiness

Turnaround

Data systems

Educator effective-ness(except eval)

Educator evaluation

Exec sponsor

Julia Bob John Lynda Jeff Claudia Karla

Page 14: SXSW EDU Implementation Workshop: Introductory Slides

14 ©2014 Education Delivery Institute

To coordinate the agency’s efforts on the goals, the Commissioner created a Delivery Unit like the PMDU

The DU has three full-time team members and reports directly to the Commissioner

Delivery Unit

Commissioner

Goal leader for college and career readiness (associate commiss. for student support, career, and education services)

Director of Planning, Research, and Evaluation

Other staff in office

Delivery team

Support and

challenge

Goal leader for 3rd grade reading and 8th grade math proficiency (associate commiss. for curriculum and instruction)

Goal leader for educator effective-ness (director of educator policy, preparation, and leadership)

Goal leader for school turnaround (senior associate commiss. for accountability and targeted assistance)

Goal leader for data systems (deputy commiss.)

Page 15: SXSW EDU Implementation Workshop: Introductory Slides

15 ©2014 Education Delivery Institute

The DU began the planning process by coordinating priority strategies around their identified goal areas

Page 16: SXSW EDU Implementation Workshop: Introductory Slides

16 ©2014 Education Delivery Institute

Each delivery plan describes priority projects in detail…

The delivery plan highlights the following information for each project:

Description

Leadership

Scope

Activities

Timeline

Stakeholders

Effects on the Target

Performance Management

Project Risks

Page 17: SXSW EDU Implementation Workshop: Introductory Slides

17 ©2014 Education Delivery Institute

…and includes delivery chains with potential weaknesses and solutions

Page 18: SXSW EDU Implementation Workshop: Introductory Slides

18 ©2014 Education Delivery Institute

Each plan also includes a “trajectory” with an estimate of the impact each strategy will have on the goal

Example: College and Career Readiness Trajectory

68%

70%

72%

74%

76%

78%

80%

82%

84%

2009 2010 2011 2012 2013 2014

Perc

enta

ge o

f Stu

dents

Gra

duati

ng w

ith M

ass

Core

Baseline MassCore Implementation Mass Model Academic Support

82.5%

70%70%70%70%70%

73%

71.4%

79.8%

Graduating Class Year

Page 19: SXSW EDU Implementation Workshop: Introductory Slides

19 ©2014 Education Delivery Institute

To keep the Commissioner informed of progress, the DU established a series of routines, consisting of bimonthly memos and stocktakes

Calendar of delivery routines for Massachusetts Department of Education, 2011

JanGoals Feb Apr May Jun Jul Aug Sep Oct DecMar Nov

Use of data

College and career readiness

3rd grade reading and 8th grade math proficiency

Teacher and school leader effectiveness

Turnaround of lowest performing schools

StocktakeMemo

Additional attention for goals that are lagging

Staggered starts to each of the goals and plans

Page 20: SXSW EDU Implementation Workshop: Introductory Slides

20 ©2014 Education Delivery Institute

The bimonthly memos provide frequent updates on key challenges and immediate actions …

Immediate actions for the commissioner

Likelihood of delivery for each core strategy in current and prior periods, based on most recent data and qualitative assessmentAdditional detail on the evidence underlying the likelihood of delivery for each core strategy

Interim data on leading indicators to inform decisions

Page 21: SXSW EDU Implementation Workshop: Introductory Slides

21 ©2014 Education Delivery Institute

…while stocktakes provide a more in depth report on delivery goal progress

Page 22: SXSW EDU Implementation Workshop: Introductory Slides

22 ©2014 Education Delivery Institute

Every routine is anchored in detailed analysis to understand drivers of performance across the state

Example: Map of performance vs. participation in state initiatives

Page 23: SXSW EDU Implementation Workshop: Introductory Slides

23 ©2014 Education Delivery Institute

This analysis informs comparative judgments of progress, which help to focus leadership attention on critical issue areas

Example: league table from Massachusetts stocktake on college and career readiness

High School Turnaround R N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Policy

MassCore Policy and Implementation

AR AR AG AG AR AG AR AR AG AG AR Policy

Early Warning Indicator System

AR AR AG AG AR AG AR AR AR G AG Implementation

Academic Support AG AG AG AG AG AR AR AG AR AR AG Embedding

Change

Mass School Counseling Model

AG AG AG AG G AG AG AG AG AR AR Implementation

Connecting Activities AG AG AG AG AG AG AG AG AG G AG Implementation

High School Graduation Initiative

AG AG G AG G G AG AG G G AG Implementation

Degr

ee o

fCh

alle

nge

Qua

lity

of P

lann

ing,

Impl

emen

tatio

n,

Man

agem

ent

Cust

omer

& P

ublic

Pe

rcep

tion

Max

imizi

ng Im

pact

of P

rogr

ams

Risk

M

anag

emen

tCa

pacit

y to

Dr

ive

Prog

ress

Prio

ritiza

tion

Influ

encin

g th

e Ch

ain

Com

mun

icatio

n &

Eng

agem

ent

Acco

unta

bilit

y

Stag

e of

De

liver

y

Like

lihoo

d of

Del

iver

y

Two strategies

One cross-cutting functional area

Page 24: SXSW EDU Implementation Workshop: Introductory Slides

24 ©2014 Education Delivery Institute

In fall 2011, these routines identified stalled progress for the agency’s Grade 3 reading goal

The DU conducted a priority review of the current strategies in this goal area, their state of implementation, and their likelihood of delivering substantial impact

Problem Statement: How can MA DESE significantly improve Grade 3 student achievement in literacy by 2015, and what is an ambitious yet reasonable target?

Specifically:

(1) What combination of strategies will enable most improvement, given current resourcing? How should existing strategies be modified or scaled up? Should new strategies be added? And, How can MA DESE be sure that strategies are helping students and districts most in need?

(2) Where would additional resources have the most impact, and what are potential ways to increase resources? What is the likely impact of the Grants Coordination work? Are there potential partnerships to consider?

(3) What are ambitious yet reasonable targets and trajectories, and what leading indicators should MA DESE track in order to be alerted if action is required before end of year results?

Page 25: SXSW EDU Implementation Workshop: Introductory Slides

25 ©2014 Education Delivery Institute

Policy Changes

▪Increased focus on ELL

students

▪Provided more money and resources for development of model curriculum units

▪Accelerated the timeline for the availability of these units

▪Prioritized targeted supports to teachers in grades 1 through 3

Initial Results: % Advanced Grade 3 ELA

The priority review provided an increased focus which led to important policy changes and promising initial results

Page 26: SXSW EDU Implementation Workshop: Introductory Slides

26 ©2014 Education Delivery Institute

Messages on agency strategies, differentiated by audience Master presentation deck of stock slides by audience Two-page quick reference guide Graphics to illustrate the strategies and how they support our

agency’s overall goal Improved ESE logo

Word and PowerPoint Templates Weekly Update (supers, principals) Posters

Communications Tools

The DU complements these efforts with a communications strategy to create unified messages around their priority initiatives

Build understanding and support Demonstrate how the separate pieces fit

together Create a sense of urgency Help to make communications an agency-wide

priority

Goals

Page 27: SXSW EDU Implementation Workshop: Introductory Slides

27 ©2014 Education Delivery Institute

▪Increased focus on student outcomes▪Shared language across agency▪Focus on key deliverables and distribution to the field▪Better use of data▪Improved ownership of initiatives

Agency Culture

CCR: 5-year graduation rate has improved to 84.7% (initial trajectory estimate was 85%)

Turnaround: 30 of 34 level 4 schools have shown improvement in ELA CPI; 28 of 34 have shown improvement in Math

‒ Special education students in these schools exceeded proficiency targets in both ELA and Math

‒ ELL students in these schools exceeded proficiency target in ELA

Data Use: Priority projects are all on budget, within scope, and the majority are on time

Student Outcomes

As a result of their focused delivery efforts, Massachusetts has seen substantial progress in a number of key areas

Page 28: SXSW EDU Implementation Workshop: Introductory Slides

28 ©2014 Education Delivery Institute

We hope to share more stories like this – and tools to make them your own – at our workshop

At our workshop, you will…

▪Explore more case examples like this one – drawn from the real-life experiences of leaders on the forefront of the “delivery” movement

▪Learn how to use some of the tools that Massachusetts used, and apply them to a real-life “problem of practice” that you are struggling with today

▪Reflect on how you can best use these tools to change the way your school or school system does business to improve student outcomes at scale

Page 29: SXSW EDU Implementation Workshop: Introductory Slides

Thank You