SORICO

1. SORICO THE NEXT GENERATION April 21, 2008

2. The Southern Rhode Island Collaborative has spent six months on a journey of “Designing the Next Generation of SORICO”. • Collaborative Council decided to embark on a method of Interactive Design and contracted with LEARN, a regional educational service center serving the 24 school districts of southeastern Connecticut • Interactive Design: A method developed by Dr. Russell Ackoff and Mr. Jamshid Gharajedaghi • Doreen Marvin (LEARN) worked with Dr. Susan Leddick of PKR, Inc. and Dr. Trace Pickering of Grant Wood Area Education Agency.

3. Four Collaborative Council Meetings Four Executive Committee Meetings Three meetings with Executive Director One meeting with Member Superintendents Email communication with Member District School Committee Chairpersons Meetings and communications with staff Documents reviewed Strategic plan Performance Appraisal Audit Minutes of last year CC meetings Notes from meetings with Directors of Special Education and Assistant Superintendents for Curriculum and Instruction “Designing the Next Generation of SORICO”

4. What is happening locally and nationally impacting SORICO’s context How is the definition of success changing for SORICO Resources Tough Choices Tough Times Partnership for 21st Century Skills ESA Governance by E. Robert Stephens The Fifth Discipline by Peter Senge Consultation with Susan Leddick, Profound Knowledge Resources Systems Thinking, Jamshid Garajedaghi, Interact, Inc. The Future of Management, Gary Hamel “Designing the Next Generation of SORICO”

5. 21st Century Collaborative • Leadership is about influencing • Collaborative knows the needs in districts • Organization is on the cutting edge • Poised to initiate; poised to respond • Customer service philosophy is paramount • Data collection and analysis is embedded

6. 21st Century Collaborative is Perfectly Positioned • Access to LEA’s • Influence • Stability • Access to Knowledge • Two functions – service and leadership Susan Leddick, PKR, Inc.

7. Problem Formulation • Governance structure plays a strong role in SORICO’s daily operation • Culture of cost/benefit/service to all 9 districts impacts growth • A need for impeccable customer service is evident • A need for services to be targeted to the member districts strategic plans is evident

8. Lack of confidence in services and ability to serve _ Achievement Influence Power Over _ + + _ View SORICO as a cost not a service Entitlement Mentality + Need to create own new identity Relationships Common Good + + Resource Sharing Opportunity to Leverage Resources Spiral Downward; The Tragedy of Commons +

9. The Next Generation • If you could have what you want what would you have in the next generation of SORICO?

10. Summary of Specifications Gathered • To be a Leadership Center • Research • Planning services to districts • Retreat services • Professional Development • Connection with School Committee Chairs (Development and communication) • To be a Voice in RI • Respected • Trusted • To be an advocate for needs of region with the legislature and RIDE • Build an executive relationship with RIDE leadership • To have ease of entry to access services • Relationship based • Need based (driven by SORICO based on data, message to districts this is what you should be paying attention to in the next two years; individual and multiple district need requests for services

11. Summary of Specifications Gathered • To be a Support Center • To be a Resource Center • To be a Communication Center • To work in conjunction as a team with districts • Sharing of services and knowledge, building capacity in both • Yearly single focus of cooperative (resource sharing) purchasing projects • To have mixture of member services and fees for services • Offer new services for fees without multiple district need • Proven results through data and satisfaction of customers • To have a measurement system • First place a district calls for assistance • Ease of communication • Newsletter

12. Design • Design what you want; Implement what you can. • Jamshid Garajedaghi, Interact, Inc. Susan Leddick, PKR, Inc.

13. The Next Generation Discussion • Singleness of purpose v. anything is possible • SORICO as the collaborative’s non-profit business whose business is supporting education in the region for the common good • What is the definition of membership • What is its value • How does membership avoid behavior that is antagonistic to the survival of the whole • Do all SORICO services/products have to be driven by a need in all member districts; Can SORICO offer products and services in anticipation of future need

14. Director and staff who are visionary and versatile with the ability to implement Customer Service Driven Communication driven districts to SORICO and SORICO to districts with other organizations and agencies – the world Relationship driven Proactive with district needs Results oriented Problem solving Assertive Political (influencing and understanding of relationships) Fiscal management and increased capacity Research skills and data analysis Advanced technology skills Risk taking – supportive environment Capacity – building organization Professionally connected Enterprise management Multi-tasking Diagnostic What is the new skill set necessary for the Next Generation

15. What is the new skill set necessary for the Next Generation • Staff who can vary skills and services • Mobile and offer services outside of SORICO • Expand offerings from special education to general education • Be responsive to the environment and changes in the environment • Generate enthusiasm • Need a variety of funding sources • Operate as a business that does outreach (entrepreneurial) • Need educational development expertise in different areas to provide professional development • Technology – interactive • Resource banks • Databases • Need people who can design services online

16. If there was a level of confidence that needs are understood and followed through If there were relationships established and if the customer had a clear understanding of how SORICO could help If the agency was nimble If there was honest communication up front about the length of time for implementation of a new program or service If there was regular reaching out to individual districts If there was a strong focus on customer service If there was a clear vision of how SORICO could help from the individual teacher to the district level If there was a focus on students, performance outcomes, data to support need, and best practices implemented If there was strategic connectedness to districts plans If SORICO was responsive and reliable If there was the collection of best practices and research to let people know what they could/should be doing What would make SORICO your “Go To” place?The place you think of first for any district assistance you need.

17. How would you define success? • By having proven economies of scale • By having programs followed through on in an organized manner, monitored, communicated • If programs started with 2 or three districts, measured success, communicated this success to everyone and rolled out the success to other districts • If individual teachers saw the value and saw SORICO as their “go to place” • If there was regular collecting of district needs, measuring success on individual programs and analyzing input • If the director was proactive in analyzing upcoming legislation, made recommendations about programs and did not reinvent wheel or had the districts reinventing the wheel • If there was increased level of confidence in the organization’s ability to meet individual district needs

18. Iteration 1 Design Model Implementation Approximations (based on all specifications collected)

20. Approximating the Design in Year One Structures, Functions, Processes

21. Collaborative Council • Meet 6 times per year • Continue with an Executive Committee that also meets 6 times per year • Focus on Development, Policy, Finance • Look at the Agency as their business that needs to reinvest in itself to succeed • Support the outreach of the agency

22. Decision Making Benchmarks • How does this decision support the Next Generation Design? • Have we reviewed data? • What are the financial implications? • Are we supporting an environment of shared decision making?

23. Executive Director • Lead the Agency • Build and nurture relationships • Implement design • Visionary • Focus on Capacity Building of staff, programs and districts • Securing multi-faceted staff and consultants • Experience and practice data driven decision making • Imbed a philosophy of customer service and best practice • Create a staff leadership team • Imbed a philosophy of shared decision making • Communicate with markets “all the time” • Focus on Next Generation of Collaboratives; • Connection to RIDE other Collaboratives and AESA

24. Decision Making Benchmarks • How does this decision support the Next Generation Design? • Have we reviewed data? • What are the financial implications? • Are we supporting an environment of shared decision making?

25. Staff Leadership Team • Responsibilities include: • be points of contact for elements of the design; • meet with colleagues in education community and create champions for SORICO and new services, • collect and analyze data, • create presentations for CC related to recommendations based on data, • Focus of meetings is capacity development, marketing and outreach, delivery platforms

27. Processes for Staff Leadership Team • Team Driven Agenda • Shared Leadership/facilitation of meetings • Opportunities for cross training

28. Decision Making Benchmarks • How does this decision support the Next Generation Design? • Have we reviewed data? • What are the financial implications? • Are we supporting an environment of shared decision making?

29. Measurement Systems and Analysis • Implement a consistent practice of determining customer needs, wants, and satisfaction; • review and analyze data, follow trends, match with legislation, associate with student achievement in districts; • make recommendations toward change in service or new product/service

30. Access to Services Development of Capacity • Have a plan in place for continuation of services associated with new grant opportunities either before applying for the funds or during year one of funding if sustainability is important • Create a pool of independent contractors that can be called upon to offer services not currently available within the SORICO staff; Use these consultants to building the delivery capacity of SORICO staff; • Within 4 years have SORICO (non direct student staff) have 20% of their time for creating and delivering new services and professional development;

31. Access to Services Development of Capacity • Within 6 months have an electronic means for accessing SORICO professional development; • Within 6 months have a single source for tracking value added to customers; • Within one year create at least three on-line professional development modules • Create a two year marketing plan with new marketing materials • Implement formal communications with markets

32. Core Knowledge for ED and SLT • Effective Meeting Facilitation • Presenting Information • Data Driven Decision Making (collecting and analyzing data) • Instructional coaching • (SLT) Budgeting and resource management and development

33. Core Knowledge for Staff • Customer Service • Everyone is the Marketing Department • Consulting and Collaboration • Building Relationships • Effective Facilitation • Data gathering and analysis • Presentation Skills

34. Discussion