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Findlay City Schools Orientation Meeting January 14, 2009

Findlay City Schools Orientation Meeting January 14, 2009. Ohio Improvement Process. Welcome & Introductions. Superintendent’s Introduction. Importance of OIP Everyone must have buy-in Everyone must communicate at all levels. Intended Outcomes.

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Findlay City Schools Orientation Meeting January 14, 2009

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  1. Findlay City Schools Orientation Meeting January 14, 2009 Ohio Improvement Process

  2. Welcome & Introductions

  3. Superintendent’s Introduction • Importance of OIP • Everyone must have buy-in • Everyone must communicate at all levels

  4. Intended Outcomes • To understand stages of the Ohio Improvement Process • To understand the roles and responsibilities of the DLT & BLT • Establish next work date(s) • Review data binders

  5. The Ohio Improvement Process (OIP) • A unified state system of quality supports directly focused on improving academic achievement of all students and student groups • A consistent set of tools and protocols accessible and applicable to every district in Ohio • A blueprint for the development of district & building leadership team structure who engage in quality planning, implementation and monitoring • Improvement results are statewide - not just pockets

  6. Core Principles of OIP Produce one focused plan that aligns all improvement efforts and directs district resources Use a collaborative collegial process Use data effectively at each level to make decisions: classroom, building, district Focus and expect improvement in instructional practices and student performance Communicate with those who are affected by the success of the district at each stage

  7. Stage 1: Identify Critical Need DATA Ask essential and probing questions…

  8. Decision Framework Development(Power Tool) Theory – a little time spent on data analysis to focus on the right things saves mega-resources that would be expended doing the wrong things Concept Create data-laden picture Require decisions based on data Provide trained support in the field Result – Data Driven Needs Assessment District-level tool Building-level tool

  9. Ohio’s Decision Framework • Sorts and organizes district and building data -effect data, cause data, school narrative (Qualitative data) • Leadership teams answer questions about selected data and make data-related decisions • Organized decision-making process produces clear Needs Assessment • Data helps identify hidden treasures, opportunities for improvement and not causes.

  10. Decision Framework Focus Levels • Student Performance • Instructional Management • Expectations & Conditions • Resource Management • Profile of Results

  11. Stage 2: Develop Focused Plan SYSTEM All parts must be integrated and connected!

  12. Stage 3: Implement Focused Plan “Organizations are ultimately only as effective as the promises made and kept by the individuals within them.” ODE

  13. Stage 4: Monitor Improvement Process We are monitoring to….. • Assess our level of follow through and pacing • Identify how well our PD is working • Identify where there are exemplars and how to share these • Identify who needs what kind of help

  14. Decision FrameworkCCIP Connection Decision Framework creates the needs assessment (NA) for the district and building level Comprehensive Continuous Improvement Plan (CCIP) system

  15. Decision FrameworkCCIP Connection Needs Assessment (from Decision Framework) One District Plan: Goals, strategies, actions steps, fiscal resources Improvement plan components HQT plan components Partnership agreement components One Building Plan (goals/strategies from district) Add action steps Improvement plan components School-wide components

  16. Why Leadership Team Structures? Shift focus from a single individual to a team that can function as purposeful communities Distribute key leadership functions Align and focus work across the system using few district goals Ensure effective leadership is exercised at all levels of the system

  17. District Leadership TeamsPrimary Functions Setting performance targets aligned with district goals; Monitoring performance against the targets; Building a foundation for data-driven decision making on a system-wide basis; Designing system planning and focused improvement strategies; structures, and processes; Facilitating the development and use of collaborative structures; Brokering or facilitating high quality PD consistent with district goals; Allocating system resources toward instructional improvement. 18

  18. Building Leadership TeamsPrimary Functions Foster shared efficacy; Build a school culture that supports effective data-driven decision making; Establish priorities for instruction and achievement aligned with district goals; Provide opportunities for teachers to learn from each other and greater opportunity for teacher leadership; Monitor and provide effective feedback on student progress; Support the development, implementation, and monitoring of focused building improvement plans; Make recommendations for the management of resources, including time, and personnel to meet district goals.

  19. Notebook Review • Handouts • Decision Framework (district) • The Plan • Building Decision Framework (available online) • Additional Data

  20. Next meeting dates (Day 1: Friday, February 6) (Day 2: Friday, February 27) • Homework • Ashland Credit?

  21. Thank you!

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