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January 29, 2011

January 29, 2011. Core Initiative Report. Agenda. Overall Update (Dr. Grier) Core Initiative Update Progress Key Learnings /Issues Priorities for Next 6-12 Months. Effective Teacher in Every Classroom. 1. 1.1. 1.2. Effective Teacher in Every Classroom. 1. 1.3. 1.4.

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January 29, 2011

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  1. January 29, 2011 Core Initiative Report

  2. Agenda • Overall Update (Dr. Grier) • Core Initiative Update • Progress • Key Learnings/Issues • Priorities for Next 6-12 Months

  3. Effective Teacher in Every Classroom 1 1.1 1.2

  4. Effective Teacher in Every Classroom 1 1.3 1.4

  5. Key Learnings and Issues • Keeping all stakeholders engaged throughout the process has been challenging, yet has helped us develop a more robust set of criteria and a stronger appraisal and development process. • Tracking and monitoring data for our recruitment and selection process, despite the lack of a sophisticated system, has been valuable as we analyze our results and make improvements in our effectiveness and efficiency. • Communicate, communicate, communicate…The Effective Teacher Initiative website and regular, direct communications to teachers, principals, SDMCs and DAC has resulted in higher rates of participation. • While the reorganization of Professional Development Services led to some streamlining of services, additional work needs to be done to ensure an aligned balance system of classroom support and centrally-led professional development for teachers. • Additional changes need to be made to the ASPIRE Award Program to increase the focus on performance metrics that matter most to the district with regard to improved outcomes for students.

  6. Priorities for Next 6-12 Months • Implement the Talent Acquisition System • Improve position vacancy tracking • Finalize the new Teacher Appraisal and Development System for Board of Education consideration • Develop comprehensive implementation plan for the new Teacher Appraisal and Development System • Draft opportunities for Career Pathways for Teachers • Design a process in the PD Clearinghouse to collect data regarding impact on student outcomes • Design recommendations for improving the ASPIRE Award Program • Continue dialog with principals and other staff members regarding how professional development and supports for teachers may be best restructured and focused, with emphasis on job-embedded learning and supports

  7. Effective Principal in Every School 2 2.1 2.2 2.3 2.4 2.5 2.6

  8. Key Learnings and Issues • The School Offices and Human Resources (Rewards & Accountability and Leadership Development) must work jointly to ensure smooth implementation of the principal appraisal system. • The spring pilot will be essential to ensuring alignment to district goals as well as ensuring fidelity of implementation when rolled out for all in the fall. • The recommendations of the steering committee are critical as they will be our biggest advocates when we train all leaders on the process. • The School Offices and Academic Services must work jointly with the Superintendent’s Office on guidelines for decision-making . • Due to our belief in being decentralized, we must ensure that such a practice is not structured so that it is viewed as an attempt to recentralize schools. • Ensuring high quality leaders in every building is a key strategy for ensuring we become the best district in the nation. • We must continue to recognize our internal talent and provide opportunities for growth and development. • We must ensure that we have data systems in place to track the “superstar” leaders across the country and employ strategic recruitment efforts to make HISD attractive to them. • We must make sure we constantly keep a pulse on the leadership needs of our current principals for their own professional development (a needs assessment already conducted). • Safe, secure, and healthy school environments are essential for student success. • In the development of a discipline model, we must have conversations with our principals to determine where the best models are currently within the district . • We must continue to reinforce with all of our schools the importance of national, research-based positive behavior supports. • We must continue enhancing our district-wide anti-bullying resources. • We must continue ensuring healthy food options are available for all of our students.

  9. Priorities for Next 6-12 Months • Determine the individuals to participate in the principal appraisal system pilot • Determine most appropriate process for district-wide implementation of principal appraisal system pilot • Hold conversations with Board of Education members and principals about quality assurance standards • Continue strengthening our internal leadership preparation programs and opportunities for cultivation of internal talent • Continue focusing our recruitment efforts on “superstars” in other school districts across the nation • Identify quality leaders to become principals next year due to an anticipated 40 principal vacancies across the district • Launch the first cohort through the University of Texas of aspiring school leaders • Implement the Talent Acquisition System • Define clear safety standards for each school • Provide professional development on anti-bullying for all schools • Continue reviewing our food selections to ensure healthy options for students

  10. Rigorous Instructional Standards and Supports 3 3.1 3.2 3.3

  11. Rigorous Instructional Standards and Supports 3 3.4 3.5 3.6

  12. Key Learnings and Issues • We need to continue working on increasing equity and aligning our standards • Involving more teachers in the development process has resulted in improved documents that are respected and appreciated by teachers and principals • Collaboration with other instructional departments has helped to strengthen communication and the quality of the products produced • There is a need to communicate the process for accessing rigorous academic options such as International Baccalaureate (IB) and Gifted & Talented programs to interested schools • Additional funding must be identified to offer more HISD AP teachers the ability to attend AP training • Administration has discussed what it must consider when commissioning external audits in future • Specificity in deliverables with clarity and agreement on expected outcomes • Reasonable timeline for synthesis and analysis • Data requests pulled from a single source and all are congruent • Clear communication to the public on the intent, process and results

  13. Priorities for Next 6-12 Months • Many activities currently in progress will continue through the remaining school year • Review the school model for excellence for the school repurposing in fall 2011   • Create and implement district-wide resources for academic rigor • Continued focus on middle school math and rollout of SpringBoard for spring 2011 • Extending IB and AP opportunities to all our schools • Completing the Fondren MS IB application • Administer End-of-Course assessments by June 30, 2011 to all Pre-AP MS/HS students • Synthesize information and formulate magnet recommendations to the Board

  14. Data-Driven Accountability 4 4.1 4.2 4.3

  15. Key Learnings and Issues • Initial analysis of employee & student subject data areas indicates a 1-2 year effort to clean. • Prerequisite for data repository • Examples include inconsistent course, teacher, transcript and state coding data elements between schools • Resources are being recruited to initiate the data quality effort • Initial analysis indicates data warehouse cost is $7M Year 1, $3.4M Year 2&3 and $1.8M per year ongoing. • Efforts required to ensure supporting IT infrastructure in place is safe, secure, and easy to access. • Additional funding above E-Rate (Federal Funds) is required to modernize our network. • Matching funds required for E-Rate funded schools are estimated around $10M • Funds required to upgrade schools not funded through E-Rate are estimated at $12M-$20M • Performance Management is a highly integrated effort with dependencies across the district. • Quick-win Vacancy Tracking investigation supporting Effective Teacher’s Talent Acquisition requirements gathering • Require closure on Board Monitoring System metrics in order to cascade into decision making frameworks. • Performance appraisals, vendor program/service effectiveness targets, etc. • We have a better understanding of what our schools need to perform at their very best. • We know the route we need to take to create and implement a proper business process when selecting a supplier to do business with the district

  16. Priorities for Next 6-12 Months • Secure funding for the Data Quality and Data Warehouse Programs • Review pilot results of student/teacher collaborative system with chiefs and complete necessary work to reach next level of school rollout • Continue to work on funding for network and information security improvements • With clarity on the Board Monitoring System, revise existing metrics • Performance Management employee evaluation pilot will conclude; launch district-wide for 2011-2012 school year • Finalize the IPQP Form and Supplier Questions; post on the district’s portal • Evaluate the protocol for products and services submitted for district testing • Curriculum Department will vet, test and determine products/services/ suppliers meeting district standards • Complete and post the district’s Vendor Scorecard application • Collect and post feedback from schools on products and services

  17. Culture of Trust Through Action 5 5.1 5.2

  18. Key Learnings and Issues • Face-to-face interactions are the most effective way to communicate • Multiple methods, media, and languages • Community meetings—interactive format • Timely, relevant, accurate information for principals • Innovative ways to engage parents • Stakeholder input is critical for effective implementation of key activities • Website redesign—focus groups of employees, parents, students, and community members and online survey • HISD lacks systemwide parent and staff member satisfaction survey • Data needed on district and school level

  19. Priorities for Next 6-12 Months • Begin redesign of department websites, Vietnamese site, and employee portal • Launch redesigned electronic employee newsletter • Conduct webinars/trainings for staff members on writing and effective communications • Convene meetings of the African American Advisory Council and Latino Advisory Council • Establish communications advisory group that includes internal and external stakeholders • Continue work on developing district strategic communications plan • Hold training sessions for Spanish-speaking school-based support staff members to strengthen translation and interpretation skills • Pilot “neighbor-to-neighbor” campaign to disseminate information • Expand community outreach through “Ask HISD” sessions held in neighborhood locations • Launch weekly Spanish newscast • Develop protocols for assisting schools with marketing efforts

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