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Camp D 2014 PowerPoint Presentation
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Camp D 2014

Camp D 2014

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Camp D 2014

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  1. Camp D 2014 EDI’s Delivery Plan and Stocktakes April 11, 2014

  2. Opening brainstorm What have we learned about “delivery” so far?

  3. Develop a foundation for delivery Understand the delivery challenge Plan for delivery Drive delivery At EDI, we apply the fifteen elements to our own work 1 2 3 4 • Define your aspiration • Review the current state of delivery • Build the delivery unit • Establish a “guiding coalition” • Evaluate past and present performance • Understand drivers of performance and relevant activities • Determine your reform strategy • Set targets and establish trajectories • Produce delivery plans • Establish routines to drive and monitor performance • Solve problems early and rigorously • Sustain and continually build momentum 5 Create an irreversible delivery culture A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

  4. Develop a foundation for delivery Understand the delivery challenge Plan for delivery Drive delivery At EDI, we apply the fifteen elements to our own work 1 2 3 4 • Define your aspiration • Review the current state of delivery • Build the delivery unit • Establish a “guiding coalition” • Evaluate past and present performance • Understand drivers of performance and relevant activities • Determine your reform strategy • Set targets and establish trajectories • Produce delivery plans • Establish routines to drive and monitor performance • Solve problems early and rigorously • Sustain and continually build momentum 5 Create an irreversible delivery culture A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

  5. We have defined our organizational success as the success of our partners We define our success for 2013-16 according to two overarching aspirations: • Our higher education partners improving graduation rates and closing achievement gaps • Our K-12 partners improving graduation rates and college and career readiness and closing achievement gaps

  6. And have established five organizational goals that we believe will help us achieve those aspirations

  7. Develop a foundation for delivery Understand the delivery challenge Plan for delivery Drive delivery At EDI, we apply the fifteen elements to our own work 1 2 3 4 • Define your aspiration • Review the current state of delivery • Build the delivery unit • Establish a “guiding coalition” • Evaluate past and present performance • Understand drivers of performance and relevant activities • Determine your reform strategy • Set targets and establish trajectories • Produce delivery plans • Establish routines to drive and monitor performance • Solve problems early and rigorously • Sustain and continually build momentum 5 Create an irreversible delivery culture A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

  8. Meet EDI’s Delivery Unit

  9. Develop a foundation for delivery Understand the delivery challenge Plan for delivery Drive delivery At EDI, we apply the fifteen elements to our own work 1 2 3 4 • Define your aspiration • Review the current state of delivery • Build the delivery unit • Establish a “guiding coalition” • Evaluate past and present performance • Understand drivers of performance and relevant activities • Determine your reform strategy • Set targets and establish trajectories • Produce delivery plans • Establish routines to drive and monitor performance • Solve problems early and rigorously • Sustain and continually build momentum 5 Create an irreversible delivery culture A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

  10. We have created a delivery plan which outlines the key strategies underlying each of our five goals

  11. Higher Education Engagements Indicators of success: Strategies: • Maintain a strong network • Support intensive engagements • Deliver a series of workshops designed for campus teams • Engage in special projects that advance the goal • Cultivate new and expanded partnerships

  12. K-12 Engagements Strategies: • Deepen and sustain the delivery approach in K-12 education systems through intensive delivery engagements • Establish EDI as the premier capacity-building and leadership development organization in K-12 education • Grow the K-12 network into a professional learning community of delivery practitioners • Develop new tools and practices that embed the delivery approach in the most critical K-12 reform issues • Develop new engagements and partnerships that widen the scope and increase the quantity of our work with K-12 education leaders • Indicators of success:

  13. Expert resource Indicators of success: • Qualitative judgments and feedback from EDI’s annual evaluation formal evaluations and other informal feedback (e.g. plus/delta) • Growth and/or loss in the number of (a) inquiries/requests for state partnership (b) new and (c) sustained engagement partnerships as defined in the overall plan metrics • Penetration and use (L/M/H) of newly developed tools and materials in state engagements, partnerships, and projects Strategies: • Develop and refine curricular materials and stories, build institutional knowledge, and train internal staff and state leaders to support engagements and projects • Create well-designed network interactions • Maintain a high quality library of resources • Use data and data tools • Improve effective communications by disseminating materials, resources, and virtual media

  14. Organizational culture Indicators of success: • Pulse check results • Organizational-wide review of annual evaluations • Employee retention Strategies: To foster Collaboration • Structure sharing of engagements and work products • Create opportunities for outside work activities/events • Promote cross-functional teams • Develop/maintain feedback-orientedculture To ensure continuous Improvement • Sustain the Internal Learning Program To encourage Professional Behavior • Articulate what “professional behavior” looks like for each position • Rework the annual and interim evaluations to specifically align with the realities of our work. • Articulate, enforce, and regularly provide training on organizational policies • Use onboarding to inform new EDI staff of policies and professional standards

  15. Operations and Finance Strategies: • Maintain Healthy Surplus of Operating Funds • Maintain Expert and Engaged Board • Operate Within Budget • Maintain Strong Internal Controls • Retain the Gates and Carnegie Corporation as major philanthropic funders • Obtain New Sources of Revenue to Diversify Base of Support and Reduce Organizational Risk Indicators of success: • Increased funding and longer term commitments from philanthropies and contracts to support increased demands for EDI services from EDI’s current level of $3.89M in FY ‘13 to $5.2M in FY ‘16 • We will consider ourselves successful when we achieve the following targets:

  16. Reflection: Planning, using, and adjusting our delivery plan

  17. Develop a foundation for delivery Understand the delivery challenge Plan for delivery Drive delivery At EDI, we apply the fifteen elements to our own work 1 2 3 4 • Define your aspiration • Review the current state of delivery • Build the delivery unit • Establish a “guiding coalition” • Evaluate past and present performance • Understand drivers of performance and relevant activities • Determine your reform strategy • Set targets and establish trajectories • Produce delivery plans • Establish routines to drive and monitor performance • Solve problems early and rigorously • Sustain and continually build momentum 5 Create an irreversible delivery culture A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

  18. What are routines? What purpose do routines serve? Delivery routines are more than simple meetings • Regularly scheduled checkpoints to assess if implementationis on track • Engine that drives implementation forward: Without routines, implementation could stall or eventually fall off the agenda • A source of structure and discipline to create order • Monitor performance: Understand if the cohort is on track to meet goals, using predetermined assessment frameworks • Diagnose problems: Surface issues that are inhibiting progress and analyze data to pinpoint causes • Address problems: Provide a venue to discuss and decide how to overcome challenges

  19. Two routines SEAs commonly use are formal stocktakes and notes or memos on progress Definition Purpose Frequency Stocktakes • Regular meeting of chief, leaders from relevant departments, and key officials • Evaluate delivery of specific set of activities • Update the chief on progress • Enable the chief to hold individuals accountable • Provide focus, clarity and a sense of urgency • Make decisions on key actions or new policy needed • Remove barriers to cross-departmental work • Celebrate success when milestones are met • Quarterly to semi-annually • Progress update briefing for the chief • Consists of a brief summary, followed by a short report • Update the chief on progress against targets, key actions required, and warning signs of risks • Identify areas where chief needs to make decisions or recommendations • Raise visibility of delivery unit by copying other stakeholders • Surface other issues that may impact delivery unit’s agenda Notes/memos • Monthly to bi-monthly

  20. We hold stocktakes monthly on a rotating basis to review progress on our goals; we’ll add memos soon

  21. At the stocktakes, we review ratings of progress on each of our strategies

  22. We also review related implementation data…

  23. …share identified next steps…

  24. …and set up questions for discussion

  25. At the All-Goals Stocktakes, we also review progress on our aspirational goals

  26. At the end of each stocktake, we record next steps and assign responsible owners

  27. Reflection: Being “in the hot seat” for a stocktake

  28. Questions?

  29. What have you learned? Let’s see!