Post on 24-Feb-2016
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Camp D 2014
EDI’s Delivery Plan and Stocktakes
April 11, 2014
2 ©2014 U.S. Education Delivery Institute
Opening brainstorm
What have we learned about “delivery” so far?
3 ©2014 U.S. Education Delivery Institute
At EDI, we apply the fifteen elements to our own work
Develop a foundation for delivery
Understand the delivery challenge
Plan for delivery
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. Develop high-quality relationships
4 ©2014 U.S. Education Delivery Institute
At EDI, we apply the fifteen elements to our own work
Develop a foundation for delivery
Understand the delivery challenge
Plan for delivery
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. Develop high-quality relationships
5 ©2014 U.S. Education Delivery Institute
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 ©2014 U.S. Education Delivery Institute
And have established five organizational goals that we believe will help us achieve those aspirations
Goal Goal leaderDevelop networks for higher education practitioners, particularly leaders of higher education systems and campuses, who improve student outcomes by effectively using the delivery approach
Rebecca
Support K-12 state education systems to improve student outcomes by effectively and sustainably using the delivery approach
Nick
Be widely known as an expert resource of practical knowledge on how to implement large-scale education reforms to improve student outcomes
Ellyn
Maintain an organizational culture characterized by collaboration, continuous improvement, and a high standard of professional behavior
Omari
Build a healthy surplus of operating funds and exercise fiscal responsibility and consistently pursue additional funding
Mike
7 ©2014 U.S. Education Delivery Institute
At EDI, we apply the fifteen elements to our own work
Develop a foundation for delivery
Understand the delivery challenge
Plan for delivery
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. Develop high-quality relationships
8 ©2014 U.S. Education Delivery Institute
Meet EDI’s Delivery Unit
9 ©2014 U.S. Education Delivery Institute
At EDI, we apply the fifteen elements to our own work
Develop a foundation for delivery
Understand the delivery challenge
Plan for delivery
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. Develop high-quality relationships
10 ©2014 U.S. Education Delivery Institute
We have created a delivery plan which outlines the key strategies underlying each of our five goals
Goal Goal leaderDevelop networks for higher education practitioners, particularly leaders of higher education systems and campuses, who improve student outcomes by effectively using the delivery approach
Rebecca
Support K-12 state education systems to improve student outcomes by effectively and sustainably using the delivery approach
Nick
Be widely known as an expert resource of practical knowledge on how to implement large-scale education reforms to improve student outcomes
Ellyn
Maintain an organizational culture characterized by collaboration, continuous improvement, and a high standard of professional behavior
Omari
Build a healthy surplus of operating funds and exercise fiscal responsibility and consistently pursue additional funding
Mike
11 ©2014 U.S. Education Delivery Institute
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
Metric Measure A2S goals Number of goals on track vs. off trackSystem goals
Number of goals on track vs. off track
IPEDS indicators
Growth in the following areas:■ 6-year graduation rate■ 4-year graduation rate■ Retention■ Enrollment■ Degrees conferred
Achievement gaps
Gap from subgroup to all for each of the above measures for:■ Pell students■ African American students■ Hispanic students■ Native American students■ Other as indicated for system
(e.g. Native Hawaiian)Efficacy of engagements and projects
Traffic light ratings for each engagement and project
12 ©2014 U.S. Education Delivery Institute
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: Metric Measure (per state, indicating
whether state is intensive engagement, network only, or special project
Progress towards delivery goals
Number of delivery goals on track vs. off track
Proficiency in reading
Percent proficient overall and by grade
Proficiency in math
Percent proficient overall and by grade
Student growth in reading
Average growth (SGP or VAM or other) for bottom quartile of schools
Student growth in math
Average growth (SGP or VAM or other) for bottom quartile of schools
Achievement gaps
Gap from subgroup to all for each of the above measures for:■ Low income students■ ELL■ SPED■ Black students■ Hispanic students■ Other as necessary for state
Efficacy of engagements and projects
Traffic light ratings for each engagement and project
13 ©2014 U.S. Education Delivery Institute
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 ©2014 U.S. Education Delivery Institute
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-oriented
culture
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 ©2014 U.S. Education Delivery Institute
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: End of FY
2014End of FY 2015
End of FY 2016
Targets
$4.6M spending in 2014 to accommodate 5 new staff and 2% general increase with corresponding revenue increase to achieve $1.1M in cash reserves at the end of FY ’14.
A $4.9M spending budget in FY ‘15 with $1.2M in cash reserves at end of FY ’15. (adds 1 new staff plus 2% general increase)
A $5.2M spending budget in FY ’16 with $1.3M in cash reserves at and of FY ’16 (adds 1 new staff plus 2% general increase)
16 ©2014 U.S. Education Delivery Institute
Reflection: Planning, using, and adjusting our delivery
plan
17 ©2014 U.S. Education Delivery Institute
At EDI, we apply the fifteen elements to our own work
Develop a foundation for delivery
Understand the delivery challenge
Plan for delivery
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. Develop high-quality relationships
18 ©2014 U.S. Education Delivery Institute
Delivery routines are more than simple meetings
▪ Regularly scheduled checkpoints to assess if implementation is 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
What are routines?
▪ 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
What purpose do routines serve?
19 ©2014 U.S. Education Delivery Institute
Two routines SEAs commonly use are formal stocktakes and notes or memos on progress
Definition Purpose Frequency
Notes/ memos
▪ 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
▪ Monthly to bi-monthly
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
20 ©2014 U.S. Education Delivery Institute
We hold stocktakes monthly on a rotating basis to review progress on our goals; we’ll add memos soon
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Higher Ed
S * M S *
K-12 S * M S *
Expert Resource
S * S M *
Culture S * S M *
Ops/ Finance
S * S M *
21 ©2014 U.S. Education Delivery Institute
At the stocktakes, we review ratings of progress on each of our strategies
22 ©2014 U.S. Education Delivery Institute
We also review related implementation data…
23 ©2014 U.S. Education Delivery Institute
…share identified next steps…
24 ©2014 U.S. Education Delivery Institute
…and set up questions for discussion
25 ©2014 U.S. Education Delivery Institute
At the All-Goals Stocktakes, we also review progress on our aspirational goals
26 ©2014 U.S. Education Delivery Institute
At the end of each stocktake, we record next steps and assign responsible owners
27 ©2014 U.S. Education Delivery Institute
Reflection: Being “in the hot seat” for a stocktake
28 ©2014 U.S. Education Delivery Institute
Questions?
29 ©2014 U.S. Education Delivery Institute
What have you learned?
Let’s see!
Thank You