HB 1842Campus Turnaround Plan 

TrainingFebruary 11/12, 2016

Livestreamed from ESC Region 13

Principals

DCSIs

PSPs

ESCs

Campus Turnaround Plans

House Bill 1842

Campus Turnaround Plans

Texas Education Code §39.107 

After a campus has been identified as unacceptable for two consecutive school years, the commissioner shall order the campus to prepare and submit a campus turnaround plan

TEC §39.107(a)

Campus Turnaround Plans

Systems/Turnaround Thinking

Research‐based Process

Agency Expectations

Action Planning

Systemic Root CauseA systemic root cause is a persistent and 

pervasive condition that affects most levels of a campus (i.e., majority of grades, 

subjects, critical success factors, student groups, and staff members) and is identified 

as the primary factor leading to low performance.

Turnaround InitiativeA turnaround initiative is a systemic approach that comprehensively changes an academically unacceptable campus and produces significant and sustainable gains in achievement and a Met 

Standard rating within two years.  The turnaround initiative addresses the systemic 

root cause through work across support systems and a majority of critical success factors.

Problem StatementA turnaround initiative is a systemic approach that comprehensively changes an academically unacceptable campus and produces significant and sustainable gains in achievement and a Met 

Standard rating within two years.  The turnaround initiative addresses the systemic 

root cause through work across support systems and a majority of critical success factors.

Goal of Turnaround InitiativeA turnaround initiative is a systemic approach that comprehensively changes an academically unacceptable campus and produces significant and sustainable gains in achievement and a Met 

Standard rating within two years. The turnaround initiative addresses the systemic 

root cause through work across support systems and a majority of critical success factors.

http://tea.texas.gov/pmi/accountabilitymonitoring/  

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

The Submerged 

6/7ths

Spring 2016 Submission TimelineGoal = Balance

District Development Time

Commissioner Approval Time

District Planning  for Implementation During Summer

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

“Relax, Honey – Change is good.”

Uncomfortable

“I wish we were bolder for kids.”Joel L Klein, Former Chancellor New York City Schools

Is it worth it?

Can we do it?

Children are the world's most valuable resource and its best hope for the future.

Is it worth it?

Can we do it?

“The extreme inequity in the quality of public education is profoundly un‐

American. Education is the civil rights issue of our generation and equality of opportunity is at the heart of America's social compact. This is our most solemn obligation to our children and we all share the burden of meeting it.”

Arne Duncan, Former Secretary of Education

Moral Imperative

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

Turnaround = Systemic = Big Picture

Turnaround is Different

“Since we initiated regular staff development sessions, we’ve turned the school around 360 degrees.”

Turnaround = Systemic = Big Picture

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

Texas Accountability Intervention System (TAIS)

TURNAROUND PLAN:District Attestation

Most schools in Restructuring are like 

organisms that have built immunities, over the years of attempted intervention, to the 

“medicine” of incremental reform. 

– Mass Insight

Organizational Immunities

Organizational DNA

Organizational Bravado

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

TURNAROUND PLAN:Campus Plan Development Team

Roles

District1.Human capital strategies2.Curriculum & instruction3.Instructional programs & practices4.Data use, monitoring, & performance management

5.Intervention & adjustment (i.e., TAIScontinuous improvement process)

6.Influencing factorsESCs & PSPs provide support and 

develop leadership capacity

Campus1.Establish a sense of urgency2.Build a guiding coalition/strong team3.Establish the vision & turnaround initiative4.Communication the vision, direction, & accomplishments

5.Recruit, develop, & retain staff6.Build internal & external support7.Focus on teaching & learning8.Integrate new initiatives into the culture

ESCs & PSPs provide support and develop leadership capacity

ACTIVITY1. Strong

2. Needs revisiting/ improvement

3. What are 2 district and 2 campus focus areas?

4. What ways can your PSP or ESC help?

Successful School TurnaroundRecognition of the Challenge Sense of UrgencyFundamental Systemic ChangeSupportive Operating ConditionsCollaborationThoughtful Approach 

This process & quality planning takes time.

Connections

Integration of Plans

c o n t i n u u m

Siloed

Beginner

Limited

Targeted

Systemic

Expert

Substantial

Turnaround

Thinking

Continuous Improvement Skills

Systemic Initiative Progress

Planning

c o n t i n u u m

Siloed

Beginner

Limited

Targeted

Systemic

Expert

Substantial

Turnaround

Thinking

Continuous Improvement Skills

Systemic Initiative Progress

Planning

c o n t i n u u m

Siloed

Beginner

Limited

Targeted

Systemic

Expert

Substantial

Turnaround

Thinking

Continuous Improvement Skills

Systemic Initiative Progress

Planning

Districts & Campuses

KEY CONSIDERATIONS• Turnaround thinking is systems thinking.

• It is a complex process that takes time.

• It is collaborative process & requires buy‐in.

ACTIVITY1. What is the importance 

of these considerations?

2. What will be the strengths and challenges of this work?

3. How will you leverage the strengths to face the challenges? 

Know Systems Thinking

Learn Research‐based Process

Understand Agency Expectations

Action Plan

Agenda

Agenda Introduction & Overview

Systems Thinking

School Turnaround: 3 Step Process

1–Determine where you want to be

2–Determine where you are

3–Determine how to get there

Closing Remarks

Whatever you do, or dream you can do, begin it. 

Boldness has genius and power and magic in it.

Johann Wolfgang Von Goethe