camp d 2014

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?


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”

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Create an irreversible delivery culture

5

A. Build system capacity all the timeB. Communicate the delivery messageC. Develop high-quality relationships





Plan for delivery









Drive delivery





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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


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





Plan for delivery









Drive delivery





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5



Meet EDI’s Delivery Unit





Plan for delivery









Drive delivery





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5



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


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


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


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


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


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)


Reflection: Planning, using, and adjusting our delivery

plan





Plan for delivery









Drive delivery





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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?


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


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 *


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


We also review related implementation data…


…share identified next steps…


…and set up questions for discussion


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


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


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


Questions?


What have you learned?

Let’s see!

Thank You

camp d 2014

Documents

delivery challengeplan

delivery unitestablish

delivery messagec

delivery approachnickbe

education delivery institutewe

irreversible delivery

edis delivery plan

state education systems