CHARLOTTE- MECKLENBURG SCHOOLS. The Way Forward. Listening, learning, and the case for change. Dr. Heath E. Morrison. Nov.

Transcription

1 The Way Forward Listening, learning, and the case for change Dr. Heath E. Morrison Nov. 26, 2012

2 The entry plan What was promised

3 The first 100 days Listening and learning

4 Seek first to understand, then to be understood. -- Stephen R. Covey The 7 Habits of Highly Successful People

5 160 school visits

6 13 town hall meetings

7 Hundreds of meetings with individuals and small groups

8 Audits/surveys Human resources audit - AronsConsulting LLC Communications audit - Drive West Communications Organizational audit - Council of the Great City Schools Employee engagement survey - K12Insight Community survey (ongoing) - K12Insight

9 Every leader should be able to tell three stories the organization and where it s been, the organization and where it s going, and their own leadership story.

10 What did I learn? Goal 1: Focus on student achievement CMS has implemented thoughtful initiatives with some promising results. Achievement gaps have been narrowed but they remain pervasive. CMS has focused on increasing the graduation rate without being equally attentive to ensuring the quality of the diploma.

11 What did I learn? Goal 1: Focus on student achievement CMS is not personalized enough and needs to offer more educational choices for students. The district lags in technology and 21 st -century learning. CMS has focused on teacher effectiveness but needs to do more to build capacity, attract and retain top talent.

12 What did I learn? Goal 1: Focus on student achievement CMS has relied too much on testing as a way to increase achievement. Cultural proficiency is lacking in CMS. Satisfaction with incremental success masks the need for sustained transformation.

13 What did I learn? Goal 2: Build a collaborative relationship with the Board of Education. The Board is committed to effective governance. The Board is willing to take on the tough challenges. The Board wants to expand its capacity for governance with professional training.

14 What did I learn? Goal 3: Increase organizational efficiency to ensure strong support to schools. CMS has been a leader in pursuing a performance management system. CMS needs better processes and systems. We need to increase our cross-functionality as a district by breaking up silos in the system.

15 What did I learn? Goal 3: Increase organizational efficiency to ensure strong support to schools. We need to provide better customer service. CMS has created a number of data points and methods to gauge district/school performance but needs to involve the community in establishing an enduring common definition of success.

16 What did I learn? Goal 4: Establish a respectful, positive culture centered on teaching and learning. Many employees display a high degree of commitment to their work and their work sites. We need to communicate more effectively with our employees and make sure that excellence is recognized.

17 What did I learn? Goal 4: Establish a respectful, positive culture centered on teaching and learning. We need to strengthen employees connection to the district as a whole. Compliance-driven culture has hampered engagement and innovation.

18 What did I learn? Goal 5: Build public trust through open, honest communication. Nationally and locally, there is great pride in individual schools within CMS. The gap between CMS s national reputation and its local image is significant.

19 What did I learn? Goal 5: Build public trust through open, honest communication. We have missed opportunities to tell our story and lost the public s confidence over the last few years with communication mistakes with some important decisions. We must never assume we have earned the public trust.

20 What did I learn? Goal 5: Build public trust through open, honest communication. The community is willing to support CMS, but it is a never-ending campaign to ensure a positive CMS brand. We need to provide more comprehensive information on district decisions both internally and externally.

21 How decisions are made are as important as the choices decided on. The Way Forward addresses how CMS will move forward on behalf of its 143,866 students.

22 What does it mean for CMS to educate every child, every day, for a better tomorrow?

23 The case for change There will continue to be reforms and changes in education whether or not we choose them. Reforms and policy shifts are occurring at the global, national, and state level. CMS has to be a voice in those changes. Ships are safest in the harbor, but that s not what ships are built for.

24 The case for change Our community wants great results, not just good ones. We cannot afford a culture of complacency or feeling that we re good enough. Great public schools are constantly improving and changing. Good is the enemy of great.

25 The case for change Just doing a job in an average way will not return an average lifestyle any longer. Tom Friedman Average is officially over.

26 The case for change A high school diploma isn t a guarantee of success any more. But not having one and one that is meaningful is almost a guarantee of reduced opportunities.

27 The case for change The entry ticket to the middle class today is a postsecondary education of some kind. Jon Schnur, America Achieves Today s students will have to create their jobs. They will need innovation, creativity and entrepreneurship.

28 The case for change To prepare our children for the future, our schools will have to change.

29 The case for change New ways to teach and to learn will require a wider variety of schools and classrooms.

30 The case for change

31 How do we change our schools so that they prepare our students for the future? The Way Forward establishes eight key goals for CMS.

32 Goal 1 Accelerate academic achievement for every child and close achievement gaps so all students graduate from CMS college- or career-ready.

33 Goal 1 Identify college-readiness measures and reverse-engineer pathways of success for all students with a focus on literacy, numeracy and writing.

34 Goal 1 Strengthen and expand early childhood programs to build an early foundation for learning success that addresses the achievement gap before it begins in order to prevent third-grade retention.

35 Goal 1 Build a personal plan of progress for every child that is aligned with success pathways and post-secondary goals. This includes challenging our highest achieving students.

36 Goal 1 Increase programming and extended-learning opportunities to close achievement gaps.

37 Goal 1 Promote increased participation in AP and IB courses and in SAT/ACT testing; and provide support to strengthen student performance.

38 Goal 2 Ensure an effective teacher in every class is led by an effective principal in every school served by quality support staff.

39 Goal 2 Reposition the Talent Effectiveness Project as a professional-growth system focused on employee effectiveness.

40 Goal 2 Define attractive career paths for all, including teachers who want to stay in the classroom.

41 Goal 2 Strengthen and refine our existing teaching framework and performance-feedback system.

42 Goal 2 Incorporate a peer coaching and evaluation program for teachers, administrators and support staff; Peer Assistance Review (PAR).

43 Goal 2 Incorporate district-level and school-based teacher-retention strategies focused on retaining our top talent.

44 Goal 3 Cultivate innovative partnerships to provide a sustainable system of support for all children.

45 Goal 3 Inventory needs at every school and asset-map the community to create unique matches and opportunities; strengthen existing partnerships and forge new ones.

46 Goal 3 Expand parent involvement and engagement strategies by building on learnings from Parent University, and refocus Parent University.

47 Goal 3 Continue to reinforce higher education, faith-based and business/civic partnerships as critical alliances needed to advance student achievement.

48 Goal 3 Launch a communitywide initiative to promote reading and an awareness of the importance of literacy.

49 Goal 4 Continuously nurture a self-renewing culture of high engagement, customer service and cultural competency.

50 Goal 4 Intentionally nurture a culture of pride, trust, and respect in schools and district-wide.

51 Goal 4 Establish a strong culture of customer service within central office and schools, and with external stakeholders and customers.

52 Goal 4 Promote a comprehensive anti-bullying campaign to dramatically reduce bullying and harassment, and create a consistent framework to promote a safe school environment for every child.

53 Goal 4 Initiate plans to ensure cultural competency framework in all schools and every classroom.

54 Goal 5 Establish a comprehensive performancemanagement approach that ensures datainformed and evidence-based decision-making.

55 Goal 5 Establish a school performance review framework and process.

56 Goal 5 Develop multiple strategies to address chronically underperforming schools.

57 Goal 5 Partner with productivity and quality experts to establish key processes and systems.

58 Goal 5 Incorporate a system to ensure data integrity across every department.

59 Goal 6 Strengthen and expand our portfolio of educational choices for students to foster creativity, innovation and entrepreneurship.

60 Goal 6 Position neighborhood schools as schools of choice; help every school find its unique voice.

61 Goal 6 Promote new non-traditional educational options to support students with unique needs and circumstances, e.g., schools with on-site daycare, suspension-alternative schools.

62 Goal 6 Create new magnets, middle colleges, academies, and Cooperative Innovative High Schools.

63 Goal 6 Strengthen, expand and align current Career and Technical Education offerings to ensure post-secondary preparation for students.

64 Goal 6 Support the success of Project L.I.F.T. and expand best-practice learnings across the district.

65 Goal 7 Increase technology integration to support inspired learning and teaching.

66 Goal 7 Expand access and use of technology to provide one-toone/blended learning opportunities and innovative learning environments for all children to support 21 st -century learning.

67 Goal 7 Broaden the reach of our most effective teachers through technology.

68 Goal 7 Digitize our curriculum; widen access to methods and materials that reach diverse learners.

69 Goal 7 Establish a website and electronic portfolio for every child to tell his or her unique story.

70 Goal 8 Communicate proactively and purposefully to strengthen public trust and establish CMS as the preferred K-12 choice.

71 Goal 8 Improve quality of internal and external communications with a focus on how decisions regarding district-level strategic initiatives are made.

72 Goal 8 Drive greater transparency around decision-making about management of resources such as capital, time, and money.

73 Goal 8 Advance the use of the CMS website and intranet as customer-focused, information-sharing tools.

74 Goal 8 Increase use of social media to drive timely awareness of key messages and events and to strengthen the CMS brand.

75 Strategic Plan 2014

76 Revise, not rewrite The current CMS Strategic Plan identifies many key areas for improvement. We want to adjust the plan, not replace it and we want community engagement in this work: Town hall meetings in 2013 Community members invited to join task forces

77 22 Task Forces These will be aligned to the eight key goals and each task force will be led by a CMS representative and a community member.

78 Revise Strategic Plan 2014 We will do this work in the context of, and simultaneously with, budget development Budget Recommendation April 2013 Revising Strategic Plan August 2013

79 Rebranding CMS Some well-known brands

80 Rebranding CMS What do we want to be? We want to be the option of choice for parents in our community. What do people say we are now?

81 Rebranding CMS We will remake the CMS brand by reshaping the way we educate our students, providing exceptional customer service and earning public trust each and every day..

82 Of the U.S. students who drop out, 50 percent were already behind when they entered kindergarten. In our community, we have the resources, the ability, and the will to educate all children.

83 The world of work is changing The demand for these skills has increased: Complex communication +14 percent Expert thinking/problem-solving +8 percent And the demand for these skills declined: Routine manual -3 percent Non-routine manual -5 percent Routine cognitive -8 percent

84 with profound impacts on some workers From 1978 to 2005, the salary increased for workers with these educational qualifications: Postgraduate qualification +28 percent BA/BSc +19 percent And it declined or stayed flat for workers with these qualifications: Some college 0 percent High school diploma 0 percent High school dropout -16 percent

85 A moral imperative As a country, we cannot accept schools that only educate some of our children.

86 I came to CMS because I believe this district can be great.

87 As a district and a community, we are uniquely positioned to succeed in this work.

88 Everybody can be great, because anybody can serve. -- Dr. Martin Luther King, Jr.

89 In envisioning the CMS of the future, we can paint from a blank canvas.

90 We can create a school district where demography does not equal destiny and all children s success means all children.

91 We must do this work focused on the future, making use of every single day, and focused on each and every child.

92 C H A R L O T T E - M E C K L E N B U R G S C H O O L S A rich mosaic of 143,866 different parts

93 The CMS brand promise To provide a personalized environment of academic excellence that prepares

94 The CMS brand promise Every child.

95 The CMS brand promise Every day.

96 The CMS brand promise For a better tomorrow.