SPRING BRANCH ISD Leadership Work Web Mee;ng

Transcription

1 SPRING BRANCH ISD Leadership Work Web Mee;ng Ellio% Witney Exec. Dir. of Strategic Ini;a;ves & Innova;on LinkedIn: elliogwitney

2 AGENDA Objec:ves: Share in depth efforts to develop & support Principals in Spring Branch ISD Share briefly some efforts to recruit and retain the Principal Pipeline (10min) Intros & Quick Context in SBISD (10min) Recruitment and pipelines (20min) Principal Development & Support (w/ Reten;on) (20min) Addi;onal Q&A/Discussion

3 INTRODUCTIONS

4 CONTEXT FOR OUR WORK An Analogy: Houston Freeway Construc:on Project

5 SPRING BRANCH ISD & Houston ~35,000 Students 58% Econ Dis 32% LEP 58% Hispanic, 5% African- American ~50 Schools 2 in- district charter schools 1 KIPP program 1 (almost 2) YES Prep program 1 Virtual High School ~4,530 Employees

6 Single Focused Goal By 2017, SBISD will double the number of students comple;ng a technical cer;ficate, military training, two- year degree, or four- year degree.

7 Feeder PaGern DRIVING RESULTS TO T- 2-4 Short- and Long- term Goal- Sekng 36% 72% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 84% 80% 80% 76% 75% 72% 68% 70% 65% 66% 63% 60% 57% 53% 55% 48% 40% 44% 44% 31% 34% 33% 25% 21% 10% Goal Set NHS SWHS WAIS SHS MHS

8 PRINCIPAL RECRUITMENT & PIPELINES

9 WHAT DID OUR DATA TELL US? Principal Pipeline (c. 2012) 35% SBISD AP to Principal Former SBISD AP to Principal 54% Other SBISD Role to Principal 11% Never 0% Source: Board Presenta;on, Nov. 2012

10 WHAT DID OUR DATA TELL US? Assistant Principal Pipeline (c. 2012) 27% 26% SBISD Teacher to AP Former SBISD Teacher to AP 6% Other SBISD Role to AP 41% Never Source: Board Presenta;on, Nov. 2012

11 SO WITH MY STRATEGY HAT ON what did I hear? People who don t perform stay in their leadership roles too long. What got us here won t get us to T Lots of leaders stay for a long ;me. Some change roles, but I don t know why they re in the new role they re in. I never learned how to manage other people. In Spring Branch, things come and go. Some;mes it s what you know. Some;mes it s who you know. The hiring processes are unclear. The hiring processes change. We ve done some things in the past, but we really don t develop our AP s or Team Leaders much at all anymore. I don t know what I have to do to get promoted. I don t know what my next step could be. The younger leaders leave.

12 CREATING A SHAPE FOR OUR LEADERSHIP PIPELINE

13 LEADERSHIP PIPELINE CONCEPTUAL FRAMEWORK DRAFT Emerging Leaders & Managing Others Assistant Principals & Managing Managers Principals & Func;onal Managers Founda:onal Competencies EL EL yrs away from AP AP AP yrs away from P P P+ Ready for more or different Regularly- occurring talent iden;fica;on process based on Performance and Poten;al

14 PRINCIPAL DEVELOPMENT & SUPPORT (w/ RETENTION INCLUDED)

15 HOW DO LEADERS GROW? % 10% 70% Our work is guided in part by the 70/20/10 model describing how leadership learning occurs. The 70/20/10 ra;o points to three ways leaders grow: 70% Challenging assignments and stretch roles 20% Developmental rela;onships as well as formal and informal coaching and feedback 10% Coursework and training SOURCE: Morgan McCall, Robert Eichinger, and Michael M. Lombardo

16 ALIGNING OUR INVESTMENTS TO THESE MODELS 10% 20% 70%

17 The greatest investment we make as a system in leadership development (70%) is you and how you spend your :me.

18 RE- ENGINEERING PRINCIPAL MEETINGS Adapted from an SBISD Cross Func6onal Team conversa6on: We are evolving from an organiza;on that mostly looks up for answers to one that looks les, right, and down for answers.

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20 These are the KEY ACTIONS (Theory of Change, Bets)????

21 COURSEWORK & TRAINING (Best in Class)

22 Day 1 2:00 pm 5:30 pm Day 3 8:15 am 1:00 pm Setting the stage Making moments that matter Utilizing business chemistry Leading and enabling change Evening Activities (6:30 pm 8:30 pm) From insight to action Day 2 8:30 am 4:45 pm Graduation Exploring lines of inquiry Questioning techniques Facilitating effective conversations Evening Activities (6:00 pm 8:30 pm)

23 LEADERSHIP PIPELINE CONCEPTUAL FRAMEWORK DRAFT Emerging Leaders & Managing Others Assistant Principals & Managing Managers Principals & Func;onal Managers Founda:onal Competencies EL EL yrs away from AP AP AP yrs away from P P P+ Ready for more or different Regularly- occurring talent iden;fica;on process based on Performance and Poten;al

24 EXTERNAL PARTNERSHIPS Focus Area Stage 3 Advanced Rice REEP (Business Fellowship) Principal UT- Brownsville Bilingual Rice REEP Decision Making, Problem Solving, & Opera;onal Excellence Stage 2 Intermediate UT- Brownsville Assistant Principal Stage 1 Beginning Team Leader Teacher Pipeline Leadership Pipeline

25 EXTERNAL PARTNERSHIPS Stage 3 Advanced RELAY (Instruc;onal Leadership) Rice REEP (Business Fellowship) Principal Focus Area UT- Brownsville Bilingual Rice REEP Decision Making, Problem Solving, & Opera;onal Excellence Stage 2 Stage 1 Intermediate Beginning Univ. of Houston (Teach2Lead) UT- Brownsville RELAY (Teaching & Learning) Univ. of Houston (Teach2Lead) Univ. of Houston (Teach2Lead) Assistant Principal Team Leader Teach2Lead Instruc;onal Coaching & Instruc;onal Leadership RELAY (Teaching & Learning) Teacher Cer;fica;on & Fundamentals of Good Teaching RELAY (Instr. Leadership) Paul Bambrick s work Teacher Pipeline Leadership Pipeline

26 INTERNAL & EXTERNAL INVESTMENTS Advanced Intermediate Beginning Univ. of Houston (Teach2Lead) RELAY (Teaching & Learning) Teacher Residencies & Consultancies Developmental School Reviews RELAY (Instruc;onal Leadership) Rice REEP (+ Business Fellowship) KIPP Founda;on Univ. of Houston (Teach2Lead) Univ. of Houston (Teach2Lead) Leadership U, Nuts & Bolts, Principal Mee;ngs, Ver;cal Data Mee;ngs Project Management 101 Principal & District Leader Cohort Shared Leader Cohort Emerging Leader Cohort Principal Assistant Principal Emerging Leader Teacher Leader Pipeline Leadership Pipeline

27 TEACH2Lead Instructional Blueprint Know Thy Self Opportunity TEACH2Lead Blueprint for Effec;ve Instruc;onal Leadership 1 Self in Context Know Thy Self 3 Enrollment T2L Break 2 Self in Context Enrollment University of Houston High Yield Moves 4 5 Evidence elearning Action Practicum High Yield Moves 6 Use of Data & Evidence 27

28 NEW LEADERSHIP DEVELOPMENT INVESTMENTS IN Leadership Programming Cohort Learning (focused on Competency Mode) Developmental School Reviews Principals 43 Assistant Principals 71 Team Leaders 12 Schools 54 Different Reviewers 1:1 Leadership Coaching 8 Principals (Pilot) Expansion of Rice UH Relay Graduate School KIPP Founda;on 3 Assistant Principals 5 icoaches 2 Teachers 4 Teachers 1 Principal 100 Leaders & Teachers

29 NEW LEADERSHIP DEVELOPMENT INVESTMENTS IN Leadership Programming Cohort Learning (focused on Competency Mode) Developmental School Reviews 24 Principals 43 Assistant Principals 71 Team Leaders 12 Schools 54 Different Reviewers Emerging Leaders Shared Leaders PDL s (Principal & District) Changed to Residencies & Consultancies 1:1 Leadership Coaching 8 Principals (Pilot) Con;nued & Expanded Rice UH Relay Graduate School 3 Principals 3 Assistant Principals 5 icoaches 2 Teachers 4 Teachers 1 Principal Con;nued, but targeted Expanded to ~40 Con;nued KIPP Founda;on 100 Leaders & Teachers Con;nued Project Management N/A For 80 non- campus administrators

30 FORECASTING LEADERSHIP DEVELOPMENT IN Leadership Programming Cohort Learning (focused on Competency Mode) Developmental School Reviews 24 Principals 43 Assistant Principals 71 Team Leaders 12 Schools 54 Different Reviewers Emerging Leaders Shared Leaders PDL s (Principal & District) Changed to Residencies & Consultancies 1:1 Leadership Coaching 8 Principals (Pilot) Con;nued & Expanded Con;nued Rice UH Relay Graduate School 3 Principals 3 Assistant Principals 5 icoaches 2 Teachers 4 Teachers 1 Principal Con;nued, but targeted Con;nued & expanded to ~40 Con;nued KIPP Founda;on 100 Leaders & Teachers Con;nued Con;nued cohorts con;nued Addi;onal Accelerated Cohort for Emerging Addi;onal AP Cohort with KIPP & YES Leadership Residencies & Consultancies Con;nued & targeted Con;nued & expanded Con;nued & expanded Project Management N/A For 80 non- campus administrators???

31 WHAT S NEXT? Revised Principal selec;on process aligned to Competency Model Revised Assistant Principal screening process aligned to Competency Model Revised Principal recruitment strategy Revised Principal Evalua;on process Non- campus administrators integrated into Leadership Pipeline Completed leadership competency rubrics for every level of the Leadership Pipeline Completed talent iden;fica;on system (aka Holis;c Talent Review) to assess leadership bench

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