EDI`s Delivery Plan - US Education Delivery Institute

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Transcript EDI`s Delivery Plan - US Education Delivery Institute

Camp D 2014 EDI’s Delivery Plan and Stocktakes

April 11, 2014

Opening brainstorm

What have we learned about “delivery” so far?

At EDI, we apply the fifteen elements to our own work 1 Develop a foundation for delivery

Define your aspiration Review the current state of delivery Build the delivery unit Establish a “guiding coalition”

2 5

Understand the delivery challenge

Evaluate past and present performance Understand drivers of performance and relevant activities

Create an irreversible delivery culture

A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

3 Plan for delivery

Determine your reform strategy Set targets and establish trajectories Produce delivery plans

4 Drive delivery

At EDI, we apply the fifteen elements to our own work 1 Develop a foundation for delivery

Define your aspiration Review the current state of delivery Build the delivery unit Establish a “guiding coalition”

2 5

Understand the delivery challenge

Evaluate past and present performance Understand drivers of performance and relevant activities

Create an irreversible delivery culture

A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

3 Plan for delivery

Determine your reform strategy Set targets and establish trajectories Produce delivery plans

4 Drive delivery

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

And have established five organizational goals that we believe will help us achieve those aspirations Goal

Develop networks for higher education practitioners, particularly leaders of higher education systems and campuses, who improve student outcomes by effectively using the delivery approach Support K-12 state education systems to improve student outcomes by effectively and sustainably using the delivery approach Be widely known as an expert resource of practical knowledge on how to implement large-scale education reforms to improve student outcomes Maintain an organizational culture characterized by collaboration, continuous improvement, and a high standard of professional behavior Build a healthy surplus of operating funds and exercise fiscal responsibility and consistently pursue additional funding

Goal leader

At EDI, we apply the fifteen elements to our own work 1 Develop a foundation for delivery

Define your aspiration Review the current state of delivery Build the delivery unit Establish a “guiding coalition”

2 5

Understand the delivery challenge

Evaluate past and present performance Understand drivers of performance and relevant activities

Create an irreversible delivery culture

A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

3 Plan for delivery

Determine your reform strategy Set targets and establish trajectories Produce delivery plans

4 Drive delivery

Meet EDI’s Delivery Unit

At EDI, we apply the fifteen elements to our own work 1 Develop a foundation for delivery

Define your aspiration Review the current state of delivery Build the delivery unit Establish a “guiding coalition”

2 5

Understand the delivery challenge

Evaluate past and present performance Understand drivers of performance and relevant activities

Create an irreversible delivery culture

A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

3 Plan for delivery

Determine your reform strategy Set targets and establish trajectories Produce delivery plans

4 Drive delivery

We have created a delivery plan which outlines the key strategies underlying each of our five goals Goal

Goal leader

Higher Education Engagements

Indicators of success:

Metric A2S goals System goals IPEDS indicators Achievement gaps Efficacy of engagements and projects Measure

Number of goals on track vs. off track Number of goals on track vs. off track Growth in the following areas: ■ 6-year graduation rate ■ ■ ■ 4-year graduation rate Retention Enrollment Degrees conferred ■ 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) Traffic light ratings for each engagement and project ▪ ▪ ▪ ▪ ▪ 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 ©2014 U.S. Education Delivery Institute 10

K-12 Engagements

Indicators of success:

Metric Progress towards delivery goals Proficiency in reading Proficiency in math Student growth in reading Student growth in math Achievement gaps Efficacy of engagements and projects Measure (per state, indicating whether state is intensive engagement, network only, or special project

Number of delivery goals on track vs. off track Percent proficient overall and by grade Percent proficient overall and by grade Average growth (SGP or VAM or other) for bottom quartile of schools Average growth (SGP or VAM or other) for bottom quartile of schools 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 Traffic light ratings for each engagement and project ▪ ▪ ▪ ▪ ▪ 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 ©2014 U.S. Education Delivery Institute 11

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

Organizational culture

▪ ▪ ▪ Indicators of success: Pulse check results Organizational-wide review of annual evaluations Employee retention ©2014 U.S. Education Delivery Institute ▪ ▪ ▪ ▪ 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 13

Operations and Finance

▪ ▪ 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 2014

$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.

End of FY 2015

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)

End of FY 2016

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) ▪ ▪ ▪ ▪ ▪ ▪ 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 ©2014 U.S. Education Delivery Institute 14

Reflection: Planning, using, and adjusting our delivery plan

At EDI, we apply the fifteen elements to our own work 1 Develop a foundation for delivery

Define your aspiration Review the current state of delivery Build the delivery unit Establish a “guiding coalition”

2 5

Understand the delivery challenge

Evaluate past and present performance Understand drivers of performance and relevant activities

Create an irreversible delivery culture

A. Build system capacity all the time B. Communicate the delivery message C. Develop high-quality relationships

3 Plan for delivery

Determine your reform strategy Set targets and establish trajectories Produce delivery plans

4 Drive delivery

What are routines?

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 purpose do routines serve?

▪ ▪ ▪ 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 ©2014 U.S. Education Delivery Institute 17

Stocktakes Two routines SEAs commonly use are formal stocktakes and notes or memos on progress Definition Purpose Frequency

▪ 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

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 ©2014 U.S. Education Delivery Institute 18

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 K-12 Expert Resource S Culture S S S * * M M * S * S M M S S * * * * 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

EDI`s Delivery Plan - US Education Delivery Institute

Transcript EDI`s Delivery Plan - US Education Delivery Institute

Camp D 2014 EDI’s Delivery Plan and Stocktakes

April 11, 2014

What have we learned about “delivery” so far?

Reflection: Planning, using, and adjusting our delivery plan

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

What have you learned?

Let’s see!

Thank You