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Igniting a Passion for Learning The I-SS Journey to Excellence Dr. Terry Holliday, Superintendent

Igniting a Passion for Learning The I-SS Journey to Excellence Dr. Terry Holliday, Superintendent. Fired superintendent Budget problems Low student achievement Low community expectations Low trust – community and staff Low morale Excellent staff. I-SS Background. System Leadership

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Igniting a Passion for Learning The I-SS Journey to Excellence Dr. Terry Holliday, Superintendent

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  1. Igniting a Passion for LearningThe I-SS Journey to ExcellenceDr. Terry Holliday, Superintendent

  2. Fired superintendent Budget problems Low student achievement Low community expectations Low trust – community and staff Low morale Excellent staff I-SS Background

  3. System Leadership Systems approach Continuous improvement focus Learning centered focus Innovation focus Process management focus Top Ten vision Board Expectations

  4. Leadership Beliefs vs. Existing Culture Problems are system based vs. people based Learning system vs. teaching system Data driven decisions vs. decisions made with regard to tradition Innovation vs. status quo The Clash

  5. Foundation for Leadership Leadership passion and commitment for learning Leadership basic beliefs Change management process Baldrige Criteria as blueprint, framework and measure I-SS Baldrige Journey

  6. Passion for Learning • All children come to school with a yearning for learning. Our aim should be to increase the positives and decrease the negatives so all children keep their yearning for learning. Edward Deming

  7. If children are not learning at high levels, the adults have not done their part Parents have not created a system of encouragement and support for learning Teachers have teaching centered classrooms rather than learning centered classrooms Principals have created adult centered schools rather than learning centered schools Superintendents and school boards have created adult centered school systems rather than learning centered systems Leadership Beliefs – System vs. People

  8. Leadership Beliefs • The vast majority of adults want the best for children and want children to be successful • No one comes to work everyday and wants to fail • A passion for learning exists in all of us • The level above must enable the level below

  9. Repeating Behavior Changes • You are more likely to act your way into a new way of thinking than to think your way into a new way of acting • Start with small behavior changes tied to systemic and systematic processes • Early successes Michael Fullan, Turnaround Leadership, 2007

  10. Modeling Expectations: Listening Process • Three Questions • What is getting in the way of student learning? • What do you need to help all children learn to high levels? • What do you expect from me as superintendent?

  11. Modeling by Leadership • Use of Quality Tools • Issue Bin • Affinity Chart • Light Voting • Budget Alignment • Plan Do Study Act Cycle • Attendance • Early Success

  12. External Blame Complacency No Sense of Urgency What We Learned

  13. At every crossway on the road that leads to the future each progressive spirit is opposed by a thousand men appointed to guard the past. What We Learned Maurice Maeterlinck, Belgian Nobel Laureate

  14. Creating Conditions for Change That Will Last • What DOES NOT Work • Facts alone • Fear • Force • Sense of Urgency, John Kotter

  15. Creating Conditions for Change That Will Last • What DOES Work • Relationships • Repeating small behavior changes • Reframing beliefs Change or Die, Alan Deutschman

  16. Belief and Expectations are Fundamental • Pygmalion Effect • If we expect our actions to have an impact on student learning then we will impact student learning • If we do not think our actions can overcome impact of student demographics on learning then we will not impact student learning

  17. Creating a Sense of Urgency • Bring outside in – Baldrige Feedback • Listen to employees who interact directly with customers (students) – Workforce Focus • Publish results of listening – Knowledge Management • Public display of results - Results Sense of Urgency, John Kotter

  18. Results from 2002 to 2008 (NC Rank) • Academic Composite 55th to 9th • Graduate Rate 53rd to 11th (61% to 81%) • SAT 57th to 7th (991 to 1056) • 3-8 Reading 75th to 20th • 3-8 Math 68th to 12th

  19. Results from 2002 to 2008 • Reading Gap AA reduced by 48% • Reading Gap EC reduced by 53% • Computer Skills 68% to 90% • Dropout Rate 106th to 10th • Attendance Rate 55th to 3rd

  20. Results from 2002 to 2008 Other areas of improvement – bus discipline, energy savings, faith based partners, highly qualified teachers, overtime costs, child nutrition costs, maintenance, custodial, workmen’s compensation ratio, fund balance, credit recovery Expenditures per Pupil – remain in NC bottom 10 $700 below state average

  21. My Challenge to You • Believe in the children • Believe in yourself • Believe in your leaders • Don’t give up on the children • Don’t give up on yourself • Don’t give up on your leaders • Don’t give up on education • Model the change that you want to see and by working together, the messengers we send forward to that time we will not see, will thrive and carry forward a message of hope and belief

  22. My Contact Information Terry Holliday, Ph.D. Superintendent, Iredell-Statesville Schools isssuperintendent@iss.k12.nc.us

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