Leadership of Continuous Improvement

1. Leadership of Continuous Improvement David Eddy-Spicer, UVA Christina Dixon, UVA & CFAT Matt Smith, Arlington County

2. Defining continuous improvement in schools and school systems National landscape and examples of approaches Lessons from the field: Leadership of continuous improvement at the system level Lessons from Arlington County: Continuous and dis-continuous improvement:

3. Continuous School Improvement Focus on system design and operation - the system, not individuals, produces current outcomes Emphasis on processes that produce outcomes Progress requires collective learning and discovery Front-line workers uniquely situated to learn how to get ideas to work Attention spreading effective practices throughout organization Grunow et al. (2018), p. 12. Carnegie’s Six Principles Make the work problem-specific and user-centered. Variation in performance is the core problem to address. See the system that produces the current outcomes. We cannot improve at scale what we cannot measure. Anchor practice improvement in disciplined inquiry. Accelerate improvements through networked communities. https://www.carnegiefoundation.org/our-ideas/six-core-principles-improvement/

4. Approaches Approaches Networked Improvement Science Design-based Implementation Research Six Sigma Lean Baldridge Performance Excellence Examples Central Valley Networked Improvement Community, California A Research-Practice Partnership To Improve Formative Assessment in Science Adams County, Colorado Lean for Education Arlington Public Schools

5. National Landscape Federal ESSA focus on improvement State Virginia • VDOE Consolidated State Plan • VA A&S Competencies Early adopter examples • California • Tennessee Districts Professional standards Professional Standards for Educational Leaders (PSEL) National Educational Leadership Preparation (NELP) Standards Foundations Gates Foundation: Networks for School Improvement Carnegie Foundation for the Advancement of Teaching: Networked Improvement Science

6. Christina Dixon dixon@carnegiefoundation.org Carnegie Foundation for the Advancement of Teaching Associate, Networked Improvement Science Director, Tennessee Early Literacy Network UVA Curry School Doctoral Candidate (Ed.D.) Executive Leadership for Continuous Improvement in K-12 Public School Districts: A Comparative Case Study

7. Leadership for Continuous Improvement at the System Level What do executive leaders of exemplary K-12 public school districts think, do and focus on to create the conditions for continuous improvement that produces district-wide improvements in student outcomes?

8. Key Sources Leading Continuous Improvement in Industry & Healthcare • Berwick, 1996 • Shingo, 2016 • Spear, 2009 • Toussaint & Ehrlich, 2017 Leading District-Wide Improvement in Education • Honig, 2013 • Leithwood, Louis, Anderson & Wahlstrom, 2004 • McLaughlin & Talbert, 2003 • Snipes, Doolittle & Herlihy, 2002 Case Studies of Continuously Improving Districts • David & Talbert, 2013 • Elmore & Burney, 1998 • Park, Hironaka, Carver & Nordstrum, 2013 • Kirp, 2103

9. Conceptual Framework for District-Level Leadership of Continuous Improvement Where Leaders Need to Focus Efforts • Promote Organizational Alignment • Create an Effective Improvement Infrastructure Creates Conditions for What Leaders Do to Make a Difference • Set a Vision, Purpose and Strategy Focused on Results for Students • Develop Capability • Transform the System • Create a Culture of Improvement • Span Boundaries How Leaders Think about Challenges and Solutions • Value Learning • Think Systemically • Respect Every Individual • Embrace Personal Responsibility

10. Conceptual Framework for District-Level Leadership of Continuous Improvement Sustained, accelerating improvement toward district-wide goals for improving student outcomes Produces Continuous improvement embedded in daily work district-wide Creates Conditions for

11. Matt Smith matt.smith@apsva.us Arlington Public Schools Special Projects Coordinator

12. APS ACT Composite Scores

13. APS Dropout Rate

14. APS Dropout Rate

15. What is Innovation? Innovation = Creativity

16. What is Innovation? Innovation ≠ Creativity

17. What is Innovation? Systematic Innovation is using yourprocesses to determine when you must be creative.

18. Innovation is a decision

19. Key Elements - Baldrige • Senior Leaders create a culture of innovation • Encourage creative approaches • Accept risks • Strategic planning stimulates innovation • Data reviews inform the need to innovate • Workforce ideas are supported • Innovative ideas are actually pursued • Backout plans are included

21. Baldrige Perspective “Your organization should be led and managed so that identifying opportunities for innovation become part of the learning culture. Systematic processes for identifying those opportunities should reach across the organization.” – Harry Hertz, Director Emeritus, Baldrige Performance Excellence Program

22. Questions?

24. David Eddy-Spicer dhe5f@Virginia.edu Christina Dixon dixon@carnegiefoundation.org Matt Smith matt.smith@apsva.us • Thank you!