Learning Teaching and Family Support Retreat

February 27, 20138:30 am – 3:00 pm

Wiki site http://ltfsleadership.wikispaces.com

Despite current ads and slogans, the world doesn't change one person at a time. It changes when networks of relationships form among people who share a common cause and vision of what's possible.

This is good news for those of us intent on creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't need to convince large numbers of people to change; instead, we need to connect with kindred spirits.

Through these relationships, we will develop the new knowledge, practices, courage and commitment that lead to broad-based change.

Margaret Wheatley, Using Emergence to Take Social Innovation to Scale, by Margaret Wheatley and Deborah Frieze

AGENDA Welcome and Outcomes Reflections from past work Leadership Success Stories Agency Shift to Eliminate the

Gap BUILD Problems of Practice & Tool

Exploration Open Space Reflections & Next Steps

Outcomes for today Reflect on our leadership successes Further our leadership around eliminating

the gap Practice applying tools to problems of

practice Connect and network with colleagues

Looking Back

Spring Retreat Lay it on the Line Leadership That Gets Results

WERA PSLA Sessions

Leadership Challenge White Silence Race Equity Tool Whole Child: Engagement

Cultural Competency: Intercultural Dialogue

Exploring Mental Models: Lay it on the Line

The whole child needs to be engaged in order for academic learning to occur.  

High standards are a basis for a caring culture. Data should inform all of our work with children, families,

teachers and educational leaders. All children should be supported emotionally and challenged

academically. I could use the same characteristics to describe both an

effective preschool teacher and an effective high school teacher.

Students in the opportunity gap require a greater focus on caring than they do learning.

Pre-K-3rd Grade Reforms Administrator and Leadership Quality

Teaching and Teacher Quality

Data–Driven Environment

Instructional Tools

Instructional Environment

Transitions and Pathways

Engaged Families

Resources for Cross-Sector Work

Connecting SystemsP-3, Cradle to College, Birth-21

WHAT? Way of thinking Not new work Preventative approach

WHERE? Program, grant and outreach work Targeted Strategy Workgroups RTT-D

HOW? Kauerz “Buckets” Framework

Brief Reflection

Spring Retreat Lay it on the Line Leadership That Gets Results

WERA PSLA Sessions

Leadership Challenge White Silence Race Equity Tool Whole Child: Engagement

Cultural Competency: Intercultural Dialogue

 Advocacy

Early HeadStartECEAPEducare

HeadStartPeer Programs

Platform for Change 

 Arts Impact

Clock Hours/MERITEquity, ELL, & Bilingual Services

Content Area SupportInterpreter & Translation Services

Native American ProgramsPre-K -3rd System Support

Professional LearningResearch, Evaluation & Data Services

School, Family & Community PartnershipsSpecial Education (EC & K-12, WSSD)

Student Support Services Transportation (EC & K-12)

Julie RollingAssistant Superintendent, LTFS

 

Luba BezbornikovaAssociate Superintendent, LTFS, Early Learning

 Claire Wilson, Executive Director, LTFS

 Common Core StandardsCompassionate Schools

Dropout Prevention & RetrievalHigh School to College Support

Interagency RelationsPrevention Center

Readiness to LearnRelife

School SuccessSTEM

Teacher Principal Evaluation Project21st Century Learning Centers

 

Terese EmryAssociate Superintendent, LTFS, K-college

 TBD, (hiring) Executive Director, LTFS

DRAFT 2/17/13

PSESD, LEARNING, TEACHING & FAMILY SUPPORT

Shift in Practice….

General ENDS Program Outcomes Various Program

Strategies Isolated Impact Mall

Eliminate the Gap Measures of Progress Foundational &

Targeted Strategies Collective Impact Costco

Opportunity Gap & Anti-Racist MCO

• Program Work • Department Work• Agency Leadership

Work• Targeted Strategy

Workgroups• Foundational

Strategies - BUILD: Theory of change

Leadership Success Stories

Decide who is A and who is B “A” will start with 3 min to share a leadership

success Partners remain quiet The aim is to listen and be heard

Honor the following ground rules:

Listen to each other with respect, without interrupting to comment or ask questions

Speak about your own thoughts, reactions, feelings and experiences, not those of others

During your turn, do not comment on what your partner has said

In order to accomplish our goals….. Principles & Anti-Racist MCO

Our established values-based framework. We hold each other accountable to sustaining these Principles to meet the Agency END.

Leadership Profile Ethical

Visionary

Strategic

Creative

Relational

Culturally Competent

Communicative

Challenge the Process

"Our agency has a strong tradition of innovation and risk-taking and I'd like to honor those staff members who embrace these actions and encourage others to do so," said Superintendent John Welch. "These are clearly values illustrated in our Principles that Guide Our Culture by viewing risk-taking as an opportunity to learn and our Five Practices of Exemplary Leadership by challenging the process."

BREAK

PSESD’s Theory of Change: BUILDAll the building blocks required to bring about a given long-term goal.

BUILD: 5D Instructional Framework

BUILD: DATA & RESOURCES

Data repository

Support the use of data in our proactive

BUILD: WHOLE CHILD

HOMEWORK QUESTION:

“What have you done to ensure a Whole Child approach, focusing on ENGAGEMENT? What else can be done? What is the first “next step” needed to deepen the work?”

INSPIRE A SHARED VISION

LEADERSHIP ENGAGEMENTIn Flow

Thriving

Engaged

Intentional

Connected

Isolate

dCare

less

ResignedExhauste

dStagnant

Needy

Driven

Overwhelmed

Compulsive

Frenzied

Underused EnergyLife Diminishing

Overused EnergyLife Diminishing

Opt imal Engagement  Increased Leadersh ip Capac i ty  

Adapted from The Dede Henley Group

BUILD: LEARN FROM EACH OTHER

Collective Impact

Blended Learning

BUILD:

RET

Intercultural Dialogue Tools

Work Force Equity

Caucusing

Diversity Coaches

RACE EQUITY TOOL

1. Educate on racial issues and raises racial consciousness.

2. Promote racially inclusive collaboration and engagement.

3. Assess community conditions and set goals for affecting the desired community impact.

4. Expand opportunity and access for individuals.

5. Affect systemic change.

6. Develop and implement strategies for eliminating racial inequity.

Talking Through the Hooks

Vs.

LUNCH

Problems of Practice & Tools

Iceberg Ladders of Inference Immunity Map Race Equity Tool

Current Reality Preferred Future

Highest leverage change

ICEBERG

Ladders of Inference: 2+2=5?

Immunity Mapping

To understand, Kegan & Lahey ask a series of questions: What is it you’re committed to doing? What behaviors are you doing (or not doing) that are

working against achieving this commitment? Why? What commitment have you made to yourself

that compels you to operate this way? What is your big assumption behind this competing

commitment?

RACE EQUITY TOOL

1. Educate on racial issues and raises racial consciousness.

2. Promote racially inclusive collaboration and engagement.

3. Assess community conditions and set goals for affecting the desired community impact.

4. Expand opportunity and access for individuals.

5. Affect systemic change.

6. Develop and implement strategies for eliminating racial inequity.

Open Space Technology

Open Space

Agenda is created by inviting everyone present to nominate issues that she feels passionately about and is prepared to take responsibility for.

Participants choose which sessions to attend and the meeting is underway.

From then on people meet in groups to discuss and make recommendations for action which they consider are relevant to the specific issue.

Reflections

Reflect on your learning from the day

Consider what/how you will share with those you lead

Suggestions?

Despite current ads and slogans, the world doesn't change one person at a time. It changes when networks of relationships form among people who share a common cause and vision of what's possible.

This is good news for those of us intent on creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't need to convince large numbers of people to change; instead, we need to connect with kindred spirits.

Through these relationships, we will develop the new knowledge, practices, courage and commitment that lead to broad-based change.

Margaret Wheatley, Using Emergence to Take Social Innovation to Scale, by Margaret Wheatley and Deborah Frieze