Dr. Gary Cohn, Everett Public Schools

1. Your Leadership Prioritiesin the First YearCrafting a Theory of Action to BridgeTheory to Practice Washington State University Superintendent’s Credential Program February 12, 2011

2. Entry Planning, Strategic Planning A theory of action is a brief statement of how the practice of the individual — at the system or school level — leads to increases in learning and performance for students Richard Elmore, "Professional Networks and School Improvement" The School Administrator, April 2007 Theories of action, theoretical models, and practical application Knowing-Doing Gap: “Teamwork requires embracing common sense with uncommon levels of discipline and persistence.” (Lencioni, 2002)

3. Entry Planning, Strategic Planning What was my theory of action? Upon what theoretical model did I rely? How did I apply the model – practically – during the phases of entry?

4. RonHeifetz Adaptive Change Systemic Change Technical Change © 2001 Harvard Business School Publishing

5. CONTEXTS: Understanding Global, State, & Community Realities, and Re-Visioning What ALL Students Now Need to Know Conditions of learning and teaching for students and adults Culture of classrooms, schools, districts Improving ALL Students’ Learning Competenciesof adults © 2002 CLG & President & Fellows of Harvard College TonyWagner

6. RichardElmore Individual Responsibility Collective Expectations Organizational Alignment Policy Environment Standards – Assessments - Consequences Internally Generated Formal Accountability School Individual © Consortium for Policy Research in Education

7. Content Teacher Student Opportunity Understanding Instructional Core Relevance Rigor Relationship RichardElmore

8. RichardElmore

9. Entry Phases FIRST YEAR tRANSITION INTERVIEW Michael Watkins, The First 90 Days: Critical Success Strategies for New Leaders at All Levels

10. Interview priorities Student achievement growth (“The Next 20%”) Graduation rate improvement Diversity and cultural competence Employee association relationships Community relationships & engagement Board-superintendent team development

11. Transition priorities Diversity and cultural competence Employee association relationships Community relationships & engagement Transition/orientation period Organizational challenges Transition visits Schools Community leaders Culture of classrooms, schools, districts

12. First year priorities Student achievement growth (“The Next 20%”) Graduation rate improvement Diversity and cultural competence Employee association relationships Strategic planning/community engagement Board-superintendent team development

13. First year priorities Strategic & District Improvement Plan Implementation Student achievement growth (“The Next 20%”) Graduation rate improvement Diversity and cultural competence Climate & Team Development Employee association relationships Board-superintendent team development Community Relationships & Engagement Strategic planning/community engagement District Operations Financial Operations

14. First year priorities The Effect of School Leadership on Student Achievement, Waters & Marzano, McRel, September 2006

15. Strategic Decision Making: Need for Alignment Success for each student ©

16. Strategic Decision Making: Need for Alignment STRATEGIC/OPERATIONAL/TACTICAL DECISIONS AND ACTIONS (how they do it) STRATEGIC PLAN (Where they are going) ROLES (What people do) ©

17. Strategic Decision Making: Need for Alignment Strategic Planning Council Equity and Access Advisory Council Capital Facilities Advisory Council Superintendent’s Cabinet Superintendent’s Leadership Team District Staff School Board Superintendent MISSION Fiscal Advisory Council Instructional Leadership Council KEY ROLES: Aligning the Work on Student Achievement Technology Advisory Council ©

18. EVERETT PUBLIC SCHOOLS: RENEWING THE STRATEGIC PLAN ALIGNPLAN Articulate Key Components Of Strategic Plan VISIONING (Large Scale Community Engagement Activity) (Sup, Board, Steering Team) ST = Study Session/Info Gathering Activity ST2 ST3 Create Straw Vision ST4 ST1 Design Team Review Existing Data Environmental Scan Environmental Scanning Task Force Note: this is A multi-component Vision for the District, Not a simple, one-line Vision Statement CE4 CE1 CE2 CE3 Strategic Planning Council CE = Small Community Engagement Sessions Data Gathering Activity Community Engagement/ Strategic Alignment Plan (Sup with Consultants) Strategic Roadmap © Nov ’09 Dec ‘09 Jan ’10 May ’10 July ’10 Oct ’10 Jan ‘11

19. Community engagement Strategic planning October 22 and 23 Visioning event Meld and coalesce public discussions to date Involved approximately 150 people for two days End result – this spring a new district strategic plan, incorporating community expectations and system accountability measures

20. C Our core values drive our actions and behavior Initiatives WORKING TOGETHER LEARNING Priorities Processes Resource allocation Innovation, Information And Technology Community Student Learning DIVERSITY INTEGRITY People, Structure And Systems Families District Intentional Partnering and Strategic Relationships Plans Measures Teaching and Learning RESPECT PASSION Strategies EQUITY Rev. 2-8-2011

21. Questions?