Leading Change Learning Community WEBINAR ON SCALE March 18, :00 am – 12:00 pm 1.Introduction 2.How the webinar will be conducted 3.Technical advice during the webinar 4.Recording and availability of PPTs after the webinar 5.Brief introduction to the agenda 6.How questions will be handled 7.The panel presentation a)Allen Grossman, Harvard Business School Professor of Management Practice b)Sue Bodilly, Director of RAND Education c)John Strand, Vice President and Director of the Academy of Educational Development’s Center for Social Marketing and Behavior Change 8.Questions to the panel from the moderator 9.Questions to the panel from the audience 10.Brief closing statement from each panelist

© PELP 2009, S. Childress and A. Grossman Leading Change Learning Community Scale Wallace Foundation Webinar March 18, 2009

© PELP 2009, S. Childress and A. Grossman 3 Scale Definition of Scale  Measurable increase in impact based on the spread of a program, practice or process  It is not just the number of people using a program, it is the number using it well  It is the ability to sustain and continuously improve best practice  It is the ability to convert best practice into common practice

© PELP 2009, S. Childress and A. Grossman Scale Key Question  Why is achieving and sustaining scale such a challenging endeavor? 4

© PELP 2009, S. Childress and A. Grossman 5  Few successful models in public education  Powerful forces discourage sustained focus  Multiple stakeholders with varied perceptions of success  Political entities exert conflicting pressures  Funding targeted at specific programs  Pressure to adopt latest “hot” ideas that addresses one part of the system  Political decisions trump managerial decisions  Thirty month average urban superintendent tenure  Culture has historically rewarded effort and output over results Effective Scaling is Elusive

© PELP 2009, S. Childress and A. Grossman 6 Achieving Excellence at Scale  Define success  Set concrete goals with maximum buy-in  Create systems for measuring impact  Create culture of continuous improvement for all aspects of a program  Insure organizational elements—culture, structure, systems, resources, stakeholders—in place to sustain your work  Communicate, communicate, communicate

© PELP 2009, S. Childress and A. Grossman Achieving Excellence at Scale  Use every possible resource to inform and support your scaling efforts:  Government policy and regulations  External stakeholders  Examples from other sectors  Networks of similar efforts  Observe what people do, not just what they say, at every level of the organization  Scaling is about changing behavior and achieving results 7

RAND BRINGING EDUCATION INNOVATIONS TO SCALE Webinar on for The Wallace Foundation Susan Bodilly March 18, 2009

RAND Basis for Comments Evaluation of New American Schools 98/ Study of 15 external reform provider organizations ( –Compare and contrast their experiences –Provide lessons learned for others Related work on collaborative efforts at reform

RAND Definition of Scale (from Cynthia Coburn) Spread: number of adopting units Depth: significant improve in classroom practice that influences student learning Sustainability: policy and infrastructure in place to support further improvements Shift in ownership: transfer of knowledge and authority to the adopting site

RAND Scale-Up Process Interactive, involving teachers, schools, districts and states Adaptive through reciprocal relationships in unfolding situations Iterative with continuous reexamination and learning Non-linear

RAND Common Core Tasks Develop and provide support for implementation Ensure high quality implementation at each site Evaluate and improve the intervention Obtain the financial support needed Build organizational capacity for scale Market the product Create customized approach to fit site need Sustain the reform over time

RAND Challenges Creating economical supports Developing measures and procedures for checking implementation quality Assessing effectiveness Adapting funding overtime as needs change Creating thoughtful customers Adapting the intervention overtime to meet needs

RAND Other Ideas Discussed Remove old practices to make room for new ones: –Terminating what doesn’t work is important –Organizational slack is needed for improvement Get “a great leader” is not a sustainable strategy –Build organization’s team –Must put policies and structures –Develop integrating relationships with others

Scaling Up Leadership Reform: How can social marketing help? John Strand AED Center for Social Marketing and Behavior Change

Large-Scale Behavior Change: 3 Approaches More/Less Choice  More/Less Compliance Education  information-based Marketing  incentive-based Regulation  sanction-based - adapted from Mike Rothschild, 1999

Social marketing is a systematic, consumer-centered approach to promote behavior change Consumers have choices, so we compete to be chosen Offer something they really want or value Use research to understand consumers’ – –Wants, needs and aspirations –Perceptions of the behaviors or products –Competing options –Preferred communication channels and influencers

To scale up this leadership reform, Who must do what differently?

Clues from behavioral science 1.If I do the behavior, I get something I want Perceived consequences 2.I’m confident I can do the behavior Perceived self-efficacy 3.Other people, whose opinions matter to me, would approve of me doing the behavior Perceived social norms = FUN = EASY = POPULAR

How can you make the behavior more Fun, Easy & Popular for your audience? Add benefits that are meaningful for your audience (WIIFM) Remove / lower barriers that your audience struggles with

What your competition? Any other choices your consumers have in addition to what you’re offering Including what they’re doing now How do your offerings stack up?

Benefits Barriers Target BehaviorCompeting Behavior So how can you be more competitive? Four Strategic Options