1. Data Coaching Institute: Day 2 Moving Toward Action www..esd113.org ESD 113 Equity Through Service

2. Checking Back In 2

3. Overview of the Two Days Day 1 The big picture Getting Ready and Issues Day 2 Application to your context 3 Plan and Evaluate Diagnosing Causes Problems of Practice

4. Today’s Agenda Thinking about your context Problems of Practice Planning and Actions 4 Evaluating Results

5. Checking Understanding What do your recall are the major topics and possible outcomes from: 1.Getting Ready 2.Identify Issues 3.Understand Issues 4.Diagnose Causes 5

6. Today’s Objectives 1.Learn concepts related to: a)Team readiness for use of data b)Creating focusing questions c)Gathering, displaying and analyzing data d)Understanding underlying causes 2.Apply these concepts and related tools to real-life data and begin construction of data action plan. 6

7. The Big Picture Priority #1: Explore and adapt a toolset that will support teams to systemically improve how they use data. Priority #2: Build capacity to sustain and expand the use of data in systemic improvement and prepare a plan for application of new learning. 7

8. A metaphor 8

9. 4.0 Diagnose Cause(s) ---cont’d 9

10. The Problem of Practice 10 It is the adults who create and maintain learning opportunities for the children they serve. The outcomes that children experience, therefore, are determined by the practices of adults in the learning environment.

11. Identifying the Problem: Two Sides of the Same Coin Problem Statement Expressed in terms of what children are having difficulty with. E.g. Our children are having difficulty following multi-step directions. Problem of Practice Expressed in terms of the teaching, administrative, organizational, and structural practices related to the learner-centered problem. E.g. We do not give our children enough practice with multi-step tasks.

12. Diagnose Cause(s): PoP 12 Developing Problem of Practice: 1.Review sample problem of practice 2.Select a root cause from day 1 3.Brainstorm practices that result in root cause 4.Select the practice that is most likely to have the greatest positive impact if changed 5.Complete Problem of Practice Worksheet NOTE - This process may (and should) include review of additional data, research, conferences with peers, etc.

13. Debrief with Team, & Questions? 13

14. Two Paths Diverge… 14 Applying Your Learning As a group, come to consensus to either: 1.Apply the learning of yesterday and today to a problem of practice from your program (Blue Cup) - or - 2.Consider how to implement the Data Institute processes as your ‘problem of practice’ (Red Cup)

15. 5.0 Plan and Take Action 15

16. Plan and Take Action 16 1.Clearly Describe the ‘End State’. 2.Plan to implement strategies.

17. An action plan… 17 …bridges a gap. …defines a path. …is a roadmap for change.

18. 18 …tedious. …filling out boxes. …an exercise in documentation. …hopeful aspirations. But action planning is often…

19. Why? 19

20. What is an Improvement Initiative? 20 Underlying Problem Strategy C Strategy A Strategy B Desired End State (goal)

21. Plan and Take Action 21 1.Clearly Describe the ‘End State’. 2.Plan to implement strategies.

22. Descriptions of Desired End States (goals) 22 What will it “look like” when the problem of practice has been solved, and the underlying problem has been addressed? All stakeholders need to have a common understanding of this picture.

23. A rose by any other name… 23 End State Impact Goal Outcome Target Objective

24. The challenge is to provide evidence of change. Describing the End State (goal) 24

25. S.M.A.R.T End States (goals) SPECIFIC MEASURABLE ATTAINABLE REALISTIC TIMELY 25

26. S.M.A.R.T Description of End States 26 Specific Measurable Timely Is it attainable? Is it reasonable?

27. 5.7 Writing End Statements (goals) 27 Elements:  What will change?  Who will it impact?  By how much?  By when?

28. 5.1 Describing the Desired End State 28 To develop a shared vision among the data team and all stakeholders of what the desired end state will look like. 30 minutes of team meeting time and additional time for stakeholder collaboration. Purpose : Time :

29. A means to an end… 29 Strategy = Means Goal = End State

30. Selecting Best Practice Strategies 30 High-impact strategies that are feasible and have been demonstrated to be effective in similar situations. High Impact Strategy HIGH IMPACT STRATEGIES Potential Strategy

31. 5.3 Identifying Potential Strategies 31 To identify a variety of strategies that could feasibly address the identified problem(s) of practice, and to identify strategies that will support the implementation of the initiative and set the stage for scaling-up and sustainability. About 30 minutes. Purpose: Time:

32. Selecting Best Practice Strategies 32 HIGH IMPACT STRATEGIES

33. 5.4 Rating Strategies’ Potential for Success 33 To determine which strategies are most likely to have a significant impact on the problem(s) of practice, and to determine which strategies will best support the implementation of the initiative, scaling-up, and sustainability. About 30 minutes. Purpose: Time:

34. 34 Partially Completed Strategy Checklist Characteristics of Potentially Successful Strategies Strategy Example: Differentiated instruction through tiered interventions (RtI) Clearly addresses the problem of practice. X Is based on sound research. X Endorsed by other schools. X Targets our population of students. X [Insert additional] Total 4

35. Let’s Take a Break… 35

36. 5.7 Developing an Action Plan 36

37. 5.7 Developing an Action Plan 37 Develop a plan that will guide the specific steps of the strategy. About 30 minutes to introduce and additional time to complete. Purpose: Time:

38. Debrief with Team, & Questions? 38

39. 6.0 Evaluation 39

40. Evaluation 40 1.Identify data collection elements before you start implementation of the action plan(s). 2.Two parts: Short term monitoring (formative) of the strategies Long term plan goal evaluation (summative)

41. Quality of Implementation. 41 “Science of implementation” Billions spent on research- based best practices

42. Quality of Implementation From: Fixsen, D. L., Naoom, S. F., Blase, K. A., & Frances, W. (2007). Implementation: The Missing Link Between Research and Practice. The APSAC Advisor. 42 “The quality of the implementation process is the key link between sound research and desired outcomes.” “A sound intervention isn’t enough, those who will make It happen and the systems that they work within must be shaped to support implementation.”

43. Bon Apetite 43

44. Team Planning 44

45. Your Task! Using what you now know, the tools, and information presented over the two days, and the information that you gathered through the pre-institute activity, you will begin to develop an: 1.Evaluation 2.Report to the other teams on your Action Plan and Evaluation Plan (if separate). 45

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49. After Your Work Session You Will Report Out On: 1.How you feel about what you have created? 2.What parts of the process worked well? What parts didn’t work so well? 3.What recommendations do you have for the ESD 113 team? Think about how you would use this process with your program. 49

50. Data Institute Wrap Up 50

51. Yesterday we: 1.Learned concepts related to: a)Getting Ready b)Identifying & Understanding Issues c)Diagnosing Causes 2.Applied these concepts by using tools/protocols to data in an example data portfolio &/or data from our programs. 51

52. Today we: 1.Learned concepts related to: a)Describing measurable end states b)Strategy identification and selection c)Action planning 2.Used these concepts and related tools to begin construction of a problem of practice action plan, and implementation evaluation plan 52

53. Tomorrow, we will…..? 53

54. Dana Anderson 54 Thank You Sandy Nelson Assistant Superintendent, Early Learning Educational Service District 113 snelson@esd113.org Assistant Superintendent, Teaching & Learning Educational Service District 113 danderson@esd113.org Mike Hickman Assistant Superintendent, Support Services Educational Service District 113 mhickman@esd113.org