GLISI Mission

Equip, support and inspire educational leaders on the climb to higher levels of student achievement

GLISI Objectives
1. Create an attitude change in education leaders and policy makers so they believe that it can be done 2. Build capacity in educational leaders so they have the skills and knowledge to move the needle 3. Change conditions and practices to support policies that recruit, develop and retain capable educational leaders.

What do effective school leaders actually do?

Developing a Performance Culture: Top Drivers of Performance

1. 2. 3. 4. 5. 6. 7. 8. 9. Manager being knowledgeable about the work Employees understand the performance criteria Safety and freedom to take risks to improve performance Opportunity to work with a strong team (success breeds success) Opportunity to work on things you do best Fairness and accuracy of informal feedback Emphasis on performance strengths in performance review (as opposed to focusing on weaknesses) Feedback that is specific and helpful and points toward possibilities/suggestions Internal communication
--Source: Cooperative Executive Board, 2003

8 Roles of The New Work

Data Analysis Leader Curriculum, Assessment and Instructional Leader Operational Leader Process Improvement Leader Learning & Development Leader Relationship Development Leader Performance Leader Change Leader

Data Analysis Tasks

Disaggregates data to reveal achievement gaps between groups of students Analyzes standardized test scores and other school data Leads team to analyze classroom, grade & school results Presents data for further analysis school-wide Leads root cause analysis to determine reasons for needed improvements Leads team to set goals for individual teachers and grade levels based on analyzed data Assists team in monitoring goal progression throughout school year

DDD Tools & Practices

Performance-based Modules Statewide data systems & reports Benchmark Assessments Balanced Scorecards Performance Factors Data
GAPPS Analysis District Factors Analysis Working Conditions Survey

Balanced Scorecards
Financial perspective: If we succeed, how will we look to our shareholders? Customer perspective: How do we create value for our customers? Internal business perspective: To satisfy our customers and shareholders, at which processes must we excel? Innovation and learning perspective: How can our organization continue to learn and improve?
Kaplan, 2001

A Business Example

Balanced Scorecards
Core Business: Student Achievement
mastery of curriculum, student achievement, regional/national competitiveness

Stakeholder perspective: Community & Parents

Safety, parent satisfaction, community involvement

Internal business perspective:

Efficient Instructional Processes: teacher use of benchmark assessments, use of technology, student retention Efficient Administrative Processes: budget variance, 1st day of school resources,

Innovation and learning perspective:

Staff competence, morale, teamwork

Education Examples
Fulton County (GA) adopted their Scorecard from UPS and was recently recognized by Harvard Business School for its use. The Pinellas County, FL and Charlotte-Mecklenburg, NC school districts were also among the early educational adopters of the Balanced Scorecard.

QLTE Working Conditions

Survey of all district employees State endorsed, BellSouth funded Districts are willing learners Provides baseline data on conditions of practice Data feeds indicators on district balanced scorecards

QLTE.org

www.QLTE.org

Policy Implications
Common definitions Multiple measures of student achievement and organizational performance Linking data systems across agencies Value-added student achievement data Statewide balanced scorecard