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Day 1: Welcome! Celebrate someone in the center by adding a shout-out below!

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Day 1: Welcome! Celebrate someone in the center by adding a shout-out below!

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Thank you Rachel S. fo the constant positive, energizing, and fun ways you bring the Center together.

Thanks to Rachel D for putting up with the Admin team as we planned these two days.

Thank you to the CR team for leading courageously

Thank you to Kamewanukiw for leading such a beautiful and grounding opening today.

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Systems: How does this information impact your work?

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Systems: How does this information impact your work?

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-Build capacity around coordination and consistency/what does this look like?
-How does this impact our communication with DPI(ie mindset cards)
-How do we operationalize our equity work?
consistency will provide equity

Consistency throughout supports for districts &

Helps to eliminate noise and begins to provide us with our own organizational identity.

A step in getting us to collective efficacy.

Strong focus on internal and our internal practices. We have often had a focus on what we change to impact behavior of schools, this is all about changing what we do.

- need to develop new habits, give up old habits

– creates efficiencies, providing more time to focus on work vs structures

-Coordinated communication across teams which will reduce/eliminate duplication of work.

-Provide details on who to go to with what questions one might have

-assist in equity of voice

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Systems: Implications for Our Work: In what ways does the systems pillar create coherence?

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Systems: Implications for Our Work: In what ways does the systems pillar create coherence?

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norms for accountability
clear shared vision and purpose
high levels of collaboration
—we'll have efficiency when working from same structures
-If we are working coherently internally, we are more likely to support schools and districts in a coherent way

How will this impact our work? Potentially alleviate stress if we know what to expect (i.e.: work flows), may lead to collecting, organizing and analyzing different data, Wonder how this pillar will impact the other pillars if not fully in place?

Will need continue to open our our practices to sharing with each other and provide feedback

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People: How does this information impact your work?

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People: How does this information impact your work?

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-utilize coaching to develop skills in the Center

-We have to pay particular attention to maintaining and sustaining trust
-data driven cycles to use consistent feedback cycles and to
Does the CR survey we took this morning not connect to this work?

Ensuring trust can lead to collective efficacy and shared purpose.

—Healthy organizational culture and ensuring trust can  help with decision-making and efficiency (not duplicating work—trusting the decisions that are made, etc.).

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People: Implications for Our Work: In what ways does the people pillar create coherence?

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People: Implications for Our Work: In what ways does the people pillar create coherence?

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-we can share our findings from the TA continuum
-aligned goals

—coaching in a systematic/systemic way
-Mindset of shared growth
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Measure impact through CI study, etc.

Ensure high levels of collaboration

- All have common learning regardless of how long they've been with the Center.
- Collaboration across teams provides coherence by eliminating silos.

This pillar seems to bring together a handful of measures that the center has been using into the measurement of a bigger broader goal.

Bringing in the feedback cycles, revisiting of the goals, based off of equitable policies and practices. Our practices are OUR policies. Build a culture of accountability that drives a high performing team

Common PD/coaching will build coherence because we're operating off of the same constructs.
- trust leads to healthy relationships across the center

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Data: How does this information impact your work?

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Data: How does this information impact your work?

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-PDSA-measure and impact both internal and external including practices and policies
-who we choose for annual report stories
-smaller cycles-formative assessment and evidence of our impact
-TA continuum
-our high leverage TA moves

-Always have ongoing PDSA

-  The data we will have available may not be the same data we are accustomed to, so we will need to adjust our interpretation of the data.

-Do we have access to the data that truly tells us what our outcomes are (real-time data from schools)?

-We need to better understand the role of qualitative data in our work; this may be a missed opportunity

For R/E- better able to support others- know what data to focus on, what goes in database

Data is all of our work

Data ties together all three teams- CI/PL/TA

-Not siloed data

External impact- what similarities need to be in place for integrated (LC/BCRS) and all trainings?

-Want to ensure that we use equity decision making tools, mindset cards, and mulitple data forms and viewpoints on analysis as well as including qualitatvie data and formative assesment data coming from external teams

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Data: Implications for Our Work: In what ways does the data pillar create coherence?

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Data: Implications for Our Work: In what ways does the data pillar create coherence?

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Continuous Improvement being informed with data and

-Letting our stakeholders know

The data pillar could create coherence by allowing us to purposely and thoughtfully examine our practices to determine which are most impactful and should be prioritized.

External impact- what similarities need to be in place for integrated (LC/BCRS) and all trainings?

More consistency and clarity will allow us to make meaningful adjustments

Shared growth and deepened moral imperative will be an outcome

Clarity around our goal and what we are trying to impact

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Practices: How does this information impact your work?

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Practices: How does this information impact your work?

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-equitable access
-how we use the TA continuum
—consistent messaging
- TACs will need to stop acting as independent contractors
—knowing more about TA continuum and implications for practice

How do the TA Networks fit into the "regions' part of this pillar?

—Where regions tie in

—Necessity to work through the framework with smooth, clear pieces of the framework; how this looks like as an academic TAC and PBIS TAC

—How we support 11 key system features

Helps us align to school needs in terms of what we offer for professional learning and supports.
Will streamline what we do and hopefully reduce the number of trainings we do.
We may have our PL offerings scheduled in a way that prevents overlap of different events.  Then wee

SLT- If we are doing this work, the questions that come form SLT will change to be more action oriented

Naming what we are doing allow us to study and measure our impact

pushes us to make our work visible with each other- the good and the areas to improve

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Practices: Implications for Our Work: In what ways does the practice pillar create coherence?  

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Practices: Implications for Our Work: In what ways does the practice pillar create coherence?  

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-provide training/TA in an equitable way, consistently

—having a common mission, vision, goals, with high-quality creates coherence (more unified like we were previously)

—Consistent effort creates coherence and provides collective efficacy (supporting teams that support the state through trainings for example)

— bringing to fruition / making visible what the Center does do in order to support district implementation

Organizational practices supports coherence and collective efficacy

Knowing what we are measuring and our impact gives purpose to our measures (i.e. surveys, TA log)

Our PL Suite and TA Continuum show coherence because they are linked internally from SP to internal Professional Learning (so that we can deliver PL & TA as intended)

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Reflection: Did the protocol help you understand the SP? 

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Reflection: Did the protocol help you understand the SP? 

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—yes!

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Day 2: Leadership Team: What are the essential roles and functions of all leadership teams?

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Day 2: Leadership Team: What are the essential roles and functions of all leadership teams?

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Leadership Teams: What differences should we be aware of at each level?

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Leadership Teams: What differences should we be aware of at each level?