Talent Development Secondary TDS Strategic Planning process TDS Staff webinars May 2014

Talent Development Secondary

TDS Strategic Planning process

TDS Staff webinarsMay 2014


For the first time in history, the nation has crossed the

80 percent high school graduation rate threshold!

http://new.every1graduates.org/building-a-grad-nation-2013-2014-update/

But significant challenges remain for low income students, students with disabilities, young men of color,

and the nation’s big cities





18 years ago, TDS began its journey to develop evidence-based practices to address the dropout crisis

•Middle and high school comprehensive reform models based on the existing evidence to demonstrate effectiveness

•Demonstrate impact, disseminate findings, and respond to requests

•MDRC’s evaluation of TDS models in Philadelphia

•TDS worked to influence the framing of federal school improvement policy and funding

•US Department of Education targeted high schools with graduation rates <60% for reform via school improvement grants

•TDS received a highly competitive $30M Investing in Innovation (i3) award

•30 implementing middle and high schools in 10 major urban school districts, with 30,000 students)

PHASE I1995

PHASE II2005

PHASE III2007


TDS is poised to change the education system’s approach to helping disadvantaged youth succeed

Deepen Impact Improve Economics Extend Influence


Customer Interviews

Internal financesPotential funding streams

State and federal policies

Work Group:What can we do already, what training do we need to do, are there new positions we need?


TDS Design Week

• Freedom to Re-think our own process based on insights from the field

• Identifying key areas or needs for work plans• Prototypes for moving the work forward

How to Communicate what TDS is? How to support EWS?

How to Build Ecosystem and Lifecycle of Supports for Schools to move student from behind to ahead?

How to create and sustain effective local teams?


Timeline

Business planning

Design Week, Communication and Milestones

Year 1 Roll Out Funding Decision to Support New

PositionsImplementation

OctoberMarch 2014

March – June2014

June-July 2014 20142015

20152016

2016 2017

TD 6.0 Initiatives will be phased in

over the course of the 3 years

Bridgespan planning process Bridgespan +

Design Week = Strategic Plan for

TD 6.0


TDS Strategic Plan PrioritiesKey Levers to enhance impact

Establish local operating teams in priority

communitiesCodify a portfolio of

supports

Strengthen TDS’s human capital and organizational

effectivenessPolicy focus in key states

Leverage design thinking


Establish Local Operating Teams in Priority Communities


Local teams will ideally serve 4 to 6 full model schools1

Local team serving 4 full model schoolsLocal team serving 6 full model schools

Division Managers (3)

Regional Directors (3-4)

Executive Director

STFs*(4)

Math IF (1)

ELA IF (1)

S4 Program Lead (1)

Executive Director

Deputy Director

STFs*(6)

Math IF (1.5)

ELA IF (1.5)

S4 IF (1)

COO’s


Developing the support structure

Local Team

National Support for finance, development, training, program

design, and research New staff on-boarding processProfessional growth plans

Training opportunitiesTransition plans for new local sites

Operations plans from intake to sustainability


Over 3-4 years, TDS will establish local teams in priority states; TDS is currently in all but one (TN)

VA

PA

NC

MI

WV

KY

LA*

AR

MN

OK

NV

CA

ID

ALAZ

CO

FL

GA

IAIL

INKS MO

MS

MT ND

NE

NM

NY

OH

OR*

SC

SD

TN

TX

UT

WA*

WI

WY

AK

HI

DC

NJ

MD

RI

VT

ME

DE

NH

MACT

Actively pursue: 7

Monitor for opportunity: 10

Maintain current presence* (if applicable): 10

Current TDS presence

Ranking criteria used:

• High need

• State has EWI

• Innovation zones

• National political influence

• Governor appoints CSSO/SEB

• Single party control of gov’t

• State/mayoral control

• State expenditure per pupil

• Long-term funding change

• Short-term funding change

• City Year presence

Maintain current presence* (if applicable), but did not meet original filter for need: 25

Note: *OR and WA have low graduation rates and high need based on measures other than promoting power. LA did not meet the original need filter for one district, but two neighboring districts (EBR and Recovery) have high combined need and may present future opportunities. Does not include Guam.

1


Codify an expanded portfolio of supports


A strategic portfolio of school supports2

An strategic portfolio will increase impact:•TDS can reach a greater number of schools within a district with a

larger portfolio of supports

An strategic portfolio will increase economic sustainability:•Standalone school supports can help a local team deepen and sustain

relationships with its district(s) and create a point of entry for new schools/districts

Full DN model TDS only model

Early Warning Systems

Freshman Seminar/

Mastering the Middle Grades

Curriculum only schools or other

developed products


Light Touch

Medium Touch

Heavy Touch

• Technical Assistance (TA) Days

• Data tool


• Data tool• School

Transformation Facilitator (STF)


• School Transformation Facilitator

• Field Manager

Range of supports for EWS only

• Level of Need• Size and number

of Initiatives

Process• Intake &

Diagnostic• Contract• Planning• Implementation


Strengthen TDS’s human capital and organizational effectiveness


Professional development and improved organizational practices

Design, Development & Training Team• Develop multi-year professional development sequence for teachers, principals, TDS

staff, develop next generation interventions and supports, support spread of design thinking

Increase skill set of existing staff: • Field Managers’ transition to ED• Expand IF repertoire across multiple skill sets• Build STF leadership skills• Expanding on-boarding of new staff

Strengthen Internal and External CommunicationsImprove operations around school support• Strengthen process to guide schools from planning to implementation to

sustainability

Make new hires


TDS Guiding Principles

Decisions made closest to any given situation are more likely to be

based on real time information, implemented, and sustained.

Regular reflective practices improve performance by

aligning actions with intentions.

Collaboration adds value, insight, and promotes growth in

individuals, communities, and their product.

Sustained effort over time leads to success.


TDS organizational structure:July 1, 2014 – January 1, 2015

Local Field Operations (interim)

CEO

Co -Directors

Regional Director

Local Team (FM, STFs)




Training Director

Division Managers

(3)*

Comm. Director

Team

Develop’t Director

Forecasting Analyst Regional

DirectorRegional Director

New position

Existing Position

Math IFs**

ELA IFs**

S4 IFs** STFs

Launch Manager

COO School Supports

Policy Director

Finance Manager

COO Site Development

Materials Director &

Team

3

“Pre-Local” FMs

“Pre-Local” STFs

“Pre-Local” FMs


“Pre-Local” FMs


Diplomas Now Director & Dep.

Director

JHU Research and EGC


Policy focus in key states


Engage in field-building activities

• Hire and onboard Policy Director • Identify and prioritize a subset of states to focus on to

create improved conditions for success• Seek opportunities to hold district-wide trainings on EWI

and/or other TDS pillars to build capacity among a broader population of school leaders

PartnershipsFor example:- EWS in NM- GradNation


TDS will build up to 72 full model schools in active implementation by FY2018, and shift to priority communities

0

25

50

75

100

125

Number of schools

FY2015 FY2016 FY2017 FY2018

50,000 70,000 94,000 112,000

Total students

served*

40 56 76 90

# of Diplomas

Now schools*

I3 results released

I3 results released

i3 i3i3

Active full model implementation schools

112

94

70

5048

56

6472**


What’s next

• May 8th & May 14th – Webinar and discussion– https://www.surveymonkey.com/s/TDS_Plan – Name the plan: [email protected]

• Work continues from design week– New materials and prototypes– First positions to fill are posted

• EMCF proposal – June board meeting– New positions through EMCF will be posted in June– Local sites and operations for 2014-2015 will be identified

https://www.surveymonkey.com/s/TDS_Plan


mailto:[email protected]


What if I have questions?

Communication• Webinars – May 6th, 8th, and 14th

– https://www.surveymonkey.com/s/TDS_Plan• TDS website:

www.tdschools.org/strategic_plan• Regular email announcements• Monthly newsletter• Follow-up with your supervisor



http://www.tdschools.org/strategic_plan

Documents

Talent Development Secondary TDS Strategic Planning process TDS Staff webinars May 2014