Self-Reflection

I had lofty goals for my summer internship. I spent much of my first year in business school exploring social enterprise as a possible career path, but Education Pioneers was my first foray into the public sector. I wanted to use my internship to answer a number of questions:

Will I enjoy working in the district? Will I be able to make an impact? Do I see myself in education long-term? Which part of education should I focus on, and what type of role is best for me?

Ten weeks isn’t enough time to answer these questions fully, but I learned a lot about myself during my summer.

I did enjoy working in the district. It is a place of incredible passion – I was surrounded all summer by people who had dedicated their lives to education. There is also great opportunity to impact thousands of families. Navigating around bureaucracy was sometimes frustrating, but, to my surprise, it was also a challenge I often enjoyed.

I found that I was able to make an impact. My skill set went far in the district. Managing projects, clearly presenting information, and quantitative analysis were all highly valued. I felt that I was able to help the organization far more than I had in the private sector, largely because resources were so badly needed in the district.

But influencing people was a challenge. I encountered skepticism about my lack of education experience. Forming relationships, I found, is critical in the district. I learned early in my summer that I very much enjoyed interacting with people who were different from me.

I found that I could see myself in education long-term, and that I wanted to focus on finding creative ways to close the achievement gap. I also learned about the tradeoffs between operational roles and strategy/data analysis roles. Operations involved more day-to-day interactions with people, but its effect on long-term change could be limited. Strategy and data analysis, on the other hand, could have long-term impact, but day-to-day, it could be more tedious. Personally, I loved interacting with those responsible for running the district, and preferred an operational management role.

I still have a long way to go in defining my path, but this summer was a critical first step.

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My Summer Project Overview

On the first day of work, I was given a project for the summer:

Create a process manual for centralized enrollment within the Early Education department (EED) in the San Francisco Unified School District.

I executed my project through the following steps.

Step 1: Understand the project.

Currently, EED enrollment is done at the school site level. The department wanted to transition enrollments into the central office. Doing so would help the central office to better understand its Early Education students, and it would free up valuable time for school site administrators.

I also had to understand my deliverable. What is a process manual? A step-by-step guide of a process, I soon learned – in this case, the process for central enrollment. It would be used to train the EED central office enrollment clerks.

Step 2: Understand the current process.

First, I had to understand how enrollments work today. For the first two weeks of my internship, I conducted interviews with a number of staff members, from site managers to IT. I found out that Early Education enrollment was much more complicated than I had thought.

Step 3: Create a vision for the centralized process.

I had to define how the enrollment process would look in the central office before I could create a process manual. I identified inefficiencies in the current process and kept the end goals of the project in mind to come up with this vision. When I came up with something I thought would work, I put it into a presentation. I solicited feedback first from my fellow Ed Pioneers intern, and then from my supervisors.

Step 4: Create a process manual.

Now that I had an understanding of what the process would look like, I could create the manual. As I created it, I realized that there were a number of holes in it. For example, what IT system would the central office clerks use? What tools would they use to answer questions from parents? What communication system would they use to communicate with school sites?

Step 5: Create an implementation plan.

An implementation plan was not my original deliverable, but it followed naturally from my process manual. In order for the centralized enrollment to happen, the “holes” in the process manual had to be filled. I wrote down the steps needed to roll out the process and identified the responsible people. I also created a proposal to phase in the process over time.

My project was an eye-opening experience for me. Through my efforts to centralize EED enrollment, I now have a much better understanding of the district’s operations.

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Follow the Leader (Who Models)

One of the great benefits of working at ESE in Massachusetts has been that we have a couple of Education Pioneers alumni in the office who can make meetings and connections happen. In combination with the fact that I have a mini-cohort of three other fellows at the department, it’s been a great way to feel connected to both my work and the fellowship experience. Recently, the benefits of this “network within the network” came back to me in the form of having a few hours blocked out with Karla Baehr, Deputy Commissioner. While she retired in August, she has chosen to remain on board in a part-time capacity in order to roll out the new educator evaluation system across the state – something she spent quite a bit of time working on.

Through the fellowship, I’ve had the opportunity to meet numerous leaders and high ranking individuals but none quite like Karla. From the moment she came into the room I was struck by how approachable she was and how interested she was in hearing the story of how we found ourselves at ESE and what we were working on. Since this had become somewhat of an exclusive round table for Ed Pioneers and it was small, she asked each of us what we wanted to hear about in the next few hours. She covered her background, the potential issues that Massachusetts will face in the future of education, social, emotional, and behavior health issues for students and college and career readiness. As she started, she paused and encouraged us to stop her at any time and ask questions. After hearing her describe personal experiences with busing issues, budget concerns, and new evaluation systems and I had to ask – How did you build community around some of the most controversial issues in education?

She answered me and said something to the effect of, “I had to put myself out there in terms of what I valued. I had to model the idea that I hadn’t given up [on education].” Simple enough, right? But that comment really resonated with me. I spent three years as a teacher developing how to explicitly model something for students and let me tell you, it’s not as easy as you’d think. Practice what you preach, lead by example, model the idea – this doesn’t sound like anything new. Still, I kept thinking about the feedback I’d gotten in the classroom that always pushed me to think about how to go beyond the baseline and reach every single kid in the room. That notion of reaching the entire audience has become the foundation for how I think about working in the education space outside of the classroom. You can’t teach or lead by suggestion alone. You have to model it yourself and modeling is more than the “what”, it’s the “how.”

As I listened to her, I thought about my experience as a teacher, the staff and administration in my former school, the leaders I’ve met in government agencies or non-profits, and the fellows in my cohort. It’s both exciting and encouraging to be around people like this on a regular basis. Whether it’s policy, curriculum, student support, or educator effectiveness the challenge remains in how we choose to model the idea that we also haven’t given up.

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Restructuring CPS

I mentioned in my first post that CPS was beginning to go through an immense restructuring process. Over the last few weeks those changes have started to be implemented.  The tension leading up to the announcement was clear throughout the parts of CPS I connect with on a regular basis. The Area teams (now Networks) were aware the changes would likely impact them immediately, LSC representatives would be impacted by whatever changes happened to the Area teams, and central staff knew that the organizational structure of the central office was going to drastically change. In addition to the structural changes that were coming, tension over the new budget was also prevalent—what would be cut and what would be saved. With a budget shortfall of nearly $712 million and all of the 55,000 neighborhood high school students and over 100,000 elementary students in underperforming schools—something had to change.

So here’s what happened.

CPS announced they will drive change through five levers:

  1. High Performing Schools
  2. Effective, Supported Teachers
  3. Empowered, Accountable Principals
  4. Active partnership with parents & communities
  5. Full Organization Support

Part of my work this summer was developing a leadership development program within  Area 4. It was exciting to see the district look to build a pipeline of great principals on a larger scale. I do believe that  the Networks (formerly Area’s) development programs with District wide efforts will produce a more robust pool of talented leaders.

CPS also announced a new budget proposal .The budget makes several difficult cuts, but CPS stated they made every effort to make those cuts as far away from the kids in the classroom. CEO Jean-Claude Brizard emailed CPS staff to say:

“This is a budget that I can proudly say will protect our priorities, make new investments in students, cut waste and inefficiencies, help support our school leaders and close the significant budget deficit facing our district.”

On top of all these changes, school started on Monday (8/8) for many students. With all of the changes happening as students come back, everyone at CPS will have to maintain laser like focus to get everything accomplished. That focus will need to be maintained in perpetuity to change the current  <55% graduation rate.

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Expanding Access to Opportunity

What attracted me to politics was the notion of being a part of something bigger than myself. I was driven by that working on campaigns, driven by that working on Capitol Hill, but when it came to education (big picture) I was at a lost of how it all fit. Perhaps that I was because I was lost at how I fit in the education space not being a teacher or a school leader or parent. There has been some growth.

Over eight weeks ago, the NYC Department of Education’s Charter Schools Office asked me to help them analyze the system need and capacity for new charter school development. From that I have since also developed a targeted national marketing strategy to enable them to recruit more high-quality, high-performing charter management organizations and stand alone charters to locate in the city. I honestly did not begin to understand the depth of my work until I looked at the data.

I analyzed growth, application, waitlist, and admittance data for the past five years looking citywide, by school and by neighborhood. There has been a 78 percent increase in number of charter school applications, but at the same there has been a decrease in the admittance percentage — we are now down to 11 percent. Yes, you read that right, only 11 percent of students who apply will be accepted to a charter school in New York City! It’s kind of crazy to think that it is harder to get into a K-5 charter school than it is to get into some of the Ivy League colleges and universities. For the 2011-12 school year alone, there were 114,932 applications for 12,917 seats. The number of applicants exceed the number of seats available in every borough. So I can only laugh now when people say, ‘No one wants charter schools in New York City’ because the data tells a very different story — for New York City. I need to add that caveat because New York City is very unique place and what works here, by no means will work across the country.

Having lived in the South, I very much understand residential segregation. Where I went to high school in Columbus, GA, there was literally a color line in the city that could greatly effect the educational outcomes for students. If you live below Macon Rd (Exit 6 off I-185), you are more likely to go to a Title I school, you are more likely to have novice teachers, you are more likely not to be scored proficient or advanced on state Math or English Language Arts exams, you are more likely not to graduate from high school, and more startling, it is possible for you to go through K-12 never being in class with a white student. If you live above Macon Rd, you have the opposite outcomes. However, I would argue that the transition to a reasonable house or apartment above Macon Rd would not necessarily put a family in the poor house. Whereas in New York City, moving into a community school district that has high quality traditional public schools could be the cost of a $3.5 million condo on the Upper West Side. Class stratification is intertwined in the very culture of this city, and its front and center in the education space. Charter schools have by no means been the “silver bullet,” but they are helping with the equity issues.

In my task this summer of looking very critically at how the district can work to try to meet charter school demand, I had the opportunity to look across the country and look for the best of the best that were not in New York City. There is so much innovation that is going on across the country, and its quite inspiring. What I was surprised to find was that some of the charter schools that have received acclaimed national attention for great graduation rates — when I looked at their state test scores and data, it told a very different story. Now I am not this huge advocate for high-stakes testing, but in terms of looking for evidence of success, it was something I took very seriously. Yes, I can applaud the achievement of getting a kid into college, but then the more important achievement is were they college-ready? I was looking for power charters. Arizona, Texas, California, Colorado, Florida, Indiana, Ohio, Illinois, New Mexico….I looked everywhere. I ended up narrowing my list down to 20 power charters I thought NYC should be looking at. I also designed an 8-page marketing brochure and a 1-pager on why these organizations should expand to New York City.

Two weeks ago, about an hour before I was to give my presentation on my findings and strategy to the Executive Director and Chief of Staff of my office, the Deputy Chancellor for my division sent an email asking some very interesting questions. Who are the best charters that are not in NYC? And what would it take for us to get them here? CRAZY good timing! My bosses where extremely impressed with my work and ready to move things up the chain of command. In my perfect world, if at least two of the top nine power charters I identified chose to locate in NYC, I would consider that a success. I hope that I can stay involved and see this through.

I am finally starting to see where I can fit in education reform not being a teacher or school leader or parent for that matter. The politics of education (national, state, and local level) is a bloodsport, and there are not many skilled players who understand the politics on the side of the good guys. Access to opportunity is a daily experience and I think I understand the politics and the stakes enough to effectively advocate for that. Back to the idea of looking to be apart of something bigger than myself, it has hit me very forcefully over the last few weeks as I have worked on this project, visited schools, and actually sat in on a couple of classes… This–our work in education reform or the education sector in general–is bigger than you and me. This is about kids you don’t even know getting to their fullest potential. And that’s powerful!

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Business Speak in Education (Part 2)

This is a continuation of the last post, Lost in Translation, which outlined a few common business terms in relation to education.

During this internship, I formed parallels to my experience as a Supply Chain Associate at PepsiCo so I added some manufacturing terms as food for thought.

Revenue Stream - Funding source. In education this is typically independent funders, foundations, the government, and customers (students). Typically it is important to diversify revenue streams so if one ‘stream’ (funding source) is reduced, the organization is still receiving funds from other sources. This protects against disruptions in the flow of revenue into the organization to provide consistency in operations and progress toward fulfilling the mission.

Fixed / Variable Costs - The fixed cost is set regardless the number of students you serve. The variable costs increase with each additional student added. The cost for a school building is a fixed cost. The cost for text books is variable, as you need a new one for each student (assuming no sharing).

Research & Development - Experimenting. R&D involves developing new products or services. In education this can be the cost relating to piloting new teaching methods. Currently the popular trend is piloting using tablets and other technology in the classroom.

Manufacturing terms…

Cycle time - A duration of a school year. Cycle time is typically used in manufacturing. It is the time to complete an operation. The operation in this case is advancing a group (batch) of students one year in the educational system.

Run time - Classes. Subsets of cycle time or a period were an item is actually worked on. The item in this case is a student or a class of students.

Batch - A class of students. A batch is a group of components produced at a station before moving onto the next step in production. A class of students receives teaching (processing) prior to moving to the next grade (step in the production process), moving closer to becoming a graduate (final product).

If this intrigued you check out Changing Educational Paradigms with Sir Ken Robinson.

Until next time, keep connecting the dots.

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The Countdown Begins

It doesn’t quite feel as if ten weeks are nearly up for almost all of the fellows in the Boston cohort. Sure, we’ve had some long days, a healthy dose of ambiguity/freedom to creatively solve problems at our summer sites, and yesterday evening – Showcase. The Showcase is a major networking event that allows fellows to connect with people from partner organizations and other groups who are looking to meet the talent that Education Pioneers has to offer. After paging through the glossy book that published our headshots and brief bios/impact statements, I have to admit that I was impressed all over again. I had a flashback to mid-June (Foundations and Workshop #1) when it really hit me that had I joined this incredible national network. One of my cohort members is working on marketing and strategic planning with a local district and greeted the attendees while another gave a great speech that connected his experience as a software engineer to his current impact on education. With a network like this, it’s difficult to imagine a day when I won’t have access to key players in the education space.

Around 200 people attended the Boston Showcase last night and I was excited about the number of connections that I was able make and that I heard going on around me. As a significant portion of my cohort plans to stay in the education sector, it’s nice to know we’ll have quite a bit of help in landing a job that fits us well. The degrees of separation in the room were unbelievable. I met someone from the School Leadership Network whose organization had strong ties to New York City (where I formerly taught) and to San Antonio (where I grew up) which is a rare connection. I even learned a few things about one of my bosses and her experience as a former Assistant Principal. Hearing about the conversations people had afterwards, it seemed as if everyone in the room had connected with former colleagues, finally made face to face connections with people they had only previously emailed with, and potential interviews had been lined up. Not a bad night!

More than anything, I will say that the cohort experience here in Boston has really been a collective one. From the beginning, the program alumni and the (amazing!) Boston staff told us that this experience was up to us and that we could live these ten weeks as if we had 43 other fellowships. Over the past few weeks my thinking has been pushed, the scope of my understanding on multiple issues has widened, and I know I have people in my corner who can help me build better systems in the education space. I honestly can’t imagine a better way to spend ten weeks.

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