Transcript Data WareHouse Information Power Point

Data Warehouse Overview
From Calhoun ISD - PowerPoints
Data Director and D4SS
“Instead of overloading teachers, let’s give them
the data they need to conduct powerful, focused
analysis and to generate a sustained stream of
results for students.” Stiggins
Quotes…to think about
“Schools that explore data and take action
collaboratively provide the most fertile soil in
which a culture of improvement can take root
and flourish.” "The Collaborative Advantage."
Educational Leadership Dec/Jan (2009)
All data mining efforts must be based on
inquiry – asking the right questions, and then
asking more questions of the answers in order
to make informed decisions.
Leadership and Collaboration are essential
and Data Director is:
– A tool for informing school improvement
planning
– A tool for engaging professional learning
communities
– A tool for promoting collaboration between
districts
– A tool for building a culture of quality data for
student success
Why a data rich culture?
•No Child Left Behind and Michigan’s Education YES!
Requirements that Schools must align student
demographic and achievement data to ensure that all
student subgroups make adequate progress
•Schools are turning to data to justify programs and
identify intentional areas of school improvement
efforts based on data and not feeling
How do D4SS and Data Director
work together?
•Together they provide the ability to triangulate data from
multiple sources
–Both provide non-negotiable state data
•Data4SS is based on enrollment at time of MEAP
•Data Director:
•is based on live/current enrollment
•provides analysis of district required assessments
•provides analysis of classroom performance data
•provides frequent systematic monitoring for growth to
avoid unexpected results
Building a Culture of Quality Data for
Student Success
Essential Components:
–Principals as Instructional Leaders
–Professional Learning Communities
–Sustained Support
Principals as
Instructional
Leaders
•Starts with professional development for
principals and bringing principals from other
districts/buildings together to engage in
conversations and learning
•Must be part of their building/district team
•Principals must be part of the visioning for
their building
Essential Professional
Development Topics
–Using state data to identify school improvement goals
•Good entry point for data mining to identify trends and areas for focus
–Using school data to clarify and address the problem
•Grade level teams come together to review assessment results and
identify areas of focus
–Examining student work to inform instruction
•Based on the interpretation of the data, PLCs examine specific
assessment items, such as writing samples, to identify areas to focus
specific instructional interventions
–Using classroom data to monitor student progress
•Using classroom assessments to show progress, identify areas of focus,
and predict performance on standardized assessments
Local school district resources
–Leadership
•Commitment of superintendent to the project and principals to
motivate staff to use data to inform instruction
–Power Users
•School Improvement and technical key contacts and key teacher
leaders who are front line support for using Data Director as a
school wide tool for driving classroom instruction
–Professional Learning Communities
•Principals and key teacher leaders who are using the tool
appropriately and able to show others through professional
learning communities.
Quotes…to think about
“Being data driven is an admirable goal. Just because a
school collects data, does not mean the data are being
used to improve student achievement.” Marzano
Using a data warehouse is a school improvement
project with a resource meant to drive classroom
instruction (with a cool technology tool), not a
technology project that is just another tool to
collect data for state reporting.
Lessons Learned: Calhoun ISD
School district key contacts are central to the success of the
data warehouse and must communicate with each other.
•School district key contacts prefer to train each other
•Superintendents need to initiate some questions; principals
need to find the answers and use those results to probe
deeper (data mining).
•Principals need to be given a meaningful pre-built report(s)
that encourages them to ask more questions (i.e. hold their
hand at first).
•There will always be technological glitches.
Lessons Learned
•It is a critical learning experience for district staff to work to
clean and validate their own data:
–District staff can best assess the data they receive to
determine why it is not accurate – which is a critical step in
problem-solving.
–District staff can best assess who is responsible for the data
error so that that individual(s) can be brought along to enter
data correctly in the future.
–District staff can monitor data for ‘red flags’ that aren’t
apparent to ‘outsiders.’