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Evaluate Results: Washington Data Coaching Development
Evaluate Results: Washington Data Coaching Development
EVALUATE RESULTS
Introduction – Where are we now?
In Plan and Take Action, the team used the identified learner-centered problem, problem of practice,
and best practice strategies determined to have a high impact on the problems to construct a logic
model and action plan for the implementation of an initiative (collection of related strategies) to address
the problem of practice and learner-centered problem. Team members identified measurable end states
for both of the problems that the success of the initiative could be judged against, as well as constructed
an implementation monitoring plan to assess the progress of the initiative against predefined
implementation indicators and interim performance outcomes.
In Evaluate Results, the team will build an evaluation plan that will identify evidence that needs to be
collected and a procedure for using that evidence to assess the overall impact of the initiative on the
previously defined desired end states. The team will also learn to use evidence gathered through the
implementation monitoring plan to determine why the initiative was, or wasn’t, successful, or was
partially successful in achieving the desired outcomes. Once the team has analyzed the evidence, it will
use its findings and conclusions as a basis for an evaluation report to stakeholders that will summarize
the impact of the initiative, suggest modification of the initiative, if indicated, and outline next steps that
should be taken to sustain the impact of the initiative.
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District and School Data Team Toolkit Evaluate Results
Addresses the question: Are we effectively doing Addresses the question: Did our planned
what we planned to do? strategies have the desired outcome?
Internal stakeholders are the primary audience External stakeholders are the primary audience
Figure 1. Monitoring Implementation versus Evaluating Change
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District and School Data Team Toolkit Evaluate Results
An evaluation plan provides the structure to support the gathering of evidence to answer two basic
questions:
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District and School Data Team Toolkit Evaluate Results
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District and School Data Team Toolkit Evaluate Results
Collaboration Throughout
Just as focusing and clarifying questions guided the inquiry and data analysis as the team worked to
identify a learner-centered problem and problem of practice, evaluation questions guide the inquiry into
the impact of the intervention. In this case, our questions are:
Next the team can dig more deeply into the data to answer the second question: Why was, or wasn’t,
the initiative completely effective? The data collected and analyzed through the implementation
monitoring plan will be exceedingly helpful. The team can step back and, using the second evaluation
question as a lens, look at all the data collected through the course of the initiative. By looking across
this large amount of data, the team should be in a position to make inferences, findings, and conclusions
about why the initiative did or didn’t help achieve the desired end states. Analysis of this large amount
of data may also suggest areas where the initiative was partially successful or areas of positive
unintended outcomes that will inform the next steps in continuous improvement.
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District and School Data Team Toolkit Evaluate Results
These results should be communicated to internal, and particularly external, stakeholders. It is primarily
the external stakeholders who will control the sustainability of the initiative. It is these external
stakeholders who are most likely to control the resources to support the initiative going forward and
who have the power to ensure that a successful initiative is sustained and a less successful initiative is
modified or eliminated.
At Hidden Valley
The initial implementation of the initiative was completed and the Hidden Valley Data
Team used their evaluation plan to conduct the summative evaluation. Fortunately, the
plan was well constructed and the team had sufficient data to make evidence-based
findings, conclusions, and recommendations for next steps to sustain and bring the
initiative to scale. The results of the initiative now need to be communicated to
stakeholders. The team used tool 6.2 Developing an Evaluation Report, to help them
effectively convey key messages about the impact of the initiative and the status of the
underlying problem and the problem of practice.
Tool 6.2 Developing an Evaluation Report provides an outline and related template that will support
data teams as they prepare to effectively
communicate their findings.
Developing an Evaluation Report 6.2
Tool 1.4D Communication Organizer
Template introduced in Getting Ready can
help the team clarify the messages it wants to send to various stakeholders about the evaluation results
and organize how those messages will be communicated.
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District and School Data Team Toolkit Evaluate Results
Tool 6.3 Planning Next Steps will help the team organize a
focused meeting to re-examine what was planned, discuss
Planning Next Steps 6.3 what actually occurred, explore why the team got a given
result(s), and determine how it should move forward.
How the team proceeds depends on the collaborative answers to the questions posed above. Possible
courses of action associated with each question are outlined in Table 1.
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District and School Data Team Toolkit Evaluate Results
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District and School Data Team Toolkit Evaluate Results
Summary
Evaluate Results has provided the team with the capacity to develop and use an evaluation plan to guide
the collection and analysis of data to provide evidence about the impact of the initiative on the desired
end states. The evaluation plan also helps the team use information gathered through the
implementation monitoring plan to suggest why the initiative was, or was not, effective. The findings
and conclusions that the team disseminates to both internal and external stakeholders set the stage for
scaling-up and sustaining successful initiatives and the modification or replacement of initiatives that
the evidence indicates were not effective.
The team needs to remember that the Cycle of Inquiry and Action is, in fact, a cycle-the process is
iterative and is used within the context of continual school improvement. Based on the results of the
summative evaluation, the team will decide where they need to re-enter the Cycle of Inquiry and Action.
Will they dig deeper into the current issue, or investigate one of the other issues they identified at the
outset of the process? Will they re-enter by diagnosing additional problems, identifying new high impact
strategies, and developing a new action plan? The point of reentry will depend on the current
circumstances. It is most important is that the data informed inquiry process continues.
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District and School Data Team Toolkit Evaluate Results
Resources
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District and School Data Team Toolkit 6.1
Directions:
Part 1: Reviewing an Example
1. Access copies of the action plan and the implementation monitoring plan that your team
created in Plan and Take Action.
2. As a team, capture the required information in each section of the Evaluation Plan Template1.
Since many of the required elements can be taken from documents that you have previously
constructed, it would be most efficient if the Evaluation Plan Template, action plan, and
implementation monitoring plan are accessible in digital format on the same computer with
projection capability. Alternatively, the facilitator can record the information on chart paper to
be entered electronically later.
3. Have a team member project the Evaluation Plan Template as the team discusses each section.
As the team reaches consensus on the information to be included in each section, record it in
the electronic template. Be sure to save your work!
4. Once the plan is complete, assign responsibilities and timelines for the implementation of the
plan by data team members.
1
Portions of this tool were developed within the DATAUSE project (Using Data for Improving School and Student Performance)
by the consortium of partners including: Public Consulting Group, University of Twente (the Netherlands), Institute of
Information Management Bremen GmbH (Germany), Modern Didactics Center (Lithuania) and Specialist Schools and
Academies Trust (UK). For more information on the project please visit: www.datauseproject.eu
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District and School Data Team Toolkit 6.1
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District and School Data Team Toolkit 6.1
What is the desired goal/end Decrease the percentage of students who leave Carter Tech at the end of 8th grade
state?
What is the logic model? (From Prior to the beginning of the 2011–2012 school year, all grade 7 and 8 teachers, counselors, and
tool 5.6 Constructing a Logic administrators at Carter Tech will have participated in a 5-day training on the practices of differentiated
Model) instruction through tiered interventions.
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District and School Data Team Toolkit 6.1
The percentage of students who leave Carter Tech at the end of grade 8 will decrease from 70% in 2009–2010 to 30% in
Learner-centered 2012–13.
problem
measurable end
state (From logic
model)
Problem of Problem 1: A system of tiered intervention to provide academic support and counseling for grade 7 and 8 students who may
practice not meet the criteria for promotion to the next grade will be implemented in lieu of retention by the beginning of the 2011–
measurable end 2012 school year.
state Problem 2: The Carter Tech retention policy in effect during the 2009–2010 school year will be eliminated by the school
(From logic board prior to the beginning of the 2011–12 school year.
model)
Step 3: Identify the data that will need to be collected and analyzed to provide evidence that the problem(s) of
practice and the learner-centered problem have been solved.
Learner-Centered Problem
Data Needed How Collected? Collected by whom? Collected by when? How stored?
Percentage of students Pull withdrawal forms for Middle school and high End of 2010-2011school Excel database
leaving Carter Tech prior to all students who withdrew school registrars year
entering high school for from Carter Tech or who
2005–2006 through 2010 – did not enter 9th grade
2011 from 2005–2006 through
2009–2010
Percentage of students Pull withdrawal forms for
leaving Carter Tech prior to all students who withdrew Middle school and high End of 2011–2012 school
Excel database
entering high school in the from Carter Tech or who school registrars year
2011–2012 school year did not enter 9th grade
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District and School Data Team Toolkit 6.1
Problem of Practice 1
Data Needed How Collected? Collected by whom? Collected by when? How stored?
Data Needed How Collected? Collected by whom? Collected by when? How stored?
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District and School Data Team Toolkit 6.1
How will the data be prepared for analysis The data team will construct data displays, in appropriate formats, that clearly communicate
(i.e., culled, organized, displayed)? what the culled and organized data say about the targets.
Who will conduct the factual analysis of the The data team will use the data overview process to involve grade level teacher teams,
data displays? counselors, and other stakeholders in the factual analysis of the summative data.
Step 5: How will the findings and conclusions be developed and disseminated?
Step
Who 5:
willHow will inferences, findings, and conclusions be made from the evidence?
determine:
Have theWhat messagestargets
improvement need tobeen
be met?
communicated?
How can the intervention be improved? Data team will again
Administrative team use theonData
based Overview
discussion process
with to lead
the data stakeholders as they craft inferences,
team.
WhywasTothewhom?
intervention successful? findings, and conclusions from the evidence.
WhywasWhen?
the intervention unsuccessful?
How?
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District and School Data Team Toolkit 6.1
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District and School Data Team Toolkit 6.1
Learner-centered
problem
measurable end
state (From logic
model)
Problem of
practice
measurable end
state
(From logic
model)
Step 3: Identify the data that will need to be collected and analyzed to provide evidence.
Data Needed How Collected? Collected by whom? Collected by when? How stored?
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District and School Data Team Toolkit 6.1
Step 5: How will inferences, findings, and conclusions be made from the evidence?
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District and School Data Team Toolkit 6.1
To whom?
When?
How?
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District and School Data Team Toolkit 6.2
Directions:
Part 1: Reviewing an Example
1. Review the Evaluation Report Outline (page 24) and the Evaluation Report Template2 (page 29)
with your team.
2. Some of the information that appears in the evaluation report can be provided prior to the full
implementation of the initiative. As a team, review the outline and template and identify those
areas that can be completed now. Assign responsibilities and timelines for the completion of these
sections.
3. Also review tool 1.4D Communication Organizer Template to help your team organize its
thoughts prior to completing the report.
4. Once the initiative has been fully implemented, complete the balance of the evaluation report and
publish it.
2
Portions of this tool were developed within the DATAUSE project (Using Data for Improving School and Student Performance)
by the consortium of partners including: Public Consulting Group, University of Twente (the Netherlands), Institute of
Information Management Bremen GmbH (Germany), Modern Didactics Center (Lithuania) and Specialist Schools and
Academies Trust (UK). For more information on the project please visit: www.datauseproject.eu
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District and School Data Team Toolkit 6.2
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District and School Data Team Toolkit 6.2
Original priority High school completion in the Hidden Valley School District
issue/focusing question
Learner-Centered Carter Tech has a large percentage of students who leave school before
Problem entering high school.
Students who have been retained one or more times in previous grades (K–7)
are over age for grade 8 and, in fact, many have reached the legal age to
Root cause
leave school. These students see leaving school and entering the work force
as a viable alternative to completing high school.
Leaner-Centered Problem: The percentage of students who leave Carter
Tech at the end of grade 8 will decrease from 70% in 2009–2010 to 30% in
2012–2013.
Problem of Practice 1: A system of tiered intervention to provide academic
support and counseling for grade 7 and 8 students who may not meet the
Improvement targets criteria for promotion to the next grade will be implemented in lieu of
retention by the beginning of the 2011–2012 school year.
Problem of Practice 2: The Carter Tech retention policy in effect during the
2009–2010 school year will be eliminated by the school board prior to the
beginning of the 2011–2012 school year.
The initiative began with planning in the spring of 2011 and started in earnest
with the school board’s approval of the elimination of the retention policy at
Carter Tech. After the policy was eliminated, the district facilitated a five-day
workshop for all grade 7 and 8 teachers, counselors, and administrators
where they became proficient with the concepts and processes involved in
Description of strategies differentiated instruction through tiered interventions.
and major actions taken
All teachers implemented this strategy at the beginning of the 2011–2012
school year by diagnosing the needs of individuals and developing unique
learning goals for each of their students. Students were also classified as Tier
1, 2, or 3 based on formative evaluations and the intervention team worked
with teachers to help them differentiate instruction guided by the analysis of
formative assessment data.
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District and School Data Team Toolkit 6.2
Implementation Date
Action Step Results
Indicator Completed
As of 9/1/11,
professional
Professional development funds were
development allocated and experts on
provider selected RtI were engaged to
Funds allocated Percent of staff provide the five-day staff
8/30/11
Workshop participation workshop which was
scheduled and held 8/25/2011–
Detailed Action conducted with 8/30/2011.
Step Results 100% participation 90% of eligible staff
participated in the
workshop.
85% of participants
scored at the proficient
95% of workshop
or above level on the
participants will
professional
demonstrate
9/10/11 development exit exam
proficiency on the
that was given and
professional
scored by the
development exit exam
professional
development provider.
Note: Information from the status section of the completed implementation monitoring plan can be
used here to summarize the results for one or more objectives.
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District and School Data Team Toolkit 6.2
Section 3: Evaluation Results (Use this section to summarize your results with data displays and written
descriptions of your findings relative to the evaluation questions).
The graph above indicates that the withdrawal rate at Carter Tech varied from a low of 40% in 2005–
2006 to a high of 70% in 2009–2010 and 2010–2011. At the end of the intervention year (2011–2012)
the rate had decreased to 50%. With the exception of a small decrease in the percentage of
withdrawals in 2007–2008, the trend was toward an increase in the withdrawal rate through 2010–
2011. Although there isn’t sufficient evidence to imply causation, the large decrease in withdrawals
during the intervention year suggests that the strategies employed may have influenced student
decisions to remain in school.
Although the improvement target of 30% withdrawal rate was not achieved, the intervention appears
to have had an impact on students’ decisions to remain in school and enter high school. The full effect
of the intervention may have been compromised by the small percentage of staff who did not attend
the summer workshop and those who did not demonstrate proficiency on the exit examination.
Classroom observations also suggested that these teachers were not able to implement differentiated
instruction in their classrooms. Analysis of the distribution of students across tiers also indicated that
a larger percentage of students from these teachers’ classrooms were referred for special education
interventions.
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District and School Data Team Toolkit 6.2
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District and School Data Team Toolkit 6.2
Section 1: Overview
Original priority
issue/focusing
question
Learner-Centered
Problem
Root cause
Learner-Centered Problem:
Improvement targets
Problem of Practice:
Description of
strategies and
major actions taken
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District and School Data Team Toolkit 6.2
Detailed Action
Step Results
Note: Information from the status section of the completed implementation monitoring plan can be
used in the results column to summarize the results for one or more action steps.
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District and School Data Team Toolkit 6.2
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District and School Data Team Toolkit 6.2
Suggestions modifications
Suggestions for
sustainability
Next steps
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District and School Data Team Toolkit 6.3
The following process is based on the idea of an after action review–a reflection tool developed BY the
United States military and used commonly in a number of industries for reflecting and learning after any
focused effort to accomplish a goal.
After your team has completed a project, but particularly after completing tool 6.2 Developing an
Evaluation Report, you should plan a meeting to reflect on what went well, what didn’t go as planned,
and what steps need to be taken next. To prepare the team for this meeting, you may want to organize
some documents for them to review as pre-work. If you have just completed an evaluation report, you
should send all team members the finished copy of the report and ask them to read it before coming to
the meeting. Below are the steps to guide the meeting. It is a good idea to appoint a non-participating
facilitator/note taker for this meeting. You may decide to bring someone in from outside the team to
serve this function.
Directions:
1. Start the meeting by re-iterating for the team the project you will be using for this reflection.
Remind people that the focus for conversation during this meeting will only be about topics that
are directly related to this project. If, during the meeting, important questions or issues are
raised about other projects, list them in a parking lot and in the meeting notes to be addressed
at a later date.
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District and School Data Team Toolkit 6.3
2. Open the discussion by using existing documentation (or the evaluation report) to review the
project under review. At a high level, either describe or ask the team to talk through responses
to the following questions:
What was the purpose?
Who was the audience?
What was the timeline?
Who was involved?
What outcomes were intended?
What were the strengths and challenges expected from the outset?
3. Distribute copies of the After Action Review Template (page 35) to each of the team members.
Read the four questions and explain that the team will conduct a focused brainstorm about each
one of them during the meeting.
4. Start with the first question. Team members should spend two minutes in independent, silent
self-reflection about the question in relation to the project.
5. The facilitator asks each person in turn to give one response to the question. The response
should be concise and should be in the form of a phrase or single sentence. This is recorded on
chart paper or a projected copy of the After Action Review Template where all can see. If a team
member wishes to pass, they may do so.
6. After all team members have had a chance to contribute one idea, the facilitator can open up
the conversation to allow anyone to contribute more responses to the question. Remain
focused on generating responses to the question without discussing them in detail until the
group feels they have captured all ideas.
7. Spend about 15–20 minutes in a focused discussion of each question before moving on to the
next question.
8. Finish the meeting by asking the team to reflect on key points or big ideas that came out of the
discussion. You may use the notes from the discussion to highlight items to review, but try to get
the group to make a few (2–5) clear statements about what the group has learned from the
project, what steps need to be taken next, and what lessons have been learned for use in the
future.
9. After the team has reflected and discussed the initiative, work together to complete the After
Action Review template.
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District and School Data Team Toolkit 6.3
2) What actually occurred? Did we complete all steps in our plan? Did we change course during the
project? Did we run into any expected or unexpected barriers? Did we meet with any expected or
unexpected successes? What outcomes did we achieve?
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