5 Factors for District Leaders to Align Vision and Action with MTSS

Leadership in MTSS

During the edLeader Panel webinar, “The Role of MTSS in District Improvement: Aligning Vision and Action,” three top-notch current and former district leaders discussed change management, focusing on how a Multi-Tiered System of Supports (MTSS) can provide an organizing framework for accomplishing strategic goals. The panelists shared practical strategies to help anyone from seasoned K-12 superintendents to up-and-coming administrators accomplish their district goals and lead confidently.

The insightful conversation felt like peek-a-boo access to a members-only VIP coaching session with recognized industry pundits, including one who achieved a 97 percent graduation rate. They encapsulated decades of experience in a CliffsNotes version of being an effective district leader, laying a blueprint for success. Consider the following five essential factors as must-dos for effectively leading through change—with MTSS implementation!

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1. Recognize the Influence of Top-Down Leadership in Achieving MTSS Success

All three leaders agreed that the infrastructure of MTSS provides the framework and scaffolding for constructing big ideas and providing structural support for educators and students across schools, locations, and districts. But they cautioned the process can’t be entirely successful without a dedicated leader.

“If you want to see something accomplished, MTSS or other initiatives, it’s critical for the superintendents to lead,” said Dr. Barbara Jenkins, former superintendent and current consultant at Jenkins Unlimited. Jenkins said leaders can’t just “delegate” the effort. Based on experience from districts across the U.S., she said “If the superintendent isn’t the chief visionary officer, if it doesn’t come from the top, you can’t expect a plan to stick.”

2. Develop a Strategic Plan to Maintain Direction for MTSS Success

Many leaders create plans that go unimplemented. Instead, ensure the strategic planning is inclusive, involving key stakeholders and being co-owned by the superintendent and school board. Ensure it’s a living document to help drive focus. “We’ve been able to stay disciplined through the strategic plan. MTSS drives that continuous process of what we do. We review, we act, we plan that whole circle on a timeline, but most importantly, what gets measured gets done... It keeps us honest with ourselves,” said Dr. Mary O’Meara, Superintendent of Plainview-Old Bethpage Central School District (NY).

According to Jenkins, what you say “no” to is just as important as the plan. She coins it “purposeful abandonment.” The term means the deliberate and apparent abandonment of things on your plate to prioritize what matters.

3. Back to Basics with Regular Progress Checks

O’Meara shared a simple but explicit approach, “You plan it, you do it, you check it, and then you take action to adjust it again.” Reporting doesn’t have to be exhausting, and consistent feedback can provide reassurance that everyone’s headed in the right direction. Jenkins said the progress monitoring and continuous improvement are critical.

4. Build Buy-in by Streamlining MTSS for Educators

All panelists said to lead with the “why.” “You can’t just say, ‘I’m from the central office and I’m here to make your life easier.’ That is not enough. You’ve got to demonstrate how this will help their work in the classroom,” said O’Meara.

Look for ways to offload mundane tasks or over-reporting. Essentially, make things easier and help teachers become more efficient and effective with their time so they can spend more time addressing the needs of their students.

5. Leverage Data Analytics to Enhance Clarity and Success

“We are data rich but decision poor quite often in K-12,” said Jenkins. Too often, people’s opinions or doing “things the way it’s always been done” drive decisions, not the data. Ask, “What does the data tell us?” or “What does the evidence tell us?” It provides clarity and illuminates a path for prioritizing efforts. Macbook_TierMovementReport (2)

Branching Minds Tier Movement Report

Use the data to track progress and measure toward critical milestones. Jenkins simplified it to, “You can’t improve what you can’t see.” Keep data front and center and in places where all can monitor it, such as an online dashboard or a website.