AMI’s Bold Goal in ActionPhoenix, AZ, USAAMI REFRESHER COURSE

February 19, 2018

DESIRED OUTCOMES FOR TODAY

Joy.

Understanding of AMI’s Bold Goal Strategy for Impact.

Excitement about our Great Work – the Activities AMI’s Bold Goal Strategy directs us to undertake, track, and when we see breakthrough success, to spread as fast and far as we can.

Commitment to help in every way you can to build coordination into AMI’s system to triple training, create policy visibility, quadruple outreach, and double professional support.

Intention to hold yourself and your AMI professional community accountable for doing the work that we recognize as the keys to achieving AMI social impact in the U.S.

Joy.

GROUNDRULES FOR JOY – BRING A LEADERSHIP MIND TO BOLD GOAL CONVERSATIONS

• Leave badges at the door

• Beginners mind

• Don’t be boring

• Trust the Group

• No bulldozing

• Abundance not scarcity

• Commitment to action

• Focus on the truly long-game

GROUNDRULE FOR JOY – LEARN IN ACTION IN BOLD GOAL ACTIVITY

• Good enough is perfect.

• Remember the problem you are here to solve – 1/5/10/20/100.

• Have the Right Conversations -<15% Critique, >85% Consensus.

• Commit to structured maximum inclusion.

• Be fierce only about outcomes: Tight about the What, Loose about the How

• Preserve the core and stimulate progress.

• Generate your own net forward energy: Ally-listening, Say it to all or none, Self-silencing leaders.

• Mistrust

• Denial

• All the answers• Focus on turf

• Reactivity• Focus on what we can’t do

• Fears and worries

• Talk about problems• Blame

• Judgment

• To believe change is possible

• Commitment

• Learning in action• Live into our social responsibility

• Proactivity• Focus on what we can do

• Seek shared opportunities

• Be accountable to outputs and outcomes• Openness to something better

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GROUNDRULE FOR JOY & IMPACT –BE A SOURCE OF NET FORWARD

ENERGY

Understanding of AMI’s Bold Goal Strategy for

Impact.

What is a Bold Goal again?

Required for anything more than incremental progress.

Required for sustainable change at scale.

Conveys urgency.

A simple tool for aligning and organizing willing stakeholders.

Makes prioritization decisions clear and purposeful.

Establishes a bottom line against which to measure progress.

Clarifies the type and scale of resources required.

Promotes new types of purposeful collaboration.

AMI Bold Goal, Drafted 2/16/2015, by AMI and U.S. training center and affiliate community at Future of Training meeting, Atlanta, GA.

In 5 years, we will triple the number of AMI-prepared and supported adults working in education to achieve social

impact in the U.S.

Bold Goal Project History: How We ‘Did’ Strategy

WHAT WE ACTUALLY DO, HOW WE DO IT, AND HOW

WELL WE’RE DOING IT

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SUBGROUPS

DECLARE PROGRESS TRACKING TARGETS &

INDICATORS

TEAM BUILDING

STRATEGY EVOLUTION

LEADERSHIP DEVELOPMENT

IMPACT EVALUATION

INSTITUTIONALIZATION

A BG: WHAT WE WANT TO DO AND THE

BEST WE ESTIMATE WE

CAN DO IT

SWOT

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PROTO STRATEGY

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NARROWING / RANKING

DECLARE STRATEGIES &

OUTCOMES

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LOGIC MODELS

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ACTION PLAN & COMMIT

YEAR 1 report

WE ARE HERE

18%12%

12%

11%--

7%

--5%

4%

--3%

PATHWAYS INTO AMI Training: What We Know

Who comes?

• 95% female, often Moms

• Usually, aged 25 - 40

• In 2015, MLC found 13% of trainees were 19 – 25*

• Educated (54% MA/85% BA)

• Vast majority from within ≈ 35 mi. of a training center

Source: BG 2016 Training Survey (*MLC 2015 Trainee Survey)

Source: BG Training Survey, 2016

Pathways In

Source: AMI Training Center Surveys 2013 – 2015 and 2016 Bold Goal AMI Training Survey

2013 – 2015 TRAINEES BY CENTER WITH HOMETOWNS

Pathways In

DEFINING MOMENT

AMI’s Bold Goal statement holds the key to our Bold Goal strategy

In 5 years, we will triple the number of AMI-prepared and supported adults working in education to achieve social

impact in the U.S.

AMI Bold Goal Strategy: IMPACT = f(C x A x E)

WHAT STRATEGY POSSIBILITIES DOES THIS IMPACT EQUATION CREATE FOR AMI?

AMI IMPACT = f(C x A x E)

A = Preparedness of adult

C = # of children

E = Fidelity of environment

Refining the SWOT: Laser Focus on ImpactThe reason we conducted a Bold Goal strategy SWOT was to:

1) Identify buckets of work and intent (i.e., outcomes we seek)2) Analyze and rank strategy opportunities based on:

Estimated Impact 2X(f(C X A X E))

+ LOE estimate (1 – (1 – 5))

+ Feasibility estimate (1 – 5)

+ Measurability (1 – 5)

Strategy Rank

Excitement about our Great Work.

Excitement about AMI’s Great Work –The developmental activities the Bold Goal Strategy directs us to take, to track, and when we see breakthrough success in any area, to spread as fast and far as we can.

This is the rocket fuel for AMI social impact. Please use it accordingly.

AMI has a world-changing offer for society but is not yet achieving the social impact that our mission demands. The Bold Goal strategy to triple AMI’s presence in U.S. education within five years is our response.

• Tripling the number of annual AMI trainees for certification.• Creating policy-level awareness of AMI outcomes for children.• Doubling delivery of annual AMI outreach courses.

• Quadrupling AMI professional development delivered to AMI trainees and others working in child development.

The slides that follow present AMI’s Bold Goal strategy for social impact. We define impact as a function of the children we reach (C), the preparedness of the adults encountered (A), and the fidelity of the environments in which they interact (E). This clarity directs our work towards four proximate (by 2021) goals that we know drive impact, or I = f (C x A x E):

AMI Bold Goal Strategy

AMI BOLD GOAL STRATEGY, DRAFT 5, OCTOBER 2017, DO NOT DISTRIBUTE

v AADULTS• ­ NUMBER• ­ DIVERSITY• ­ TRAINING• ­ REACH• ­ RETENTION• ­ ENGAGEMENT

ACTIVITIES TO RUN

CCHILDREN• ­ NUMBER• ­ DIVERSITY• ¯ AGE AT

ENROLLMENT • ­ DURATION

INCREASE ANNUAL # OF COURSES DELIVERED BY ‘AMI NETWORK’ (tbd). TRACK REACH & REVENUE• $ TO TRAINERS, TCs, SCHOOLS, OTHER AMI (TBD)• % IN / FOR NEW COMMUNITIES.• % AT PUBLIC SCHOOL DISTRICTS.• # ATTENDEES AND ROLES, E.G., PUBLIC TEACHER,

PARENT, DOULA. • % WEB AND VIDEO-ENABLED.

EENVIRONMENT• ­ FIDELITY • ­ NUMBER• ­ SPREAD• ­ PENETRATION

­ AMI ADULTS IN PUBLIC.­ DIVERSITY OF AMI ADULTS. ­ MONTESSORI ECE DEMAND.­ PUBLIC $ FOR MONTESSORI.­ DEMAND FOR MONTESSORI

BEYOND ECE.­ PUBLIC $ FOR AMI TRAINING

TRIPLE ANNUAL # CERTIFIED TRAINEES (ASS’T., TEACHER, TRAINER). TRACK TRAINING # AND SIZE:• # IN / FOR NEW COMMUNITIES.• % TRAINEES INTO / FROM PUBLIC. • % TRAINEE DIVERSITY.• % AT LOWER TOTAL COST THAN PREVIOUS.• % DELIVERED ON HIGH-DEMAND SCHEDULES.• % WITH TECHNOLOGY-ENABLING FEATURES.• % RECRUITED FROM NEW COURSES (BELOW).

­ DEMAND FOR AMI TRAINING, ESP. AMONG PEOPLE OF COLOR

­ JOBS IN EDUCATION AVAILABLE TO AMI ADULTS.

­ LONGEVITY IN AMI NETWORK.

­ AWARENESS OF AMI MISSION /ESF ALIGNMENT.

INCREASE ANNUAL # PD EVENTS FOR 1) AMI MEMBERS AND 2) ADULTS WORKING W/CHILDREN. TRACK # EVENTS & ENGAGEMENTS, # ATTENDEES:• # REQUESTS FOR PD & % MATCHED TO SUPPORT.• % FOR TEACHING (E.G., LEARNING CHALLENGES).• % ADMIN. (E.G., PARENT COMMUNICATION).• % NEW AMI TOOLS (E.G., STRAT MARKETING). • % FOCUSED ON SJ & AMI NETWORK RENEWAL.

­ PLACEMENT OF AMI ADULTS …IN ALL SCHOOLS.

­ …IN PUBLIC ADMIN.­…IN NEW REGIONS. ­CONCENTRATION OF AMI AT

INDIVIDUAL SCHOOLS.­ SUPPORT ‘IN THE FIELD.’

• DESIGN, SITE, STAFF, AND DELIVER MORE ACCESSIBLE TRAINING, PARTICULARLY FOR PUBLIC SECTOR TRAINEES.

• CREATE FINANCIAL SUPPORTS FOR TRAINEES.

• DEVELOP AND DEPLOY A TEACHER TRAINEE RECRUITMENT STRATEGY.• FOCUS ON DIVERSITY (E.G., TFA, CITY YEAR).

• W/ PARTNERS ACROSS MONTESSORI, ADVOCATE FOR EASIER STATE CERTIFICATIONS AND MORE POSITIONS FOR CERTIFIED MONTESSORI.

• PREPARE ‘AMI NETWORK’ TO BROADLY PROMOTE AND PROFITABLY DELIVER NEW, ACCESSIBLE COURSES, ON TOPICS SUCH AS CORE KNOWLEDGE OR PRENATAL TOPICS TO CHILD DEVELOPMENT PROFESSIONALS.

• CONVENE AMI TRAINEES ON SOCIAL JUSTICE, AND SCHOOL COMMUNITIES ON MONTESSORI IMPACT TO REFRESH AMI, PUBLICIZE OUR MISSION, AND FORGE AVENUES TO TRAINING.

• CREATE AND PROMOTE PEER AND OTHER PROFESSIONAL DEVELOPMENT (PD), SUCH AS:• 1:1 MENTORSHIP (E.G., TECH-ENABLED).• VISITING ADVISORS • WHOLE-SYSTEM SUPPORT

OUTPUTS TO CREATE / TRACK OUTCOMES WE NEED IMPACT WE SEEKBUSINESS PLAN FOR AMI & TC

REVENUE 1

PARTNERSHIP STRATEGY:

ADVOCACY & PUBLIC SECTOR

EXPANSION 4

FUNDRAISING:STRATEGY 3

TRAINING CENTER

STRATEGY 2COURSES, AID, RECRUITMENT & PLACEMENT.

TALENT STRATEGY 6

CREATE AWARENESS OF AMI OUTCOMES. TRACK:• # PLACEMENTS IN ED POLICY JOURNALS.• # INVITATIONS FROM POLICY AUDIENCES.

FOUNDATIONS

AMI Bold Goal Strategy Logic Model—Six-Prongs: Business, Scholarship, Partnership, Communications, Talent & Data

• DEVELOP SCHOLARSHIP FOR POLICY MAKERS ON AMI OUTCOMES, ESP. POVERTY FOCUSED.

AMI BOLD GOAL STRATEGY, DRAFT 5, OCTOBER 2017, DO NOT DISTRIBUTE

AMI COMMUNI-

CATIONS INTERNAL

PLATFORMS & EXTERNAL

INTENTION-ALITY 5

Directorate for Bold Goal Implementation

DRAFT

DBGI TARGET TWO-YEAR OUTCOMESWith a bridging investment to support the DBGI for two years, AMI will:

• Establish national, coordinated support services for AMI training to support tripling of AMI trainees for certification by 2021 from 2016 levels per the Bold Goal and to establish a platform capable of supporting exponential growth in trainees after 2021.

• Ensure dissemination of scholarship aimed at policy visibility for AMI’s outcomes for children.

• Partner across the U.S. Montessori landscape to spread quality Montessori in the public sector through 1) shared messaging around teacher certification, and 2) joint, targeted, and research-based communications for parents on Montessori’s value and certified Montessori teachers.

• Build internal communications processes between AMI headquarters and U.S. operations to:

o Support delivery of revenue- and interest-generating outreach courses by AMI.

o Connect through communications our AMI membership and school communities to regularly refresh and renew each other in our shared mission (I = f(C X A X E)), and

o Identify and support talent within the AMI network to ensure a steady pipeline of trainers and other mission-critical AMI leaders for the next 10-, 20- and 30-years.

• Promote a nationwide network of professional development offerings prioritizing support to AMI trainees and schools, but also available to child development practitioners more broadly.

These are the outcomes against which AMI will track success and around which we will manage the DBGI. They come from our Bold Goal strategy, which was developed as a whole community effort (See Appendix A, Outputs).

DRAFT

Commitment to do everything you can.

Commitment to help in every way you can to build-in coordination to AMI’s system focused on tripling training, create policy visibility, quadrupling outreach, and doubling professional support.

Bold Goal Implementation

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SUBGROUPS

DECLARE PROGRESS TRACKING TARGETS &

INDICATORS

TEAM BUILDING

STRATEGY EVOLUTION

LEADERSHIP DEVELOPMENT

IMPACT EVALUATION

INSTITUTIONALIZATION

OCT 2017 - 2021

DECLARE STRATEGIES &

OUTCOMES

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LOGIC MODELS

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ACTION PLAN & COMMIT

OCTOBER 2017

PHASE 1 -MARCH 2018

REFRESH -JUNE 2018

PHASE 2 –JUNE 2018 - MARCH 2019

REFRESH -JUNE 2019

PHASE 3 -MARCH 2020

REFRESH -JUNE 2020

SUSTAIN & SPREAD

AMI BOLD GOAL STRATEGY, DRAFT 5, OCTOBER 2017, DO NOT DISTRIBUTE

WE ARE HERE

REQUESTS AND OFFERS

Engage in a marketplace with your colleagues to exchange real needs and real assets.Engage

Share strategy information (data) widely among colleagues and partners.Share

Expect that if you show up with offers that are genuinely in service to the outcomes we seek and you state the outputs you offer to be accountable for, your network will meet you with abundance.Expect

Make Bold Goal strategy request and offer sessions a regular part of every AMI conversation to deepen our network, embed ourselves in a strong system, and capture leverage.Make

LEAVING IN ABUNDANCE

What excites you about what happened here?

What will the world be like when AMI achieves our goal?