More About Ann

 

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More About Ann

Ann Delehant is an experienced facilitator, learning leader and agent of system-wide change. Ann’s current work focuses on improving learning and achievement for all students by…

  1. Building a more collaborative culture with all key stakeholders
  2. Developing leaders at all levels
  3. Facilitating the work of teams as they strive to make significant decisions
  4. Ensuring that professional learning communities maintain focus on student success by making excellent use of available time for team learning
  5. Reviewing and auditing schools and programs to provide important feedback to leaders who want to improve practice.  Conduct interviews and focus groups with key stakeholders, gather evidence, identify the emerging themes and prepare summary reports identifying strengths/successes and challenges/opportunities.
  6. Designing and facilitating professional learning programs
  7. Supporting the work of instructional coaches and coaching programs in schools and districts
  8. Supporting the development and implementation of teacher evaluation and professional learning systems that have the intention of improving teacher and administrator quality

Ann is committed to building internal capacity, strengthening collaborative cultures, facilitating data driven decision-making procedures ensuring the inclusion of many voices, developing teams, and facilitating systems change.

makingmeetingswork
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Ann is a member of The Dolan Team, a management-labor consulting firm that specializes in deep systemic change. Ann is a senior consultant for Learning Forward (formerly National Staff Development Council), the professional organization committed to ensuring success for all students by applying high standards for professional learning for all educators.  Ann is on the faculty of the University of Pennsylvania Center for Educational Leadership program focused on Distributed Leadership.  She also works as a consultant for AASA, the School Superintendent’s Association. Ann is also a consultant with the Consortium for Educational Change (CEC), an organization that builds collaborative structures, processes and cultures with and among key educational stakeholders, including labor and management, to transform educational systems to continuously improve learning and achievement for all students.

Ann has other notable state and national affiliations.  She served as a Trustee of Learning Forward (formerly National Staff Development Council) and was a founding member of Learning Forward New York.  She received the NSDC Distinguished Service Award in 1996.  She was a founding member of Coaching School Results.

Ann is the author of Making Meetings Work (2006), co-published by Corwin and Learning Forward.  She wrote Chapter 2 Introductions: Systems in the 3rd edition of Powerful Designs for Professional Learning, edited by Lois Brown Easton.  Delehant and Associates is a recognized Woman Owned Business (WOB) in New York State.

 

Encouraging the Work of Collaborative Teams

Facilitating Collaborative Work – serve as an external facilitator/change agent assisting teams as they establish collaborative and reflective committees, guide the pace and direction of their work, develop strategic work plans, solve problems, resolve conflicts and make collaborative decisions

Understanding Systems and Change – identify issues that challenge systems; assess the state of the culture and the  “system in place;” apply research about systems and change; develop plans and design strategies for overcoming resistance

Community Building – reflect on the process of building a community; consider issues related to trust, develop strategies for working together effectively

Strategic Planning – develop vision, mission, values, goals, short and long-range plans and accountability systems

Professional Learning Communities – review the research and best practices about professional learning communities; provide training for PLCs; introduce protocols to ensure that time is spent productively

Making Meetings Work/Facilitation Tools – introduce tools to establish agendas, understand roles, set norms, seek input, prepare minutes, and facilitate efficient/effective meetings

Decision Making – review styles of decision making; understand uses of each; study processes for achieving consensus; audit current decision making practices; determine WHO gets to make WHAT decisions

Conflict Resolution – learn strategies to resolve differences; practice using processes (including mediation) to solve problems and resolve conflicts, assess personal style dealing with conflict

Communication Skills and Structures – define processes to elicit input/feedback and build ownership for work

Stakeholder Engagement – determine methods for engaging staff, parents, students, community members and others in school reform/restructuring efforts; use conversations outlined by Peter Block to build community and shift the thinking of teams

Using Data to Make Great Decisions

Using Data to Solve Problems – use tools to interpret and analyze quantitative/qualitative data to ensure that decisions are made using the best available data; become familiar with a variety of tools for analyzing, organizing and reporting data; establish a safe culture to use all data

Creating an Accountable System – define success indicators and performance measures that will be used to report progress in the classroom, school and district; establish accountability processes

Achievement Gaps – use student data to analyze needs; develop a pyramid of interventions that result in improved student performance; develop capacity to have conversations about achievement gaps

Designing, Implementing, Assessing, Professional Development

Effective Professional Development – teach teams to use professional development standards, research and best practices; develop theories of change to guide planning and design

Professional Learning Planning – audit current practices; work with teams to align personal/team professional development plans with district/school improvement plans and state goals

Personal and Professional Coaching – serve as an advocate for individuals to achieve goals in all areas of life

Facilitating the Work

Diagnostics – audit structures, processes, collaborative culture, committee structures, fidelity of implementation, decision making patterns, leadership, IT system, change strategies and other critical issues

Open Systems Meetings – engage voices of stakeholders to design of short/long term plans

Reflections/Study – establish teams and processes to ensure that teams reflect on and learn from practice