Growing to the Next Level Continuous Improvement

Growing to the Next Level Continuous Improvement
Lenoir County Public Schools Growing to the Next Level Continuous Improvement Facilitated by Tezella G. Cline, Professional Development for Senior Staff Instructional Effectiveness Team School Administrators Teachers of the Year Presented by Tezella G. Cline, Professional Development Specialist Welcome to this continuous improvement activity focused on the revision and development of our mission and vision statements. This is a part of our overall strategic planning process and it is also closely connected to our district accreditation process that we are planning for. We are excited to have you here and we look forward to working with you! Today we are glad to have our Superintendent, members of our Senior Staff, our Instructional Effectiveness Team, our Principals, and our Teachers of the Year. You have been asked to come together to actively participate in and to contribute to the process of continuous improvement in Lenoir County Public Schools. Leaders at the district level have the responsibility to set the tone for collaboration and to involve all stakeholders. Holding this working session is one strategy that we are using to do just that. Following our session today, you will be asked to return to your schools and work as teams to facilitate a session like this one with your teachers.

Our Ultimate Outcome To build and maintain a highly effective educational organization with a culture for continuous improvement Why are we doing this? We want to build and maintain a successful educational organization with a culture for continuous improvement.

Getting Started Topic: Revising and/or writing our Mission Statement and developing a Vision Statement Why? Why Now? What outcomes might we expect? Let’s explore… The question of Continuous Improvement… Are we up to the challenge of continuous improvement? Today we want to continue the process of developing a District Mission statement and a vision statement. We are doing this because these statements give clear direction to the organization about who we are and our purpose. The vision statement describes what we hope to become in the future. Why now? – This is the perfect time because After so many years, the organization needs to revisit these statements to refocus, recommit, and to renew itself. The second reason is that we are preparing to complete the district accreditation process and this is actually a task that must be addressed for that process for Standard I – Vision and Purpose. We are also engaged in a Comprehensive Needs Assessment… this is a self-assessment through DPI. We now have new professional teaching standards in our North Carolina and we have new evaluation instruments for administrators and for teachers that are based on these standards. There is a New Vision for Teaching, and the curriculum standards for students is changing as well, so we must ensure that we are aligned with these new standards and the new vision at the local level. Now is also the right time for revision because of the current focus on the 21st Century Framework Each of these reasons that support the timing of this activity. This is the Perfect Time ! Each of these activities supports continuous improvement. Engaging in these processes will have various results in our district… Some include: There will be increased reflection, focus, and self-examination of our practices and our current status. We also expect to see questioned and to have to provide evidence that we are doing what we say we are doing. This will also produce increased collaboration between and among all stakeholders. Although this process will thrust us into the spotlight, it should ultimately allow us to learn from our shortcomings and to enhance our current practice. In addition, we expect that because of these experiences, we will adopt practices that will create a culture of continuous improvement in Lenoir County Public Schools.

We accept the challenge of continuous school improvement!
As was stated in the book… “We are not prepared to accept the conclusion that it is impossible to improve schools. Nor do we believe that improvement can only happen when parents provide schools with a better class of students and society has solved all of its problems.” So, what we are saying… in LCPS is that we Accept the Challenge of continuous school improvement! WE believe that there is no better time than now for our students! We will not blame others, we will meet our challenges head on. (Optional - read from slide) Responder question: Do you agree that we should take on the challenge of continuous improvement? Agree or Disagree DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development. Pg. 12

Guiding Principles Guiding principals provide boundries for work, behaviors, and attitudes among stakeholders. The work of the district stakeholders. These principles should guide all decisions, actions, and thoughts as we work. Seek what is in the best interest of all students Establish, preserve, and enhance relationships Ethical / Professional /Legal Commit to high quality in all that we do Foster a culture for improvement (Reflection, Questioning, Collaboration, Data analysis, Planning, Self assessment) Model what we teach and what we expect Optional Activity… (Copy for each person and one for each table.) Ask each person to provide comments and feedback to enhance them by writing on the table copy. Collect the table copy with the comments. (example: each starts with verbs except one Ethical…) Say: The models, strategies, and procedures that we will explore and use today come from leaders in our field such as Richard DuFore (1998) Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement ppg. 66 – 67. Also from Arthur Costa, Cognitive Coaching Model Thomas Guskey – Evaluating Professional Development Hold a table conversation to come to an agreement about this question: How might these principles support and guide our work in all that we do in your current, and future job in the district? Responder Question: I support and agree with these statements as Guiding principals for our work within the organization (district). Agree or disagree

To foster ongoing collaboration among all stakeholders
Outcomes To foster ongoing collaboration among all stakeholders To magnify the focus on student achievement and effective teaching Focused on continuous self-assessment and continuous improvement …

Objectives To reflect on and list personal beliefs about teaching and learning To think critically about school improvement (mission and vision) To distinguish between mission and vision Who are we? Why do we exist? What do we want to look like in the future? To examine a process for developing these statements To identify next steps as we move forward We are here today to engage in collaborative reflection and discussion focused on the work, the mission, and the vision of our organization. As a result of our time and efforts today, we expect to emerge from this room with several draft statements that represent our beliefs as professional educators. These statements will become the springboard that will allow guide all stakeholders to having a voice in the development of our organization’s future. As we begin, I ask that you approach this session with an open mind and ready to think critically and to work collaboratively. Now, let us review our objectives for today:

Process for Developing a Mission & Vision Statement
Bring representatives from each school together Each representative return to their schools to discuss Representatives return to district level to bring and discuss each schools input A common district statement should be developed The personnel in each school should be asked to develop their own statements for their schools The district vision statement should be reviewed and endorsed by each school A district vision statement is finalized and shared with schools Explain flow chart as they review it. “This strategy offers the best hope for both consistent direction throughout a school district and teacher ownership of the final product”. DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development.

Each School Posts to wiki
Table Group 1 Table Superintendent Superintendent Superintendent Table Group 2 Table Senior Staff School Administrators Table Group 3 IET Table Stakeholder Input Teachers of the Year Schools Each School Posts to wiki District Mission, Vision Table Group 4 Table IET Senior Staff Senior Staff Explain the brace map as they view it. Table Group 5 Table IET School Board Table School Board Group 6 Table

It starts with you! My Personal Beliefs
So, let’s get started by reflecting on and by sharing our beliefs. Our beliefs include what we value and what and how we think.

Beliefs… Driven by what we Feel and Think
We are driven by what we feel and think. These beliefs will ultimately shape our mission and vision statements.

Vision Mission Beliefs

Beliefs What are your beliefs about student learning and teaching? (education) What do you believe about continuous school improvement? Other Beliefs Optional Handout (use this or the tree map) From page 12 of Professional Learning Communities at Work. (DuFour and Eaker, 1998) Participants need to consider their individual thoughts about these questions… Directions: 1. Each person should write their beliefs that they have about education. Write on the sheet provided. This will be their worksheet. (Handout) Explain: WE must first reflect on our individual beliefs and discuss these before we can move forward to examine the mission statement for our district. What we believe drives why we are here and our beliefs drive what we are striving to become. Next, Each person gets two index cards and each table gets one sheet of chart paper. Tables will need tape. (use clear tape to put index cards onto charts) 2. Each person writes one belief on an index card. Next, participants take turns sharing their card with their table groups (share then place on chart) By the end, they will have 10 beliefs on chart paper for table group. This conversation will be our entry point…

Personal Beliefs What do you value? Why do you have these beliefs?
Beliefs about student achievement and teaching Beliefs about education Beliefs about continuous improvement in education From page 12 of Professional Learning Communities at Work. (DuFour and Eaker, 1998) Participants need to consider their individual thoughts about these questions… Directions: 1. Each person should write their beliefs that they have about education. Write on the sheet provided. (Tree Map)T his will be their worksheet to write as many as they’d like to write. (Handout) Explain: WE must first reflect on our individual beliefs and discuss these before we can move forward to examine the mission statement for our district. What we believe drives why we are here and our actions and our practices point to what we are striving to become. Next, Each person gets two index cards and each table gets one sheet of chart paper. Tables will need tape. (use clear tape to put index cards onto charts) 2. Each person writes one belief on an index card. Next, participants take turns sharing their card with their table groups (share then place on chart) By the end, they will have 10 beliefs on chart paper for table group. Give this sheet as a handout. Participants write their beliefs on tree map (individual) Next, do the metacognitive frame by reflecting on what they value most and why they hold these beliefs. Discuss personal beliefs as a table group Next, ask participants to select the two beliefs that are most important to them and write those on index cards (each belief on a card) Each participant should place their two beliefs on the chart paper (use tape to post cards) Chart Title: Beliefs – Table I Finally, work as a table group to look for beliefs that overlap or repeat (remove those) then, agree on and write two beliefs for each table that you could never let go of. Post those beliefs on sentence strips and post them. (Two sentence strips per table) Why do you have these beliefs? TGC/ PD/ LCPS, 2009

Beliefs – Table #___ Directions:
1. Write individual beliefs about education on tree map (handout) Next, do the metacognitive frame by reflecting on what you value most and why hold these beliefs. 2. Each person selects two beliefs that you value most and place each one on an index card 3. Discuss personal beliefs and share your two beliefs and place index cards on chart 4. Write title on chart - Chart Title: Beliefs – Table I 5. Finally, work as a table group to look for beliefs that overlap or repeat (remove those) then, agree on and write two beliefs for each table that you could never let go of. 6.Post those two beliefs on sentence strips and post them. (Two sentence strips per table) 7. Post the two strips at the bottom of the chart below the index cards

Beliefs – Table #1 All Students can learn All students and
All students should Have access to technology All Students can learn All students and Staff should have a safe environment Each table will produce a chart with index cards (2 from each person at the table) and two strips at the bottom of the chart. 12 Charts (one from each table) Post the charts on the wall, or place them on tables for all to see.

Values Clarify how we intend to make our shared vision a reality
Identification of specific Attitudes Behaviors Commitments that must be made in order to advance toward the vision Once the shared vision is developed, educators must agreed values they intend to promote and protect. DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development. Pg. 89 – 93.

Vision Mission Beliefs
And now with our beliefs at the surface … let us prepare to move forward to reviewing our mission … Beliefs

National (NCLB/ 21st Century Framework/ Advanced Ed Standards)
State (DPI) – State Mission and Goals The guiding mission of The North Carolina State Board of Education is that every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century. (Handout) As we prepare to revise or develop a district mission statement, we know we must acknowledge our beliefs, but we also must make sure we support the larger organization that we are a part of. Our district statements must support our national standards and our state mission And goals. Then, each of your schools must support the national, state, and local mission and goals. These statements should drive everything we say and do. Local (LEA) – Local Strategic Plan, Mission, Goals Preparing all students to be competitive and productive citizens in a global economy.

We must also keep in mind…
New North Carolina Professional Teaching Standards North Carolina Ethics for Educators Our own values and beliefs My Personal Beliefs Include copies for tables ( Professional Teaching Standards, NC Ethics) Remember that we must also connect with and support these…

Vision Mission Beliefs

Mission identity purpose values philosophy
Therefore let us begin to examine the development or revision of a mission statement. values philosophy

The Mission Statement Every organization needs to define its fundamental purpose, philosophy, and values. The mission statement clarifies the essence of an organization’s existence. It describes the needs an organization was created to fill and answers the basic question of why it exists.

Why have a mission statement?
The mission statement provides the basis for judging the success of the organization and its programs. A powerful mission statement attracts donors, volunteers, and community involvement. It helps the organization and its stakeholders to verify whether the organization is doing its intended job and making the right decisions. It provides direction when the organization needs to adapt to new demands, helps the board to stay true to its primary purpose, and serves as a touchstone for decision making during times of conflict. The mission statement can also be used as a tool for resource allocation.

The Mission Statement NAME OF THE GROUP PURPOSE OF THE GROUP
A missions statement is a brief statement written about a group organization, business or club that gives the… NAME OF THE GROUP and… PURPOSE OF THE GROUP (why it was formed)

A Mission Statement States the purpose of the company.
Impresses the public. Motivates the existing employees and those who seek employment. Reflects the work, purpose, principles and goals of the organization Is short and simple. Avoids jargon. A mission statement is a summary of a company's description It is not a mandatory statement but used to expose themselves to the people they do business with. It states the purpose of the company. It should impress the public. It should motivate the existing employees and those who seek employment. It should be short and simple. Avoid jargon. It should be convincing as well. The mission statement should reflect the work, purpose, principles and goals of the organization. Should be a statement that all employees can support and believe in.

Characteristics of a mission statement
An effective mission statement is concise, to the point, realistic, operational, inspirational, motivational, informative, and even emotional. It is not too abstract or even too intellectual. The mission clearly states the purpose of the organization. It is forward-thinking, positive, and describes success. It is clear and focused so that the reader can identify with the statement. It reflects the organization’s values, and clearly enumerates the reasons why the organization exists.

School Mission Statements
A typical Mission Statement… Proclaims the belief that all students can learn Acknowledges that the school has been established to ensure that learning takes place

What is the Purpose of a Mission Statement?
An organization's mission is an expression of the values you want to see implemented in your community. A mission statement is a stable foundation on which to base planning-both for the long- and short-term. Mission statements serve as a good measure of the integrity of a team-there must be consistency among and between the values, vision, goals and objectives, and strategies. The heart of a vision of mission is not the actual words, but the process and act of creating it, and then making a commitment to carry it out.

Creating and revising a mission statement
Creating a mission statement is a group effort. Board members, present and past officers, staff, members, donors, and constituents can provide valuable input during the creative process, but the final wording of the statement needs to be approved by the board. Website

Creating and revising a mission statement
Should be referred to continuously Should be reassessed on a regular basis Should be present everywhere: on letterhead, brochures, the Web site, and other official documents. Should be referred to in the articles of incorporation and the bylaws Before joining a board, all potential board members should review the mission statement to verify whether their understanding of the purpose of the organization is compatible with their own beliefs. The mission statement should be referred to continuously. It should be reassessed on a regular basis and not simply tucked away in a binder with other board documents. It should be present everywhere: on letterhead, brochures, the Web site, and other official documents. It should be referred to in the articles of incorporation and the bylaws. Before joining a board, all potential board members should review the mission statement to verify whether their understanding of the purpose of the organization is compatible with their own beliefs. It should guide our work!

Samples of mission statements
When developing a mission statement, the drafters should think of what the organization is trying to accomplish rather than how it will get done. Note the following examples:

Consequence Wheel/ Ripple Effect
Mission Statement This is a consequence wheel. It is used to activate thought and to facilitate discussion about a topic. It also allows one to consider the consequences or “ripple effects” that may result from the center event. The consequences may be positive or negative. So you write your own ideas on your wheel. What are some consequences that occur as a result of writing or revising a mission statement? Then… Within the Frame… make the personal connection to tell how you know what you know about mission statements. What experiences have you had with a mission statement? What have you read about developing a mission statement? Do you know of an example(s) of mission statements? Etc. Now, think about how you would characterize these consequences… (positive or negative)? Why do you characterize them as such? (Because they are leading to or all taking about “improvement”. ) Ultimately when you engage in writing a mission statement and goals your underlying purpose for doing so is not only to tell your purpose, but to improve your organization.

School Improvement If teachers and principals believe that student learning remains outside of their influence and there is nothing they can do to overcome these external variables, the idea of school improvement will seem futile if not downright ridiculous! Unfortunately, if educators continue to argue that they cannot be responsible for students’ learning until the problems of society are solved, they are essentially saying that they will never accept responsibility for their students’ learning. If they are content with the assertion that “we are not as bad off as everyone says we are,” they will not create organizations capable of continuous improvement. DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development. Pg. 12.

We accept the challenge of continuous school improvement!
As was further stated in the book… “We are not prepared to accept the conclusion that it is impossible to improve schools. Nor do we believe that improvement can only happen when parents provide schools with a better class of students and society has solved all of its problems.” So, what we are saying… in LCPS is that we Accept the Challenge of continuous school improvement! We agree with this statement! (read from slide) DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development. Pg. 12

Examples NO: “Our mission is to provide free books to local schools.”
YES: “We want to stimulate love of learning and reading in young people.”

Examples NO: ”Our mission is to assist people in searching for their roots and draw their genealogy chart.” YES: “We hope to enrich people's lives by helping to enhance their link to their past.”

Examples NO: “Our theater is the venue for the most contemporary and avant garde ballet creations.” YES: “We want to enlighten, excite, and educate the audience through dance.”

Bedrock School District Mission Statement
Bedrock Public Schools educate all children to their unique potential by teaching, modeling, and supporting the skills and attitudes that contribute to their development as globally and socially responsible citizens.

The Mission Mission – Why do we exist? Who are we?
What is our purpose? What are we here to do together? Key Focus- to educate The mission statement answers the question… Why do we exist? Locate the worksheet – Developing a Mission Statement. Work together as a table group to come up with a mission statement. You may start with the current one and work from it, or you may start from scratch. That is up to your table group. The Goal is for your table group to come up with a statement that you can all support. Then, your table will combine with another table to produce one mission statement that both tables have combined. As a table group, use the worksheet provided to create a mission statement.

National (NCLB/ 21st Century Framework/ Advanced Ed Standards)
State (DPI) – State Mission and Goals The guiding mission of The North Carolina State Board of Education is that every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century. (Handout) As we prepare to revise or develop a district mission statement, we know we must acknowledge our beliefs, but we also must make sure we support the larger organization that we are a part of. Our district statements must support our national standards and our state mission And goals. Then, each of your schools must support the national, state, and local mission and goals. These statements should drive everything we say and do. Local (LEA) – Local Strategic Plan, Mission, Goals Preparing all students to be competitive and productive citizens in a global economy.

Mission Statement Table # _____
Write the names of each table member on the back of the sheet. There should be one sheet per table. This sheet will be turned in to me at the end of the session. Please record names of table members on the back of this sheet.

Mission Statement Group # ____
(Table #____ & Table #____) Please be sure to record the table numbers at the top of the sheet. This sheet will be turned in before you leave this session.

Table Group 1 Table Superintendent Superintendent Superintendent Table Group 2 Table Senior Staff School Administrators Table Group 3 IET Table Stakeholder Input Teachers of the Year Schools Each School Posts to wiki District Mission, Vision Table Group 4 Table IET Senior Staff Senior Staff Now that you have one statement for your table… move together with another table to for a group. Share and compare each table’s statement. Then revise until you all (two tables) can come up with one for the entire group. Table Group 5 Table IET School Board Table School Board Group 6 Table

And Now… The Vision… Now, let us look forward to the future of the organization. What do we hope to look like or to be in the future? Now let’s move back to table groups to work on the vision statement.

A Shared Vision Provides us with a compelling, realistic picture of the school district we are trying to create Read From Slide

The Vision Vision – What do we hope to become?
Provides a sense of direction by asking…” If we are true to our purpose now, what might we become at some point in the future?” An effective vision statement articulates a vivid picture of the organization’s future that is so compelling that the members will be motivated to work together to make it a reality. Read From Slide

Effective Vision Statements
Are based on relevant background information and research Desirable, feasible, and credible Focused on clarifying direction and priorities Easy to communicate Developed through a collaborative process that promotes widespread ownership Characteristics of a vision statement… Read From Slide

Benefits of a Clear, Shared Vision
A Shared Vision… Motivates an energizes people Creates a proactive orientation Gives direction to people within the organization Established specific standards of excellence Creates a clear agenda for action DuFour, Richard, & Eaker, Robert (1998). Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement. Alexandria, Virginia: Association for Supervision and Curriculum Development.

Bedrock Vision Statement
All students know their individual learning styles and talents, think creatively and critically, act responsibly, communicate effectively, and apply knowledge in a diverse and ever-changing world. Here is one example…

Vision Statement Table # _____
Now at your table, work to develop a vision statement. Write the names of each table member on the back of the sheet. There should be one sheet per table. This sheet will be turned in to me at the end of the session. Please record names of table members on the back of this sheet.

Vision Statement Group # ____
(Table #____ & Table #____) Please be sure to record the table numbers at the top of the sheet. This sheet will be turned in before you leave this session.

Examples of Mission Statements:
Medical Care Setting The program is aimed at helping patients and their families to understand and cope with physical and emotional changes associated with recovery following cancer surgery. School Setting School District #77 wants happy and healthy students. To that end, the district's personnel strives, through a coordinated school health program, to provide students with experiences that are designed to motivate and enable them to maintain and improve their health. Community Setting The mission of the Walkup Health Promotion Program is to provide a wide variety of primary prevention activities for residents of the community .Worksite Setting The purpose of the employee health promotion program is to develop high employee morale. This is to be accomplished by providing employees with a working environment that is conducive to good health and by providing an opportunity for employees and their families to engage in behavior that will improve and maintain good health.

Developing a Mission Statement
Basic template to guide the work

The faculty’s responsibility…
They must wrestle with and answer two very significant questions: What is it we expect all students to learn? How will we respond when they do not learn?

Los Gatos Union School District Core Values
We believe in educating the whole child (academically, socially, emotionally, and physically) through a well balanced/rounded curriculum. We believe in the importance of schools, parents, and community partnering to support learning. We believe that high expectations for learning and teaching will result in academic excellence. We believe that students learn best in schools that are safe nurturing and responsive. We believe that students are best prepared for the future when they know how to learn, problem solve, collaborate, and respond to change. We believe in purposeful collaboration focused on learning. We believe in every child’s capacity to learn. We believe that quality teaching is the greatest predictor of student success. We believe in educating students for global citizenship. We believe that the diversity of our students, staff, and community strengthens and enriches our educational community.

Characteristics of Goals
Goals "Broad, timeless statement of a long-range program purpose" "General statements of intent" In comparison to objectives, a goal is an expectation that: Is much more encompassing, or global Is written to include all aspects or components of a program Provides overall direction for a program Is more general in nature Usually takes longer to complete Usually is not observed, but rather must be inferred because it includes words like evaluate, know, improve, understand Is not measurable in exact terms "A goal is a future event toward which a committed endeavor is directed; objectives are the steps to be taken in pursuit of a goal."

Elements of an Objective:
The outcome to be achieved, or what will change. The conditions under which the outcome will be observed, or when the change will occur. The criterion for deciding whether the outcome has been achieved, or how much change. The target population, or who will change.

20 administrators 20 teachers 8 Senior 15 IET 63 = total Estimate = 65 12 tables Start with 5 to each table then place individuals as they enter beyond that.

Table Group 1 Table Superintendent Superintendent Superintendent Table Group 2 Table Senior Staff School Administrators Table Group 3 IET Table Stakeholder Input Teachers of the Year Schools Each School Posts to wiki District Mission, Vision Table Group 4 Table IET Senior Staff Senior Staff Table Group 5 Table IET School Board Table School Board Group 6 Table

Possible Resources http://www.teachertube.com/files//support/1790.doc
New Vision for teaching/ learning

Growing to the Next Level Continuous Improvement
Lenoir County Public Schools Growing to the Next Level Continuous Improvement Facilitated by Tezella G. Cline, Professional Development for Senior Staff Instructional Effectiveness Team School Administrators Teachers of the Year Presented by Tezella G. Cline, Professional Development Specialist Welcome to this continuous improvement activity focused on the revision and development of our mission and vision statements. This is a part of our overall strategic planning process and it is also closely connected to our district accreditation process that we are planning for. We are excited to have you here and we look forward to working with you! Today we are glad to have our Superintendent, members of our Senior Staff, our Instructional Effectiveness Team, our Principals, and our Teachers of the Year. You have been asked to come together to actively participate in and to contribute to the process of continuous improvement in Lenoir County Public Schools. Leaders at the district level have the responsibility to set the tone for collaboration and to involve all stakeholders. Holding this working session is one strategy that we are using to do just that. Following our session today, you will be asked to return to your schools and work as teams to facilitate a session like this one with your teachers.

Growing to the Next Level Continuous Improvement

Similar presentations

Presentation on theme: "Growing to the Next Level Continuous Improvement"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Growing to the Next Level Continuous Improvement

Similar presentations

Presentation on theme: "Growing to the Next Level Continuous Improvement"— Presentation transcript:

Similar presentations

About project

Feedback