2. YOU are LEADERS of the change process Are you feeling the heat of communicating the vision of change? Are you feeling the heat of communicating the vision of change? Have you sensed some anxiety, resentfulness and resistance from staff? Have you sensed some anxiety, resentfulness and resistance from staff? Are you wondering why you signed yourself up for this??? Are you wondering why you signed yourself up for this??? Have you asked yourself… why are we doing this quality stuff again??? Have you asked yourself… why are we doing this quality stuff again??? Then this presentation is for YOU! Then this presentation is for YOU!

3. Quality Liaisons Definition; (NOUN) Leaders assisting in setting and communicating direction at the school level-- role models for quality and continuous improvement within their own classrooms

4. Todays Purpose To Review: To Review: Why we are here… Why we are here… What we are trying to do… What we are trying to do… Why we are trying to do it… Why we are trying to do it… How we will do it… How we will do it… (How we will laugh/have fun while doing it ) (How we will laugh/have fun while doing it )

5. Whats Your Definition of Quality? Every organization needs to understand what quality is and what it isnt. If we cant define it, we cant accomplish it!!!

9. The Big Question??? - Why Quality and Continuous Improvement?

10. Why Quality and Continuous Improvement? Answer: The World Has Changed Answer: The World Has Changed

11. The World is Flat Numbers Gap Numbers Gap Education Gap Education Gap Ambition Gap Ambition Gap Thomas Friedman

12. 3 Factors Change the Game America is now part of a global economy America is now part of a global economy Worlds economy based increasingly on information Worlds economy based increasingly on information Low cost countries are now able to compete on talent Low cost countries are now able to compete on talent

13. Employment: 2010 High Skill Low Skill Semi Skill

14. None of the top 10 jobs in 2010 exists today - Former Ed. Secretary Richard Riley The average person today will have 10 - 14 careers The average job will last 3 – 5 years - U.S. Department of Labor Changing Jobs

15. Our Challenge How do we create the learning environments that engage this generation? How do we create the learning environments that engage this generation? How do we equip these students with the skills and knowledge they need to be competitive in a global, information-based economy and contributing citizens? How do we equip these students with the skills and knowledge they need to be competitive in a global, information-based economy and contributing citizens?

16. Why Quality and Continuous Improvement? Answer: Students need a different set of skills to compete in todays world Answer: Students need a different set of skills to compete in todays world

17. What Should We Teach? Critical thinking skill areas must be addressed: Critical thinking skill areas must be addressed: Information processing skills Information processing skills Information presentation skills Information presentation skills Independent problem solving skills Independent problem solving skills Interdependent team-working skills Interdependent team-working skills

18. 21 st Century Learning Skills

19. So What Will Help Us Get There? Continuous Improvement Process & Tools (4-Quality Levels) & PDSA Continuous Improvement Process & Tools (4-Quality Levels) & PDSA Data Driven Decisions Data Driven Decisions Systems Thinking Systems Thinking Alignment and focusing on the critical few Alignment and focusing on the critical few

20. Changing Mindset… A paradigm is any set of rules or regulations that defines boundaries and tells you how to behave. A paradigm is any set of rules or regulations that defines boundaries and tells you how to behave. Paradigms help us get through the day, but they also can work against us. Paradigms help us get through the day, but they also can work against us.

21. Look at the words and name the colors you see. Dont name the words you read.

22. Some Are Resistant To Change… Reactions to the 4-Quality Level roll-out to staff!

23. Change Process SHOCK Acceptance Rebuild Depression

24. CHANGE is more a matter of CHOICE and WILL than of ABILITY or CAPACITY. The question is: Do you really want to?

25. Why Quality and Continuous Improvement? Answer: To align 33 schools and get everyone on the same page Answer: To align 33 schools and get everyone on the same page

26. Why This, Why Now? Mission: To develop world-class learners and responsible citizens Mission: To develop world-class learners and responsible citizens Core Value: Data Driven Decisions Core Value: Data Driven Decisions Goal: Improve all student performance, enhance social, emotional & behavioral development Goal: Improve all student performance, enhance social, emotional & behavioral development

27. Random Acts of Improvement Aim of the Organization Goals and Measures Aim of the Organization Aligned Acts of Improvement Goals and Measures

28. Critical Few GOALS School Improvement Plan Aligned Acts of Improvement = Programs and processes Building Leadership Teams: Setting & Communicating Direction

29. Connecting Stakeholders to District and School Strategic Plans Student C l a s s r o o m G r a d e L e v e l D e p a r t m e n t S c h o o l D i s t r i c t

30. Alignment: The Starting Point GOALS

31. Getting alignment is sometimes like herding cats

32. Its About Alignment! Can we get everyone rowing in the same direction? Can we get everyone rowing in the same direction?

33. Why Quality and Continuous Improvement? Answer: To speak the same language, to set and communicate direction Answer: To speak the same language, to set and communicate direction

35. Leadership Requires leaders to set and communicate direction consistent with stakeholder requirements Requires leaders to set and communicate direction consistent with stakeholder requirements How do leaders set and communicate direction? How do leaders set and communicate direction?

36. The Critical Role of Walking Your Talk Simply put: If the leaders dont get significantly involved with the effort, no one else will take it seriously.

37. Continuing The Quality Journey: The Future

39. PDSA - Deployment Teams (265 Individuals/49 Teams) Action Research Deployment Team Workshops Elementary: Elementary: 129 individuals / 24 teams 129 individuals / 24 teams -Middle School: -Middle School: 42 individuals / 7 teams 42 individuals / 7 teams -High School: -High School: 42 individuals / 4 teams 42 individuals / 4 teams -Support Services: -Support Services: 52 individuals / 14 teams 52 individuals / 14 teams

40. PDSA Deployment Teams Set & communicate direction at the school/department level Learn quality tools and the PDSA process Develop skills as a Building Leadership Team

41. Quality Liaison Network 67 Quality Liaisons (from the schools and support services departments) 67 Quality Liaisons (from the schools and support services departments) Meet monthly Meet monthly Support continuous improvement at the building and department level Support continuous improvement at the building and department level Modeling quality tools and processes Modeling quality tools and processes Assisting with the deployment of the 4 quality levels Assisting with the deployment of the 4 quality levels Building internal capacity and support Building internal capacity and support

42. Other Training Opportunities June 12-June 16 Leading Continuous Improvement in the School 30 hours June 21 - 22 Quality Classroom Level One 15 hours June 28-29-30 Data Folders and Data Center 15 hours August 7 - 8 Quality Classroom Level One 15 hours August 9-10-11 Data Folders and Data Center 15 hours

43. Web Site Support

44. School Focus… Continue Action Research teams Continue Action Research teams Utilize quality tools and the PDSA process for data driven decisions Utilize quality tools and the PDSA process for data driven decisions Continue to align student, classroom, school and District actions Continue to align student, classroom, school and District actions Connect all employees to CSIPs and the District strategic plan Connect all employees to CSIPs and the District strategic plan Continue driving toward student ownership and accountability for learning Continue driving toward student ownership and accountability for learning Deploy the 4-Quality Levels (3-5 years) Deploy the 4-Quality Levels (3-5 years)

45. Our work is never done, it is like building a plane while flying it…

46. Why Quality and Continuous Improvement? Answer: To provide the highest quality education possible while preparing students to be successful and achieve at high levels Answer: To provide the highest quality education possible while preparing students to be successful and achieve at high levels

47. Quality Liaisons Definition; (NOUN) Leaders assisting in setting and communicating direction at the school level-- role models for quality and continuous improvement within their own classrooms

48. Today/Updates: Today/Updates: Research Links on web site Research Links on web site Adding additional Quality Trainers Adding additional Quality Trainers SMART Goals- Hands-on Experience SMART Goals- Hands-on Experience May 3 rd Liaison Meeting: May 3 rd Liaison Meeting: Quality Level feedback- May 3 rd debriefing the roll-out Quality Level feedback- May 3 rd debriefing the roll-out Changes in Quality Level documents Changes in Quality Level documents Review of early childhood levels Review of early childhood levels

50. SMART GOALS What are they? How do you write them?

51. SMART GOALS S pecific, strategic M easurable A ttainable R esults-oriented T ime-bound

52. S.M.A.R.T. Goals

53. Aligning School Improvement Plans to the District Strategic Plan

55. SMART Goals

56. SMART GOALS Examples

58. Improve This Goal… Every student will show evidence of one year of growth in mathematics each year in attendance. Every student will show evidence of one year of growth in mathematics each year in attendance. SPECIFIC - MEASUREABLE - ATTAINABLE - REALISTIC - TIME-BOUND

59. Improve This Goal… Reduce levels of non- proficient students by 10% in all eight-grade sub groups on ITBS reading comprehension. Reduce levels of non- proficient students by 10% in all eight-grade sub groups on ITBS reading comprehension. SPECIFIC - MEASUREABLE - ATTAINABLE - REALISTIC - TIME-BOUND

60. Improve This Goal… Students will show one years growth in Language Total as measured by ITBS. Students will show one years growth in Language Total as measured by ITBS. SPECIFIC - MEASUREABLE - ATTAINABLE - REALISTIC - TIME-BOUND

61. At your table… improve the goals Practicing writing SMART Goals

62. SMART GOALS A Case Study…

67. At your table, complete the case study Practice writing a SMART goal