Support Services Department- Leadership Teams Alignment: Setting and Communicating Direction

Outcomes/Purpose To align departments to the District plan To align departments to the District plan To empower Department Leadership Teams (DLTs) to set and communicate direction within their department To empower Department Leadership Teams (DLTs) to set and communicate direction within their department To create a department Plan on a Page To create a department Plan on a Page To customize the 4 Quality Levels that define continuous improvement for the department To customize the 4 Quality Levels that define continuous improvement for the department

Two Objectives 1.) Make the department work better and 2.) Make the department a better place to work

Todays Agenda A brief review of last session (October 27) A brief review of last session (October 27) Consensogram- Are we satisfied? Consensogram- Are we satisfied? Wildly important goals Wildly important goals The big rocks The big rocks Paradigm shift Paradigm shift Alignment- the Department Plan on a Page Alignment- the Department Plan on a Page Getting employee input (Mission & Goals) Getting employee input (Mission & Goals) Quality Tools (Brainstorm, Affinity, NGT) Quality Tools (Brainstorm, Affinity, NGT) An introduction to the 4 Quality Levels An introduction to the 4 Quality Levels

Are We Satisfied? Consensogram: On a scale of 1-10, how satisfied are you with the quality and effectiveness of your department? A 10 would mean we couldnt possibly improve A 1 would mean a complete overhaul and redesign is needed to fix/improve the department

How effective can a department be when employees dont know what the Wildly Important Goals are?

What Are Your Departments… Big Rocks?

This approach to alignment and continuous improvement requires a paradigm shift… Trying to implement a new paradigm while holding on to the old will not work!

Change Process SHOCK Acceptance Rebuild Depression

Random Acts of Improvement Aim of the Division Goals and Measures Aim of the Division Aligned Acts of Improvement Goals and Measures

(Your Departments Mission Statement Here) (Your Departments SMART Goals Here)

An Example…

Planning for Employee Input Who will be involved? Who will be involved? When will the activities take place and input collected? When will the activities take place and input collected? How will input be solicited? How will input be solicited? Who will facilitate the process? Who will facilitate the process?

Quality Tools (Getting employee input) Brainstorming Brainstorming Affinity Diagram Affinity Diagram Nominal Group Technique Nominal Group Technique Lets try out the tools! Lets try out the tools!

Mission Statement Questions? Who Who is our customer? is our customer? do we serve? do we serve? What What value do we add to the District? value do we add to the District? is our purpose & function? is our purpose & function? How How will we approach our work? will we approach our work? do we want to be perceived by others? do we want to be perceived by others?

Goal Questions? What What should our goals be? should our goals be? should we measure? should we measure?

Brainstorming (P.16) Goals To generate a wide variety and extensive number of ideas. Everyone on the team becomes involved in the problem solving process. To insure that nothing is overlooked. To create an atmosphere of creativity and openness.

Brainstorming Rules No criticism allowed. Each person has an equal opportunity to express ideas. Quantity over quality. Piggybacking or hitchhiking is encouraged.

Brainstorming How is it made? 1. Select a recorder and group facilitator. 2. Generate ideas. 3. Record the ideas.

Now Lets Organize Our Thoughts The affinity diagram

Affinity Diagram (Page 14) What is it? Organized output from brainstorming session. A tool to generate, organize, and consolidate information.

Affinity Diagram How is it made? Choose a group leader or facilitator. Move the sticky notes into like piles. Name each group/pile with header information (descriptive phrase). Discuss the piles and categories.

Getting to the Critical Few… If there are too many groups of ideas, teams may have to narrow selections down to the critical few A word about consensus Using the Nominal Group Technique (NGT) to narrow choices

Nominal Group Technique (Page 36) What is it? - A structured group process used to help make decisions - A tool to give everyone on the team an equal voice in decision making - A way to generate more unique, higher quality ideas

Nominal Group Technique How is it made? 1. Begin by looking at the results of the affinity diagram 2. Discuss each group/pile and clarify 3. Establish criteria for the voting Rank order, weighted vote, distribution vote 4. Conduct a preliminary vote

Planning for Employee Input Who will be involved? Who will be involved? When will the activities take place and input collected? When will the activities take place and input collected? How will input be solicited? How will input be solicited? Who will facilitate the process? Who will facilitate the process?

The To Do List What do you think? By next meeting: February 15 th By next meeting: February 15 th Seek input on the creation of the departments plan on a page Seek input on the creation of the departments plan on a page Mission & Goals Mission & Goals Use the quality tools to seek input (Brainstorming, Affinity, NGT) Use the quality tools to seek input (Brainstorming, Affinity, NGT) Bring the 1 st draft of your Plan on a Page Bring the 1 st draft of your Plan on a Page

February 15 th Agenda Sharing the 1 st drafts (Departments Plan on a Page) Sharing the 1 st drafts (Departments Plan on a Page) What do we do with the department plan on a page once we have it? What do we do with the department plan on a page once we have it? SMART Goals, Action Plans, Key Measures SMART Goals, Action Plans, Key Measures Going deeper: the 4 Quality Levels Going deeper: the 4 Quality Levels

Questions & Comments? Questions & Comments? Evaluate todays meeting using the Plus/Delta Evaluate todays meeting using the Plus/Delta