6 It’s About Alignment!Can we get everyone rowing in the same direction?
7 Putting Together The Pieces The 7 Baldrige Categories LeadershipStrategic PlanningStudent/Stakeholder FocusInformation and AnalysisHuman Resource FocusProcess ManagementPerformance Results
8 Category 1 LeadershipRequires leaders to set and communicate direction consistent with stakeholder requirementsHow do leaders set and communicate direction?How do leaders monitor progress?How do leaders model the use of the principles of quality management?
9 The Critical Role of Walking Your Talk Simply put: “If the leader doesn’t get significantly involved with the effort, no one else will take it seriously.”(Read this first --> ) A lesson learned by fortune 500 companies was (read slide…) In Rock Island school district, we were lucky enough to have a CEO that lead the continuous improvement effort by example.--> He inspired and motivated others to believe there was a better way. He lead the charge and empowered others to lead the change process.--> He ensured that when he left his post last year, the continuous improvement efforts would continue.--> That CEO (Dr. David Markward) is now the Superintendent of Cedar Rapids Community School District, where continuous improvement is alive and growing daily under his leadership.--> I might also add that he hired a heck of an Assistant Superintendent to help keep continuous improvement moving forward. (ok, you were supposed to chuckle at that)
10 Category 2 Strategic Planning Translates stakeholder needs into goals, measures and action plansHow do we develop goals and measures?How do we implement the plan?How does each individual’s personal goals and actions support the plan?
11 Category 3 Student & Stakeholder Focus Defines the aim of the district, school or classroomHow do we determine stakeholder requirements?How do we measure student and stakeholder satisfaction?How do we build positive relationships with students and stakeholders?
14 Category 4 Information & Analysis Provides the foundation for aligned decision making in all areas of the systemHow do we select and manage information?How do we select and use comparative data?How do we evaluate and improve information systems?
17 Category 5 Human Resource Focus Examines how the district, school or classroom enables workers to develop and utilize their full potentialHow do we ensure collaboration and teamwork?How are workers trained, educated and evaluated?How do we measure and improve employee moral and well-being?
18 Category 6 Process Management Addresses how educational products and services are designed, implemented and improvedHow do we design instructional and support processes?How do we continually improve important processes using Plan, Do, Study, Act?
20 Pulling it all together! (Read this first ) Student data folders are used to represent student progress.--> Students maintain their own data folders (or portfolios) and share them with parents during “student led conferences”
21 What’s Been Done…“Navigating change in uncertain times” concept (Michael Fullan)L to J (Lee Jenkins)Contemporary School LeadershipAn overview of the Baldrige frameworkAction Research and quality tools and processes (Susan Leddick)Groups: Beginners, Continuing, Pioneers…
22 Building on Past Activities… Where Could We Go Next? Continue Action Research teamsUtilize quality tools and the PDSA process for data driven decisionsContinue to align student, classroom, school and District actionsConnect all employees to CSIPs and the District strategic planContinue driving toward student ownership and accountability for learning
23 Draft- Continuous Improvement Strategic Outcomes What Do You Think?
24 What supports or drives this idea? What are potential road blocks to this idea?What steps should we take to carry out this idea?
25 Category 7 Performance Results Examines the district, school or classroom performance in key areasWhat is the level of baseline performance?What is our performance over time?How do our results compare to similar districts, departments, schools or classrooms