TAG Training January 28, 2017 RPS205 Continuous Improvement Process
Objectives: Reflect on the History of our Continuous Improvement Process Learn How Balanced Scorecards Can be Used for Performance Review Determine a Timeline for the Annual Review Cycle
History of RPS205 Continuous Improvement Cycle
RPS205 Process of Continuous Improvement 2011-2013 (Dr. Willis)- (RECOGNITION OF CURRENT STATE) 2013-14- (Dr. Jarrett) (ANALYSIS & CULTURE BUILDING) 2014-15- ( SYSTEM ASSESSMENTS) 2015-16 (PLAN) - Mission, Vision, Strategic Plan 2016-17- (PLAN/DO) - Establishing & Operationalizing systems and procedures 2017-18- (PLAN/DO/STUDY) - Implementing & Deploying systems and procedures 2018-19- (STUDY/ACT/PDSA) - Updating & Evaluating systems to achieve results
Recognition of Current State- 2011-2013 (Dr. Willis) BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Redesigned RPS High Schools -Academy Model + Passed a referendum + Extended the academic day + Reduced the levy by 13 million in honoring Kids Win + Revised Athletic eligibility requirements + Expanded access to early childhood with Head Start partnership at Dennis Early Childhood Center + Established a 10-Year Facilities Plan Δ Recognized the need to improve community relations Δ Internal audits uncovered unsustainable financial & Δ 15% of community members have a positive benefits model perception of Board & Administrative interaction + Redesign Alternative Education (Chamber Survey) + Expanded AP access and changed honors and AP Δ 3% of community members have a positive procedures perception of the school district (RAEDC Survey) Δ Repair historical mistrust with different community groups STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS Δ Determined the need for district-wide culture repair + Reestablished REA relations Δ Recognition of the challenges of the existing ΔTwo Day Strike Administrative Building
Analysis & Culture Building- 2013-2014 (Dr. Jarrett) BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Development of the Strategic Planning-phase 1 + Developed community forums to gather information + Analyzed current systems and build relationships + Audits for internal processes + Board committed to midterm and annual evaluation of + Facilities Task Force developed (DLR) the Superintendent + Establishing protocols for discipline in the schools +Second year held the levy flat STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS + Development of strategies to repair internal culture + Strengthened relationships with REA leadership + Development of internal leadership began + Town Hall meetings established + Better balance of compensation for building level leadership Δ Analysis of organizational leadership needs Δ Recognition of need for building level leadership changes
System Assessments- 2014-2015 BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Passed 2nd referendum-new schools/zoning + System Analysis & partnership with CEC + Community and school meetings regarding the + Restructured Cabinet district facilities plan (50+) + Progress made on year 3 in the 10 year revised facilities plan + Significant growth in community perception of the + Established facility redesign for special programs collaboratively district + Phase 1 of SMART Training ADD % of community members have a Δ Recognition that system lacked processes for curriculum and positive perception of the school district organization (RAEDC Survey) Δ Recognition that a framework was not consistent for intervention systems +Third year held the levy flat Δ Analysis of current technology needs (most devices 7+ years old) Δ Software systems for finance and HR/Data warehouse system not available--Systems not communicating, data not readily available Δ Recognition for a need for a Process Improvement system to analyze and improve processes STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS + Analysis of current Customer service needs + Began Interest Based Bargaining (IBB) + Let’s Talk Customer Service Feedback System + Developed PAR Program Δ Identified leadership gap and high turnover rate + Realignment of the Teacher Evaluation System Δ Recognition of a lack of systems for attraction, + Streamlined employee feedback on building construction selection, professional development and onboarding
Mission, Vision, Strategic Plan- 2015-2016 (PLAN) BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + School Board training/TAG training + Developed system for data analysis + Budget and Finance Committee addition + Scorecards, 5-Year Calendars,District Data Dashboard + Board Committee restructure and calendar + Created district-wide formative assessments (MAP for student growth) creation + Began Special Programs Strategic Planning + Achieved Model Community Status for HS Academies + Identification of the District + Achieved Great Lakes recognition mission/vision/values- Be the first choice for all + Received SIGG Grant families + Developed an organizational chart +Fourth year held the levy flat + Board selected two replacement Board + Developed the District Strategic Plan:Gap Analysis members + Implemented visitor management systems district-wide + Teacher/admin residency incentive + Comprehensive security audits + City/County park district residency incentive + CEP implemented + Extended contract for the Superintendent + Established deferred maintenance plan & furniture replacement + DMC Audit STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS + Identification of new key leadership (Cabinet + Continued interest-based bargaining to improve relationships (IBB 2.0) and Executive Director Level-CAO, Executive + Differentiated compensation for difficult to hire positions (Speech Path) Director for Educational Technology) +Improvement of elementary report card Δ Development of District Leadership Team (DLT) +Focus on collaborative structures (Instructional Council, Curriculum Leadership Teams, etc.) totaling 150+ staff members.
Establishing & Operationalizing Systems-2016-2017(PLAN/DO) BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Identification of district values + Collected baseline data for Strategic Plan goals and indicators + Movement of the Welcome Center + Trained top level leadership on quality systems (Action Planning) + Increased opportunities for business + Establishing an Annual Scorecard (prioritize goals/outcomes) communications and relations + Established a process for creating and analyzing SMART training + Continued Alignment Rockford relationship + Established SMART sharing district-wide + Participation in the Chamber of Commerce + Deploying systems throughout the organization Rockford Leadership Alliance-20 RPS205 + Upgraded Technology (1:1 movement, device upgrades) leaders graduate + Progress on facilities plan + Town Hall meetings continues + Establish a common survey system in conjunction with Let’s Talk + RU Pathway recruiting begins + Establish the facilities life cycle plan + Discussion on the development of an + Revised assessment structure (MAP) evidenced-based leadership framework + Process for innovation STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS + Outlining professional development & + Three successful agreements with our IEA partners Onboarding district-wide + Year 2 of DLT (DIstrict Leadership Team) +Established Downtown Leadership Club + Exploring a framework for compensation/staffing structures and +Increased staff recognition-Living the Vision stipends +Increased district visibility in the schools Δ Challenges identified with health care with IEA/AFSCME + Development of a customer service emphasis Δ Identified structural needs for finance and HR
Implementing & Deploying Systems-2017-2018 (STUDY/ACT) BOARD & COMMUNITY PARTNERSHIP CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Increased opportunities for business + Monitoring the quality systems deployed (Action Planning) communications and relations + Monitoring and Analyzing the Balanced Scorecard (prioritize + Continued Partnership with Alignment goals-focus on outcomes) Rockford + Systematic analysis and monitoring of processes & progress, adapting + Involvement Chamber of Commerce Rockford systems to achieve results Leadership Alliance (RLA) 20 leaders from our + Deploying systems throughout the organization school district graduated + Continuing progress on facilities plan + Deploy Town Hall meetings focused on + Evaluate progress through a district-wide review schedule and process community feedback + Deploy an evidence-based leadership model for evaluation and accountability STAFF RELATIONS/CUSTOMER SERVICE BARGAINING UNITS + Deployment of district values through a Customer + Proposed Innovation Grant Service Protocol + DLT deep listening schedule + Deployment of professional development & Onboarding district-wide + Continuation of the District Leadership Club + Increased staff recognition-Living the Vision + Continued visibility in the buildings for district leadership + Development of a customer service protocol
Eliminate causing episodic urgency= organizational chaos Establish continuous urgency= system understanding that change is inevitable John Kotter, A Sense of Urgency
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