RPS205 Continuous Improvement Process Objectives: Reflect on the - - PowerPoint PPT Presentation

RPS205 Continuous Improvement Process

TAG Training January 28, 2017

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 + Passed a referendum + Reduced the levy by 13 million in honoring Kids Win + Expanded access to early childhood with Head Start partnership at Dennis Early Childhood Center Δ Recognized the need to improve community relations Δ 15% of community members have a positive perception of Board & Administrative interaction (Chamber Survey) Δ 3% of community members have a positive perception of the school district (RAEDC Survey) Δ Repair historical mistrust with different community groups

CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES

+ Redesigned RPS High Schools -Academy Model + Extended the academic day + Revised Athletic eligibility requirements + Established a 10-Year Facilities Plan Δ Internal audits uncovered unsustainable financial & benefits model + Redesign Alternative Education + Expanded AP access and changed honors and AP procedures STAFF RELATIONS/CUSTOMER SERVICE Δ Determined the need for district-wide culture repair Δ Recognition of the challenges of the existing Administrative Building BARGAINING UNITS + Reestablished REA relations ΔTwo Day Strike

Analysis & Culture Building- 2013-2014 (Dr. Jarrett)

BOARD & COMMUNITY PARTNERSHIP + Developed community forums to gather information and build relationships + Board committed to midterm and annual evaluation of the Superintendent +Second year held the levy flat

CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES

+ Development of the Strategic Planning-phase 1 + Analyzed current systems + Audits for internal processes + Facilities Task Force developed (DLR) + Establishing protocols for discipline in the schools STAFF RELATIONS/CUSTOMER SERVICE + Development of strategies to repair internal culture + Development of internal leadership began + Better balance of compensation for building level leadership Δ Analysis of organizational leadership needs Δ Recognition of need for building level leadership changes BARGAINING UNITS + Strengthened relationships with REA leadership + Town Hall meetings established

System Assessments- 2014-2015

BOARD & COMMUNITY PARTNERSHIP + Passed 2nd referendum-new schools/zoning + Community and school meetings regarding the district facilities plan (50+) + Significant growth in community perception of the district ADD % of community members have a positive perception of the school district (RAEDC Survey) +Third year held the levy flat CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + System Analysis & partnership with CEC + Restructured Cabinet + Progress made on year 3 in the 10 year revised facilities plan + Established facility redesign for special programs collaboratively + Phase 1 of SMART Training Δ Recognition that system lacked processes for curriculum and

• rganization

Δ Recognition that a framework was not consistent for intervention systems 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 + Analysis of current Customer service needs + Let’s Talk Customer Service Feedback System Δ Identified leadership gap and high turnover rate Δ Recognition of a lack of systems for attraction, selection, professional development and onboarding BARGAINING UNITS + Began Interest Based Bargaining (IBB) + Developed PAR Program + Realignment of the Teacher Evaluation System + Streamlined employee feedback on building construction

Mission, Vision, Strategic Plan- 2015-2016 (PLAN)

BOARD & COMMUNITY PARTNERSHIP + School Board training/TAG training + Budget and Finance Committee addition + Board Committee restructure and calendar creation + Identification of the District mission/vision/values-Be the first choice for all families +Fourth year held the levy flat + Board selected two replacement Board members + Teacher/admin residency incentive + City/County park district residency incentive + Extended contract for the Superintendent CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Developed system for data analysis + Scorecards, 5-Year Calendars,District Data Dashboard + Created district-wide formative assessments (MAP for student growth) + Began Special Programs Strategic Planning + Achieved Model Community Status for HS Academies + Achieved Great Lakes recognition + Received SIGG Grant + Developed an organizational chart + Developed the District Strategic Plan:Gap Analysis + Implemented visitor management systems district-wide + Comprehensive security audits + CEP implemented + Established deferred maintenance plan & furniture replacement + DMC Audit STAFF RELATIONS/CUSTOMER SERVICE + Identification of new key leadership (Cabinet and Executive Director Level-CAO, Executive Director for Educational Technology) Δ Development of District Leadership Team (DLT)

BARGAINING UNITS

+ Continued interest-based bargaining to improve relationships (IBB 2.0) + Differentiated compensation for difficult to hire positions (Speech Path) +Improvement of elementary report card +Focus on collaborative structures (Instructional Council, Curriculum Leadership Teams, etc.) totaling 150+ staff members.

BOARD & COMMUNITY PARTNERSHIP + Identification of district values + Movement of the Welcome Center + Increased opportunities for business communications and relations + Continued Alignment Rockford relationship + Participation in the Chamber of Commerce Rockford Leadership Alliance-20 RPS205 leaders graduate + Town Hall meetings continues + RU Pathway recruiting begins + Discussion on the development of an evidenced-based leadership framework CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Collected baseline data for Strategic Plan goals and indicators + Trained top level leadership on quality systems (Action Planning) + Establishing an Annual Scorecard (prioritize goals/outcomes) + Established a process for creating and analyzing SMART training + Established SMART sharing district-wide + Deploying systems throughout the organization + Upgraded Technology (1:1 movement, device upgrades) + Progress on facilities plan + Establish a common survey system in conjunction with Let’s Talk + Establish the facilities life cycle plan + Revised assessment structure (MAP) + Process for innovation STAFF RELATIONS/CUSTOMER SERVICE + Outlining professional development & Onboarding district-wide +Established Downtown Leadership Club +Increased staff recognition-Living the Vision +Increased district visibility in the schools + Development of a customer service emphasis Δ Identified structural needs for finance and HR BARGAINING UNITS + Three successful agreements with our IEA partners + Year 2 of DLT (DIstrict Leadership Team) + Exploring a framework for compensation/staffing structures and stipends Δ Challenges identified with health care with IEA/AFSCME

Establishing & Operationalizing Systems-2016-2017(PLAN/DO)

BOARD & COMMUNITY PARTNERSHIP + Increased opportunities for business communications and relations + Continued Partnership with Alignment Rockford + Involvement Chamber of Commerce Rockford Leadership Alliance (RLA) 20 leaders from our school district graduated + Deploy Town Hall meetings focused on community feedback CONTINUOUS IMPROVEMENT/SYSTEMS & STRUCTURES + Monitoring the quality systems deployed (Action Planning) + Monitoring and Analyzing the Balanced Scorecard (prioritize goals-focus on outcomes) + Systematic analysis and monitoring of processes & progress, adapting systems to achieve results + Deploying systems throughout the organization + Continuing progress on facilities plan + Evaluate progress through a district-wide review schedule and process + Deploy an evidence-based leadership model for evaluation and accountability STAFF RELATIONS/CUSTOMER SERVICE + Deployment of district values through a Customer Service Protocol + 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 BARGAINING UNITS + Proposed Innovation Grant + DLT deep listening schedule

Implementing & Deploying Systems-2017-2018 (STUDY/ACT)

Eliminate causing episodic urgency=

• rganizational chaos

Establish continuous urgency= system understanding that change is inevitable

John Kotter, A Sense of Urgency

Moving Forward...

• How can we keep the momentum of our continuous improvement process?
• How can we hold ourselves accountable for our progress?
• How can we monitor our growth towards our strategic plan initiatives?
• How can we focus our work to obtain achievable results?

Option: Utilizing a Balanced Scorecard for Evidence-Based Evaluation

The balanced scorecard is a strategic planning and accountability system that is used to align activities to the district vision and strategy, improve internal and external communications, and monitor organization performance against

• ur strategic goals.

What is a Balanced Scorecard?

How is a Balanced Scorecard Developed?

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures. These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

What Does a Balanced Scorecard Look Like?

Menomonee Falls (slides 17-19) Janesville (slide 20) RPS205 Draft Templates & Development (slide 21+)

Menomonee Falls Scorecards 2016-17 Scorecard

Janesville SD Dashboard Data Janesville SD Dashboard

RPS205 DRAFT Balanced Scorecard Template

How it Works-Step 1

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures (adapted from the leading indicators). These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

2015-2020 Strategic Plan – Goal #4: Quality Staff

Board Champions: Lisa Jackson and Ken Scrivano Cabinet Champions: Matt Zediker Leading Indicators

Indicator Baseline Current Target

• A1. Create an Educational pathway initiative structure that

• B1. Create an Onboarding system for each collective

• rientation; revised orientation process for

• B2. Begin the process for Onboarding for all workforce groups

• year. New Board members received
• training. Talent Acquisition feedback loop

• C1. Attraction, selection, and onboarding process redesign and

• nboarding for all positions.
• C2. Develop a core module of staff development for all

• ur strategic plan.

• C3. Develop a training program for cultural competency to be

• D1. Develop a formalized system to promote employee

• E2. Create a protocol for customer service and include the

Strategy # 7 Recruit and Develop

5 Year Vision

• A. Increase employee retention and satisfaction by

creating and implementing a Rockford University pathway district wide where students of diverse backgrounds are orientated to a career in education beginning in middle school through post secondary education.

• B. Increase employee retention and satisfaction

through the creation of an Onboarding program for all employee groups.

• C. Redesign the process for attraction, selection

and onboarding to increase the overall RPS205 employee retention rate.

• D. Develop a formalized system to promote

employee leadership through succession management.

• E. Increase customer service within Human

Resources to all district employees.

Board Reporting Mechanism Quarterly Retreat/Cabinet

How it Works-Step 2

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures. These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

DISTRICT CRITICAL RESULTS MEASURES

RPS205 DRAFT Balanced Scorecard Template

How it Works-Step 3

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures. These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

RPS205 DRAFT Balanced Scorecard Template

How it Works-Step 4

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures. These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

RPS205 DRAFT Balanced Scorecard Template

Sample Scorecard (Adapted from StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

How it Works-Communication, Deployment & Cycles

1. Strategic goal areas are reviewed (lagging and leading indicators) 2. Leadership (Superintendent, Cabinet and BOE) collaborate on six to eight critical results measures. These become the key drivers for defining success in our District. 3. Leadership creates progress-monitoring measures to track system-wide performance (best predictors to achieving results). 4. Leaders define one or two strategic actions for achievement in each goal area. 5. District scorecard is communicated to all leaders, teachers and staff. Communication plan development 6. School and department leaders work with their teams to develop aligned scorecards to cascade communication. Leaders repeat process with teams 7. Scorecards serve as catalysts for short-cycle planning (quality of execution, collaboration of teams, achievement of measurable goals).

StuderGroup-Maximize Performance Creating a Culture for Educational Excellence

Planning Timeline for Scorecard Development

Cabinet & Board-evaluate current state of Strategic Plan Cabinet-Action plan progress & systems training Build Balanced Scorecard

Revisiting our Objectives:

• Questions regarding the PDSA/history of our Continuous

Improvement Process?

• Clarifications on the utilization of Balanced Scorecards for

Performance Review?

• Questions Regarding the Timeline for the Annual Review Cycle?

Next: Reviewing our Current Tool for Evaluation