Equity Success

8/3/2019 Equity Success

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LEADING FOR EQUITYSUCCESS FOR EVERY STUDENT

Montgomery County Public Schools, Maryland


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Who We Are

16th largest school system in the U.S.

146,000 Students

22,000 employees

23.5 million ft2 of building space

13 million meals served each year


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WHO WE ARE

Students from 164 countries speaking184 languages

17,000 students with special needs

18,000 students participate in ESOL$2.1 billion operating budget

$400 million cut in the last three years

1,271 buses travel 4 times around theequator every day


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Approach

Deployment

Learning

Integration

How Do We Do It?


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How Do We Do It?

People

Plan

Processes

Persistence - PITA

2011 Montgomery County Public Schools


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Process Management inMCPS is all about

Continuous Improvement inevery office, department, and

division


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Becoming a Process-

CenteredOrganization


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Everyone Focuses

on Their Processes


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If all of the employees in yourorganization resigned their positionson a Friday afternoon and you were

able to successfully fill theirpositions over the weekend; how

would the new employees knowwhat to do?


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An Accountability System

GOALS

ACCOUNTABILITY SYSTEM

OUTCOMES

MEASURES

StudentsTest Scores

Graduation Rates

Bilingual support services

AYP

Pre-K and Head-start

Advanced Placement

SAT

Improvement SystemAND

IMPROVEMENT SYSTEM

PROCESSES

MEASURES

Cost

Time

Value-Added

Quality

Productivity

Customer Satisfaction

Waste

APQC


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PROCESS AMBIGUITYLEADS TO PROCESSVARIABILITY

WHICH SIGNIFICANTLYDIMINISHES PROCESS

EFFICIENCY AND

EFFECTIVENESS


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How does our work impact

others and how do we know?


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IGOE

INPUT OUTPUT

GUIDES

ENABLERS

Process

IGOE


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What is an IGOE?

A strategic planning tool that helps us

think through the resources we need todevelop/evaluate/revise/refine processes

It enables us to ensure that we know howand when we are impacting others

It helps us see how processes areinterconnected


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INPUT OUTPUT

GUIDES

ENABLERS

Process

What helps us know why, when and how wedo what we do?

Policies Regulations Knowledge Standards Laws

Where do we do it and who/what helps us do it?

Human Resources Assets Tools Facilities Equipment Systems

What do we need todo this? Information Materials People Consumed or

transformed bythe process.

What do weproduce or

deliver? Results Information Deliverables Products People


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IGOE


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Swim Lane Flowchart


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PROCESS

IMPROVEMENT


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Who Do Schools Call?


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Whateverhappened to

the Title 1team?

Im calling themath office.

Im calling

Denises team.

Our ASC meeting is

next week. Lets getDCI to help our first

grade teachers,ESOL to help our

second gradeteachers, and

DECPS to help our

K teachers.

Wowwe didntmake AYP. Imnot calling for

help yet. I thinkwe can take care

of this ourselves.

Who do I call for help?


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Support to Schools

Request Process

22


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Support Agreements


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Montgomery County Public Schools, Maryland


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Note: Only 39 percent of Kindergarteners could read at Text Level3 in 2001.


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Grade 3 ReadingMaryland State AssessmentPERCENT PROFICIENT OR HIGHER


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Grade 3 MathMaryland State AssessmentPERCENT PROFICIENT OR HIGHER

G d R di M l d St t A t


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Grade 5 Reading Maryland State AssessmentPERCENT PROFICIENT OR HIGHER


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Grade 5 Math Maryland State AssessmentPERCENT PROFICIENT OR HIGHER


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SAT Participation and Performance

MCPS Class of 2010 Sets District Record

37%

58%

71%

0%

40%

80%

Nation Maryland MCPS(2010)

1509 15021653

0

900

1800

Nation Maryland MCPS

Percent Taking the SAT Mean Combined SAT Score

(2010) (2010)(2010)(2010)(2009)



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SAT Participation and PerformanceMCPS Hispanic StudentsClass of 2010

1410

1452

1200

2006 2010

Mean Combined SAT Score



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SAT Participation and PerformanceMCPS African American StudentsClass of 2010

13601405

1200

2006 2010

Mean Combined SAT Score



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College Ready: A Decade of AP GrowthNumber of AP Exams Taken by All MCPS Students

Up 4.4%since

last year


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College Ready: A Decade of AP GrowthNumber of AP Exams Scoring 3 or Higher

Up 3.7%since

last year


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Percent Taking an AP Exam Percent of AP Exams withScore of 3 or Higher

Public School Students, Class of 2010

AP Participation and PerformanceNational, Maryland, and MCPS Class of 2010


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AP Participation and PerformanceMCPS African American Graduates

2010 NationalPerformance AllStudents 16.9%

2010 National

PerformanceAfricanAmerican

Students 4.5%

2010 NationalParticipationAll Students

28.3%


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2010 NationalPerformance

AfricanAmerican

Students 4.5%

AP Participation and PerformanceMCPS African American Male Graduates

2010 NationalPerformance AllStudents 16.9%

2010 NationalParticipationAll Students

28.3%


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AP Participation and PerformanceMCPS Hispanic Graduates

2010 NationalPerformance

All Students16.9%

HispanicStudents 14.7%

2010 National

Participation AllStudents 28.3%

PERC

ENT


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2010National

Performance

All Students

16.9%HispanicStudents

14.7%

AP Participation and PerformanceMCPS Hispanic Male Graduates

2010National

ParticipationAll Students

28.3%


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Process Improvement

100% of 2 year-old children who qualify for specialeducation must have an IEP by their third birthday 2009-95%, 2010-100%, 2011-99.7%

Secondary transition for special education students

who turn 14

2006 & 2007

99%, 2008, 2009, 2010

100%, 2011-100%

Decrease suspensions for students with disabilitiesMCPS has the lowest rate in the state (3.8%) stateaverage is 15.3%

Initial evaluation of special education students mustoccur within 60 days of identification 2007 56%, 2009,91% - 2010, 94.2%, 2011-98%

P I


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Process Improvement

Enrollment Projections goal is 99.5% - since 2004,MCPS has achieved an average of 99.2% accuracy

In-House Copier Repair Program Outside vendorcosts average $2.7 million/yr. MCPS does it for $1.2million/yr. cost savings of $1.5 million/yr.

Copy Plus Program MCPS produced 99 million copiescentrally for teachers saving 40,000 hours of planning andinstructional time. Projections for 2011 is 137 millioncopies saving 54,800 hours of planning and instructional

time and a cost savings of $1.9 million

Response to Emergency Work Orders in 1 day80% in1 day in 2005, 90% in 2009, 90% in 2011

P I


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Process Improvement

Increase the percentage of work orders completed

Maintenance receives more than 60,000 work orders/yr.Completion rate in 2005 was 85% and 90% in 2009, 95% in2011

Increase in energy cost avoidance from $632,000 in 2006

to $2.5 million in 2010

Increase in Kilowatt Hour Avoidance from 6.4 million in2006 to 18.6 million in 2010

Decrease in solid waste disposal from 13.5 thousand tonsin 2005 to 9.1 thousand tons in 2010 cost savings of $193

thousand

Increase in recycling rates from 27% in 2007 to 43% in2010

P I


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Process Improvement

Planned Life Cycle Asset Replacement MCPS has

exceeded its goal of 90% project completion rate withinbudget the project completion rate for 2011 is 96%

Construction Projects completed within budgetIncreased from 87% in 2007 to 100% in 2011

Maintenance Costs for Overtime From 2005-2011averaged 98.6% of budgeted costs

Maintain food costs below industry standard of 45% -Since 2007 food costs averaged 35% of expenditures,

10% below industry standard

Buses out of service for more than 24 hours from2004-2009 no buses, 2010, 1 bus from a fleet of 1271, and4 buses in 2011 due to a delay in parts availability

S h l hi


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Scholarships

The class of 2011earned $264 million dollars

in scholarships which wasan increase of $79 million

dollars from 2009

Thi t D


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Things to Do

CONTACT APQC ASSOON AS POSSIBLE

Thi t D


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Things to Do

Begin your Process Performance andManagement Journey As Soon As Possible

Study Beyond Reengineeringby MichaelHammer

Study the Baldrige Criteria for

Performance Excellence

Study Your Organization

Things to Do


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Things to DoUse Are We Making Progress? and Are We MakingProgress as Leaders? to learn about the seven BaldrigeCriteria Categories and quickly identify strengths andopportunities for improvement.Use easyInsight: Take a First Step Toward a Baldrige Self-Assessment to identify gaps in your understanding of your

organization and compare your organization with others.Complete the Organizational Profile as the first step in afull self-assessment.Answer the 18 Baldrige Criteria Item title questions for a

fuller understanding of the Criteria and your organizationsperformance.Finally, conduct a full self-assessment using the sevenBaldrige Criteria Categories.

Foot Prints or
http://www.nist.gov/baldrige/publications/progress.cfmhttp://www.nist.gov/baldrige/publications/progress_leaders.cfmhttp://www.nist.gov/baldrige/publications/progress_leaders.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/progress_leaders.cfmhttp://www.nist.gov/baldrige/publications/progress_leaders.cfmhttp://www.nist.gov/baldrige/publications/progress.cfm


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Foot Prints or

Are yourfootprints

headed inthe rightdirection?

OR Butt Prints


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Butt Prints

Are you

leaving Buttprints in the

sand?

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