Why This, Why Now? Mission: To develop world-class learners and responsible citizens Mission: To develop world-class learners and responsible citizens.

Why This, Why Now?

Mission:Mission: To develop To develop world-class learners world-class learners and responsible and responsible citizenscitizens

Core Value:Core Value: Data Data Driven DecisionsDriven Decisions

Goal:Goal: Improve all Improve all student performance, student performance, enhance social, enhance social, emotional & behavioral emotional & behavioral developmentdevelopment

A framework for A framework for continuous continuous

improvementimprovement

Why are we doing this??Why are we doing this??

What’s Your What’s Your Definition of Definition of

Quality?Quality?Every organization Every organization

needs to needs to understand what understand what

quality is and what quality is and what it isn’t.it isn’t.

Changing Mindset…A paradigm is any set of rules or A paradigm is any set of rules or

regulations that defines regulations that defines boundaries and tells you how to boundaries and tells you how to behave. behave.

Paradigms help us get Paradigms help us get through the day, but they through the day, but they also can work also can work against us.against us.

Look at the words and name the colors you see. Don’t name

the words you read.

Theory, Process, & Tools

Theory

Tools

Process

Baldrige Criteria

CustomerCustomers have dynamic

needs and expectations

KnowledgeKnowledge comes from the rotating the

Plan-Do-Study-Act cycle

SystemsCustomers needs are

satisfied through purposeful activities or

Systems

VariationAll systems exhibit

Variation

PeoplePeople drive change

Planned ChangeContinuous improvement of

systems occurs through Planned Change

Foundation

Principles

The Systems Principle It is more productive to look for It is more productive to look for

solutions or improvements that take solutions or improvements that take the entire system into account, the entire system into account, including its customers and including its customers and suppliers (rather than a single suppliers (rather than a single subsystem)subsystem)

All parts of the system are related… All parts of the system are related… if a change is made in one part of if a change is made in one part of the system, the change will likely the system, the change will likely affect the entire system itselfaffect the entire system itself

Random Acts of ImprovementAim of the Organizatio

n

Goals and Measures

Aim of theOrganization

Aligned Acts of Improvement

Goals and Measures

GOALS

SchoolImprovement

Plan

Aligned Acts of Improvement

= Programs and processes

Performance ExcellenceAt All Levels…

StudentC l a s s r o o m

G r a d e L e v e lD e p a r t m e n t

S c h o o lD i s t r i c t

Alignment: The Starting PointGOALS GOALS

It’s About Alignment!

Can we get Can we get everyone everyone rowing in rowing in the same the same direction?direction?

Leadership Requires leaders to set and Requires leaders to set and

communicate direction communicate direction consistent with stakeholder consistent with stakeholder requirementsrequirements How do leaders set and How do leaders set and

communicate direction?communicate direction?

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.”

Lotus DiagramAlignmentAlignment Systems Systems

ThinkingThinkingPDSA/PDSA/

Action Action ResearchResearch

Data-Data-Driven Driven

Decisions Decisions & &

MeasuremMeasurementent

ContinuouContinuous s

ImprovemImprovementent

Quality Quality ToolsTools

LeadershiLeadership/p/

Quality Quality LiaisonLiaison

StakeholdStakeholders & ers &

CustomersCustomers

Staff Staff DevelopmDevelopm

entent

What’s Been Done… ““Navigating change in uncertain Navigating change in uncertain

times” concept (Michael Fullan)times” concept (Michael Fullan) L to J (Lee Jenkins)L to J (Lee Jenkins) Contemporary School LeadershipContemporary School Leadership An overview of the Baldrige An overview of the Baldrige

frameworkframework Action Research and quality tools Action Research and quality tools

and processes (Susan Leddick)and processes (Susan Leddick) Groups: Beginners, Continuing, Pioneers…Groups: Beginners, Continuing, Pioneers…

Building …

Continue Action Research teamsContinue Action Research teams Utilize quality tools and the PDSA Utilize quality tools and the PDSA

process for data driven decisionsprocess for data driven decisions Continue to align student, Continue to align student,

classroom, school and District classroom, school and District actionsactions

Connect all employees to CSIPs Connect all employees to CSIPs and the District strategic planand the District strategic plan

Continue driving toward student Continue driving toward student ownership and accountability for ownership and accountability for learninglearning

Quality Level feedback Quality Level feedback Changes in Level Changes in Level

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Research LinksResearch Links