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Getting Focused on Continuous Improvement

Getting Focused on Continuous Improvement. -J. Jay Marino Associate Superintendent for Organizational Effectiveness and Accountability, Cedar Rapids, Iowa. What’s Your Definition of Quality?. Every organization needs to understand what quality is and what it isn’t.

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Getting Focused on Continuous Improvement

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  1. Getting Focused on Continuous Improvement -J. Jay Marino Associate Superintendent for Organizational Effectiveness and Accountability, Cedar Rapids, Iowa

  2. What’s Your Definition of Quality? Every organization needs to understand what quality is and what it isn’t.

  3. What are the characteristics of a continuous improvement system (district, school or classroom)? What would it look like? • Use some quality tools: • Brainstorm • Affinity Diagram • Nominal Group Technique

  4. 1 2 3 4 5 6 7 8 9 10 Are We Satisfied? • Consensogram: On a scale of 1-10, how satisfied are you with the quality and results of your school system? • “10” Very Satisfied-we couldn’t possibly improve or have better results • “1” Very Unsatisfied-a complete overhaul and redesign is needed to fix/improve the system and its results Very Satisfied Very Unsatisfied

  5. Today’s Essential Questions… • How can quality and continuous improvement processes and tools positively impact student achievement? • What are the components of the continuous improvement classroom and school? • How can the 7-step Plan Do Study Act cycle (Action Research) be used as a school improvement model to increase student achievement?

  6. The Big Question???-Why Quality and Continuous Improvement?

  7. Why Quality and Continuous Improvement? • Answer: The World Has Changed

  8. The World is Flat • ”The long-term opportunities and challenges that the flattening of the world puts before the United States are profound. Therefore, our ability to get by doing things the way we’ve been doing them…will not suffice any more.” • Permanent Change! Thomas Friedman

  9. None of the top 10 jobs in 2010 exists today -Former Ed. Secretary Richard Riley The average person today will have 10 - 14 careers The average job will last 3 – 5 years -U.S. Department of Labor Changing Jobs

  10. Our Challenge • How do we create the learning environments that engage this generation? • How do we equip these students with the skills and knowledge they need to be competitive in a global, flat world?

  11. Why Quality and Continuous Improvement? • Answer: Students need a different set of skills to compete in today’s flat world

  12. Mountain View Whisman School District Education for the world ahead Academic Excellence Strong Community Broad Worldview Goal:All children supported and inspired to reach their highest potential Goal:All children supported and enriched by entire Mountain View community Goal:All children supported and prepared to thrive in a global environment Core Value:Culture of excellence Core Value:Culture of collaboration Core Value:Culture of respect Supporting Points: Supporting Points: Supporting Points: • Rigorous, results-driven instruction • Teachers and staff committed to continuous improvement • Can-do attitude • High parental involvement and commitment • City-wide enrichment services • Interdependent relationships with universities and corporations • Diverse student body • Access to rich, multi-cultural perspectives and activities • Horizon-broadening uses of technology

  13. What Should We Teach? • Critical thinking skill areas must be addressed: • Information processing skills • Information presentation skills • Independent problem solving skills • Interdependent team-working skills

  14. Our Greatest Challenge as Leaders…Changing Mindset… • A paradigm is any set of rules or regulations that defines boundaries and tells you how to behave. • Paradigms help us get through the day, but they also can work against us.

  15. Change Process Rebuild SHOCK Acceptance Depression

  16. Continuous Improvement Can't Only Be Top Down!

  17. Helping Others With Change…Anxiety is reduced when… • Leaders- set and communicate direction: • A well-defined and clearly communicated mission, beliefs, objectives, parameters and strategies • Alignment of people, resources and actions to the direction you are heading • Support/opportunities to gain the knowledge and skills necessary to accomplish the communicated direction

  18. Random Acts of Improvement Aim of the Organization Goals and Measures Aligned Acts of Improvement Aim of the Organization Goals and Measures

  19. Video: Goal!

  20. Goals & Top Priorities • Running in all directions (misaligned arrows) • ___ % know top goals (too many, changing) • The front line produces bottom line • ___ % are passionate about the goals • ___ % of time on key goals • ___ % might know goals, don’t know what to do about them

  21. Why Quality and Continuous Improvement? • Answer: To align efforts and get everyone on the same page

  22. Aligned Acts of Improvement Administrators: Setting & Communicating Direction District Strategic Plan “Critical Few” GOALS = Programs, Processes & School Improvement Plans

  23. Getting alignment is sometimes like herding cats

  24. It’s About Alignment! • Can we get everyone rowing in the same direction?

  25. Why Quality and Continuous Improvement? • Answer: It’s Research Based!

  26. Why Quality and Continuous Improvement? • Answer: To provide the highest quality education while preparing students to be successful in an ever changing flat world! MVWSD Goal: All children supported and prepared to thrive in a global environment

  27. So What’s Next? A Review of MVWSD Strategic Plans

  28. MANAGE BY OBJECTIVES & CONTINUOUS IMPROVEMENTNext Steps • Selected key elements of continuous improvement initiatives: • MBO’s - Ongoing Review Process (see timeline) • Project Management methodology implementation • Deploy wikis in content for project management • Trimester assessments measure for analysis • Plan Do Check Act (PDCA) cycle for data-driven instruction and results • Koality Kids for continuous improvement in the classroom for students and teachers

  29. MANAGE BY OBJECTIVES & CONTINUOUS IMPROVEMENTNext Steps • Refine MBO’s and ongoing review process with Leadership Team (LT) • Define district version of PDCA cycle • Provide professional development to LT on PDCA cycle • Institute first PDCA cycles using CST and trimester assessment data (and Edusoft) • Select teachers to participate in first training of Koality Kids program & determine method for sharing the program across district

  30. What Does Continuous Improvement Look Like…In The Classroom?

  31. Objectives • Objectives are the expression of the desired, measurable end results for the district, in terms of student success, performance, and achievement. Every student willmeet or exceed academic standardsat each educational level. Every student will demonstrate the attitudes and social skills needed to be successful in each educational setting and in life.Every student will demonstratepersonal responsibility for his/her own learning.

  32. The Continuous Improvement Classroom

  33. Expected Outcomesof the continuous improvement classroom • #1- Increased academic achievement • Student ownership, responsibility and accountability for learning • Customer/student focused • Results driven

  34. If a visitor came to a continuous improvement classroom …They would see…

  35. They Would See… • The classroom mission statement displayed • Classroom goals and measures • Data indicating progress towards classroom goals • +/Delta from the previous day/class • Action plan for the day • Chairs/desks/tables arranged to support collaborative work in achieving classroom goals

  36. They Would See… • Grade-level/course standards in kid-friendly language • Flow chart(s) of key classroom process(es) • Such as morning routine, homework, lab • Regular class meetings at which goals are reviewed, progress is shared, ideas for improving the classroom learning system are shared.

  37. They Would See… • Students talking to visitors about the classroom learning system, the class mission, goals and measures • Student-led conferences with parents to share progress toward learning goals

  38. They Would Feel… • A sense of learning community • Shared accountability toward achieving class and personal goals- raising achievement • Excitement about learning • A willingness to collect and analyze data to improve the learning system • A commitment to continual improvement

  39. What Does Continuous Improvement Look Like…As a School Improvement Model (Teams Working in Professional Learning Communities)

  40. PLC’s & PDSA • Educators continuously seek and share learning (to be able to act on what they learn) to increase student achievement • Goal of their action is to enhance their effectiveness as professionals • Teams of teachers collaboratively seek out research and best practices • Utilization of the 7 step, data-driven process of Plan-Do-Study-Act

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