Baldrige Criteria Board Presentation July 23, 2002 Committee Members – Nancy Knapke, Steve Wendel,...
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Transcript of Baldrige Criteria Board Presentation July 23, 2002 Committee Members – Nancy Knapke, Steve Wendel,...
Baldrige CriteriaBoard Presentation
July 23, 2002
Committee Members – Nancy Knapke, Steve Wendel, Ted Shuttleworth, Pat Niekamp, Ed Snyder, Chris Keller, Kathy Thobe - Recorder
Baldrige Categories
1 Leadership
1.1 Organizational Leadership
1.2 Public Responsibility and Citizenship
2 Strategic Planning
2.1 Strategy Development
2.2 Strategy Deployment
Baldrige Categories – FR Responses
Key Themes
Strengths
Opportunities
Results
Leadership
1.1 Organization Leadership
1.1 Organizational LeadershipKey Themes
Stakeholder Involvement
Shared Leadership
Continuous Improvement
Decision Making
1.1 Organizational LeadershipStrengths
Stakeholder Involvement - Community, Parents, Business, Student, Classified Staff, Seeking vs. Listening
Shared Leadership – DLT, SLT, Site-based Management, PAC
Continuous Improvement – Prevailing Atmosphere, Staff Development Opportunities, Positive Climate, Incentives, Time Provisions, Modeling
Decision Making – Data Driven, Shared, Focus on Student Learning, Team Concept, Empowerment
1.1 Organizational LeadershipOpportunities
Stakeholder Involvement – Student Input, Accountability
Shared Leadership – Mentoring, Smooth Transition with New Leaders, Cultivating Future Leaders
Continuous Improvement – Aligned Professional Development, Peer Modeling
Decision Making – Student Involvement, Continued Use of Technology Tools, Data-Driven, Employee Recruitment/Retention
1.1 Organizational LeadershipResults
Excellent State Report Card Positive and Safe School Climate Strong Community Support and Involvement Positive Survey Results with High Return Award-Winning PK-8 Building Construction Innovative High School Renovation Staff Commitment and Stability Experienced and Cohesive Team of Administrators Staff Implements Best Educational Practices Successful Graduates and World-Class Citizens
Leadership
1.2 Public Responsibility & Citizenship
1.2 Public Responsibility & CitizenshipKey Themes
Communication
Stewardship
Response to Needs
Community Involvement
Staff Active in Community
1.2 Public Responsibility & CitizenshipStrengths
Communication – Two-Way, Web, Electronic, Print, TV, Student-
Aided
Stewardship – Safe Environment, Sound Fiscal Policies, Legally
Astute, Procuring and Efficient Use of Grants and Donations
Response to Needs – Classes, Speakers, Needs of All Students
Community Involvement – BAC, PAC, Booster Clubs, Organizations Staff Active in Community – Community Service, Organizations,
Churches
1.2 Public Responsibility & CitizenshipOpportunities
Communication – Increased use of technology, class
newsletters
Stewardship – Explore alternative funding
Response to Needs – Playground Safety, Staff
Training and Recruitment
Staff Active in Community – Hire Local When
Possible
1.2 Public Responsibility & CitizenshipResults
Clean Fiscal Audits Positive Health and Environmental
Inspections Positive Bus Inspections Good Attendance at School Events Community Buy-In and Ownership
1.1 Organizational LeadershipResults
Excellent State Report Card Positive and Safe School Climate Strong Community Support and Involvement Positive Survey Results with High Return Award-Winning PK-8 Building Construction Innovative High School Renovation Staff Commitment and Stability Experienced and Cohesive Team of Administrators Staff Implements Best Educational Practices Successful Graduates and World-Class Citizens
Strategic Planning
2.1 Strategy Development
2.1 Strategy DevelopmentKey Themes
Based on Effective Schools Process
Data-Driven
Informal Planning
Lots of Stakeholder Involvement
2.1 Strategy DevelopmentStrengths
Based on Effective Schools Process – Vision,
Mission, Action Plans
Data-Driven – Benchmarks, Indicators, Timelines,
Testing Results
Informal Planning – Flexible
Lots of Stakeholder Involvement – Ohio Building
Leadership Model
2.1 Strategy DevelopmentOpportunities
Maintaining Leadership as Staff Changes
Addressing Time Concerns
Addressing the Stress of Change
Maintaining a High Level Commitment
Funding Staff Development/Incentives in Future
2.1 Strategy DevelopmentResults
Continuous Improvement Process in Place
High Student Achievement
Low Turnover of Staff
School and Community Pride
Good Technology Planning
Good Fiscal Planning
Strategic Planning
2.2 Strategy Deployment
2.2 Strategy DeploymentKey Themes
Use of Action Plans
Measure and Indicators
Performance Projections
Communication
Administrative Support
2.2 Strategy DeploymentStrengths
Use of Action Plans – timelines, action items, strategies,
assigning responsibility
Measure and Indicators – evaluation, benchmarks,
deadlines
Performance Projections – goal assessment, raising the
bar, comparison of results
Communication – district-wide awareness, priorities
Administrative Support – celebrations, time and financial
support, recognition
2.2 Strategy DeploymentOpportunities
Better performance at Honors Level
Systemic Planning
Aligning Professional Development to Strategic
Planning
Continuation of Strategic Plans thru Retirements
2.2 Strategy DeploymentResults
4th Grade Honors Proficiency
Conscientious meeting of grant and project deadlines
High Grant Application Success
Strong Open Door Policy
Stakeholder communication and buy-in
Staff Development Opportunities
Technology Benchmarks
Model School – Implementation of Best Practices
Information and Analysis
4.1 Measurement and Analysis of Organizational
Performance
4.1 Measurement& Analysis of Organizational PerformanceKey Themes
4.1 Measurement and Analysis of Or
Baldrige CriteriaNext Steps
Board Input and Suggestions
Additional Baldrige Categories?
Implementation of Baldrige Category Opportunities for
Leadership and Strategic Planning
3. Student, Stakeholder, and Market Focus
3.1 Knowledge of Student, Stakeholder, and Market Needs and Expectations
3.1 Student, Stakeholder, and Market Needs and Expectation- Key Themes
Individual Student Focus Community & Society Needs Seek Authentic Input From Stakeholders Ohio Law [ed requir.] Not Mere Compliance-We Go
Beyond Seeking Best Practices Analysis & Use of Data Where There’s a Will…There’s a Way [cost does not
drive the decisions]
3.1 Student, Stakeholder, and Market Needs and Expectations- Strengths
Use Of Ohio Law As Starting Point Use Of DASL For Data Driven Analysis And
Facilitating Individual Student Focus Parent Advisory Effective Surveys For Input – High Rate Of Response-
Input Is Used. Design Is Comprehensive Board Supports & Encourages Seeking And
Applying “Best Practices”
3.1 Student, Stakeholder, and Market Needs and Expectations - Opportunities
Improve Test Results On Standardized Tests [ACT, PSAT, SAT, AP]
Better Methods For Establishing Priorities, Making Hard Choices and Getting Most “Bang for the Buck”
Better [More Useful] Feedback From current Students, and Recent Graduates
More Attention Given To Improving Proficiencies Of Special Ed Students
3.1 Student, Stakeholder, and Market Needs and Expectations- Results
High percentage of positive responses to surveys; students, staff, & parents
High percentage of community involvement In legal compliance Best Practices in place and open for
continuous improvement Data being readily available and usable
3. Student, Stakeholder, and Market focus
3.2 Student and Stakeholder Relationships and Satisfaction
3.2 Student And Stakeholder Relationships And Satisfaction- Key Themes
High Expectations [Without Being Punitive] Relationships Are Interactive Rather Than One
Directional Or Passive [collaborative] Philosophy Assumes/Believes Parents/
Students & Community Want To Be Involved Good Facilities Improve/Build Pride, Morale In All
Stakeholders Students & Staff Are Involved & Empowered –
Especially In Improvement Process
3.2 Student And Stakeholder Relationships And Satisfaction- Strengths
Business Advisory Council Active and Working On Relationships
Teacher Leaders: DLT & BLT Proactive Approach To Relationships Board/District Leaders Relationship Is
Positive, Collaborative, Non-adversarial Seek And Apply Best Practices Community Pride In Schools
3.2 Student And Stakeholder Relationships And Satisfaction -OpportunitiesOpportunities
Improved Perceptions Of Schools Sustaining Interest, Support & Enthusiasm
Among Stakeholders Address Issues, Complaints, More Promptly Better Feedback On Satisfaction/Quality Of
School Activities
3.2 Student and Stakeholder Relationships and Satisfaction- Results
Empower students and staff Plethora of communications methods and procedures Levies pass High percentage of parent involvement at events and
activities as participants and spectators High parent/teacher conference attendance Active BAC and PAC High level involvement with businesses Individual members of community comfortable with
communicating w/staff and administration
4. Information and Analysis
4.1 Measurement and Analysis of Organizational Performance
4.1 Measurement and Analysis of Organizational Performance- Key Themes
Staff evaluation People assigned to integrate Collaborating to decide on data Professional committees interpret data Data is accurate [a priority] State mandated date [EMIS]; A-site [DASL, etc] Data shared, publicized, communicated to all staff Wide range of data collected regularly; data aligns
w/CIP goals Proficiency committees using data
4.1 Measurement and Analysis of Organizational Performance- Strengths
Leaders access, communicate, and model data District personnel enjoy using data Building surveys Staff trained in usage [DASL] and widely involved Wide range and use of data Consistency of data between buildings DASL- powerful accessible tool Integration specialist available Provide staff development on use of data
4.1 Measurement and Analysis of Organizational Performance-Opportunities
Interpretation Need technical expertise Staff awareness of data and availability [certified & classified] Use practicums to help Find more time Online notebooks of data Organize data Post graduate data on line Additional data Perception of too hard to get Non-DASL data more accessible
4.1 Measurement and Analysis of Organizational Performance- results
Action research Data is accurate Staff comfortable making suggestions Independent data gatherers Data driven decisions Model for other schools Leaders present at state/national level Always continuing to look for more uses of data
4. Information and Analysis
4.2 Information Management
4.2 Information Management- Key Themes
State requirements Intranet, Internet District meetings, Staff inservices DASL, A-site Fort Site Journal PAC’s Tech Coordinator
4.2 Information Management- Strengths
Use of many tools, receptive staff Eagerness to learn, Lots of trust Access given to data, High level of security Efforts to improve communication access Anyone can give suggestions Technical support
4.2 Information Management- Opportunities
Prioritize and plan, maintain focus Document imaging Funding, Time Lack of data on some important areas
[Schlechty survey] More online communication Need more staff as independent gatherers
4.2 Information Management- Results
Hardware is secondary System support Expectations of good service, everything
works Driven by need Data driven decisions Staff asks for more
5. Faculty and Staff Focus
5.1 Work Systems
5.1 Work Systems- Key Themes
Staff Involvement Incentives-Time, and Money Celebration Personnel Development
5.1 Work Systems- Strengths
Mentors Staff Development Evaluations Open Communications
5.1 Work Systems- Opportunities
Compensation Time New Staff Induction Staff Awareness of Student [mentor]
Opportunities Upcoming Retirements
5.1 Work Systems- Results
Meaningful Involvement of Staff Plan for Future Leaders Care in Selection Process Effective Compensation and Incentives
5. Faculty and Staff Focus
5.2 Faculty and Staff Education, Training, and Development
5.2 Faculty and Staff Education, Training and Development- Key Themes
Quality Is the Over All Goal Teachers Lead Professional Development Variety of Opportunities Based on Need Data Driven Best Practices
5.2 Faculty and Staff Education, Training and Development- Strengths
Committee Work, SLT and DLT Staff Lead Inservice, and Staff Presentations Professional Library, and Staff Readings Communications Between Staff and Senior
Leaders Focus on Student Achievement
5.2 Faculty and Staff Education, Training and Development- Opportunities
Needs Identified in Professional Development Review
Resources for Top Consultant Use of Feedback and Surveys Classified Training Opportunities
5.2 Faculty and Staff Education, Training and Development- Results
Knowledgeable and Skilled Staff Widespread Ownership of Improvement Planning Done With the End In Mind Periodically Measure Effectiveness
5. Faculty and Staff Focus
5.3 Faculty and Staff Well-being and Satisfaction
5.3 Faculty and Staff Well-being and Satisfaction- Key Themes
Positive Work Climate Supportive Climate for New Staff Community Involvement and Support Concern for Staff Well Being
5.3 Faculty and Staff Well-being and Satisfaction- Strengths
Emphasis on Physical and Emotional Safety High Quality Facilities Retirement Rehires, and Incentives Personal, Sick Days Insurance Benefits
5.3 Faculty and Staff Well-being and Satisfaction- Opportunities
Meet Safety Requirements More Completely Increase Diversity of Staff Address Feedback of BAC, Joint Committee,
and Building Committees
5.3 Faculty and Staff Well-being and Satisfaction- Results
High Attendance For All Staff Low Workman’s Compensation High Attendance at Elective Meetings Low Staff Turnover Low Number of Grievances High Number of Applications for Certified and
Classified Positions