Dr' Dave Markward Superintendent

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A Multi-Level School District Program
for Continuous Improvement

• Dr. Dave Markward- Superintendent
• J. Jay Marino- Associate Superintendent
• Becky Martin- Continuous Improvement Facilitator

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Quick Facts

• 121 square miles
• 2,700 employees
• 17,500 students
• 19 Minority enrollment
• 38 Free/Reduced
• 33 attendance sites
• 170 million budget
• 56 formal school/business partnerships
• Iowas second largest school district

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From the front lines!

• Customers and stakeholders talk about our
  continuous improvement journey

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Aim of the Organization
Goals and Measures
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Examples of Aligned Arrows...

• Requisitions
• Employee Evaluation
• Hiring
• Curriculum (e.g. grade 3 math H.S. American
  History)
• Effective Instruction Strategies
• School Improvement Plans

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A Helpful Framework

• Malcolm Baldrige Criteria for Performance
  Excellence

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The 7 Baldrige Categories

• Leadership
• Strategic Planning
• Student/Stakeholder Focus
• Information and Analysis
• Human Resource Focus
• Process Management
• Performance Results

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QuickCheck
The purpose of the QuickCheck is to provide a
quick evaluation of the school as a learning
system complete with an action plan for getting
started.
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LEADERSHIP
My school works with stakeholders to develop a
mission statement that supports the district
mission. YES TBA
In the process
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STRATEGIC PLANNING
My school has goals that are measurable, publicly
displayed, and support district goals. YES
TBA Sometimes
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STAKEHOLDER FOCUS

• My school surveys our stakeholders to determine
  the degree of satisfaction with our level of
  performance.
• YES TBA
• Sometimes

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INFORMATION AND ANALYSIS
Results data are publicly displayed and used to
monitor our progress toward goals. YES
TBA In the process
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HUMAN RESOURCES FOCUS

• My school has created an environment in which we
  are partners in our work and learning through
• Collaboration designed to achieve common goals
• Shared ownership improvement goals
• Positive environment.
• YES TBA
• Sometimes

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PROCESS MANAGEMENT
My school works on continually improving
processes. We use a delta as well as other
quality tools to analyze performance and make
improvements. YES TBA
Sometimes
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PERFORMANCE RESULTS
My school has data that indicate that we do well
compared to similar (then best)
schools/etc. YES TBA Sometimes

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Category 1Leadership

• Requires leaders to set and communicate direction
  consistent with stakeholder
  requirements
• How do leaders set and communicate direction?
• How do leaders monitor progress?
• How do leaders model the use of the principles of
  quality management?

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Strategic Plan on a Page
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Dr. Doug Reeves

• During the course of every major change
  initiative I have witnessed the words, I wish I
  knew what was going on are at the root of
  failures in translating leadership intent into
  action.

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Administrator Feedback

• I support the Districts continuous improvement
  efforts
• YES (99)
• NEED CLARIFICATION (1)
• NO (0)

• The pace of our continuous improvement effort is
  
• Just Right (94)
• Too Fast (5)
• Too Slow (1)

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Staff Feedback
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Your Turn
Worksheet A

• 1.) Whats your plan on a page look like?
• Vision
• Mission
• Core Values
• Strategic Goals
• 2.) How does your organization
  set and communicate direction
  for whats important?
• How do you communicate with
  employees and get the message
  out?

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Once the vision is set, it must be communicated,
deployed supported

• Alignment tools (SIP Plans)
• Stakeholder feedback tools

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Aligning School Improvement Plans to the District
Strategic Plan
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SMART GOALS
S pecific, strategic M easurable A
ttainable R esults-oriented T ime-bound
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Worksheet B
SMART Goals
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Action Plan
Worksheet C
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Getting deployment to all classrooms and all
employee groups

• Stakeholders need to be able to see it, hear it
  and feel it before they can accomplish it
• Tools for communicating direction
• SMART Goals, Action Plans, Quality Levels

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The 4 Quality Levels
Worksheet D
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GROUND RULES
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MEASURABLE GOALS
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CLASSROOM DATA CENTERS
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Data Center Examples
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Customer Feedback Tools!
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STUDENT DATA FOLDERS
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STUDENT-LED CONFERENCES
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CLASS MEETINGS
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Quality Tools
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Once direction has been set and communicated it
must be deployed and supported

• Supporting continuous improvement outcomes

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Multi-level Deployment

• Board of Education
• Superintendent Cabinet
• Office of Learning Leadership
• Monthly meetings
• Curriculum Seminars
• Area Education Agency
• Building Administrators
• Elementary, middle, high
• School Level
• Deployment teams
• Quality Liaisons
• District In-service
• Building request

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PDSA - Deployment Teams (265 Individuals/49
Teams)

• Action Research Deployment Team Workshops
• Elementary
• 129 individuals / 24 teams
• -Middle School
• 42 individuals / 7 teams
• -High School
• 42 individuals / 4 teams
• -Support Services
• 52 individuals / 14 teams

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• PDSA Deployment Teams
• Set communicate direction at the
  school/department level
• Learn quality tools and the PDSA process
• Develop skills as a Building Leadership Team

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• Pre Planning Identification of Need
• 1. Develop/Review Student Learning Expectations
• 2. Examine alignment of learning expectations
  with assessments
• 3. Review assessment data
• 4. Identify areas of need based on assessment

• Plan
• 1. Describe the current process for addressing
  the identified area of need (flow chart)
• 2. Review data to determine baseline performance
  in the specific area identified
• (Run Chart/Pareto Diagram)
• 3. Identify potential root causes contributing
  to the identified area of need
• (Cause Effect Diagram, 5 Whys,
  Relations Diagram)
• 4. Study research-based best practice/improvement
  theory addressing areas of need

Action Research Overview for Professional
Learning Communities

• DO
• 1. Plan for implementation of improvement theory
  (Force Field Analysis, Action Plan)
• 2. Implement research-based best practices
  improvement theory based on root causes
  according to the Action Plan
• 3. Monitor the implementation of research-based
  best practice/improvement theory to insure
  integrity and fidelity4. Assess student learning

• Act
• 1. Standardize the implementation of
  research-based best practice (improvement theory)
  that improved student learning (revise the flow
  chart to reflect changes made to the system)
• 2. If improvement theory was unsuccessful
  continue the PDSA cycle (try another improvement
  theory based on the next identified root causes)

Worksheet G
Study 1. Examine student assessment results
(compare to baseline) 2. Assess the impact of
research-based best practice/improvement theory
on student achievement
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Quality Liaison Network

• 81 Quality Liaisons
• Meet monthly
• Support continuous improvement at the building
  and department level
• Modeling PDSA, quality tools and
  processes
• Assisting with the deployment
  of the 4 quality levels
• Building internal capacity and
  support

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Staff Development Workshops

• Leading Continuous Improvement in the School (30
  hour)
• Data Centers/Folders
• Quality Classroom Level 1
• Data Centers/Folders Quality Tools
• 5 District Quality Trainers

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Support Service Departments

• Department Leadership Teams (DLTs)
• Employees within effective departments
• Know what is most important in the department
• Recognize how their work directly
  contributes to the Department
  Plan on a Page
• Understand how progress will be
  measured toward the Department
  Plan on a Page.

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(Department Mission Statement Here)
(Department SMART Goals Here)
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An Example
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Web Site Support
http//quality.cr.k12.ia.us/
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Your Turn

• 3.) How does your organization deploy to all
  departments, work areas and all employee groups?
• How do you execute the
  vision, mission, core values
  and goals?

Worksheet A
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How Will We Measure Our Progress?
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Deployment Instrument
Worksheet F
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Worksheet E
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Balanced Scorecard

• 1.B Increase of 2nd grade students reading
  at/above grade level by the end of 2nd grade
• 2.A Increase of students satisfied with
  school as measured by the annual student
  satisfaction survey
• 3.C Increase number of National Board Certified
  Teachers
• 4.K Decrease student transfers out of
  district/increase student transfers into district
  
• 5.C Increase number of employees giving to United
  Way

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Student Enthusiasm
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Elementary Example

• Action Research Deployment Team
• PDSA
• SIP SMART Goal
• Math Computation During the 2006-2007 school
  year, the percentage of students scoring in the
  high and intermediate math total proficiency
  levels will increase by 5 as measured by the
  district math assessments and ITBS.
• Classroom Goal Data Center
• Student Data Folder

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Classroom Data Center
Math Computation During the 2006-2007 school
year, the percentage of students scoring in the
high and intermediate math total proficiency
levels will increase by 5 as measured by the
district math assessments and ITBS.
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Your Turn
Worksheet A

• 4.) How does your organization measure progress
  toward the plan on a page?
• How do you know if you are making progress toward
  the vision, mission,
  core values and goals?

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Pulling It All Together

• Using the Communicating Direction
  Measuring
  Progress Planning Matrix

Worksheet A
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Questions?

• Dr. Dave Markward, Superintendent
• dmarkward_at_cr.k12.ia.us
• Becky Martin, Continuous Improvement Facilitator
• rmartin_at_cr.k12.ia.us
• Jay Marino, Associate Superintendent for
  Organizational Effectiveness and Accountability
• jmarino_at_cr.12.ia.us
• View this presentation online at-
  http//quality.cr.k12.ia.us/Presentations/NQEC_Nov
  _06.ppt