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Charting the Course to Performance Excellence

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District 15 Fast Facts. Our district: Serving all or parts of seven ... Business model doesn't fit education. Process uses resources best expended elsewhere ... – PowerPoint PPT presentation

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Title: Charting the Course to Performance Excellence


1
Charting the Course to Performance Excellence
Community Consolidated School District 15
2
District 15 Fast Facts
  • Our 20 schools
  • 15 elementary, 4 junior high, 1 alternative
    school
  • Our enrollment
  • 12,956 students
  • 37.5 minority
  • 24.0 low-income
  • 32.0 limited English proficiency

3
District 15 Fast Facts
  • Our staff
  • 2,290 staff members
  • 970 certified teachers
  • 990 classified staff
  • 330 certified substitutes
  • 67 of teachers hold masters degrees
  • 17 years average teaching experience
  • 77 National Board Certified teachers

4
District 15 Fast Facts
  • Our district
  • Serving all or parts of seven municipalities
  • Vast range of housing/incomes
  • Second largest elementary school district in
    Illinois
  • Strong community involvement
  • 2004-05 budget 155.4 million

5
Focus on Performance Excellence
  • Four Overriding Priorities
  • Direction
  • Alignment
  • Deployment
  • Measurement/Results

Direction
Measurement/Results
Deployment
Alignment
6
Direction Strategic Vision 2005
  • Input from more than 2,000 constituents and staff
  • Mission To produce world-class learners by
    building a connected learning community.

7
Challenges the Strategic Plan Needs to Address
8
Student Performance Targets 2005-2010
  • Every second-grade student who has been in
    District 15 since kindergarten will read at or
    above grade level when completing second grade
  • At least 90 percent of the student population who
    have been in the district for one year meet or
    exceed all Illinois Learning Standards in reading
    and mathematics
  • At least 90 percent of the student population who
    have been in the district for one year meet or
    exceed district grade level standards in writing
  • Students identified within specific subgroups who
    have been in the district for one year show no
    significant difference in meeting the Illinois
    Learning Standards target in reading and
    mathematics

9
Student Performance Targets 2005-2010
  • At least 90 percent of the students meet or
    exceed district technology learning standards for
    each grade level
  • 100 percent of the students apply Quality Quick
    Sheet tools to solve problems and develop life
    skills
  • Student social skills are at or above
    best-in-class benchmark standards
  • Student satisfaction is at or above
    best-in-class benchmark standards
  • Student enthusiasm for learning is at or above
    best-in-class benchmark standards

10
Direction
11
Alignment
  • Organizational direction and targets are aligned
    across a network of interrelated groups

12
Deployment
  • Deployment occurs throughout organization

13
Learning-Centered Processes
  • Cross-Functional Process Mapping (CFPM) is used
    to design and deliver new curriculum,
    instruction, and assessment programs requiring
    Board of Education approval
  • Cycle time reduced and content delivery improved

14
Learning-Centered Processes
15
Learning-Centered Processes
  • Curriculum, instruction, and assessment
    requirements are determined by
  • Best practices
  • Research
  • Benchmarking
  • Data analysis
  • Federal/state guidelines

16
Deployment
One-Page PDSA model
17
Deployment
  • One-Page PDSA model

18
Deployment
  • School Improvement Planning Process

19
Learning-Centered Processes
  • District 15 uses a variety of data sources to
    determine student performance
  • EDW (state and
  • national trend data)
  • Programmatic
  • assessments (literacy)
  • Classroom student
  • portfolios and quality tools

20
Deployment
  • Quality tools in the classroom
  • Koalaty Kid

21
Learning-Centered Processes
At-Risk Flowchart
22
Measurement/Results
  • Measurable goals
  • Defined measurement process
  • Analysis of data
  • Education Data Warehouse
  • In-process adjustments
  • Informed decisions

23
Measurement/Results
24
Measurement/Results
25
(No Transcript)
26
Measurement/Results
27
Lessons Learned
28
Lessons Learned
  • Realizations
  • Random acts of improvement dont achieve overall
    excellence
  • Requires systemic process
  • Requires focus, courage, and determination

29
Lessons Learned
  • The Baldrige Criteria
  • A new way of thinking
  • A proven framework for continuous performance
    improvement
  • Provides accountability to stakeholders

30
Lessons Learned
Total Quality Transformation
Theory
Process
Tools
31
Lessons Learned
  • Reactions
  • Business model doesnt fit education
  • Process uses resources best expended elsewhere
  • Were already good enough!

32
Lessons Learned
  • A Consistent Message
  • What Baldrige is
  • Why Baldrige?
  • Key characteristics
  • How will it help District 15?

33
Lessons Learned
  • Broad Base of Support
  • Team culture
  • Shared decision-making
  • Every group involved
  • Administrators/staff
  • Teachers
  • Students

34
Lessons Learned
  • Getting Results
  • Goal setting
  • Interventions/In-process adjustments

35
Lessons Learned
  • Measurement
  • Results were tracked by lagging indicators
  • If its important, it needs to be measured
  • Data-based decision making became systematic
  • Result Education Data Warehouse

36
Present Journey
  • Effective Use of Feedback
  • Baldrige-identified opportunities for improvement
  • Never enough opportunities to discuss values,
    directions, and expectations

37
Present Journey
  • Whats Next?
  • Sustaining momentum
  • Improve knowledge management
  • Strategic planning

38
For more information, visit www.ccsd15.net
39
Contact Information
  • Community Consolidated School District 15
  • 580 North First Bank Drive
  • Palatine, IL 60067-8110
  • Phone (847) 963-3000 Fax (847) 963-3200
  • Website www.ccsd15.net
  • Robert C. Tenczar Director of Communications
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