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Know When to Let Go Diversified Strategic Leadership is the Key

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Know When to Let Go Diversified Strategic Leadership is the Key

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    1. Know When to Let Go – Diversified Strategic Leadership is the Key

    2. Learn about… Our cascading leadership system Horizontal and vertical articulation using Quality Improvement Teams (QITs) Infusing the mission, vision and values Kendale’s Dashboard and School Performance Excellence Plan (SPEP) the development, implementation and assessing results Learn about our organizational structure – how leaders can set directions and high expectations, show commitment to continual improvement Quality Improvement Teams (QITs) the articulation that occurs horizontally & vertically between QITs & grade groups “Alignment between systems is as important as alignment within a system” How the mission, vision and values are infused into our school life Kendale’s Dashboard – what it is How School Performance Excellence Plan (SPEP) is developed, implemented and assessed Learn about our organizational structure – how leaders can set directions and high expectations, show commitment to continual improvement Quality Improvement Teams (QITs) the articulation that occurs horizontally & vertically between QITs & grade groups “Alignment between systems is as important as alignment within a system” How the mission, vision and values are infused into our school life Kendale’s Dashboard – what it is How School Performance Excellence Plan (SPEP) is developed, implemented and assessed

    3. Kendale’s Mission We are devoted to producing successful, well-rounded citizens who will excel in a diverse, global society, equipped to meet the challenges of tomorrow As you heard from our students this morning, they are well aware of what our mission at Kendale is Recited daily in a.m. Discussion about what it means Each year it is reviewed with staff & stakeholders to determine if it is still the direction we want to take Posted in communications such as student agenda planner, at entrance to school, in classrooms As a leader it is important to refer to your organization’s mission statement as work is planned As you heard from our students this morning, they are well aware of what our mission at Kendale is Recited daily in a.m. Discussion about what it means Each year it is reviewed with staff & stakeholders to determine if it is still the direction we want to take Posted in communications such as student agenda planner, at entrance to school, in classrooms As a leader it is important to refer to your organization’s mission statement as work is planned

    4. Kendale’s Vision Respect for oneself, respect for others and respect for the power of knowledge and learning Visionary leadership is an essential trait for success in an organization Important that the vision is shared and understood & that it is developed together with the stakeholders Understanding the vision is important for individual groups as well as the overall organization Leader must insure that the vision is a focus in the alignment of the organizations systems and expected outcomes KES also has a long range organizational vision that our school “will exceed standards set forth by the state and community by serving as a role model for continuous improvement and by sustaining high achievement through providing exceptional service to its customers.” Visionary leadership is an essential trait for success in an organization Important that the vision is shared and understood & that it is developed together with the stakeholders Understanding the vision is important for individual groups as well as the overall organization Leader must insure that the vision is a focus in the alignment of the organizations systems and expected outcomes KES also has a long range organizational vision that our school “will exceed standards set forth by the state and community by serving as a role model for continuous improvement and by sustaining high achievement through providing exceptional service to its customers.”

    5. Kendale’s Values Respect Responsibility Kindness Cooperation Support Values are infused throughout all that is done and by all groups and individuals within the organization Everyone is a role model and must exemplify these values; Children live & learn the values If children are involved in a disagreement or altercation, we discuss what “value” they failed to demonstrate. The consequences for students actions result in assignments related to the value. Students do the assignment, signed by themselves and parents Additionally, Student Code of Conduct is followed with the consequences attached to that. At the beginning of the school year, a contract is signed by administrator, teachers, parents and students; this contract acknowledges the rights and responsibilities of the individuals Positive People Program was developed to support the school values – uniform, attendance, tardy, lunch, special activities – canned food drive & random More information on PPP in session B – Human Resource Focus or during Table TopicsValues are infused throughout all that is done and by all groups and individuals within the organization Everyone is a role model and must exemplify these values; Children live & learn the values If children are involved in a disagreement or altercation, we discuss what “value” they failed to demonstrate. The consequences for students actions result in assignments related to the value. Students do the assignment, signed by themselves and parents Additionally, Student Code of Conduct is followed with the consequences attached to that. At the beginning of the school year, a contract is signed by administrator, teachers, parents and students; this contract acknowledges the rights and responsibilities of the individuals Positive People Program was developed to support the school values – uniform, attendance, tardy, lunch, special activities – canned food drive & random More information on PPP in session B – Human Resource Focus or during Table Topics

    6. Quality Improvement Teams (QITs) Reading/Writing Math/Science Communication & Technology Parent Involvement EESAC Clerical Safety Plant Operations Well executed approach to continual improvement engages all employees as full participants in learning and as contributors to improvement processes – this means empowering employees It is essential to build internal & external partnerships in an effort to accomplish overall goals – we have incorporated support personnel into our QITs Discuss QITs & function of each; representation on each QIT; minutes written & disseminated; sign in sheet at each meeting; & each has QIT developed list of functions is was expected to accomplish; starts with what is common to all & then what is specific to that QIT These functions include: design & review school objectives & strategies – recommend to EESAC for SPEP; identify strengths & weaknesses Over past years, QITs have changed; Using data analysis changes made were based on surveys, feedback and on SPEP changes. End result: Each team has helped improve strategic planning process and process management systems; Resolves instructional and operational issues Well executed approach to continual improvement engages all employees as full participants in learning and as contributors to improvement processes – this means empowering employees It is essential to build internal & external partnerships in an effort to accomplish overall goals – we have incorporated support personnel into our QITs Discuss QITs & function of each; representation on each QIT; minutes written & disseminated; sign in sheet at each meeting; & each has QIT developed list of functions is was expected to accomplish; starts with what is common to all & then what is specific to that QIT These functions include: design & review school objectives & strategies – recommend to EESAC for SPEP; identify strengths & weaknesses Over past years, QITs have changed; Using data analysis changes made were based on surveys, feedback and on SPEP changes. End result: Each team has helped improve strategic planning process and process management systems; Resolves instructional and operational issues

    7. Moving an organization to high performing means refining or changing your management strategy A simplified example of KES’ organizational chart – not too different from most school’s Leadership team consists of … EESAC representatives from all stakeholder groups – key product SPEP, monitor & implement; analyze data; make recommendations concerning resource allocation Department Leadership Team: dept. chairperson’s, media specialist coordinates activities, technology mentor, teacher coordinates academic activities Sounding board Decision makers Liasons to grade groups/department – disseminate info We expanded our articulation so that virtually every group has the ability to communicate with other groups Alignment of student achievement involves 2-way articulation ie.: Kdg to PK and Kdg to 1st Support personnel meet with leadership team representative so articulation and communication continues Moving an organization to high performing means refining or changing your management strategy A simplified example of KES’ organizational chart – not too different from most school’s Leadership team consists of … EESAC representatives from all stakeholder groups – key product SPEP, monitor & implement; analyze data; make recommendations concerning resource allocation Department Leadership Team: dept. chairperson’s, media specialist coordinates activities, technology mentor, teacher coordinates academic activities Sounding board Decision makers Liasons to grade groups/department – disseminate info We expanded our articulation so that virtually every group has the ability to communicate with other groups Alignment of student achievement involves 2-way articulation ie.: Kdg to PK and Kdg to 1st Support personnel meet with leadership team representative so articulation and communication continues

    8. Kendale’s Strategic Priorities 3 Key Performance Areas… Student Achievement A Dedicated and High Performing Workforce Effective Operational Systems Part of strategic planning process to identify 3 key performance areas; Necessary to identify what measures will be used to monitor & assess these key performance areas Originally, we had 5 key performance areas – refined to 3 Three areas… Student Achievement A Dedicated and High Performing Workforce Effective Operational SystemsPart of strategic planning process to identify 3 key performance areas; Necessary to identify what measures will be used to monitor & assess these key performance areas Originally, we had 5 key performance areas – refined to 3 Three areas… Student Achievement A Dedicated and High Performing Workforce Effective Operational Systems

    9. Key Performance Area #1 Student Achievement School Performance Excellence Plan (SPEP) Leadership Action Plan Grade Level/Department & Academic Teams Excelsior Gradebook Software Program Interim Progress Reports & Report Cards Awards Assemblies Quarterly Reviews, Attendance & Referrals Grants, EESAC Funds Positive People Program Organizational reviews to determine progress in KPA #1- Student Achievement Major focus is SPEP Key measures are FCAT, School Grade, Student Attendance, Student Referrals Initiatives deployed within: Leadership Action Plan, SPEP, Academic QITs, Grade Level/Dept. teams, Positive People Program, Awards Assemblies, Referrals, EESAC Funds, Grants, Support Funding, & Excelsior Electronic Gradebook Leadership Action Plan – Administrative Team blueprint for deployment Monitor student achievement through reports to parents mid way through grading period and report card grades Excelsior Gradebook purchased through grant, streamlined record keeping for teachers Quarterly reviews with administration to review progress on long-range plans, student progress, grades, need for conferences on tardiness or attendance, need for referral to Child Study Team, SPP’s now AIP’s; identify interventions Organizational reviews to determine progress in KPA #1- Student Achievement Major focus is SPEP Key measures are FCAT, School Grade, Student Attendance, Student Referrals Initiatives deployed within: Leadership Action Plan, SPEP, Academic QITs, Grade Level/Dept. teams, Positive People Program, Awards Assemblies, Referrals, EESAC Funds, Grants, Support Funding, & Excelsior Electronic Gradebook Leadership Action Plan – Administrative Team blueprint for deployment Monitor student achievement through reports to parents mid way through grading period and report card grades Excelsior Gradebook purchased through grant, streamlined record keeping for teachers Quarterly reviews with administration to review progress on long-range plans, student progress, grades, need for conferences on tardiness or attendance, need for referral to Child Study Team, SPP’s now AIP’s; identify interventions

    10. Key Performance Area #2 A Dedicated & High Performing Workforce School Performance Excellence Plan (SPEP) Leadership Action Plan Quality Improvement Teams’ Action Plans Professional Development Plans (PDP) Specialized Training Opportunities Staff Professional Development Day Employee Evaluations District and Kendale Survey Results Kendale District Audits/Performance Reviews Agenda/Minutes Documentation Organizational reviews to determine progress in KPA #2 – Dedicated & High Performing Workforce SPEP central focus with implementation of QIT;s Action Plans Key measures are: Employee evaluations, Audits (financial, property, safety, food service, health inspections), survey data (includes mid-year & end-of-year staff evaluations of administrative team; climate survey, Open House surveys,). QIT minutes & action plans (QIT surveys re: Agenda, newsletter) Initiatives deployed within: Leadership Action Plan, Employee Evaluation System, District Audits, PDP’s, District & KES surveys, QIT minutes & action plans Discuss evaluations… Administrators, Teachers, Clerical; None for Plant Operations – developed survey; Clerical have climate survey; added comment cards PDP’s aligned to SPEP, teachers must show data aligned to FCAT results for improvement; document training, etc.; formal meetings with principal; aligned by grade level/department New initiative this year PDP for support personnel Provide Special Training – ie. Plant Operations to understand audit; review procedures Staff Professional Development Day – team building for all employees develops sense of “Kendale Family” Business community reps – seminar on strategic planning & process management Opening School activities –work as team to validate MVV – paper plates; storybook with letters that show support activities Organizational reviews to determine progress in KPA #2 – Dedicated & High Performing Workforce SPEP central focus with implementation of QIT;s Action Plans Key measures are: Employee evaluations, Audits (financial, property, safety, food service, health inspections), survey data (includes mid-year & end-of-year staff evaluations of administrative team; climate survey, Open House surveys,). QIT minutes & action plans (QIT surveys re: Agenda, newsletter) Initiatives deployed within: Leadership Action Plan, Employee Evaluation System, District Audits, PDP’s, District & KES surveys, QIT minutes & action plans Discuss evaluations… Administrators, Teachers, Clerical; None for Plant Operations – developed survey; Clerical have climate survey; added comment cards PDP’s aligned to SPEP, teachers must show data aligned to FCAT results for improvement; document training, etc.; formal meetings with principal; aligned by grade level/department New initiative this year PDP for support personnel Provide Special Training – ie. Plant Operations to understand audit; review procedures Staff Professional Development Day – team building for all employees develops sense of “Kendale Family” Business community reps – seminar on strategic planning & process management Opening School activities –work as team to validate MVV – paper plates; storybook with letters that show support activities

    11. Key Performance Area #3 Effective Operational Systems Leadership Action Plan Management Evaluation Program Expanded Leadership System-QITs Kendale Dashboard Staff/Student Attendance Incentive Program District Performance Audits District & Kendale Survey Data Awards, Grants, & Recognitions Received Organizational reviews to determine progress in KPA #3 –Effective Operational Systems Key measures are: Staff attendance, district audits, awards & grants, survey data & exit interviews with staff & students Initiatives deployed within: Leadership Action Plan, SPEP, All QITs & action plans, district audits, Excelsior gradebook, PPP, Awards Assemblies, Awards/grants received, exit survey information, site-developed surveys & attendance incentive program Management Evaluation Program – Performance Plans, Progress evals & annual evals includes Sterling Principles of performance excellence in job targets Staff attendance – pass to leave early Student attendance – awards assemblies, Tony Roma’s kids meals, etc. Survey Data…Safety QIT – Code Red Drills –followed by survey – refine procedures (PDSA) Results of audits Kendale Dashboard Extract items from climate surveys that specific to our KPA’s; have refined & expanded performance items included on the Dashboard- look for improvement & trends Organizational reviews to determine progress in KPA #3 –Effective Operational Systems Key measures are: Staff attendance, district audits, awards & grants, survey data & exit interviews with staff & students Initiatives deployed within: Leadership Action Plan, SPEP, All QITs & action plans, district audits, Excelsior gradebook, PPP, Awards Assemblies, Awards/grants received, exit survey information, site-developed surveys & attendance incentive program Management Evaluation Program – Performance Plans, Progress evals & annual evals includes Sterling Principles of performance excellence in job targets Staff attendance – pass to leave early Student attendance – awards assemblies, Tony Roma’s kids meals, etc. Survey Data…Safety QIT – Code Red Drills –followed by survey – refine procedures (PDSA) Results of audits Kendale Dashboard Extract items from climate surveys that specific to our KPA’s; have refined & expanded performance items included on the Dashboard- look for improvement & trends

    12. Outcomes of Operational Improvements Surveys of Stakeholders Use of Agenda Planners Student Academic Portfolios Expansion of the Positive People Program Parent Workshops Suggestion Box Streamlining of QITs Improvements that are a result of application of Sterling Principles for Performance Excellence… Increased use of surveys to obtain feedback from stakeholders – important to share results of surveys Communication QIT –recommend use of Student Agenda Planners to EESAC; written in SPEP -utilized grant funds to purchase first year -evaluate through surveys from teachers and parents -continue use, fund through PTA Student Academic Portfolios to monitor individual student achievement -color coded, charting of progress Expanded PPP Parent workshops, evaluation – attendance –result technology first QIT – suggestion box QIT for Sterling Categories streamlined as a result of evaluation surveys brought in alignment with SPEP Assistance of Office Performance Improvement in alignment districtwide SPEP, address Sterling Categories Improvements that are a result of application of Sterling Principles for Performance Excellence… Increased use of surveys to obtain feedback from stakeholders – important to share results of surveys Communication QIT –recommend use of Student Agenda Planners to EESAC; written in SPEP -utilized grant funds to purchase first year -evaluate through surveys from teachers and parents -continue use, fund through PTA Student Academic Portfolios to monitor individual student achievement -color coded, charting of progress Expanded PPP Parent workshops, evaluation – attendance –result technology first QIT – suggestion box QIT for Sterling Categories streamlined as a result of evaluation surveys brought in alignment with SPEP Assistance of Office Performance Improvement in alignment districtwide SPEP, address Sterling Categories

    13. Data Driven Decision Making Dashboard and School Climate Surveys Alignment of school data to operational key performance areas Alignment of process management flowcharts to key performance areas, school objectives and/or school goals Dashboard… Data driven decision making – key to success – Make sure to attend breakout session B in this room from 1-2:00 Developed multitude of flow charts to understand and refine process management category – really aids in understanding work system & making improvements Dr. Rivas’ Office of Performance Improvement is key to assisting with the implementation of Sterling Principles and data driven decision making Information Clearinghouse – Accountability Data, demographics, trends, benchmarking, FCAT, EESAC info, SPEP info Online Self-Assessment Survey is part of SAIL BEST – Benchmarking Educational Support Tool – compares similar schoolsDashboard… Data driven decision making – key to success – Make sure to attend breakout session B in this room from 1-2:00 Developed multitude of flow charts to understand and refine process management category – really aids in understanding work system & making improvements Dr. Rivas’ Office of Performance Improvement is key to assisting with the implementation of Sterling Principles and data driven decision making Information Clearinghouse – Accountability Data, demographics, trends, benchmarking, FCAT, EESAC info, SPEP info Online Self-Assessment Survey is part of SAIL BEST – Benchmarking Educational Support Tool – compares similar schools

    14. Leadership role model characteristics: Personal commitment to customers Highly visible, personally involved leaders Managers are coaches & role models Use of organization review finding to set improvement focus & priorities Knows organizational strengths & weaknesses Focus learning at all organizational levels Champion for company citizenship Open and honest response to issues Develop a culture with common thread – teamwork is essential & results in innovation & resolution of obstacles Organization & planning – must have a sense of direction – road map long & short term plans, action plans, infuse PDSA throughout the system Communication so all stakeholders are aware of MVV & are aware of what is happening, sets directions, expectations & allows progress QITs allow for empowerment and infuse trust – for many leaders this is the most difficult task – it means risk taking on the part of administrators – A true leader first must see the need, envision the plan, and then empower the team for action. By the strength of the leaders commitment, the power of the team is unleashed. Leadership role model characteristics: Personal commitment to customers Highly visible, personally involved leaders Managers are coaches & role models Use of organization review finding to set improvement focus & priorities Knows organizational strengths & weaknesses Focus learning at all organizational levels Champion for company citizenship Open and honest response to issues Develop a culture with common thread – teamwork is essential & results in innovation & resolution of obstacles Organization & planning – must have a sense of direction – road map long & short term plans, action plans, infuse PDSA throughout the system Communication so all stakeholders are aware of MVV & are aware of what is happening, sets directions, expectations & allows progress QITs allow for empowerment and infuse trust – for many leaders this is the most difficult task – it means risk taking on the part of administrators – A true leader first must see the need, envision the plan, and then empower the team for action. By the strength of the leaders commitment, the power of the team is unleashed.

    15. Questions and Answers

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