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Session #6 How Winning Organizations Sustain Excellence

Session #6 How Winning Organizations Sustain Excellence. TORONTO DISTRICT SCHOOL BOARD. How Winning Organizations Sustain Excellence David Reid Director of Education October 19, 2004. Attributes of Winning Boards. The focus is on instructional improvement

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Session #6 How Winning Organizations Sustain Excellence

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  1. Session #6How Winning Organizations Sustain Excellence

  2. TORONTO DISTRICTSCHOOL BOARD How Winning Organizations Sustain Excellence David Reid Director of Education October 19, 2004

  3. Attributes of Winning Boards • The focus is on instructional improvement • Research based principles guide PD • Strong connections are established between district vision and school strategies • Networks exist to support teachers • Student needs are identified through data • Use of resources tied to measurable results

  4. Critical Challenges at the TDSB • Governance • Funding and Budget Stability • Public Confidence • Labour Relations • Scale of Operation • Equity of Access • Staff Morale & Productivity

  5. Governance • Governance Agreement with Province • to Balance Budget • to Negotiate Relationship with Senior Staff • Relationship Committee • Accountability Framework • Code of Conduct • Policy Reform • Committee Structure • Policy Process • Clarity of Roles/Responsibilities/Accountabilities

  6. Funding and Budget Stability • First Balanced Budget in Board’s History • Budget Process to be Profoundly Changed • Will establish targets for improvement • Will support action plans • Will outline indicators of success • Will set new standards for operational oversight • Will rely upon an internal audit process • Will ensure clear accountability

  7. Public Confidence • Aggressive communication plan • System report card published annually • Validation through NQI certification • Strategy for parent involvement • Implemented School Improvement Planning • engaged parents and staff at 557 schools • created data and resource warehouses (virtual) • local authority/autonomy and accountability

  8. Labour Relations • 6 years of labour unrest • 5 bargaining units • Provincial policy sets settlement standards • Bodies for bucks not sustainable • Provincial negotiation strategy required • Labour/management politics highly destructive for all employees

  9. Scale of Operations • 50 m sq. ft. of real estate in 600 buildings • 300,000 students and 30,000 staff • more than 1 million stakeholders • 60,000 computers supported daily • 100,000 meals served daily • 120,000 work orders processed annually • $2.3 billion dollar budget managed

  10. Equity of Access • Highly diverse student population • Amalgamation of 6 cultures • Program integration not complete • Enrolment and demographics changing • Special Education funding in flux • At-Risk Students everywhere

  11. Mission • Our mission is to enable all students to reach high levels of achievement and to acquire the knowledge, skills and values they need to become responsible members of a democratic society.

  12. We Value • each and every student • a strong public education system • partnership of students, family& community • the uniqueness and diversity of our students • the commitment and skills of our staff • equity, innovation, accountability • learning environments are safe & nurturing

  13. Board Approved Strategic Goalsfor 2004-2005 • Successful Students • Inspired Staff • Engaged Parents and Communities • Kind and Caring Schools and Workplaces • Fine Facilities • Equity of Access

  14. TDSB has put the focus on:SCHOOL IMPROVEMENTandBUSINESS BUDGETPLANNING

  15. Our strategy is not just about how we allocate resources, but how we use resources to achieve measurable results that benefit students.

  16. Each business budget plan from 5 service departments and the school improvement plans from 557 schools: • Show evidence of need • Establish targets for improvement • Outline the resources required • List actions to be taken • Assign responsibility • Report performance publicly • Support system accountability

  17. How will the Toronto District School Board be a “winning” organization that sustains excellence? BY APPLYING THE LESSONS OF SUCCESSFUL BOARDS

  18. BEYOND ISLANDS OF EXCELLENCE:What Districts Had the Courage to Do • Acknowledged poor performance • Developed a system-wide approach • Focused vision on student learning • Based decisions on data and research • Adopted new approach to staff development • Redefined leadership roles

  19. The 10 Lessons We’ve Learned • 1. The Board must lead the schools • 2. The truth must be heard • 3. Focus must be on student achievement • 4. Improving instruction requires a coherent, system-wide approach • 5. Decisions must be based on good data and evidence of need

  20. More of what we learned • 6. Professional development is a critical component of the system strategy • 7. Leadership is needed from many places • 8. Working together takes work • 9. There are no quick fixes • 10. Structures and lack of sustained funding can limit success

  21. How Winning Organizations Sustain Excellence ISO 9001, ISO 14001, TS 16949 & Q1 Registered. Frank Milligan President & C.E.O.

  22. ISO 9001, ISO 14001, TS 16949 & Q1 Registered. Polywheels Manufacturing Ltd. Oakville, Ontario, Canada

  23. Company Background • Company Started in 1986 • 320 Employees (Hourly and Salary) • Unionized C.A.W. (Hourly) • 5 day, 3 Shift Operation • Manufacture products for the automotive and consumer products industries • Customers include Ford Motor Company, General Motors, Visteon.

  24. Sample Products Skid Plate Heat Shields Aftermarket and Ford Service Parts

  25. Compression Molding Technology

  26. Raw Material Manufacturing Sheet Mold Compound Machine

  27. State of the Art Technology In-line Compounder

  28. Quality Policy • Polywheels Manufacturing Limited exists to provide World Class Products and Services to ourcustomers. • The foundation for continuous improvement of our Business Objectives is our focus on core competencies and family/business values. • Polywheels Manufacturing Limited works as a team focusing on our customer’s needs. • Our business strategy and our operating plan focus on exceeding customer expectations while ensuring a proper return to shareholders. • This will be achieved in an environment that promotes continuous improvement in knowledge and technical competence.

  29. Polywheels Business Overview 2004

  30. Vision, Strategy, Operating Plan Vision World - Class Supplier - Manufacturing Best Practices Strategy - Growth -Quality - Acquisition -Diversification Reinvestment - • -Shareholder Investment - - People Excellence Key Business Objectives - Run to Rate - Sales Performance Operating Plan - Customer Ratings - Gross Sales/EbitDA % - Accidents Lost Time Performance - Overall Quality Scrap Rate - Labour Efficiency - Environmental Responsibility

  31. Sustaining Excellence Through Core Competencies & Values Core Competencies Family/Business Core Values/Culture

  32. How: • Recruitment, Selection and Promotion • Education/Development/Workshops • Year End Salaried Employee Performance Reviews • Focus Groups – Every 6 months • Problem-Solving Teams on-going (I.e. Shift Schedules, Scrap, Rotation of workers) • Relationship building meetings with C.A.W. • Personality Profiling and Education

  33. Sheridan College Frank Milligan & Dr. Robert Turner , President and C.E.O of Sheridan College

  34. Level 1 Effective Communication Problem Solving Skills Change Management Cost Consciousness Performance Management Level 2 The Confident Leader Coaching Skills Conflict Resolution Polywheels University in Partnership with Sheridan College

  35. RF JJ JE KS IU AG LO RZ JL FF VP DF JA RS SM BP RK MD TS JS DH JD MK AA NP RB FM LM BR LW DP EA CR DB AC AM TR GR DO DC GB DJ GS GM TP BM SC PD RR RJ LK JK JM NO SB DG SR GM DM TC MG DA RP SK GC MM Personality Profiling & How to Improve Personal Effectiveness Jungian Psychology Theory

  36. Conclusion • Sustaining Excellence? • Our People Make the Difference.

  37. How Winning Organizations Sustain Excellence:Building a High Performance Culture MDS Nordion

  38. About MDS Nordion • leading global supplier of radioisotopes used to diagnose, prevent and treat disease • gamma irradiation technology for sterilizing medical and consumer products and food • radioisotopes for nuclear medicine • radiotherapy products and services for targeted cancer therapies • radiation therapy machines for cancer treatment • blood and research irradiators • 20% of MDS Revenues

  39. We are changing…

  40. Increasing competition Need for innovation and agility Retention of critical resources Good company but need to get better Today’s business environment

  41. MDS High Performance Action Plan • Achieving the right mix of businesses • Creating a platform for successful growth • Actively driving performance • Organizing our systems and processes around our customers needs

  42. Strong customer focus Accountability at every level Collaborative teams Open, respectful feedback Rewards & recognition Innovation mindset Effective knowledge management Open communications Agreed standards Supportive work environment Value diversity Discipline Commitment to learning & development Building a High Performance Culture Leaders play a critical role in creating the performance environment

  43. New business strategy focused on growth ERP implementation Launch of Shared Services Outsourcing of IT Services Culture shift / people alignment MDS Nordion in 2004

  44. People are our competitive advantage (bench strength) People are key drivers of growth People can add more value People make decisions People make a difference People strategy

  45. People Driving Growth • Leader’s role is to ensure that eachemployee • knows what to do and why (alignment) • knows how and has the skills to do it (capability) • has the tools and resources they need (resources) • is motivated through feedback, accountability, and rewards (motivation)

  46. Change Leadership

  47. Change Leadership: Definitions Actively managing the process of change in a business environment and transitioning people in order to meet business performance targets rapidly and effectively Mobilizing change – one individual at a time. Helping employees understand the need for change, gaining their commitment to the change, and helping them translate their thoughts and feelings into actions

  48. Change Leadership is critical • Communication & Feedback • Keep delivering the messages and asking the tough questions • Health and Well being strategy • Holistic approach to a healthy workplace • Metrics • Measure what matters • Accountability • Delivering results

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