Transcript The Baldrige Model of Excellence - CRCSD

Why This, Why Now?
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Mission: To develop
world-class learners and
responsible citizens
Core Value: Data Driven
Decisions
Goal: Improve all student
performance, enhance
social, emotional &
behavioral development
A framework for
continuous improvement
 Why
are we doing this??
What’s Your Definition
of Quality?
Every organization
needs to understand
what quality is and what
it isn’t.
Changing Mindset…
A
paradigm is any set of rules or
regulations that defines boundaries
and tells you how to
behave.
 Paradigms help us get
through the day, but they
also can work against us.
Look at the words and name the colors you
see. Don’t name the words you read.
Theory, Process, &
Tools
Theory
Process
Tools
Baldrige Criteria
Customer
Customers have dynamic
needs and expectations
Systems
People
People drive change
Foundation
Customers needs are
satisfied through
purposeful activities or
Systems
Principles
Variation
Planned Change
Continuous improvement of
systems occurs through
Planned Change
All systems exhibit
Variation
Knowledge
Knowledge comes from the rotating the
Plan-Do-Study-Act cycle
The Systems Principle
 It
is more productive to look for
solutions or improvements that take the
entire system into account, including its
customers and suppliers (rather than a
single subsystem)
 All parts of the system are related… if
a change is made in one part of the
system, the change will likely affect the
entire system itself
Random Acts of Improvement
Aim of the
Organization
Goals and Measures
Aim of the
Organization
Goals and Measures
Aligned Acts of Improvement
Aligned Acts of Improvement
School
Improvement
Plan
GOALS
= Programs
and
processes
Performance Excellence
At All Levels…
Student
Classroom
Grade Level
Department
School
District
Alignment: The Starting Point
GOALS
GOALS
It’s About Alignment!
 Can
we get
everyone
rowing in the
same
direction?
Leadership
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Requires leaders to set and
communicate direction
consistent with stakeholder
requirements
 How
do leaders set and communicate
direction?
The Critical Role of
Walking Your Talk
Simply put:
“If the leader doesn’t get
significantly involved with the effort,
no one else will take it seriously.”
Lotus Diagram
Alignment
Data-Driven
Decisions &
Measurement
Leadership/
Quality
Liaison
Systems
Thinking
PDSA/
Action
Research
Continuous
Improvement Quality Tools
Stakeholders
Staff
& Customers Development
What’s Been Done…
 “Navigating
change in uncertain
times” concept (Michael Fullan)
 L to J (Lee Jenkins)
 Contemporary School Leadership
 An overview of the Baldrige
framework
 Action Research and quality tools
and processes (Susan Leddick)
 Groups:
Beginners, Continuing, Pioneers…
Building …
Continue Action Research teams
 Utilize quality tools and the PDSA
process for data driven decisions
 Continue to align student, classroom,
school and District actions
 Connect all employees to CSIPs and the
District strategic plan
 Continue driving toward student
ownership and accountability for learning
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 Quality
Level feedback
 Changes in Level document
 Research
Links