Hoshin Kanri: Catchball

Table Groupings

GSSD Board & Admin.– Catchball Part 1 Jan. 8, 2014 Section 1 - Setting the Stage for Sector Plan Student First Hoshin Kanri Methodology Hoshin Kanri Cycle – Northwest SD Dwayne Section 2 – Catchball Part 1 Feedback on Matrix Feedback on A3s &/or Hoshins Dwayne & Quintin Section 3 – Good Spirit School Division Strategic Plan Quintin   Section 4 - Next Steps in the Sector Planning Process Question & Answer

Section 1: Setting the Stage for Sector Plan Student First is about unifying and re-orienting the education system on what matters most - the student. It is about achieving targets in the Plan for Growth and addressing local priorities - and then bringing them together in one plan for action – an education system plan, focused on shared priorities. Student First means individualizing and personalizing the experience and support for each student by name, by strength and by need. Student First is also about shining the spotlight on the pockets of excellence that currently exist. There is likely not a challenge in education that someone has not already tackled somewhere in Saskatchewan. http://www.youtube.com/watch?feature=player_embedded&v=Kpqj8tFHGnI

Hoshin Kanri Methodology http://www.flickr.com/people/eileensanda/ Turning Vision and Strategy into Results through Action

Basic Principles Allows the sector to prioritize and sequence Provides focus for the alignment of effort and resources Utilizes collective knowledge: the insight and creative talents at all levels Requires frequent measuring and rigorous review of results Requires shared responsibility and accountability for achieving timely results There is no “shame and blame”— there is “learn and improve.”

Terminology Hoshins: Short-term (1 year) area of strategic focus for the sector This will be the highest priority “must do, can’t fail” work for the sector The sector’s resources are aligned to, and prioritized for, hoshin work The key mantra for this work is “focus and finish” Strategic Intent: A high-level statement of what the sector wants to accomplish. Enduring Strategies: Broad areas of strategic focus. Defines “What’s in” and “What’s out” The “Big How” Typically 3-5 years, but may be longer

A3s (Project Plans): “A one-page storyboard” Tools Matrix A3s (Project Plans): “A one-page storyboard”

Hoshin Kanri Cycle http://prezi.com/3ihlokv9_kin/hoshin-kanri- overview/?utm_campaign=share&utm_medium=copy

Section 2: Catchball Part 1 Feedback on Matrix Provide feedback regarding the overall feasibility of the Matrix Task 1 Directions: Use point form Provide feedback regarding the Strategic Intent & Enduring Understandings 10 minutes Task 2 Directions:

Feedback on A3s &/or Hoshins Provide suggestions to how the A3 &/or Hoshin in general, and for each part, may be strengthened. Task Directions: 20 minutes per A3 &/or Hoshin Use point form

Feedback Rounds

Section 3: GSSD Strategic Plan

Section 4: Next Steps in the Sector Planning Process http://www.flickr.com/people/eileensanda/