Thompson School District Organizational Systems Alignment December 2, 2008 Thompson Leadership Team

Today’s Purpose Understand the Big Picture about Systems Alignment Learn of the timelines for next steps Answer your questions

True to our Mission The mission of the Thompson School District is to: Empower to learn Challenge to achieve Inspire to excel

Doing our best. Being the best. To reach our mission, how do we make sure: We work together well? Our work is effective? Our work adds value to our district? Taking advantage of systems alignment...

Systems Alignment Purpose of Organizational Diagnosis + Determine whether the organization’s work is aligned with strategic goals + Improve workflows + Improve organizational alignment & clarify roles and responsibilities + Understand current staff levels relative to alignment

Desired System Alignment Outcomes Increase constancy and purpose Identify and utilize leverage points Improve workflows Identify and measure against key performance indicators Lead to and develop structures and processes: establish continuous improvement cycles Increase effectiveness and efficiencies Improve overall district outcomes

An aligned system—in balance & coordinated

Coordinated Alignment Helps Improve Achievement Continuous improvement cycles will help bring the organization into alignment Need Independently Selected Improvement Efforts: Focus & Linked Improvement Efforts :

Task: design and manage an efficient, effective and sustainable system A system is a network of interdependent components which work together to achieve common aims. The whole system can be constrained by one component Benefits include increases in: Repeatability Reliability Consistency Sustainability Performance RESULTS ! ! ! Model is adapted information from the 2007 Criteria for Performance Excellence by the National Institute of Standards and Technology Possible Public Education Management System Results Support Infrastructure Process Workforce Data Analysis, Monitoring & Evaluation Students, Parents & Community Leadership Strategy 9 It is Leadership’s responsibility to design and manage efficient, effective and sustainable systems.

Plan: Develop key goals and related strategies, actions, and tactics. Also, establish clear metrics, ie, how one measures progress. Do: Implementation of the plan. Progress is monitored via benchmarks. Check: After a suitable time, data is gathered to determine progress. Adjust: Possible changes or modifications are made to the plan—not to the goal—in order to keep making progress toward the desired goals. AdjustPlan Check Do Increasing improvement and complexity Continuous Improvement Cycles

Organizational High-level Findings Many Things are Going Well Great place to work People feel valued Installing new IFAS system Instructional coaches Strong academic results Evidence of skilled and competent employees Stabilizing HR and Finance department staffing Top Areas for Improvement Establish clear direction and priorities for the District. Reduce the activity and number of initiatives Improve staffing models Improve SAS organizational structure and make numerous other organizational alignment adjustments Update shared decision making Improve critical processes, especially workforce processes Improve coordination of technology management in terms of role and planning Summary Findings and Recommendations

Summary of Major Opportunities by System Component Leadership + Establish clear direction and priorities + Streamline, consolidate or eliminate initiatives, programs and operations + Clarify the role of the Board + Recognize and elevate recognition for achieving increased levels of excellence Students, Parents and Community + Identify stakeholder groups. Continue to systematically understand needs and expectations, develop positive relationships, measure satisfaction and plan improvements Strategy + Clarify strategic direction, improve alignment and increase focus. Include intervention programs. Communicate direction and rationale. + Consider increasing ISTS role in the District to better select, utilize and manage technology Workforce +Update staffing models based upon best practices and apply to the District + Evaluate and make organizational structure adjustments in possible misaligned areas (especially in SAS) + Clarify roles and responsibilities and authority levels + Hire, train and reinforce service attitude within District + Continue creating a collaborative partnership between teachers, buildings and the District Summary Findings and Recommendations

Workforce (cont.) + Develop a target culture (e.g., values, operating principles, symbols, rituals) + Clarify position on open information sharing + Perform a review of prof. dev. and orientation practices to meet the needs of varying groups + Consider utilizing Mountain States Employers Council (MSEC) for mgnt dev Process + Prioritize processes. Establish process owners and systematically improve + Update the District Communication Plan to improve internal and external communications + Challenge standing meeting objectives and agendas and train personnel on meeting management skills. + Clarify points-of-contact with the District as-well-as a deadline calendar (and keep them updated) + Update shared decision making model. Retrain and provide support for application. + Data Analysis, Monitoring and Evaluation + Create a TSD Information Plan Support Infrastructure + See: Process Improvements above Results + Include the concept of formative benchmarks and a balanced scorecard

Process Component / General Recommendations – Prioritize and Improve: Interdepartmental processes –Processes between HR and Finance (e.g., benefits management, risk management, budgeting); –Processes between HR and SAS (e.g., timeliness of hiring and contracts) –Request process for HR and Finance services (consider Service Level Agreements (SLAs)) Workforce Management –New employee orientation –Job description update process (from workforce / job descriptions) –Recruiting process (from workforce / hiring and firing as-well-as PS) –Orientation processes –Compensation adjustment process (from workforce / hiring and firing) –Professional development (PS) –Performance management / evaluation process (from interviews as-well- as PS) Detail Findings and Recommendations Note: (PS) = priorities from process session

Workforce Management (Cont) Mentoring process (from workforce / hiring and firing) Removing personnel process (from workforce / hiring and firing) Building processes Building specialist scheduling Building master scheduling process Classroom material replenishment (PS) Others Best practices usage in curriculum development (PS) Proactive and standard emergency communication process District Wellness Program processes Grant management processes Board policy change process (e.g., student confidentiality policy) Equipment replacement cycle – especially for technology and Nutritional Services (PS) Budgeting processes (PS) Findings & Items to Prioritize Continued

Next Steps Develop implementation plans and determine staffing needs Communicate results to those involved Work on improvement projects – January through May Update assessments and plan the next round of improvements in the April – May timeframe 16

Thanks for your attention Questions? Comments? Thoughts? Empower to learn – Challenge to achieve – Inspire to excel