1. Westat University of Wisconsin J. Koppich & Associates AIR Synergy Enterprises Sara Kramer Tony Milanowski NEFEC/Gilchrist HCM Systems Meeting – November 20, 1013 Strategic Management and Continuous Improvement

2. 2 Continuous Improvement: Critical for HCMS Success Strategies that align district, school, and classroom processes to purpose. Organizational structures that support mission, goals, and process. Metrics that track goals and progress. Active engagement of stakeholders at every level. Deliberate team building and management. Understand process from educators’ perspectives.

3. 3 Systems Approach to Management

4. 4 Educator-Focused Management 1. Process management. 2. Teacher- and principal-focused (adds value – defined by educators). 3. Continuous improvement. 4. Educator involvement and empowerment. 5. Cooperation and teamwork. 6. Data-based decision making. 7. Knowledge management and organizational learning.

5. 5 1. Process Management Examples: ▪ Strategic planning, benchmarking best-practices, collecting feedback from educators, strategy formulation. Align organizational structures and processes to support core HCMS strategies.. Each HCMS process is understood within context of the whole.

6. 6 2. Educator Focus Educator experience of the HCMS system. One type of value is defined by educators, through their experiences and goals, in relationship to the HCMS. Define “quality” characteristics to measure value: ▪ Teacher need: Timely professional development. ▪ Measure: Time from identified need to receiving PD. ▪ How much time is appropriate? Ask teachers, test system. ▪ Quality characteristics measure how well you are doing.

7. 7 Activity: Educator Focus Analysis What are teachers key needs for HCMS? What are some of the different “types” of teachers and their needs? ▪ New hire, early career, senior teacher, mentor? What are principals key needs for HCMS?

8. 8 3. Continuous Improvement Key is prioritization! Find key leverage points and focus on those. Leaders assure that system supports improvements. Measures need to be timely to provide feedback. Improvement requires Glasnost.

9. 9 Activity: Barriers to Improvement What are the key barriers to creating and sustaining a culture of continuous improvement? How well do we understand educators needs and what they value? What are the opportunities to improve?

10. 10 4. Total teacher involvement and empowerment Total involvement is a system that is inclusive to all. Built on: participation, involvement, and empowerment. QUESTION: ▪ How is an HCMS an involvement and empowerment approach?

11. 11 5. Cooperation and teamwork Cooperation creates strategy synergy. Breakthroughs require tremendous system thinking, cooperation, and team work. Requires trust and respect Inclusive of diversity QUESTION: How do we create trust, respect, and diversity in our team-based approach to HCMS?

12. 12 6. Data-based decision-making Guide our decisions, including team-based ones, on data. Quantitative and qualitative data. Perception data is still data! Determine important data dimensions ▪ Purpose

13. 13 7. Employ a learning process Classic example: Plan-Do-Study-Act Frames work and embeds culture of constant improvement. “Fast Failure, Lean Start-Up, Pivot”…. ▪ Don’t fear failure, learn from mistakes, make changes, move on. ▪ Culture of improvement or culture of fear? ▪ Role of top management.

14. 14 Group Discussion How can you use these approaches to embed an HCMS in your districts? What are your biggest opportunities? What are your biggest obstacles?