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Session #6 How Winning Organizations
Sustain Excellence
Session #6 How Winning Organizations
Sustain Excellence
November 22, 2003 2P06(David Reid Speeches/Winning Boards)rs.998500 2
TORONTO DISTRICTSCHOOL BOARD
How Winning Organizations
Sustain Excellence
David Reid
Director of EducationOctober 19, 2004
November 22, 2003 3P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 4P06(David Reid Speeches/Winning Boards)rs.998500 4
Critical Challenges at the TDSB
• Governance
• Funding and Budget Stability
• Public Confidence
• Labour Relations
• Scale of Operation
• Equity of Access
• Staff Morale & Productivity
November 22, 2003 5P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 6P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 7P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 8P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 9P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 10P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 11P06(David Reid Speeches/Winning Boards)rs.998500 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.
November 22, 2003 12P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 13P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 14P06(David Reid Speeches/Winning Boards)rs.998500 14
TDSB has put the focus on:
SCHOOL IMPROVEMENT
andBUSINESS BUDGET
PLANNING
November 22, 2003 15P06(David Reid Speeches/Winning Boards)rs.998500 15
Our strategy is not just about how we allocate resources,
but how we use resources to achieve measurable results
that benefit students.
November 22, 2003 16P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 17P06(David Reid Speeches/Winning Boards)rs.998500 17
How will the Toronto District School Board
be a “winning” organization that sustains excellence?
BY APPLYING THE LESSONS OF SUCCESSFUL BOARDS
November 22, 2003 18P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 19P06(David Reid Speeches/Winning Boards)rs.998500 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
November 22, 2003 20P06(David Reid Speeches/Winning Boards)rs.998500 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
How Winning Organizations Sustain Excellence
ISO 9001, ISO 14001, TS 16949 & Q1 Registered.
Frank Milligan
President & C.E.O.
Polywheels Manufacturing Ltd.
Oakville, Ontario, Canada
ISO 9001, ISO 14001, TS 16949 & Q1 Registered.
Company Background
Company Started in 1986320 Employees (Hourly and Salary)Unionized C.A.W. (Hourly)5 day, 3 Shift OperationManufacture products for the automotive and consumer products industriesCustomers include Ford Motor Company, General Motors, Visteon.
Sample Products
Heat Shields
Aftermarket and Ford
Service Parts
Skid Plate
Compression Molding Technology
Raw Material Manufacturing
Sheet Mold Compound Machine
State of the Art Technology
In-line Compounder
Quality Policy
Polywheels Manufacturing Limited exists to provide World Class Products and Services to our customers.
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.
Polywheels Business Overview 2004
World-Class Supplier
- Manufacturing Best Practices -Shareholder Return -Quality -Growth -Diversification -Acquisition -Reinvestment
- People Excellence
Key Business Objectives -Run to Rate -Sales Performance -Customer Ratings -Gross Sales/EbitDA % -Accidents Lost Time Performance -Overall Quality Scrap Rate -Labour Efficiency -Environmental Responsibility
-Urgency -Trust -Relationships -Results -Integrity -Commitment -Flexible -Teamwork -Change/Growth -Health & Safety -Family Values -Communications
CU
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RIV
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TA
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FA
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US
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CU
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Vision
Strategy
Operating Plan
Core Competencies
Family / Business
Core Values/ Culture
Polywheels Business Overview 2003-2004
-Entrepreneurial -Teamwork -Job Knowledge -Health & Safety -Communication -Cost Consciousness -Planning & Organizing -Innovation -Leadership -Decisive/Results Oriented -Sense of Urgency -Interpersonal Skills
BEHAVIORAL
-Press Operators—OJT -Finishers—OJT -Engineering -Lean Manufacturing -Molding -5 S -TPM -All departments—best practices -Plant Visits -TS 16949 -ISO 14001
TECHNICAL
Revision date: March 31, 2004
Vision, Strategy, Operating Plan
Vision
Strategy
Operating Plan
World- Class Supplier
- Manufacturing Best Practices -Quality - Growth -Diversification - Acquisition - Reinvestment - -Shareholder Investment
- People Excellence
Key Business Objectives -Run to Rate -Sales Performance -Customer Ratings -Gross Sales/EbitDA % -Accidents Lost Time Performance -Overall Quality Scrap Rate -Labour Efficiency -Environmental Responsibility
Sustaining Excellence Through Core Competencies & Values
Core Competencies
Family/Business Core
Values/Culture
-Entrepreneurial -Teamwork -Job Knowledge -Health & Safety -Communication -Cost Consciousness -Planning & Organizing -Innovation -Leadership -Decisive/Results Oriented -Sense of Urgency -Interpersonal Skills
BEHAVIORAL
-Press Operators—OJT -Finishers—OJT -Engineering -Lean Manufacturing -Molding -5 S -TPM -All departments—best practices -Plant Visits -TS 16949 -ISO 14001
TECHNICAL
-Urgency -Trust -Relationships -Results -Integrity -Commitment -Flexible -Teamwork -Change/Growth -Health & Safety -Family Values -Communications
How:
Recruitment, Selection and PromotionEducation/Development/WorkshopsYear End Salaried Employee Performance ReviewsFocus Groups – Every 6 monthsProblem-Solving Teams on-going (I.e. Shift Schedules, Scrap, Rotation of workers)Relationship building meetings with C.A.W.Personality Profiling and Education
Sheridan College
Frank Milligan & Dr. Robert Turner , President and C.E.O of Sheridan College
Polywheels University in Partnership with Sheridan College
Level 1
Effective Communication
Problem Solving Skills
Change Management
Cost Consciousness
Performance Management
Level 2
The Confident Leader
Coaching Skills
Conflict Resolution
Personality Profiling & How to Improve Personal Effectiveness
SK
TCMG
SB
ACTR
EA
IU
NP
LO
TS
JD
DF
PDRR
DMGM
FF
RF
JEKS
JLSM
VP
DH
RB
DPDB
RSMD
FMLW
JA
BRLM
CRAM
JJ
JSRKBP
RZAG
AAMK
RP
GMGS
DGJK
SR
LKNO
SCTP
DA
MM
GC
RJ
DJ
JM
BM
GRDO GBDC
Jungian Psychology
Theory
Conclusion
Sustaining Excellence?
Our People Make the Difference.
How Winning Organizations
Sustain Excellence:
Building a High Performance
Culture
MDS Nordion
About MDS Nordion
leading global supplier of radioisotopes used to diagnose, prevent and treat diseasegamma irradiation technology for sterilizing medical and consumer products and foodradioisotopes for nuclear medicineradiotherapy products and services for targeted cancer therapiesradiation therapy machines for cancer treatmentblood and research irradiators20% of MDS Revenues
We are changing…
Today’s business environment
Increasing competitionNeed for innovation and agilityRetention of critical resources Good company but need to get better
MDS High Performance Action Plan
Achieving the right mix of businessesCreating a platform for successful growthActively driving performanceOrganizing our systems and processes around our customers needs
Building a High Performance Culture
Strong customer focusAccountability at every levelCollaborative teamsOpen, respectful feedbackRewards & recognitionInnovation mindsetEffective knowledge management
Open communicationsAgreed standards Supportive work environmentValue diversityDisciplineCommitment to learning & development
Leaders play a critical role in creating the performance environment
MDS Nordion in 2004
New business strategy focused on growthERP implementationLaunch of Shared ServicesOutsourcing of IT ServicesCulture shift / people alignment
People strategy
People are our competitive advantage (bench strength)People are key drivers of growthPeople can add more valuePeople make decisionsPeople make a difference
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)
Change Leadership
Change Leadership: Definitions
Actively managing the process of change in a business environment and transitioning
peoplein 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
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
Strategy means Implementation
Focus, priorities, communicationBalanced ScorecardMonitor performance deliveryHold exec accountableUtilize expertise to assist in implementationLeaders have to walk the talk
Sustaining Excellence…
LeadershipAlignment, capability, resources, motivationAttracting and retaining the right peopleValues
An Award-winning An Award-winning Organization – 9 Years LaterOrganization – 9 Years Later
Dr. James R. MacLean
President and CEO
Markham Stouffville Hospital
Sustaining a “Winning” Sustaining a “Winning” AttitudeAttitude
Organizational culture Leadership Loyalty and commitment
Organizational CultureOrganizational Culture
Glue - shared meaning Focus on values, beliefs and expectations Strong positive culture can sustain an
organization – takes time to develop
Negative culture can destroy it– can happen quickly
Organizational CultureOrganizational Culture
At MSH – based on “Make It Great” Sense of pride and ownership Quality improvement – everyone’s
responsibility
Organizational CultureOrganizational Culture
"The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of
challenge and controversy." Martin Luther King, Jr.
Organizational Culture: Organizational Culture: The SARS ExperienceThe SARS Experience
SARS Wars Trust Strong and
intentional communication
Chatelaine: September 2003Chatelaine: September 2003
“While nurses in many hospitals felt they weren’t in the loop, the team in the SARS unit at Markham Stouffville Hospital has nothing but praise for their bosses.
‘They were with us every day. We knew what they knew. If we had a suggestion for change, they made it happen.’ ”
p.136
Organizational Culture: Organizational Culture: The SARS ExperienceThe SARS Experience
Strengthened sense of “team” – no experts 24 hour support – walking to units to listen Asked for and received input Did what “made sense” – positive outcomes Moments of levity Celebration – day to day; week to week
LeadershipLeadership
Drives the culture Invest in development Not just a title – find and nurture
everywhere During SARS - critical
Loyalty and Commitment:Loyalty and Commitment:How Does It Happen?How Does It Happen?
Recruitment 1989/90 – hired the “best”
– enthusiastic risk-takers– % original staff remain– sustained the culture through many changes
Continue to hire the best Welcome them warmly
Loyalty and Commitment:Loyalty and Commitment:How Does It Happen?How Does It Happen?
Retention Provide best possible working conditions Multiple communication strategies
– Open-door policy– Technology– Newsletters– Open forums
Celebrate together – annual theme song
““A retained workforce A retained workforce creates quality.”creates quality.”
Quint Studer in
The Quality Letter for Healthcare Leaders,
August 2004
Would they do it again?Would they do it again?
“Of course,” says Adamson, “I’m a nurse.” But they come back with a second thought. Warner says, “I’d be a SARS nurse again, but only in this hospital.”
p. 138