Session #6 How Winning Organizations Sustain Excellence

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


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


Critical Challenges at the TDSB

• Governance

• Funding and Budget Stability

• Public Confidence

• Labour Relations

• Scale of Operation

• Equity of Access

• Staff Morale & Productivity


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


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


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


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


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


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


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.


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


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


TDSB has put the focus on:

SCHOOL IMPROVEMENT

andBUSINESS BUDGET

PLANNING


Our strategy is not just about how we allocate resources,

but how we use resources to achieve measurable results

that benefit students.


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


How will the Toronto District School Board

be a “winning” organization that sustains excellence?

BY APPLYING THE LESSONS OF SUCCESSFUL BOARDS


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


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


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

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Vision

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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

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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


At MSH – based on “Make It Great” Sense of pride and ownership Quality improvement – everyone’s

responsibility


"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

Session #6 How Winning Organizations Sustain Excellence

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