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Thompson School District Organizational Systems Alignment December 2, 2008 Thompson Leadership Team.
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Transcript of Thompson School District Organizational Systems Alignment December 2, 2008 Thompson Leadership Team.
Thompson School District Organizational Systems Alignment
December 2, 2008Thompson 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
Need
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
Lead
ers
hip S
trate
gy
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.
Adjust Plan
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 ComponentLeadership
+ 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 PlanSupport Infrastructure
+ See: Process Improvements aboveResults
+ Include the concept of formative benchmarks and a balanced scorecard
Process Component / GeneralRecommendations – 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 processesBuilding specialist schedulingBuilding master scheduling processClassroom material replenishment (PS)
OthersBest practices usage in curriculum development (PS)Proactive and standard emergency communication processDistrict Wellness Program processesGrant management processesBoard 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
Prioritize Ideas(need to determine group to perform
exercise)
Objective 1 – 100 Homes 100 Days
Action Items
Objective 2 - Organizational
Review Action Items
Consolidated Ideas for Action Items
Top Priority Action Items
Develop Implementation Plans for Top Priority Action
Items and Discuss Improvement Staffing
Work on Improvement
Projects
Perform Assessments and
Plan Next Round of Improvements
- Project Plans- Timeframes- Improvement Project Leads- Staffing Levels
- January - May - April - May- Week of 12/15- Week of 11/17 - Week of 12/8
- Reassess- Update Improvement Ideas- Reprioritize Ideas- Develop Implementation Plans- Determine Improvement Project Staffing
Present big picture of findings and
recommendations to various groups
- Week of 11/24 & 12/1
Thanks for your attention
Questions?
Comments?
Thoughts?
Empower to learn – Challenge to achieve – Inspire to excel