Action Team:  Kick-Off  “ Working together to make  Carroll County a place where all generations can live, work & thrive.”...
Greater Carroll County
Aspiration
Action Team #5 Aspiration Action Team #2 Action Team #3 Action Team #4 Action Team #1 Steering Committee Project Mgmt. Tra...
Action Team #5 Action Team #2 Action Team #3 Action Team #4 Action Team #1
Action Teams <ul><li>In order to reach that goal, participants decided that action teams that will set measurable goals ne...
Traveling Community Roundtable
Traveling Community Roundtable
Steering Committee
“ Mechanism for Implementation” Action Team #5 Aspiration Action Team #2 Action Team #3 Action Team #4 Action Team #1 Stee...
VALUES AND ROLES: ACTION TEAM MEMBERS
Values Required  of Action Team Members <ul><li>Accountability </li></ul><ul><li>Outcomes </li></ul><ul><li>Neutrality </l...
Values Required  of Action Team Members <ul><li>Accountability </li></ul><ul><ul><li>In order to expect a community to hol...
Values Required  of Action Team Members <ul><li>Engagement </li></ul><ul><ul><li>While some on an action team won’t be abl...
Change Model: Working Together in New Ways <ul><li>  Desired State  </li></ul><ul><li>Structures </li></ul><ul><li>Process...
Action Team Role <ul><li>Determine Target Outcome  (Desired State)  </li></ul><ul><li>=> ensure that it ACHIEVES to the  c...
Looking Across Carroll County over Time  Community Outcome Aspiration Process Indicators  Structures Rallying  Resources D...
Steering Committee Role <ul><li>Thru  Engagement , develop context for implementing Structure/Process/Measures </li></ul><...
Community Solutions <ul><li>Are often about Community Systems </li></ul><ul><li>Are often Cross-Organizational </li></ul><...
Prepared by  Rubicon Partners LLP “ Getting on the arrow!” The Achievement Process
Prepared by  Rubicon Partners LLP Alignment <ul><li>Accountability </li></ul><ul><li>Decision-Making </li></ul><ul><li>Eng...
Carroll County: A3 Thinking <ul><li>Clarification </li></ul><ul><li>Alignment </li></ul><ul><li>Orientation </li></ul><ul>...
A3 Thinking <ul><li>Was developed as part of the Toyota management toolbox </li></ul><ul><li>Was developed out of Edwards ...
Practical problem solving with A3s <ul><li>Answer the questions: </li></ul><ul><ul><li>Who are we? </li></ul></ul><ul><ul>...
Plan Do Check Adjust The Deming Cycle
A3 Thinking <ul><li>The name comes from a paper size—the metric equivalent of 11 x 17” paper. </li></ul><ul><li>The princi...
A3 Thinking <ul><li>The Narrative (Part One) </li></ul><ul><ul><li>What are we trying to do? </li></ul></ul><ul><ul><li>Wh...
A3 Thinking <ul><li>The Narrative (Part Three) </li></ul><ul><ul><li>What are our target conditions? </li></ul></ul><ul><u...
Brigance Score Quality Care Records Community Awareness <ul><li>Business Case: </li></ul><ul><li>71% of all 4 yr olds will...
1 2 4 3 ___ % of 4yr olds are ready (per 4yr.  September 09  Brigance Assessment) # of participants at data driven profess...
Targets Hypothesis: Brigance:  If our Brigance scores show improvement – more children will be successful in school Qualit...
Lead Indicators Brigance Sept. Scores PD Attendance/Type Teacher Fidelity ACTION OWNER DATE 1 Assess all 3 & 4 year olds i...
 
Seventh: Create a  Blame Free Zone*  PRESUME POSITIVE INTENTIONS PARTICULARLY IMPORTANT IN ENGAGEMENT
Eighth: Hold Yourself Accountable to Getting to the Result <ul><li>Set Clear Mileposts </li></ul><ul><li>Determine what is...
Thank You <ul><li>Jay Connor </li></ul><ul><li>734-904-1459 </li></ul><ul><li>jcrubicon @ gmail.com </li></ul><ul><li>www....
Upcoming SlideShare
Loading in …5
×

Carroll County United Action Team Kick Off January 13 & 14,2010

809 views
760 views

Published on

Action Team Kickoff PowerPoint presentation, January 2010

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
809
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Carroll County United Action Team Kick Off January 13 & 14,2010

  1. 1. Action Team: Kick-Off “ Working together to make Carroll County a place where all generations can live, work & thrive.” JANUARY 13 th & 14 th , 2010
  2. 2. Greater Carroll County
  3. 3. Aspiration
  4. 4. Action Team #5 Aspiration Action Team #2 Action Team #3 Action Team #4 Action Team #1 Steering Committee Project Mgmt. Traveling Community Roundtable Greater Carroll County
  5. 5. Action Team #5 Action Team #2 Action Team #3 Action Team #4 Action Team #1
  6. 6. Action Teams <ul><li>In order to reach that goal, participants decided that action teams that will set measurable goals need to be established in the following areas: </li></ul><ul><li>School Readiness and childhood success (Pre-K through 3 rd grade) </li></ul><ul><li>Aligning education to careers (Gr. 4-12) </li></ul><ul><li>Self sufficiency (young adults -> retirement age) </li></ul><ul><li>Balancing economic development and environmental stewardship </li></ul><ul><li>Health and wellness </li></ul>
  7. 7. Traveling Community Roundtable
  8. 8. Traveling Community Roundtable
  9. 9. Steering Committee
  10. 10. “ Mechanism for Implementation” Action Team #5 Aspiration Action Team #2 Action Team #3 Action Team #4 Action Team #1 Steering Committee Project Mgmt. Traveling Community Roundtable Greater Carroll County
  11. 11. VALUES AND ROLES: ACTION TEAM MEMBERS
  12. 12. Values Required of Action Team Members <ul><li>Accountability </li></ul><ul><li>Outcomes </li></ul><ul><li>Neutrality </li></ul><ul><li>Engagement </li></ul><ul><li>Ownership </li></ul><ul><li>Leverage </li></ul>
  13. 13. Values Required of Action Team Members <ul><li>Accountability </li></ul><ul><ul><li>In order to expect a community to hold itself accountable to an outcome , they must have faith that the action team demonstrated clear and unbiased ways of developing those expectations </li></ul></ul><ul><ul><li>The only way a member of an action can demonstrate that is to be seen as striving to be neutral to an agenda, activity or program, while showing a laser-like focus on the outcome. </li></ul></ul>
  14. 14. Values Required of Action Team Members <ul><li>Engagement </li></ul><ul><ul><li>While some on an action team won’t be able to be completely “without agenda” the team as a whole should model how all engagement with the process should be valued – I.E., it is owned by the community and not on individual, organization or sector. </li></ul></ul><ul><ul><li>Their presence encourages others to be involved and thus creates a leverage as they bring new resources in time and dollars to the solution. </li></ul></ul>
  15. 15. Change Model: Working Together in New Ways <ul><li> Desired State </li></ul><ul><li>Structures </li></ul><ul><li>Processes </li></ul><ul><li>Measures </li></ul><ul><li>Present State </li></ul>
  16. 16. Action Team Role <ul><li>Determine Target Outcome (Desired State) </li></ul><ul><li>=> ensure that it ACHIEVES to the community aspiration </li></ul><ul><li>Develop a clear MEASURE (s) </li></ul><ul><li>=> “How will we know?” </li></ul><ul><li>Focus on ALIGNMENT of Action Teams, as well as, community organizations. </li></ul><ul><li>Outline/Implement STRATEGIES (Structures & Processes) to achieve Outcome </li></ul><ul><li>=> Does not create programs! </li></ul>
  17. 17. Looking Across Carroll County over Time Community Outcome Aspiration Process Indicators Structures Rallying Resources Decision Making Accountability Community Engagement
  18. 18. Steering Committee Role <ul><li>Thru Engagement , develop context for implementing Structure/Process/Measures </li></ul><ul><li>Prepare to match Resources required with actions needed / Budget </li></ul><ul><li>Make Decisions with Outcome Focus </li></ul><ul><li>Lead thru Measurement and Accountability </li></ul>
  19. 19. Community Solutions <ul><li>Are often about Community Systems </li></ul><ul><li>Are often Cross-Organizational </li></ul><ul><li>Are often Cross-Sectoral </li></ul><ul><li>Require Community Ownership </li></ul><ul><li>The Solution should frame the activities => not the other way around </li></ul>Prepared by Rubicon Partners LLP
  20. 20. Prepared by Rubicon Partners LLP “ Getting on the arrow!” The Achievement Process
  21. 21. Prepared by Rubicon Partners LLP Alignment <ul><li>Accountability </li></ul><ul><li>Decision-Making </li></ul><ul><li>Engagement </li></ul><ul><li>Resources </li></ul>The Achievement Process
  22. 22. Carroll County: A3 Thinking <ul><li>Clarification </li></ul><ul><li>Alignment </li></ul><ul><li>Orientation </li></ul><ul><li>Communication </li></ul><ul><li>Adjustment </li></ul>
  23. 23. A3 Thinking <ul><li>Was developed as part of the Toyota management toolbox </li></ul><ul><li>Was developed out of Edwards Deming’s Plan-Do-Check-Adjust cycle </li></ul><ul><li>This is the basis for the Baldrige quality improvement process. </li></ul>
  24. 24. Practical problem solving with A3s <ul><li>Answer the questions: </li></ul><ul><ul><li>Who are we? </li></ul></ul><ul><ul><li>What did we do? </li></ul></ul><ul><ul><li>What has hindered us in doing better? </li></ul></ul><ul><ul><li>What does a better future look like? </li></ul></ul><ul><ul><li>How do we get to a better future? </li></ul></ul><ul><ul><li>How do we know when we’ve arrived? </li></ul></ul><ul><ul><li>What do we do then? </li></ul></ul>
  25. 25. Plan Do Check Adjust The Deming Cycle
  26. 26. A3 Thinking <ul><li>The name comes from a paper size—the metric equivalent of 11 x 17” paper. </li></ul><ul><li>The principle is that the entire story must fit on a single sheet of paper. </li></ul><ul><li>The A3 is the narrative of the story </li></ul>
  27. 27. A3 Thinking <ul><li>The Narrative (Part One) </li></ul><ul><ul><li>What are we trying to do? </li></ul></ul><ul><ul><li>Why? Background? </li></ul></ul><ul><ul><li>How will we know? </li></ul></ul><ul><ul><li>The Narrative (Part Two) </li></ul></ul><ul><ul><li>What is the current condition? </li></ul></ul><ul><ul><li>What are the potential barriers or levers? What is their expected impact? </li></ul></ul>
  28. 28. A3 Thinking <ul><li>The Narrative (Part Three) </li></ul><ul><ul><li>What are our target conditions? </li></ul></ul><ul><ul><li>What is our hypothesis? How do we address those levers/barriers? </li></ul></ul><ul><ul><li>The Narrative (Part Four) </li></ul></ul><ul><ul><li>How do we implement change? What/Who/When </li></ul></ul><ul><ul><li>How do we know that it works? </li></ul></ul><ul><ul><li>What do we do next? </li></ul></ul>
  29. 29. Brigance Score Quality Care Records Community Awareness <ul><li>Business Case: </li></ul><ul><li>71% of all 4 yr olds will be ready for Kindergarten as measured by the Brigance by March 2010 </li></ul><ul><li>100% of all children entering Kinder will have </li></ul><ul><li>all appropriate records </li></ul><ul><li>85% of all childcare providers attend PD </li></ul><ul><li>sessions (6 of 8) </li></ul><ul><li>Community awareness survey conducted </li></ul><ul><li>semi annually </li></ul>THEME: EVERY CHILD READY Readiness Level
  30. 30. 1 2 4 3 ___ % of 4yr olds are ready (per 4yr. September 09 Brigance Assessment) # of participants at data driven professional development workshops for teachers and families Parental / home reinforcement of concepts taught in classrooms needs improvement Community awareness of Kindergarten readiness (academic and health requirements) needs to be increased Current Conditions Leverage Point Lever Impact (1) Daycare center providers need increased training on language and literacy Deliver training to ---% of teachers 40% Pre-school providers Home daycare centers Parents/families (2) More resources are needed Provide avenues for parents/children/teachers to receive materials 25% a. Books, materials, ideas b. Specialized training (dvds) c. Special incentives (program) for increased reading to and by children (3) Increased community awareness Bi-weekly visits to center/home 25% Increased community collaboration Parent nights, parent academies, public seminars, church organizations (4) All children need to have all records ready prior to entering Kinder Check preschool/daycare records 15%
  31. 31. Targets Hypothesis: Brigance: If our Brigance scores show improvement – more children will be successful in school QualityCare: If our children have better trained child care providers – children have a greater chance to succeed Records: If all children have all their records – they won’t miss school and they will learn more Community Awareness – If the community values kindergarten readiness – value for education improves 1 2 3 4 Better Teachers Better Resources Community Involvement Community Awareness/Records
  32. 32. Lead Indicators Brigance Sept. Scores PD Attendance/Type Teacher Fidelity ACTION OWNER DATE 1 Assess all 3 & 4 year olds in daycare facilities and Anna Waters Head Start Day Care Directors 9/30 2 Collect and analyze data provided by centers York 10/15 3 Contact home daycare providers to identify #s of 3 & 4 yr olds for assessment York/student 9/30 4 Begin assessment of 4 yr olds in home day cares York/team 10/15 5 Return analyzed data to individual center directors York 10/30 6 Set individualized center goals to reach team goal using 4 yr old data Team/York/Irma/Jan 11/18 7 Develop individualized instruction plans for all target children Team 12/10 8 Review/revise professional development needs as a result of scores Team 11/18 9 Hold professional develop sessions at specific centers/classrooms and track individual student academic growth York/Irma/PD
  33. 34. Seventh: Create a Blame Free Zone* PRESUME POSITIVE INTENTIONS PARTICULARLY IMPORTANT IN ENGAGEMENT
  34. 35. Eighth: Hold Yourself Accountable to Getting to the Result <ul><li>Set Clear Mileposts </li></ul><ul><li>Determine what is “in the way.” </li></ul><ul><li>Drive the Change </li></ul>
  35. 36. Thank You <ul><li>Jay Connor </li></ul><ul><li>734-904-1459 </li></ul><ul><li>jcrubicon @ gmail.com </li></ul><ul><li>www.thecollaboratory.us </li></ul>

×