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

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

Greater Carroll County

Aspiration

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

Action Team #5 Action Team #2 Action Team #3 Action Team #4 Action Team #1

Action Teams
In order to reach that goal, participants decided that action teams that will set measurable goals need to be established in the following areas:
School Readiness and childhood success (Pre-K through 3 rd grade)
Aligning education to careers (Gr. 4-12)
Self sufficiency (young adults -> retirement age)
Balancing economic development and environmental stewardship
Health and wellness

Traveling Community Roundtable

Steering Committee

“ 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

VALUES AND ROLES: ACTION TEAM MEMBERS

Values Required of Action Team Members
Accountability
Outcomes
Neutrality
Engagement
Ownership
Leverage

Accountability
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
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.

Engagement
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.
Their presence encourages others to be involved and thus creates a leverage as they bring new resources in time and dollars to the solution.

Change Model: Working Together in New Ways
Desired State
Structures
Processes
Measures
Present State

Action Team Role
Determine Target Outcome (Desired State)
=> ensure that it ACHIEVES to the community aspiration
Develop a clear MEASURE (s)
=> “How will we know?”
Focus on ALIGNMENT of Action Teams, as well as, community organizations.
Outline/Implement STRATEGIES (Structures & Processes) to achieve Outcome
=> Does not create programs!

Looking Across Carroll County over Time Community Outcome Aspiration Process Indicators Structures Rallying Resources Decision Making Accountability Community Engagement

Steering Committee Role
Thru Engagement , develop context for implementing Structure/Process/Measures
Prepare to match Resources required with actions needed / Budget
Make Decisions with Outcome Focus
Lead thru Measurement and Accountability

Community Solutions
Are often about Community Systems
Are often Cross-Organizational
Are often Cross-Sectoral
Require Community Ownership
The Solution should frame the activities => not the other way around
Prepared by Rubicon Partners LLP

Prepared by Rubicon Partners LLP “ Getting on the arrow!” The Achievement Process

Prepared by Rubicon Partners LLP Alignment
Accountability
Decision-Making
Engagement
Resources
The Achievement Process

Carroll County: A3 Thinking
Clarification
Alignment
Orientation
Communication
Adjustment

A3 Thinking
Was developed as part of the Toyota management toolbox
Was developed out of Edwards Deming’s Plan-Do-Check-Adjust cycle
This is the basis for the Baldrige quality improvement process.

Practical problem solving with A3s
Answer the questions:
Who are we?
What did we do?
What has hindered us in doing better?
What does a better future look like?
How do we get to a better future?
How do we know when we’ve arrived?
What do we do then?

Plan Do Check Adjust The Deming Cycle

A3 Thinking
The name comes from a paper size—the metric equivalent of 11 x 17” paper.
The principle is that the entire story must fit on a single sheet of paper.
The A3 is the narrative of the story

A3 Thinking
The Narrative (Part One)
What are we trying to do?
Why? Background?
How will we know?
The Narrative (Part Two)
What is the current condition?
What are the potential barriers or levers? What is their expected impact?

A3 Thinking
The Narrative (Part Three)
What are our target conditions?
What is our hypothesis? How do we address those levers/barriers?
The Narrative (Part Four)
How do we implement change? What/Who/When
How do we know that it works?
What do we do next?

Brigance Score Quality Care Records Community Awareness
Business Case:
71% of all 4 yr olds will be ready for Kindergarten as measured by the Brigance by March 2010
100% of all children entering Kinder will have
all appropriate records
85% of all childcare providers attend PD
sessions (6 of 8)
Community awareness survey conducted
semi annually
THEME: EVERY CHILD READY Readiness Level

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%

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

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

Seventh: Create a Blame Free Zone* PRESUME POSITIVE INTENTIONS PARTICULARLY IMPORTANT IN ENGAGEMENT

Eighth: Hold Yourself Accountable to Getting to the Result
Set Clear Mileposts
Determine what is “in the way.”
Drive the Change

Thank You
Jay Connor
734-904-1459
jcrubicon @ gmail.com
www.thecollaboratory.us

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

by Carroll County United on Jan 20, 2010

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