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2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
2012-13 Strategic Goals
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2012-13 Strategic Goals

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  • To set and communicate direction for everyone, we formatted a “plan on a page” which will be displayed in all schools and work areas as a reminder of our work ahead. All staff are asked to display the plan on a page in their work areas and in classroom data centers.
  • Transcript

    • 1. 2012-13 Key District Initiatives August 8th, 2012
    • 2. 21stCenturyLearning!
    • 3. District Strategic Plan District Leadership TeamSchool/Dept. Leadership Teams PLC’s (Grade/Content)
    • 4. Alignment, Leadership &ContinuousImprovement -Jay Marino
    • 5. BALDRIGE CRITERIAStrategic‘Above the Line’ Leadership Student, Stakeholder & Strategic Planning Market Focus Strategic Performance Results Human Process Resource Process Management Focus Performance Results Information & AnalysisOperational‘Below the Line’ CORE VALUES
    • 6. oyees empl ’ ask½ of our don’tbelie ve we s ir idea for the 9
    • 7. elieve yees b that emplo things3/4 of our move ’t’ re gress w e don way of pro e ge t in th 10
    • 8. Strategy to break down organizational barriers to enableContinuous Improvement throughout the District.Key factors include:  Encourage innovation, creativity, cost-savings and increased quality  Engage all minds and expertise throughout the District  Utilize improvement ideas from those closest to the work  Engage shared leadership teams and empower them to make process improvements on the front line 12
    • 9.  Best Practice: Effective organizations engage their employees in improving quality, efficiency, cost savings and safety Baldrige Criteria: The criteria call for a standardized process to seek input from employees and encourage innovation Need: As funding decreases, we need innovative ways to improve quality and reduce costs (front line employees know best!) Data: In recent surveys, employees identified this as an opportunity for improvement! 13
    • 10. g n Makin he D ecisio ting on t e ment/ west raInvolv the lo es ved recei oll for em ploye H arris P 14
    • 11. strategicOur o r i t! an ca lls fpl“Continual stakeholder feedbackguides improvement.”Goal 5: “To obtain efficient,effective and equitable use ofresources.” 15
    • 12. 1. Originate Suggestion Card2. Leadership Team Review & Assign3. Implement Idea/Suggestion4. Complete, Sign-off & Recognize 16
    • 13. Facilities & TechnologyLisa Parker
    • 14. Other Key Tasks• Hickory Grove Elementary School• Next steps for facilities• Automation of processes• Support Services Handbooks/Job Descriptions• Department Leadership Teams
    • 15. Curriculum & InstructionLonna Anderson
    • 16. Other Key Tasks• Implementation of Enrichment Eagles (grades 3-5)• Standards based report cards
    • 17. Other Key Tasks• Social, emotional, behavioral focus• Coordination of services • Counselors • Psychologists • Social Workers• Prevention and intervention services • Bullying • Drug and alcohol • Behavior interventions systems and discipline
    • 18. Human ResourcesErik Christian
    • 19. Other Key Tasks• Education Reform Initiatives• Administrator Performance Evaluation• Public School Works• Job Description Creation/Updates• HRIS (with IT, Finance)
    • 20. 2012-13 Key District Initiatives August 8th, 2012

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