Quality Performance Department

5/11/18 Quality Performance Department 2010-11 Goals Annette Overton, Director

Goals for QPD:

1. QPD will support TSD strategic planning process and develop a balanced scorecard dashboard beginning July 2010- June 2011 as measured by completion of strategic plan and balanced scorecard launched and used by district personnel. Strategies and actions for the completion of this goal include: a. Facilitate, support, plan meetings with Stuart, Judy, Ron as scheduled and needed (weekly, bi-weekly) b. Collaborate with LS Division to draft a new strategic plan (summer, early fall) c. Support project leads who are doing research and planning actions for the strategic objectives (summer, early fall) d. Work with cabinet to design, identify, implement and utilize key measures for balanced scorecard e. Design and ensure key performance indicators are utilized. f. Plan with cabinet and Learning Services appropriate measures and plan for quarterly and annual review of strategic plan g. Lead the Culture of Excellence strategic planning team h. Support kick-off of strategic plan

2. Manage and provide leadership oversight for the TSD systems alignment projects under the strategic planning during the 2010-11 school year with 8-10 teams providing results as defined by Project Definition Documents from August 2010-June 2011. Strategies and actions for completion of this goal include: a. Complete PDCA cycle of sunset teams (staffing, grants, streamlining initiatives) b. Conduct bi-weekly meetings alternating between groups and individual lead meetings c. As scheduling permits, attend project team meetings to assist process management and provide continuous improvement training. d. Provide assistance to all project leads in technology, administrative tasks, scheduling, typing, copying, etc as needed e. Report achieved results and benefits

3. Provide vision and guidance for building a continuous improvement culture using feedback from meetings, direction from cabinet/superintendent, learning from professional organizations, data/results from foothills and timberline applications, and culture and climate survey results as measured by percentage of actions taken by cabinet within the September 2010-July 2011 timeline. Strategies and actions for completion of this goal include: a. Follow up with continuous improvement strategies and PDCA support with depts. receiving continuous improvement activities: HR, BS, LS sec’y, IS/TS, NS, Facilities, Trans, M&P, TLT b. Update and provide quality tool training to LS and SS during each semester c. Engage cabinet member’s thinking about Foothills feedback and about next steps from continuous improvement for future vision/direction d. Contact school leadership to conduct needs assessment (see data from QPD survey) e. Build and monitor expansion teams to help convey the message “It’s the work we do.” f. Conduct sessions with leadership teams and departments to discuss continuous improvement strategies. Page 2 5/11/18 4. QPD will provide support for the development of thoughtful financial and resource stewardship by completing organizational review in various departments to support efficiencies, collaborating with Assistant Supt. Human Resource and School Support in compensation, classified staffing model support, professional development review, evaluation review as measured by completion of the reviews and implementation/expansion of systems teams designated above. The timeline for these projects will be July 2010-June 2011. Strategies and actions for this goal include: a. Collaborate with Steve for organizational review activities b. Collaborate with Mike for HR/Facilities support. c. Implement Cabinet PD direction with Mike/Judy as sponsors of PD project team phase II.

Goal #1- QPD will support TSD strategic planning process and develop a balanced scorecard dashboard beginning July 2010- June 2011 as measured by completion and launch of strategic plan and balanced scorecard and used by district personnel. Strategies and actions for the completion of this goal include: a. Facilitate, support, plan meetings with Stuart, Judy, Ron as scheduled and needed (weekly, bi-weekly) b. Collaborate with LS Division to draft a new strategic plan (summer, early fall) c. Support project leads who are doing research and planning actions for the strategic objectives (summer, early fall) d. Work with cabinet to design, identify, implement and utilize key measures for balanced scorecard e. Design and ensure key performance indicators are utilized. f. Plan with cabinet and Learning Services appropriate measures and plan for quarterly and annual review of strategic plan g. Lead the Culture of Excellence strategic planning team h. Support kick-off of strategic plan

Strategy Actions Key Measure Timeline Notes Strategic Mid-Year End of (ies) Perform s /Owner Plan Progress Year ance connecti Target Indicator on Met? s A balanced Facilitate Action Completed January QPD Monitor Action Yes! scorecard , support, plans and Vision 2011 and Plans Launch of will be plan componen 20/20 Measure underway Vision utilized to meetings ts of Progress of with 2020 and measure the with strategic Strategic Vision Vision strategic Stuart, plan are Plan 2020 champions plan goals. Judy, developed Champion continue Ron as QPD s to work on schedule Completed January plans. d and Vision 2011 needed Draft of 20/20 (weekly, Vision Completed bi- 20/20 Yes! Page 3 5/11/18 Strategy Actions Key Measure Timeline Notes Strategic Mid-Year End of (ies) Perform s /Owner Plan Progress Year ance connecti Target Indicator on Met? s weekly) Strategic QPD plan Collabor launched. ate with Completio June 2011 LS n of work Division plan Completed to draft a Project deliverable new leads s strategic complete Yes! plan the strands Ongoing (summer of Vision support of , early 20/20 Annette project fall) leads June 2011 continues. Support Keeping a project In process- timeline leads Implement Measures remains who are ation of have been challengin doing Balanced identified. g. research Identified Scorecard Baselines and measures Annette and targets planning are being actions June 2011 completed for the strategic In process- objective working s In process with Lisa (summer Balanced (and now , early scorecard Annette Nathan) fall) TLT creation about understan and January appropriat ding of applicatio 2011 e Work concepts n at measures. with division Living cabinet level Departme document to design nt plan in which Page 4 5/11/18 Strategy Actions Key Measure Timeline Notes Strategic Mid-Year End of (ies) Perform s /Owner Plan Progress Year ance connecti Target Indicator on Met? s and process continues identify to be key updated by measures Completed Completio metric for strategy n of owners balanced for the strategic each scorecar Vision plan month. d 20/20 No. TLT has had overview training of Impleme BSC but nt BSC implement with TLT ing at sites is limited this year. There are just too many things to Lead discuss in Culture TLT. of Excellenc Ongoing- e Definition strategic doc has plan been completed and work plan is in progress.

Goal 1: Baseline: At the beginning of the year, the balanced scorecard was a theory. It was identified as the mechanism for monitoring the strategic plan. Training had been completed on the theory of balanced scorecard, components and structure for TSD with the board members, and TLT. (click TLT BSC 7-22-10) Many people declare understanding but do not see a clear use Page 5 5/11/18 for a scorecard in a school district. Frankly, it is a new concept that we must reinforce often. Until I can get relevance of the scorecard at district level, then schools will not pick up the concept for their site. It certainly is not the only tool on the market, but it is an excellent choice for monitoring data for Vision 2020.

Description: Actions identified to complete this goal include collaborating with Dr. Skupa on the strategic plan and planning with APG, Judy and Ron in order to keep ahead of the project and determine next steps, and as we move into implementation phase, I have worked with Vision Champions to help them understand the scope of their project; scheduled meetings and technology support on the shared drive for everyone to use; and also met with superintendent and champions to explore progress, next steps and issues with the team. (click SP BOE objective update 9-15-10 and all V2020 documents)As the strategic plan has been formalized and launched, measures to check progress were identified through MANY conversations with various cabinet members, Learning Services team members, and School Support personnel.

Evidence of Progress: Vision 2020 is officially approved and the launch/implementation is well underway. Currently, I am working with Nathan to adapt the measures so that Accountability and Accreditation will better accommodate data collection needs. (click BSC working draft v12) The balanced scorecard draft is a living document and the owners of the measures are beginning to see the measures as part of their work. Even though I have met with each owner of a measure to ensure understanding and accountability, tying the measure to their own work is still a process in infancy. Owners see the measure and know that they must provide some data, but they aren’t sure how it connects to results yet. For one owner, I requested ICAP numbers to establish our baseline. The response was “We have 100% of our students using ICAP.” In theory, that is the ultimate goal, but when the data from schools started pouring in, it became evident that we were WAY below that baseline and schools still had a lot of work to do. Sharing this is an excellent example of how the work is not necessarily tied to the results. The updates to the website have been consistently done on the first of each month.

The implementation plan is progressing. (click CE PDD, RL Status 4-13, HCR PDD v1, SP PDD-Emp. Recruitment, 4-4 Status update) We have had many conversations with a number of employees to get them involved in developing work plans for the strategic plan. All Vision 2020 champions are planning with APG, Ron, and me, which will help us, target the next year’s plan with project definition documents and work plans to ensure we have solid deliverables. The first round of quarterly meetings with superintendent and QPD has passed and each champion team is in a different but good place. Quarterly check-in sessions between the champions and QPD have been scheduled.

Next steps: Getting the balanced scorecard finalized is exciting yet challenging because many people have a different opinion of what measures should be placed on the scorecard. I am continuing to get baseline data and talk about targets for our next round of data collection with metric owners. In June, the BOE will have an opportunity to review the scorecard detail. I anticipate that measures of the scorecard will be adjusted because not all measures will provide true results. I have been in contact with Rocky Madden to be included in conversations about the data warehouse so we have a clear picture of what is needed for the balanced scorecard. An infantile scorecard can be run on excel but getting a program created for the evolving scorecard is critical for its success.

For Vision 2020, continuing to plan with the project teams will occur throughout summer and early fall. Target timeline for planning completion is September 2011. Work should be planned and tentatively scoped, timelines created, and identified stakeholders involved in the work. Page 6 5/11/18 Goal #2 Manage and provide leadership oversight for the TSD systems alignment projects under the strategic planning during the 2010-11 school year with 8-10 teams providing results as defined by Project Definition Documents from August 2010-June 2011. Strategies and actions for completion of this goal include: a. Complete PDCA cycle of sunset teams (staffing, grants, streamlining initiatives) b. Conduct bi-weekly meetings alternating between groups and individual lead meetings c. As scheduling permits, attend project team meetings to assist process management and provide continuous improvement training. d. Provide assistance to all project leads in technology, administrative tasks, scheduling, typing, copying, etc as needed e. Report achieved results and benefits

Strategy Actions Key Measure Timeline Notes/O Strategic Mid-Year End of (ies) Perform s wner Plan Progress Year ance connecti Target Indicator on Met s Provide Complete Teams use Completed June 2011 QPD Robust Learning Streamlini Yes! leadership PDCA PDCA to reports of Culture of ng Staffing and cycle of understan PDCA Excellence Initiatives: models support sunset d how to cycle BOE updated % for teams improve packet to to actual systems (staffing, their work do numbers alignment grants, of FAR project streamlini Grants, students. teams to ng Staffing, get results. initiatives) Excellence Yes! : complete Grants updated when grant Culture of writer was June 2011 QPD Excellence hired.

Percentage No. Project of leads Streamlini Conduct leads demonstra ng bi-weekly continue te In process Initiatives meetings to develop understan has not alternating understan ding of Culture of met between ding of process April 2011 QPD Excellence groups process manageme Productive No. Leads and manageme nt on Partnerships follow individual nt zoomerang process Page 7 5/11/18 Strategy Actions Key Measure Timeline Notes/O Strategic Mid-Year End of (ies) Perform s wner Plan Progress Year ance connecti Target Indicator on Met s lead survey manageme meetings In process nt practice from QPD but they As Project Percentage will not be scheduling leads of leads surveyed permits, demonstra demonstra until June. attend te process te Global Citizenship project manageme understan June 2011 QPD Culture of No. Leads team nt skills ding of Excellence follow meetings process process to assist manageme manageme process nt on nt practice manageme zoomerang In process from QPD nt and survey Culture of but they provide Excellence will not be continuous June 2011 QPD Responsible surveyed improvem Stewardship until June ent training Teams get support needed PDCA Provide Percent teams assistance from report Yes. to all Zoomeran adjustmen Current project g survey ts and support is leads in demonstra results limited. technology tes (grant , Team support writer- administra reports offered. increase tive tasks, provided revenue, scheduling to cabinet new , typing, staffing copying, model- etc as Percentage more needed teams interventio Page 8 5/11/18 Strategy Actions Key Measure Timeline Notes/O Strategic Mid-Year End of (ies) Perform s wner Plan Progress Year ance connecti Target Indicator on Met s achieve ns for Team benefit to students) report work achieved benefits and results

Goal 2: Baseline: Systems alignment teams starting the year includes: District Communication, Differentiating Instruction, PD Practices, HR process, Recognizing Excellence, C-PET, L-Pet, Streamlining Initiatives. Description of team progress from BOE update is included on Wiki click QPD SA update 5-20. I continue to offer support with these teams as much as possible by organizing events, establishing technology wikis for their use, advising their process management practice. I meet with project leads monthly and I visited each team at least once. I provide continuous improvement overviews for employees to build a foundation in why we do continuous improvement and what it means to their work. Staying true to the course is critical; all organizations fall short in projects if consistency and commitment are not held strong.

Description: Actions for this goal include spreading the word around PDCA, process management, offer support for team leads as they make progress on their team, and update cabinet on team projects. It is clear that the PDCA language is moving forward. During the BOE study session in March, every director talked about using continuous improvement and PDCA in their work when they reported to the board. Ruth Ann when possible provided clerical support for all meetings. I have asked each team to keep record of their work even though we don’t have to put it all in a formal note taking fashion. I offer process work for teams who are defining process and improving /developing new processes. This concept is new to many and helping them understand all stakeholders involved proves challenging and exciting. I see “light bulbs” go off each time. These are my “teachable moments.” (click SA Sample Group Lead Agenda)

Evidence of Progress: I updated the BOE and TLT on the work of systems alignment. Ron and I also updated the BOE on the Vision 2020 implementation. (click TLT SA and Foothills, BOE 5-11 SA update)

CPEx feedback stated a strength of TSD is that our staff used PDCA as a method of improvement. PDCA was also identified with continuous improvement as a core competency – what we do well in TSD (click Core Competencies Slide.) As the fall was challenging because of the Vision 2020 work, the spring was much better because teams were meeting and completing work, the project leads really stepped up during group meetings to talk to each other and provide examples, advice, and support even without my prompting. As part of my learning last year, “Each team has a personality of its own and responding to them as individual teams is important for their ownership and success. Finding the balance between directive and laissez faire has been challenging…” This year was no different in terms of working with individual personalities. I take things less personal and have become a much more saavy cheerleader – knowing when to cheer along side the work, lead them down a specific path (directive), and get the superintendent involved when needed.

Next steps: Because of the cut to QPD, I am unsure about next steps. I am finding that prioritizing is difficult because so much of the work needs to be done. How can I say that this work (balanced scorecard) or systems teams is more important to the other. Everything is related to Culture of Excellence and cutting it or putting it on the back burner shows a lack of commitment. The last thing I want to hear is “see…I told you this was just a short-lived project.” Page 9 5/11/18

The zoomerang survey results (click Zoomerang Feedback 2010-11, zoomerang free response) shows positive support QPD has provided for various stakeholders. Top categories of strengths in the free-response part of the survey include: Strengths: Project leads found new learnings translated to their current work: PDCA, Great project leads to lead the teams, good support from QPD Opportunities for Improvement: Annette should play defense more often!, increase communication of QPD—hard copy info rather than just technology, Increase connection to the classroom. I have already started doing this by creating a communication plan, planning with various schools and employee groups (paras) to get the word out, and taking hard copies of the QPD newsletter to meetings for distribution over and over again. Another next step for project teams is rather than just asking how we can fix a process for the sake of PDCA, I ask what is valuable about this process and how do we increase its value. Page 10 5/11/18 Goal #3 Provide vision and guidance for building a continuous improvement culture using feedback from meetings, direction from cabinet/superintendent, learning from professional organizations, data/results from foothills and timberline applications, and culture and climate survey results as measured by percentage of actions taken by cabinet within the September 2010-July 2011 timeline. Strategies and actions for completion of this goal include: a. Follow up with continuous improvement strategies and PDCA support with depts. receiving continuous improvement activities: HR, BS, LS sec’y, IS/TS, NS, Facilities, Trans, M&P, TLT b. Update and provide quality tool training to LS and SS during each semester c. Engage cabinet member’s thinking about Foothills feedback and about next steps from continuous improvement for future vision/direction d. Contact school leadership to conduct needs assessment (see data from QPD survey) e. Build and monitor expansion teams to help convey the message “It’s the work we do.” f. Conduct sessions with leadership teams and departments to discuss continuous improvement strategies. S Actions Key Measure Timeline Notes/O Strategic Mid-Year End of trategy Perform s wner Plan Progress Year (ies) ance connecti Target Indicator on Met s Continue Present Departme Completed June 2011 QPD Culture of 4 Yes! 13 building a continuo nts begin PDCA Excellence departmen departmen culture of to work report Robust ts engage ts/ continuou us with Learning in employee s improve continuous Responsibl conversati groups improvem ment improvem e on with CI participate ent training ent Stewardshi and PDCA. d! throughou to 6-7 p t the June 2010 Annette district. departm Completed ents: HR, Zoomeran BS, LS secretaries, IS/TS, NS, g survey Results Facilities, Trans, M&P, TLT Divisions data Cabinet will be continue indicates Culture of process provided to work 80% of Excellence model during my with people December Annette Robust training presentati Update continuous using 2010 Learning on and improvem continuous Responsibl provide ent improvem e quality strategies ent Stewardshi p tool Implement Complete training ation plan TLT team to LS is April 2010 QPD meeting to Yes! Core and SS Next steps establishe engage Competen are d for at Culture of more fully cies Page 11 5/11/18 S Actions Key Measure Timeline Notes/O Strategic Mid-Year End of trategy Perform s wner Plan Progress Year (ies) ance connecti Target Indicator on Met s during establishe least two Excellence scheduled establishe each d next steps Robust for d, process Learning January 31 inventory, semester Responsibl complaint e mgmt, May 2010 QPD Stewardshi Engage p In process cabinet Teams use Results Schools/de PDCA in will be in partments their own provided question identify work during my s and themselves presenatio feedback as groups Culture of n from who want Excellence further Robust Wellness foothills continuous Learning Committee applicati improvem Responsibl ICAP on for ent Completed e Financial future strategies survey Stewardshi Services vision/di indicates p Facilities PDCA is Yes! rection being Completed Provide used. work for Contact support, Wellness, school share Culture of Core leadershi continuous Excellence Competen improvem Robust cies, Key p to ent Learning Processes, conduct strategies, Responsibl FS/FS needs PDCA e Reviews assessme Stewardshi nt (see p data from QPD Page 12 5/11/18 S Actions Key Measure Timeline Notes/O Strategic Mid-Year End of trategy Perform s wner Plan Progress Year (ies) ance connecti Target Indicator on Met s survey)

Build and monitor expansio n teams and leadershi p teams to help convey the message “It’s the work we do.”

Goal 3: Baseline: We started the year soliciting feedback from TLT on the Foothills application. Our site visit was conducted in September, feedback report given to us in October and our debrief in November. This is part of building a continuous improvement culture when we ask a third party organization review our work. The primary focus around continuous improvement has been to get the word out about PDCA and continuous improvement as a model to the leadership teams of all employee groups.

Description of key actions: Colorado Performance Excellence provided us great feedback in all areas of our quality performance model. Throughout the year, we have had various conversations with BOE, TLT, CSAC, SSLT, LS about the feedback we received. (click Foothills conversation CSAC, CPEx BOE update) Ron solicited ideas from the feedback after our TLT conversation and I put the feedback in a graphic that allowed us to see high-level ideas. The feedback was provided to cabinet members as they began their category teams.

As I meet with departments about continuous improvement, I am collecting information and questions/suggestions from them. By doing this activity, I have been interfacing with each employee group to engage in a conversation about how their work impacts the mission, what continuous improvement constitutes, how they can use PDCA today and measures that show their progress. Page 13 5/11/18

Facilities and financial services continue their process improvement work. They are being very reflective and trying to make sure that the processes are working closely with the work of the process model being completed in cabinet. Other expansion teams continue their work. See the data from the BOE meeting memo below.

Evidence of work progress: This spring, I made visits to 458 employees in 13 departments and 4 NEO sessions (click CI background for NEO and departments.) In this work I gave a simple continuous improvement presentation and asked them to pair-share how they use PDCA in their own work. What was exciting was to hear different employees share how they see PDCA play out in their work AND, more importantly, the parts of the cycle that they need to spend more time. For example, in Custodial, they talked about how they do planning through training to use various chemicals, but they haven’t ever come back to see if their new chemicals are getting better results. To me, the fact that they are seeing how they can improve using the PDCA cycle means they 1) are doing it to some degree, and 2) They understand how it can be used to further their work! Also, the Paras talked about using PDCA every day by looking at their goals for students, talking about the results they are getting each day toward those goals and making adjustments each day because something didn’t work/did work.

Throughout December and the spring, we conducted a 360 evaluation on cabinet members. I facilitated that process and supported Ron through the conversation process. It was a remarkable process and there were key points of interest for each cabinet member who shared their information with the group (click Cabinet 360 Facilitation).

Feedback from the foothills debrief has been used with cabinet and BOE to talk about next steps. TLT reviewed the feedback and input given. Three key areas are being addressed: key processes, customer tracking, and addressing core competencies. Communication about systems alignment has been challenging. Because communication arose as an issue during our QPD review survey, I created a communication plan where I made strategic plans to bombard people with the QPD newsletter and systems information. During TLT or PLL, I have hard copies on the tables for people to take. During principal level meetings, I have provided copies for principals. Each month, I send a hard copy through district mail and an e-copy to school and dept secretaries to post in their building. When I meet with NEO or dept staff, I take a hard copy for communication. Surely, this will help improve our “get-the-word-out.” (click QPD Communication Plan, May 2011 Newsletter)

The category teams met this spring and created a draft of the Foothills document to be submitted in May. I worked to revise and create a common voice through the document and submitted it to CPEx in early May.

Next steps: With changes in the QPD position and the added responsibilities, I will be working over the summer to create streamlined plans, prioritize the work and being planning with Paul and Q.

The CPEx site visit will be held in early August since we do not have school site visits at this application level. I will need support for this work beginning in June. I believe that with further conversation, people will gain deeper understanding of continuous improvement remembering that systems thinking is a long term project.

Cabinet continues to identify an inventory of processes from high level to low level. Developing a key group of processes will help us understand how all of our work fits together. LS and SS will be talking about process model in upcoming meetings.

We are continuing to look for opportunities to communicate systems alignment. CSI (advisory group) provided feedback on the Foothills debrief, communication plan, and the newest work around Culture of Excellence (click May 2011 Newsletter and QPD communication WP). Page 14 5/11/18 I will complete department presentations of the foundations of continuous improvement model for as many employees as possible this semester. I said in January that I would try to get to school sites as well. I completed an early childhood presentation and para presentation (click Para presentation, A TLT Retreat Agenda)for the instructional side of the house. I am scheduled to work with Transportation in August in order to meet with their entire staff. Page 15 5/11/18 Goal #4 QPD will provide support for the development of thoughtful financial and resource stewardship by completing organizational review in various departments to support efficiencies, collaborating with Assistant Supt. Human Resource and School Support in compensation, classified staffing model support, professional development review, evaluation review as measured by completion of the reviews and implementation/expansion of systems teams designated above. The timeline for these projects will be July 2010-June 2011. Strategies and actions for this goal include: a. Collaborate with Steve for organizational review activities b. Collaborate with Mike for HR/Facilities support. c. Implement Cabinet PD direction with Mike/Judy as sponsors of PD project team phase II

Strategy Actions Key Measure Timeline Notes/O Strategic Mid-Year End of (ies) Perform s wner Plan Progress Year ance connecti Target Indicator on Met s Innovate Conduct Complete 5 of 5 October QPD Responsibl Financial Yes! resource an activities update 2010 e Services- Complete allocation organizati from PDD meetings Stewardshi Completed and onal and WP All p systems review of employee Facilities Yes! alignment Financial interviews Review-In Complete implement Services 3 small process ation and group Facilities sessions 1 full Annette departmen July 2011 Teacher t session Responsibl In process Partially, and e Yes! 191 is Collaborat principal Percentage Stewardshi creating e with feedback of eval p complicati Mike for impact teams Productive ons for HR evaluation ready to Partnershi APET support of s rollout rollout ps Classified LPET. PD review, A-PET Staffing CPET is on facilities rollout Model target. review, C-PET QPD Support- new rollout July 2011 Incomplet Incomplet evaluation L-PET e e still due system (A- rollout to PET, C- financial PET, L- Robust In process- funding PET), CLSD/APT Learning Mike is classified PD process Productive sponsor Page 16 5/11/18 staffing establishe Partnershi In process. model d Employee ps APT career plan induction utilized is being Implement conceptual Cabinet ized now. PD direction with Mike/Judy as sponsors of PD project team phase II.

Goal 4: Baseline: At the start of the year, Steve and I were planning the financial services department review (click Financial Review, Facilities Review.) He had several questions about the process work and we spent a lot of time talking through how this review would be conducted. In school support, Mike, Brian and I have planned and launched the review for the department. The professional development team started the year with a new project lead and both were involved in strategic planning so they did not do any teamwork over the fall. Mike and I collaborate every other week (some weeks better than others LOL) to keep in touch about the evaluation systems. We are creating a cognitive coaching cohort for leaders in TLT. Limited conversation about classified staffing has occurred with Mike. It might be that with financials the way they are, the classified model is on hold. Some changes may occur around FTE distribution.

Description of key actions: Keeping an eye on the process improvements occurring through facilities and financial services has resulted in thoughtful work from their teams. They are connecting the process work to Vision 2020 and the mission of the district.

Evidence of work progress: The process work coming out of the financial services and facilities area shows that the department reviews were a success! This process was meaningful for all employees even if it did create a little indigestion from some of the leadership team.

With Mike as the sponsor of the PD team, the direction has been a little more focused. They leads have met with the sponsors and The PD group met with sponsors in October, November, and December to realign deliverables and to determine next steps. Mike became the sponsor so they are now planning with him to launch in February. They completed their review of the core competencies and alignment with Vision 2020 although they believe that when a department is created for professional development, the work will need to be revisited and performed with more depth and direction. Evaluation teams are using language from Vision 2020 and customer service teams so that alignment between all documents can be current. The PDCA of staffing models helped Vicki and Mike determine how to move forward with the new staffing model. As a result of the advice from stakeholders, counselor contracts, extra days, %ages vs. real numbers on FAR allocations will be adjusted this year to help with our financial efficiencies. Page 17 5/11/18 Next steps: Continue to work with Mike on an effective APT induction program. I will support Brian and Facilities as necessary and needed. I would like to complete a review of ISTS but I am not sure time will allow over the summer or as my position changes next year.

The work continues in identifying key process inventory. I will work with directors to see how they have completed PDCA cycles on the process (click Cabinet high level inventory).

Summer work and rollout of the evaluation teams is paramount to creating a meaningful dialogue for employees. All teams anticipate training for the fall. The resource guide from CPET will serve as a model for the other teams which will work through the draft this summer (click CPET resource guide.)