Transcript: Evaluation Methods References DuFour, R., DuFour, R., Eaker, R., and Many, T. (2006). Learning by doing: A handbook for professional learning communities at work. Bloomington, IN: Solution Tree Press. DuFour, R., Eaker, R., and DuFour R. (2005). On common ground: A power of professional learning communities. Bloomington, IN: Solution Tree Press. Roberts, S. and Pruitt, E. (2009). Schools as professional learning communnities: Collaborative activities and strategies for professional development. San Juan Schools. (2011). Professional learning communities: A focus on student learning. Retrieved from https://www.youtube.com/watch?v=36:tuaailm4 Term: 3-5 Yrs Turning Data into Information The Strategic Planninng Committee (SPC) which is comprised of the committee chairs will assess the current strategic plan for relevancy and alignment with desired outcomes The SPC will determine what components of the plan to keep or drop The SPC will also determine if new components need to be created The SPC will also assess the feasibiity of the Strategic Plan The revised plan will include smart goals which will drive the work of each committee towards committee goals Term: 2 Yrs . Term: 1 Yr Pre-Assessments. Mid-Year Assessments. Post Assessments. Evaluations. Rubrics Implementation Roadmap Using School Improvement Goals to Drive Team Goals . Ensure mutual understanding that the chief duty of a board member is resource development. Implement a board member agreement to build accountability. Effective Communication . Committees will define their purpose within the context of the organization Committees will coordinate and advance corresponding focus areas for the organization Committees will make data-based recommendations to the full board Clearly Defined Outcomes Board President and Administration Intervention Strategies . Term: 6 Mos - 1 Yr Board President, Committe Chairs and Administration Director and Committee Chairs Board and Staff Professional Learning Community Term: 9 Mos Laying the Foundation Director and Committee Chairs The full board will discuss and review the Quality Assurance report data from the previous year and the new report expectations Committees will focus on certain components of the report to determine how to use the data to improve the organization's performance in a certain area Committees will use the data to develop strategies for improvement Board and Staff Monitoring Each Student's Learning Response to Intervention Model The full board will review existing norms, make adjustments where needed, and adhere to the norms The full board will develop norms for addressing conflicts The full board will develop norms for addressing lack of participation The full board will develop norms for maintaining good communication Committeess will analyze relevant data from the previous quality assurance report Committees will identify deficiencies and areas that need improvement Committee chairs will collaborate to develop a comprehensive plan to improve quality assurance scores Term: 6 Mos Board and Staff Term: 1 Yr Note: This presentation will subsitute student learning for committee learning and engagement. DuFour Professional Learning Community Model Strengthen knowledge and understanding of board member expectations Redefine the role of board members to meet organizational needs Provide intense board training Align committee functions with desired outcomes Develop and adopt resource development strategies Develop a sustainability plan Term: 1 Yr Board President and Committee Chairs Systematic Intervention Building a Collaborative Culture
Transcript: 2015 Kick-off BPM awareness campaign Launch Process Portal Key performance indicators (KPIs) for SSM processes 2013 2014 Q4 Map end-to-end Study Management & Sample Management processes Name BPOs Lean Six Sigma Greenbelt training pilot class Educate PDG senior leaders on BPM thinking Q1 2016 BPM Implementation Roadmap Q3 Meet critical business needs Process documentation Process Portal Governance Structure Prepare for BPM Implementation Assemble project team Kick-off Lean Six Sigma Whitebelt training in SSF, We, Ba Select 2014 LSS Greenbelt candidates (25-30) Q1 Q2 Lay the Foundation Q2
Transcript: Template Roadmap This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. Step 3 This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. This a test to test if the test is tested. Step 2 Sub-Substep 1 This a test to test if the test is tested. This a test to test if the test is tested. Sub-Substep 2 Substep 1 Step 1 This a test to test if the test is tested. This a test to test if the test is tested. Substep 1 Substep 2 Test This test tests the tests. This test tests the tests. This test tests the tests. This test tests the tests. Test This test tests the tests. This test tests the tests. This test tests the tests. This test tests the tests.
Transcript: huddle Mrs. Rossi huddle to crowd together crowd huddle separate
Transcript: KNOWLEDGE MANAGEMENT ... but how do we DO it? Capital Projects STUDY IT Knowledge Base Case Study implementation Expert Networks OUTCOMES managementspeakskepticismROI valueproposition Demographic Profiles Budgets & Reconciliation Performance Mgmt. Create the foundation. Layer on maturity. No silver bullet. Corporate Assets Policies & Procedures improved relevance and quality of data employee engagement and alignment risk reducation (info loss and error) extended breadth & depth of internal expertise demographic shifts improved agility of processes and staff processes integration data normalisation participation information management Expert Networks Now what? ANALYSIS ADOPTION WASTE OF... MONEY TIME RESOURCES ARCHITECTURE OPPORTUNITY AREAS The City of New Westminster manages and leverages the knowledge of its staff, vendors and partners to become a leading and connected municipality and to provide superior services to its constituents. OUTCOMES Council Directives Risk Management WHITE PAPER Simple conversations. Information flows. Participation dams. Envision the end state. Agreements STRATEGY Meet where they "live". Context is king. Find the small wins. Build communities.
Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.
Transcript: Priority Key Could Must Should Roadmap IOPS Dashboards & other places using Dept code (40hrs) Computer Access Request (CARS) for non-staff (20hrs) Computer Access Request (CARS) for staff (20 hrs) Classified Computing User Access Request (staff and non-staff) Information Release Analytics (160 hrs) Website Review (10 hrs) COO Access to Insight Data (40hrs) ETQ (TRACS) Dept ID Remapping (40hrs) Injury and Illness Reporting (TBD) EJTA Phase2 (40hrs) MGT Phase2 (20hrs) Status - Org Change - Internal Transfer - No Salary Action (200 hrs) Status - Org Change - Resignation / End of Assignment / Component Transfer Out of PNNL (50 hrs) Status - Org Change - Terminations - See HDI (50 hrs) Alignment of TOR 2 to GL (80 hrs) Alignment of PCard Holder to GL (40 hr) AsR - Access Control Reports (120hrs) Asset Storage Request - Retain Property in Storage (TBD) BSD BSD Priority Key Must Should Could Alignment of TOR 2 to GL (80hrs) OUR HISTORY 1966 1975 2016 1998 2010 1982 OUR VALUES OUR VALUES OUR NUMBERS OUR NUMBERS 70,000 50 years 310,000 12,100 41 100+ CIT OUR OFFICES OUR OFFICES London San Francisco Brussels New York Beijing Houston Hong Kong PRODUCTS PM PRODUCT #1 PRODUCT #1 PRODUCT #2 PRODUCT #2 PRODUCT #3 PRODUCT #3 HR PRICING Click to edit text OSD CONTACT US NSD CONTACT US
Transcript: VMI Analyst (SCJ) Career RoadMap Template (cem version) Current Procurement Intern (Milwaukee Tools) I want to Lead the Creation and Growth of Strategic Opportunities for SC Johnson to Become THE Model for Sustainable Business in D&E Markets as well as the field of Social Entrepreneurship. Standard approach VMI Analyst Intern (SCJ) 09'-12' Project Team Lead 13' - Future Creative approach Past Experiences/Positions What are the experiences or positions you need if you take this route to your goals? Project Manager 12'-Present Social Venture Student Group Founder & President (Marquette) G O A L Director of Sustainable Ventures Dept. Social Venture Feasibility Study (Marquette) Alternate approach
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