Support ServicesSupport ServicesDepartment- Department-

Leadership TeamsLeadership Teams

Alignment: Setting and Alignment: Setting and Communicating Direction Communicating Direction

Outcomes/PurposeOutcomes/Purpose To align departments to the District To align departments to the District

plan plan To empower Department To empower Department

Leadership Teams (DLTs) to set Leadership Teams (DLTs) to set and communicate direction and communicate direction within within their departmenttheir department

To create a department “Plan on a To create a department “Plan on a Page” that aligns/guides the work Page” that aligns/guides the work of the departmentof the department

Two ObjectivesTwo Objectives1.) Make the department 1.) Make the department

work betterwork better

andand

2.) Make the department a 2.) Make the department a better place to workbetter place to work

Today’s AgendaToday’s AgendaSharing: Discuss the roll-out of Sharing: Discuss the roll-out of

the plan on a pagethe plan on a pageSMART Goals; getting focusedSMART Goals; getting focusedData Displays; measuring Data Displays; measuring

progressprogressPlanning Next Steps; where are Planning Next Steps; where are

we going next?we going next?

Why the “Plan on Why the “Plan on a Page”?a Page”?

Tell me one more time…Tell me one more time…

How “effective” can a How “effective” can a department be when department be when

employees don’t know employees don’t know what the “Wildly what the “Wildly

Important Goals” are?Important Goals” are?

Random Acts of ImprovementAim of the

Department

Goals and Measures

Aim of theDepartment

Aligned Acts of Improvement

Goals and Measures

Plan Roll-OutPlan Roll-Out Have you completed the roll-out Have you completed the roll-out

yet? In not, when?yet? In not, when? What process was used to share What process was used to share

the plan with employees?the plan with employees? Plus: What worked well?Plus: What worked well? Delta; What would you do Delta; What would you do

differently if you could?differently if you could? What are your teams next steps What are your teams next steps

with the plan on a page?with the plan on a page?

Now What?Now What?

What do we do with the Plan on a Page?What do we do with the Plan on a Page?

Connect the Connect the front line to the front line to the goalsgoals

Each work Each work group needs to group needs to know how their know how their work alignswork aligns

SMART goals SMART goals for each work for each work groupgroup to the to the Plan on a Page Plan on a Page goalsgoals

What Are SMART GOALS?

S pecific, strategic

M easurableA ttainableR esults-

orientedT ime-bound

Customer SatisfactionCustomer Satisfaction Ensure customer satisfactionEnsure customer satisfaction Serve our customers in a timely fashionServe our customers in a timely fashion Continually improve customer Continually improve customer

satisfactionsatisfaction

SMART GoalSMART Goal By July 2008, increase response time to By July 2008, increase response time to

ImportantImportant work orders to an average of work orders to an average of 4.1 as measured by the customer 4.1 as measured by the customer follow-up survey.follow-up survey.

Serve our Serve our customers customers in a timely in a timely

fashionfashion

Serve our customers in a timely fashion

Define it!

Key Measures!

Set Target!

Important requires a quick response -- needed to continue project -- Examples…..

Emergency Requires immediate attention --dangerous --loss of service --immediate turn around --Examples….

Serve our customers in a timely fashion

Routine response not critical to continue work/process --Examples……

Response time

Response Time

Respond and schedule

Schedule & complete project

24 hours

1-5 days

1 – 5 days

30 days

GOAL STATEMENT

SMART GOAL

INDICATORS

MEASURES

TARGETS

ACTION PLAN

Communicate & post indicators, measures, targets (Leadership team)

Develop 5 pt scale (Leadership team)

Develop follow-up survey (Leadership Team)

Definition of Timely Fashion From Step One – using the Affinity Diagram

By July 2008, increase response time for Important work orders to an average of 4.1 as measured by the customer follow-up survey. (5 pt scale)

Important Work Orders

5 point response scale and an average

Six months to study & implement changes

Average score of …..

July 2008

By July 2008, increase response time to Important work orders to an average of 4.1 as measured by the customer follow-up survey.

Customer SatisfactionCustomer Satisfaction Ensure customer satisfactionEnsure customer satisfaction Serve our customers in a timely fashionServe our customers in a timely fashion Continually improve customer Continually improve customer

satisfactionsatisfaction

SMART GoalSMART Goal By July 2008, increase response time to By July 2008, increase response time to

ImportantImportant work orders to an average of work orders to an average of 4.1 as measured by the customer 4.1 as measured by the customer follow-up survey.follow-up survey.

Food and Nutrition Strategic Plan 2007-2008

VISION

FOOD AND NUTRITION MISSION

CORE VALUES

FOOD AND NUTRITION DEPARTMENTAL GOALS

GUIDING PHILOSOPHY

Continuous Improvement

Customer Satisfaction Data-Driven Decisions

Learning for All Teamwork Visionary Leadership

Excellence for All

To prepare all students for learning by offering nutritious meals and quality service at affordable prices.

Advance the Nutritional Integrity of Meals Offered.

Interact in a Positive and Professional Manner with All Customers.

Prepare Top Quality Meals on a Consistent Basis.

Maintain High Standards of Cleanliness and Sanitation.

Develop a Position Specific Training Program for All Employees.

Data Display ExampleData Display Example

SMART Goals Data Displays10 day Average By Question

2.77

3.09

3.02

2.90

1.00 1.50 2.00 2.50 3.00 3.50 4.00

1

2

3

4

Qu

es

tio

n

Strongly Disagree (1) <--------> Strongly Agree (4)

10 day Average By Question

2.77

3.09

3.02

2.90

1.00 1.50 2.00 2.50 3.00 3.50 4.00

1

2

3

4

Qu

es

tio

n

Strongly Disagree (1) <--------> Strongly Agree (4)

10 day Average By Question

2.77

3.09

3.02

2.90

1.00 1.50 2.00 2.50 3.00 3.50 4.00

1

2

3

4

Qu

es

tio

n

Strongly Disagree (1) <--------> Strongly Agree (4)

SMART Goal #1

SMART Goal #2

SMART Goal #3

Word Order Response Time Average per Month

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

August September October November December January2006-2007

Resp

on

se S

cale

Emergency

Important

Routine

Scale: 5 point5 Excellent4 Above Average 3 Satisfactory2 Needs Improvement1 Inadequate

Work Order Response Time Six Month Average (Aug 2006 - J anuary 2007)

By Category

4.8

3.6

4.7

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Emergency Important Routine

Avera

ge R

esp

on

se

10 day Average By Question

2.77

3.09

3.02

2.90

1.00 1.50 2.00 2.50 3.00 3.50 4.00

1

2

3

4

Qu

es

tio

n

Strongly Disagree (1) <--------> Strongly Agree (4)

Q.1: I had the necessary tools, resources, and\or training to be effective\efficient in completing my work today.Q.2: I could effectively serve my customers today within the parameters of our existing policies, procedures, and roles.Q.3: I received timely and appropriate communication as needed from my team and\or supervisor to complete my work today.Q.4: I received timely and appropriate communication from other Technology members to complete my work today.

Questions & Questions & Comments?Comments?

Evaluate today’s Evaluate today’s meeting using meeting using the Plus/Delta the Plus/Delta

Second page- Second page- help us plan for help us plan for next yearnext year