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LEADING FOR EQUITY SUCCESS FOR EVERY STUDENT

Montgomery County Public Schools, Maryland

Montgomery County Public Schools Process Management and Improvement Journey

Who We Are
•16th largest school system in the U.S.

•146,000 Students •22,000 employees
•23.5 million ft2 of building space

•13 million meals served each year

WHO WE ARE
Students from 164 countries speaking 184 languages 17,000 students with special needs 18,000 students participate in ESOL $2.1 billion operating budget $400 million cut in the last three years 1,271 buses travel 4 times around the equator every day

How Do We Do It? ●Approach ●Deployment ●Learning
●Integration

How Do We Do It?
People Plan Processes Persistence - PITA

© 2011 Montgomery County Public Schools

Process Management in MCPS is all about Continuous Improvement in every office, department, and division

Becoming a ProcessCentered Organization

Everyone Focuses on Their Processes

If all of the employees in your organization resigned their positions on a Friday afternoon and you were able to successfully fill their positions over the weekend; how would the new employees know what to do?

An Accountability System AND Improvement System
GOALS
ACCOUNTABILITY SYSTEM OUTCOMES IMPROVEMENT SYSTEM

PROCESSES
MEASURES •Cost •Time •Value-Added •Quality •Productivity •Customer Satisfaction •Waste © APQC

MEASURES •Students’Test Scores •Graduation Rates •Bilingual support services •AYP •Pre-K and Head-start •Advanced Placement •SAT

PROCESS AMBIGUITY LEADS TO PROCESS VARIABILITY WHICH SIGNIFICANTLY DIMINISHES PROCESS EFFICIENCY AND EFFECTIVENESS

How does our work impact others and how do we know?

IGOE

IGOE
GUIDES INPUT

OUTPUT

Process

ENABLERS

What is an IGOE?
A strategic planning tool that helps us think through the resources we need to develop/evaluate/revise/refine processes It enables us to ensure that we know how and when we are impacting others It helps us see how processes are interconnected

What helps us know why, when and how we do what we do? • Policies · Regulations · Knowledge • Standards · Laws

GUIDES INPUT
What do we need to do this? • Information • Materials • People • Consumed or transformed by the process.

OUTPUT
What do we produce or deliver? • Results • Information • Deliverables • Products • People

Process

ENABLERS
Where do we do it and who/what helps us do it? • Human Resources · Assets • Tools • Equipment

· ·

Facilities Systems

IGOE

Swim Lane Flowchart

PROCESS IMPROVEMENT

Who Do Schools Call?

I’m calling Denise’s team.

Whatever happened to the Title 1 team? Our ASC meeting is next week. Let’s get DCI to help our first grade teachers, ESOL to help our second grade teachers, and DECPS to help our K teachers. I’m calling the math office.

Wow – we didn’t make AYP. I’m not calling for help yet. I think we can take care of this ourselves.

Who do I call for help?

Support to Schools Request Process

22

Support Agreements

24

© Montgomery County Public Schools, Maryland

Note: Only 39 percent of Kindergarteners could read at Text Level 3 in 2001.

Grade 3 Reading Maryland State Assessment
PERCENT PROFICIENT OR HIGHER

Grade 3 Math Maryland State Assessment
PERCENT PROFICIENT OR HIGHER

Grade 5 Reading Maryland State Assessment
PERCENT PROFICIENT OR HIGHER

Grade 5 Math Maryland State Assessment
PERCENT PROFICIENT OR HIGHER

SAT Participation and Performance
MCPS Class of 2010 Sets District Record
80%
Percent Taking the SAT

1800

Mean Combined SAT Score

71%
58%
40% 900

1509

1502

1653

37%
0%
Nation (2010) Maryland (2009) MCPS (2010)

0
Nation (2010) Maryland (2010) MCPS (2010)

© 2011 Montgomery County Public Schools

SAT Participation and Performance
MCPS Hispanic Students—Class of 2010
Mean Combined SAT Score

1410

1452

1200 2006 2010

© 2011 Montgomery County Public Schools

SAT Participation and Performance
MCPS African American Students—Class of 2010
Mean Combined SAT Score

1405 1360
1200 2006 2010

© 2011 Montgomery County Public Schools

College Ready: A Decade of AP Growth
Number of AP Exams Taken by All MCPS Students

Up 4.4% since last year

College Ready: A Decade of AP Growth
Number of AP Exams Scoring 3 or Higher

Up 3.7% since last year

AP Participation and Performance
National, Maryland, and MCPS Class of 2010
Percent Taking an AP Exam Percent of AP Exams with Score of 3 or Higher

Public School Students, Class of 2010

AP Participation and Performance
MCPS African American Graduates

2010 National Participation All Students 28.3% 2010 National Performance All Students 16.9% 2010 National Performance African American Students 4.5%

AP Participation and Performance
MCPS African American Male Graduates
2010 National Participation All Students 28.3%

2010 National Performance All Students 16.9%
2010 National Performance African American Students 4.5%

AP Participation and Performance
MCPS Hispanic Graduates

PERCENT

2010 National Participation All Students 28.3% 2010 National Performance All Students 16.9% Hispanic Students 14.7%

AP Participation and Performance
MCPS Hispanic Male Graduates

2010 National Participation All Students 28.3% 2010 National Performance
All Students 16.9% Hispanic Students 14.7%

Process Improvement
►100% of 2 year-old children who qualify for special education must have an IEP by their third birthday – 200995%, 2010-100%, 2011-99.7% ►Secondary transition for special education students who turn 14 – 2006 & 2007 – 99%, 2008, 2009, 2010 – 100%, 2011-100% ►Decrease suspensions for students with disabilities – MCPS has the lowest rate in the state (3.8%) – state average is 15.3% ►Initial evaluation of special education students must occur within 60 days of identification – 2007 – 56%, 2009, 91% - 2010, 94.2%, 2011-98%

Process Improvement
►Enrollment Projections goal is 99.5% - since 2004, MCPS has achieved an average of 99.2% accuracy ►In-House Copier Repair Program – Outside vendor costs average $2.7 million/yr. MCPS does it for $1.2 million/yr. – cost savings of $1.5 million/yr. ►Copy Plus Program – MCPS produced 99 million copies centrally for teachers saving 40,000 hours of planning and instructional time. Projections for 2011 is 137 million copies saving 54,800 hours of planning and instructional time and a cost savings of $1.9 million ►Response to Emergency Work Orders in 1 day –80% in 1 day in 2005, 90% in 2009, 90% in 2011

Process Improvement
►Increase the percentage of work orders completed – Maintenance receives more than 60,000 work orders/yr. Completion rate in 2005 was 85% and 90% in 2009, 95% in 2011 ►Increase in energy cost avoidance from $632,000 in 2006 to $2.5 million in 2010 ►Increase in Kilowatt Hour Avoidance from 6.4 million in 2006 to 18.6 million in 2010 ►Decrease in solid waste disposal from 13.5 thousand tons in 2005 to 9.1 thousand tons in 2010 – cost savings of $193 thousand ►Increase in recycling rates from 27% in 2007 to 43% in 2010

Process Improvement
►Planned Life Cycle Asset Replacement – MCPS has exceeded its goal of 90% project completion rate within budget – the project completion rate for 2011 is 96% ►Construction Projects completed within budget – Increased from 87% in 2007 to 100% in 2011 ►Maintenance Costs for Overtime – From 2005-2011 averaged 98.6% of budgeted costs ►Maintain food costs below industry standard of 45% Since 2007 food costs averaged 35% of expenditures, 10% below industry standard ►Buses out of service for more than 24 hours – from 2004-2009 no buses, 2010, 1 bus from a fleet of 1271, and 4 buses in 2011 due to a delay in parts availability

Scholarships
► The class of 2011 earned $264 million dollars in scholarships which was an increase of $79 million dollars from 2009

Things to Do CONTACT APQC AS SOON AS POSSIBLE

Things to Do
► Begin your Process Performance and Management Journey As Soon As Possible
► Study Beyond Reengineering by Michael Hammer

►Study the Baldrige Criteria for Performance Excellence ► Study Your Organization

Things to Do
► Use Are We Making Progress? and Are We Making

Progress as Leaders? to learn about the seven Baldrige Criteria Categories and quickly identify strengths and opportunities for improvement. ►Use easyInsight: Take a First Step Toward a Baldrige SelfAssessment to identify gaps in your understanding of your organization and compare your organization with others. ►Complete the Organizational Profile as the first step in a full self-assessment. ►Answer the 18 Baldrige Criteria Item title questions for a fuller understanding of the Criteria and your organization’s performance. ►Finally, conduct a full self-assessment using the seven Baldrige Criteria Categories.

Foot Prints or
Are your footprints headed in the right direction? – OR…

Butt Prints
Are you leaving Butt prints in the sand?