(All highlighted documents available in documents list below)
Lake Local Schools' management system is based on the Malcolm Baldrige Criteria for Performance Excellence. The district looks at seven areas: Leadership, Strategic Planning, Students and Stakeholders, Measurement, Workforce, Process and Results to align action and strategy with the district mission, vision and values.
Lake Local Schools is proud to have submitted an application to the Malcolm Baldrige National Quality Award for 2010. The award, established in 1987 by then Secretary of Commerce, Malcolm Baldrige, is awarded to applicants who have “world-class” processes and practices based upon seven areas or “criteria categories”: leadership; strategic planning; student, stakeholder and market focus; measurement, analysis and knowledge management; workforce focus; process management and results. The Lake Organizational Profile is a an introduction to the application that describes Lake's demographics, staff, performance excellence model and its key strategic advantages and challenges. Our 2010 Malcolm Baldrige Application is available below.
The district conducts an annual STRATEGIC PLANNING PROCESS that involves stakeholders from the staff, community, student population and partnership organizations. From this session, a PLAN ON A PAGE is produced, and is followed up with well-developed ACTION PLANS that are deployed throughout the district buildings and departments. A CORE VALUES RUBRIC is used to ensure that staff and students are taught the values and contribute to the organizational culture through aligned behaviors. A DISTRICT DASHBOARD has been developed to gauge progress on the plan through key performance indicators. The district uses the “balanced scorecard” approach for managing vital measurements for managing the district. This approach measures data in four quadrants: Finance, Customers (students, parents, community), Staff and Process. The theory is that focus in each of these areas leads to a “balance” in the organization for optimum performance. Each of the measures shown on our scorecard aligns with objectives from the action plans shown in the previous section. Our scorecard holds historical data on all measures, some trending back in excess of five years. Leaders and administrators use this data to look at trends so that the measures can be used “in context”. To read more about Lake's strategic planning process, please read the articles STRATEGIC PLANNING AT LAKE PART I and STRATEGIC PLANNING AT LAKE PART II.
CORE COMPETENCIES of LEARNING AND SERVICE are the focus of all district action and decision. Over the past five years, the district has worked to develop systematic processes for LEADERSHIP, COMMUNICATIONS, STRATEGIC PLANNING, GOVERNANCE, and WORK SYSTEM ALIGNMENT. The Strategic Leadership Team, the SLT, drives the performance, performance evaluation and oversees that use of the PDSA processes and alignment of key strategic challenges and advantages with district action plans and measures.