signature assignment plan for continuous improvement

How to Develop a Continuous Improvement Plan?

Organizations need to continuously improve if they want to stay in the game, maintain their competitive advantage and achieve long-term success. Even though most of us are aware of how important it is to strive to get better, both at an individual and at an organizational level, we often fail to make continuous improvement a regular practice.

Continuous improvement is common sense for most of us. It is something the majority strives to achieve whether it’s for personal or for professional development. We want to get better, to improve because it gives us meaning, makes us feel better and it’s rewarding.

But just like New Year’s resolutions, after the excitement of starting a new project, things slowly die down. We lose interest, we get back to old habits, and stop improving, until a new project emerges, and the pattern reoccurs.

Sustaining continuous improvement, as straightforward as it seems, is also difficult. So, in today’s article we’ll explain how to create a continuous improvement plan or program, stick to it, and make it a recurrent practice in your organization.

Table of contents

• What is a continuous improvement plan?
• Why you need one?
• How to develop it?
• Assess the current state
• Map desired outcomes
• Chart the improvement journey
• Implement, test, adjust
• Key success factors

Business goals alignment

Participative management.

• Cotinuous improvement culture

Effective communication

Sustained, ongoing efforts, what is a continuous improvement plan.

We can see the active role of continuous improvement in innovation when we consider both new products, services or businesses and incremental innovations. So, if we zoom out, continuous improvement contributes to the success of different types of innovations , from incremental to new innovations.

As you can see, continuous improvement plays a major role in innovation, so naturally it’s one of our favourite topics which we already addressed extensively on our blog. Even so, for the purpose of this article, it’s still useful to explain briefly what we mean by continuous improvement.

Continuous improvement is a conscious, deliberate decision to continuously invest and focus on getting better. In the corporate context, continuous improvement is the ongoing process of improving products, services or processes.

The key word here is “conscious” because if you want to deliberately improve something, you need a plan that describes the steps ahead. So, a continuous improvement plan is just that. A guide for the decisions that lead to improvement.

It’s good to note that even though throughout the article we use interchangeably the words plan and program , we refer to the same thing. The most important thing to remember is that whether you call it a plan or a program, both terms should consider not just the preparation work, but also the implementation and execution.

A continuous improvement plan is also a method of standardizing improvement throughout the organization. Even though a standard process is good for many organizations, larger companies can use it more like best practices, while still developing a continuous improvement program that responds to the needs of different departments, divisions, or teams.

Continuous improvement works best when it becomes a mindset and is ingrained in the key processes and practices of the organization.

Although a continuous improvement plan needs to consider the business goals and objectives of the entire organization, it should still be specific enough to address the problems and hidden opportunities in different divisions or departments. For example, the R&D department might need a different approach than the marketing one.

Many leaders acknowledge the role improvement plays in achieving excellence and innovation. They might strive to become better every day, but they play it by the ear, which can work, with the right mindset and enough dedication.

However, in larger organizations not everyone can do this actively so they could miss many opportunities to innovate. Now, let’s see why going with a well-though continuous improvement plan is a better option.

Why you need a continuous improvement plan?

So far continuous improvement seems straightforward, so why would you need a plan that tells you how to get better every day?

If we think of the New Year’s resolution analogy, and how many people fail to achieve them, we can spot some patterns that explain why having a plan and sticking to it could prevent that.

One of the issues stems from the race to the end. We focus so much on the bigger goal, that it becomes overwhelming and too difficult to attain. The key is to make small changes every day and split that bigger goal in smaller steps that lead to a change in behavior and mindset. To do that, we need to lay out a plan.

We focus so much on the bigger goal, that it becomes overwhelming and too difficult to attain. The key is to make small changes every day and split that bigger goal in smaller steps that lead to a change in behavior and mindset.

Another key aspect is that continuous improvement is seen as a journey with a destination, and once the goal is reached, it's done. This journey should never end if we want to see lasting behavior changes that integrate in the culture of the organization. This way, day-to-day activities will be directed towards improvement.

These day-to-day activities that add to improvements will eventually require you to make some choices. Continuous improvement can’t be applied on all areas at once. It becomes overwhelming and unproductive, whether it’s in your personal life or in a team within an organization. That’s why a continuous improvement plan should also consider the need to prioritize and make conscious choices .

Now, let’s go through a few, more specific benefits of planning for continuous improvement:

Provides focus and direction

At an organizational level, when so many people have to work towards common goals, it’s essential to provide a clear focus and direction. A continuous improvement plan puts into perspective the objectives of the organization and the roles and responsibilities of all those involved. It also helps explaining why something is important and needs improvement.

A visual representation of the goals, roles, and methods to achieve those makes it easier to solidify the objectives.

Win over stakeholders

Engaging relevant stakeholders in adopting continuous improvement practices in their everyday work is one of the contributing factors to successful innovation.

Whether these are shareholders that provide support and resources for your improvement initiatives, or employees that have valuable insight into improvement opportunities and how to go about those, a good plan can win them over. Worst case, they are not on board on the first try, but their feedback can help improve the plan.

Even though every organization has its share of people that are more resistant to change, manifesting a long-term vision can turn into a catalyst and motivator so both parties can benefit.

Encourage proactivity

Without a plan people tend to react to external factors. A plan helps you better control the actions that influence the company’s future and allows people to be proactive. This projection in the future helps you see past the quick wins. It gives time to ponder over actions that can be taken, instead of trying to constantly put out fires.

Improve overall business performance

This is rather a consequence of implementing continuous improvement, but having a plan to go about it, is indirectly leading to such business benefits .

Continuous improvement helps reduce costs, minimize waste, and increase operational efficiency. Most leaders are aware of such benefits so we won’t go into too much detail here, but the thing to remember is that developing a realistic, yet ambitious plan will have a great impact on the bottom line of the organization.

How to develop a continuous improvement plan

As already mentioned, at the end of the day continuous improvement is common sense and planning for it should not be overcomplicated. There are three main characteristics of a good continuous improvement plan: it has to be simple, strategic, and operational.

There’s no need to overcomplicate things because first, it would discourage people from getting involved, and second, it will be more difficult to communicate it and implement it throughout the organization. It is after all, just about the small steps that can be done every day to amount to a big impact on the long term.

Continuous improvement needs to be planned strategically because it should consider the vision of the organization, the goals, and objectives. Improving here and there with no specific goal would only benefit a few and not the organization as a whole.

Operational

A strategic approach gives direction, but the operational aspect tells you how to implement the plan, who is responsible, what are the timelines, required resources and metrics by which success is measured. Preparing to implement continuous improvement also requires you to decide on what processes work best as well as the tools that will support them. Next, let’s go through a few basic steps that will get you started with a continuous improvement plan or even refine a current plan.

1. Assess the current state

In this first step you might want to start by collecting some information that helps you identify the strengths, weaknesses, opportunities and bottlenecks of current processes, products, services, or whatever you are specifically working on.

2. Map the desired outcomes

You know where you are, but where do you want to go? In this next step you map the business integrated goals and objectives. This step will also help you notice the gaps between the current state of things and the desired outcome.

Of course, things might sound too abstract at this point, and this is because in such an early stage of the planning it’s best to keep it simple and not overcomplicate things. What’s more, there are so many variables in continuous improvement, that each organization will have a different approach when it comes to specific actions.

3. Chart the improvement journey

After these first two steps, you can start charting your improvement journey. This stage describes how those gaps can be addressed through specific actions that contribute to sustained improvements and help develop the culture to enable them.

Now it’s the time to work a bit on some specific details like how you’ll know you have achieved your goals, and how you’ll measure success (for example, establish KPIs that tell you among other things, how much you’ve improved and how well was continuous improvement implemented). Also, think of defining responsibilities and a timeline.

4. Implement, test, adjust and scale

The company first assessed their state and realized a food shipper was spending $98 000 extra because of poor scheduling and communication. So, their goal was to eliminate additional costs, streamline communication between those involved in the process, increase pick-up performance, and improve operational efficiency. To achieve this, they first mapped out their strategy, where key stakeholders could contribute with ideas to propose solutions, note benefits and challenges along the way.

Next, they took actions, tracked the projects on a regular basis and analyzed those actions and their results. They eventually saved $85,000 in a year, decreased additional spendings to 84.81% , improved communication by eliminating unnecessary email exchanges. Their program did not end here, because they made sure to celebrate and communicate the results with their employees. They recognized and rewarded individuals and teams whose contribution moved the needle in the right direction.

Key success factors for a good CI plan

It’s easy to get caught in the planning itself and postpone implementation until you reach what you believe to be a perfect continuous improvement plan. This is a common mistake, that can derail implementation. Inevitably, a continuous improvement plan is also subject to improvement, so unless you execute it, it’s hard to spot the areas of the plan that need improvement.

Next, let’s see some key success factors that allows you to keep it simple, stay focused and move faster to the execution stage.

In an organization, change happens both bottom-up or top-down, but whatever the case, without strong alignment at the top, things will die down. This means that leaders and managers in charge with high level operations need to bring together the business goals and objectives and link them to the continuous improvement plan.

For example, at Lantmännen , a Nordic agricultural cooperative, executives linked their plan to specific financial targets in order to encourage improvement and innovative projects . They aimed at 6% growth in their core business and 2% growth in new organic ventures. These overarching goals went down from business units to product groups, and they ultimately reached a 13% annual growth rate.

Management plays an important role in the success of bigger initiatives, especially if innovation is at stake, and failing to innovate can cost them the future of their company Leaders should be committed to actively support and advocate for continuous improvement.

There’s even research that shows how involvement from senior leaders is contributing to sustaining improvements. In fact, after analyzing data from 204 lean projects, they concluded that those with stronger support from head office showed 25% greater improvement after a year compared to those without that support, and 79% performed above average after the first year.

Projects with stronger support from head office showed 25% greater improvement after a year compared to those without that support, and 79% performed above average after the first year.

If leaders were not visibly supporting continuous improvement, frontline employees would think that the company is no longer committed.

Some good insights into how management can participate and keep their enthusiasm comes from a round of interviews with leaders who talked about sustaining continuous improvement in organizations. One VP mentioned their “immersion program” for lean management where senior leaders can develop their skills, see their peers achievements, and take part in Kaizen events to see continuous improvement in action.

Continuous improvement culture

For some people continuous improvement can feel exhausting, because not everyone is excited about change. This means that some companies have to work harder than others to build a culture of continuous improvement, if that hasn’t been the focus for them.

Indeed, building a continuous improvement culture takes time, and requires some effort, but on the long run, it’s definitely worth it if you want your plan to be implemented successfully.

You can’t underestimate the role of communication when you want organization-wide support. Again, since the strategic planning comes from the top, leaders should not just communicate the program, but also use the right narrative to do it.

For example, the plan should clearly emphasize how it aligns with the organization’s purpose and how it’s addressing specific points that will also benefit employees. For instance, a hospital planned to focus on the patient care by decreasing the time personnel spent on paperwork. It was a win-win situation.

Communication should also continue throughout the program, not just early on. When leaders communicate and celebrate small wins and the role that employees have played in achieving these, employees’ motivation and engagement increases as well.

To ensure enduring success, the continuous improvement plan should move away from project-based improvements that are usually a one-time thing. Reaching for the low hanging fruits is easier and does bring short-term results, but in the long term you’ll have less and less of those.

To sustain these efforts, you’ll want to see continued progress and that’s possible when you choose the right metrics that measure success. What improvements were done, what was their impact on the bottom line, or how were they contributing to achieving the bigger goal? These metrics will look different for each organization, but the important thing is to keep away from vanity metrics that don’t disclose the whole truth.

One example, if you want to keep employees engaged and focused, is to include lean management behaviours in the performance reviews . This way, people will have a clear overview of their impact after solving specific problems in their area.

If we go into the nitty gritty of planning an ideation process, there are many In the end, it’s important to remember not to get stuck on extensive planning, but to take real action. If you find yourself lost in the details, stop for a moment, take a step back and reflect on how you could keep a clear focus that allows decision makers to act.

Even though the initial hype and excitement of a new program will slowly die down, you should stick with the introduction of relevant improvements , as small or unexciting as they seem. In time, these small wins amount to bigger gains. If you rush into a new thing each time, you lose focus, and the long-term results will fail to come.

This kind of commitment will also contribute to changing the culture. Building a continuous improvement culture takes time and it’s a conscious effort, but with patience and perseverance you will get the desired results.

Every continuous improvement program needs the input of employees and Viima can support your needs, every step of the way, from idea collection to implementation. See it in action. Book a demo!

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• Guide: Continuous Improvement (CI)

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: December 30, 2023
• Learn Lean Sigma

Continuous Improvement, incorporated by the Japanese term “ Kaizen ,” signifies a strategic approach to enhancing organizational processes, products, and services through small, incremental changes.

It is in contrast to large one-off step-change improvements, advocating for a gradual yet sustainable progression toward betterment. Embeded in organizational culture, continuous improvement developers on the principle of perpetual enhancement, with a keen focus on minor yet consistent modifications that collectively lead to substantial overall improvement.

Within this guide, we will give you a good understanding of the basis of what Continuous improvement is and why successful businesses use it, including key methods used.

Table of Contents

What is continuous improvement (ci).

The concept of continuous improvement, often linked with the Japanese term “ Kaizen ,” represents a deliberate approach to enhancing processes, products, and services through a series of small, incremental changes. 

Unlike strategies that rely on large-scale overhauls or dramatic transformations, continuous improvement focuses on a gradual and sustainable progression towards betterment. This method is particularly effective in fostering adaptability and responsiveness within an organization, leading to long-term success and efficiency.

“Continuous improvement” is more than just a strategy; it’s a philosophy that integrates deeply into an organization’s culture. It is rooted in the principle of Kaizen, which translates to “change for the better” or “continuous improvement.” The core of this philosophy is the belief that there is always room for improvement in every aspect of an organization’s operation, no matter how small. This approach contrasts starkly with the mindset of making occasional, radical changes.

One of the key strengths of continuous improvement is its emphasis on ongoing, minor modifications. These small changes are less disruptive and more manageable than large-scale reforms, making them more accepted by the workforce and easier to implement. Over time, these incremental changes add up, resulting in significant overall improvement.

Core Principles of Continuous Improvement

The principles of continuous improvement provide a strategic framework for organizations aiming to enhance their processes, products, and services. This approach revolves around several interconnected concepts that collectively foster an environment primed for ongoing advancement.

Incremental Change is preferred over sweeping reforms. Small, manageable adjustments are more practical and less disruptive, facilitating smoother implementation and adaptation. This approach allows for ongoing refinement and reduces the risk associated with change.

Standardization plays a key role once improvements are identified and tested. By standardizing these improvements, organizations ensure consistency and establish a new baseline for future enhancements. This standardization aids in maintaining quality and simplifying the management and measurement of processes.

Lastly, Measurement and Feedback are vital. Regularly assessing processes and outcomes, with input from employees and customers, provides a clear picture of the impact of changes. Utilizing key performance indicators (KPIs) aids in identifying areas needing further improvement, thereby sustaining the continuous improvement cycle.

Methodologies in Continuous Improvement

Continuous improvement is not a one-size-fits-all concept; rather, it encompasses various methodologies, each with its unique focus and approach. Understanding these methodologies is crucial for organizations to select the one that best aligns with their specific needs and goals. In this section, we explore four prominent methodologies: Lean , Six Sigma , Total Quality Management (TQM), and the Plan-Do-Check-Act (PDCA) Cycle.

Lean emphasizes continuous flow and just-in-time production, ensuring that work is smoothly processed without delays or inventory build-up. Tools commonly used in Lean include value stream mapping, 5S (Sort, Set in order, Shine, Standardize, Sustain), and Kanban (a scheduling system). Lean is not just about efficiency; it’s also about building a culture of continuous improvement and respect for people.

The central idea of Six Sigma is the DMAIC process (Define, Measure, Analyze, Improve, Control), used for improving existing processes, and DMADV (Define, Measure, Analyze, Design, Verify), used for creating new processes. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.

Total Quality Management (TQM)

TQM is a holistic approach to long-term success through customer satisfaction. It is based on the participation of all members of an organization in improving processes, products, services, and the culture in which they work. The principles of TQM include customer-focused, total employee involvement, process-centered, integrated system, strategic and systematic approach, continual improvement, fact-based decision making, and communications.

TQM requires that the company maintain a culture of continuous improvement and that all members strive to create improvements in all aspects of the company’s operations. This method emphasizes quality in every aspect of the company and involves all members, from top management to the frontline employees.

Plan-Do-Check-Act (PDCA) Cycle

• Plan : Identify an opportunity and plan for change.
• Do : Implement the change on a small scale.
• Check : Use data to analyze the results of the change and determine whether it made a difference.
• Act : If the change was successful, implement it on a wider scale and continuously assess your results. If the change did not work, begin the cycle again.

PDCA is a simple, straightforward approach to problem-solving and is widely used in various industries for quality control and continuous improvement.

Each of these methodologies brings a unique set of tools and perspectives to continuous improvement. Organizations may adopt one or a combination of these approaches, depending on their specific needs, culture, and goals. The key is to embrace the underlying principle shared by all: a relentless pursuit of excellence through continuous improvement.

Implementing Continuous Improvement

Implementing continuous improvement in an organization involves several key steps. Drawing from my background as an operations improvement consultant, with experience in food processing, manufacturing, and automotive industries, I’ve seen firsthand how effective the following steps can be in driving significant improvements.

Step 1: Identify Opportunities

A good method we usually suggest for identifying improvement opportunities is to conduct a waste walk by going to the place where the work is done and observing processes for wasteful activities which can be removed or reduced within the process using methods such as 5S or other lean tools.

Step 2: Analyze the Process

Step 3: Develop a Strategy

Step 4: Implement Changes

Step 5: Review and Refine

The final step is to review the impact of the changes and refine them as necessary. This involves collecting data, analyzing results, and comparing them against the objectives set in the strategy phase. Continuous feedback loops are vital here; they ensure that the improvements are effective and sustainable. In all the industries I’ve worked in, this step has been crucial for ensuring that the changes made deliver the desired results and contribute to long-term improvement.

Implementing continuous improvement is an ongoing process. Success in this effort comes from a willingness to continuously evaluate and adapt, ensuring that the organization remains agile and responsive to change. Through my experiences, I have seen organizations transform their operations, achieving not just incremental improvements but also fostering a culture that embraces change and strives for excellence.

In conclusion, the journey of implementing continuous improvement is a testament to the power of incremental change and strategic planning. Through my career as a consultant in various industries, I’ve observed how identifying opportunities, analyzing processes, developing strategies, implementing changes, and reviewing outcomes can collectively transform operations.

This approach not only leads to tangible improvements in efficiency and quality but also fosters a culture of resilience and adaptability. Continuous improvement, therefore, is not just a methodological approach; it’s a mindset that encourages organizations to constantly seek better ways of doing things, ensuring long-term success and a sustained commitment to excellence.

• Singh, J. and Singh, H., 2015. Continuous improvement philosophy–literature review and directions .  Benchmarking: An International Journal ,  22 (1), pp.75-119.
• Bhuiyan, N. and Baghel, A., 2005. An overview of continuous improvement : from the past to the present.  Management decision ,  43 (5), pp.761-771.

Q: What is the primary goal of continuous improvement in an organization?

A : The primary goal of continuous improvement is to enhance overall organizational performance by systematically improving processes, products, and services. This is achieved through incremental changes that lead to increased efficiency, higher quality, better customer satisfaction, and improved employee engagement. The focus is on making small, manageable improvements on a continual basis, rather than implementing large-scale changes sporadically.

Q: How does employee engagement contribute to continuous improvement?

A : Employee engagement is crucial in continuous improvement as it leverages the insights and expertise of those who are closest to the processes and challenges within an organization. When employees are encouraged and empowered to contribute ideas and participate in improvement initiatives, it not only leads to more effective solutions but also fosters a sense of ownership and motivation among staff. This increased involvement often results in higher productivity, innovation, and a more positive workplace culture.

Q: Can continuous improvement be applied in any type of organization?

A : Yes, continuous improvement can be applied in any organization, regardless of its size or industry. The principles of continuous improvement are universal and can be adapted to suit different operational contexts, including manufacturing, healthcare, education, and service industries. The key is to understand the specific needs and challenges of the organization and then apply the continuous improvement tools and methodologies that best address those issues.

Q: What role does leadership play in successful continuous improvement initiatives?

A : Leadership plays a pivotal role in the success of continuous improvement initiatives. Leaders are responsible for setting the vision and strategic direction for improvement efforts. They must create an environment that encourages and supports continuous improvement, allocate resources, provide training and support, and ensure that improvement activities are aligned with the organization’s overall objectives. Effective leadership also involves recognizing and celebrating improvements, which helps to sustain momentum and embed a culture of continuous improvement.

Q: How do organizations measure the success of their continuous improvement efforts?

A : Organizations measure the success of their continuous improvement efforts by using key performance indicators (KPIs) and metrics that are aligned with their strategic objectives. These might include measures of efficiency, quality, customer satisfaction, employee engagement, and financial performance. Regular monitoring and reporting of these metrics help organizations to assess the impact of their improvement efforts, identify areas for further improvement, and make informed decisions about future initiatives.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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CUR 555 University of Phoenix Plan for Continuous Improvement Analysis Paper

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University of Phoenix

Description

Signature Assignment: Plan for Continuous Improvement

This course has discussed many important topics and modalities of professional development in your school’s professional learning community. Create a plan for each of the following approaches to professional learning: schoolwide, grade-level or department, and individual.

Design the plan for implementation during the first 16 weeks of school. Assume that you have, during this plan, 1 hour every week of embedded professional development time, which is early release for faculty and staff. Outline what topics your plan will address. There should be evidence of inclusion of your state’s academic standards and preparation for your statewide standardized testing, such as the Partnership for Assessment of Readiness for College and Careers, Smarter Balanced Assessment Consortium, and so forth. For each topic, break down the number of weeks it will take to complete professional development or identify if this is an ongoing topic.

1.Needs assessment:

Analyze and summarize findings from the assessment. Write a 350- to 700-word summary of your assessment, addressing each component of your professional development plan and justify how the plans promote meaningful experiences that align with the school, grade level or department, and the individual. Your summary must include the following:

a.Multiple models of professional development

b.Data used in the needs analysis: systematic observation, information about learners, and research

c.Focus area or topic for each staff development plan

d.Outline for implementation to include approximate timeline with hours per week

e.Brief statement of how the professional development will further the goals of your school site

f.Brief statement of how the professional development will further the school’s mission and vision

2.Professional development plan

a.Develop a schoolwide (or other educational setting) professional development plan that addresses the following:

1)An area for schoolwide professional development, based on the results from your needs assessment, that aligns with school goals

2)The model of professional development used to implement the plan and how it lends to colleague collaboration

3)Implementation timeline

4)Who is responsible for providing training to the staff

b.Develop a grade-level or department professional development plan to address one of the needs identified by your needs analysis. This might include, but is not limited to, study group professional inquiry teams, book study, or peer coaching. Include the following:

1)An area for study

2)Implementation timeline

3)A protocol for examining student work, inquiry team, or peer coaching with debrief and next steps included

4)Discussion of what data or student work may be utilized for the grade-level plan: This plan should include reflective practice for the participants, how it would improve teaching or understanding of content for all learners, and how it would affect student learning and the professional development plan.

c.Develop four one-on-one coaching plans with four different teachers on your staff or appropriate members in your educational setting: one veteran, one new, one highly effective, and one ineffective teacher. Identify which coaching approaches for individual learning you will utilize.

1)Discuss what data or student work you would review to decide on a coaching focus.

2)Outline the coaching focus for an area of refinement and reinforcement.

3)Include an implementation of the coaching cycle: weekly, bi-weekly, and so on

4)Include coaching components: focus, planning, pre-brief, observation, debrief, and reflection.

5)Include reflective practice for the participating teacher: How would the coaching improve student learning? How would coaching affect classroom instruction? How does the individual learning affect the professional development plan?

3.Create an orientation to the professional development calendar for your faculty and staff.

a.Provide a Microsoft ® PowerPoint ® , Prezi ® , or other multimedia presentation.

b.Provide all handouts and materials necessary for the orientation, at least 30–45 minutes in length

c.Provide a copy of the calendar or chart you will give staff to outline professional development. Include dates, times, topics, and who will be facilitating development. This must be for the first 16 weeks of school.

Unformatted Attachment Preview

Explanation & Answer

hi, kindly find attached. Student’s Name Institution Date From the results in the needs assessment survey: 1. Teachers needed support to help in closing the students achievement gap. 2. This is in line with the Curriculum Standards for Texas Education Agency • Training for intervention strategies • Usage of PLC’s and grade level development to support teachers 3. Mentorship and coaching is required to help teachers % of teachers Response given 87% Needed help to close the students achievement gap 81% Required technological assistance 65% Preferred mentoring as an effective ways of using their time and budget 57% Had opinion that we could improve by observing actions from peers 77% Had no experience, but has an interest in developing study plans for their classes 72% Teachers wanted to learn more questioning skills The best initiative selected for this School wide professional development plan will be focusing around the professional learning communities (PLCs) and collaborative teams to assist the teachers. According to the information on the needs of assessment survey, most of the teaching staff showed the need of support in matters regarding to closing students achievement gap. Therefore the school wide professional development plan will focus on those areas where teachers felt they had weaknesses. Through this, it will enable the school to assist the students in their journey to academic achievement. • Teacher are required to meet in the grade level to discuss matters pertaining to students achievement. • Peer coaching is an essential model for this exercise. • Planning time should be created each and ensure the needs assessment agenda is focused on. • Professional development sessions are scheduled on each Wednesday. The topics to be addressed include student data, standards, lesson planning, team teaching, coaching, feedback, observations, etc. August – September: • During PD every week the grade level teams will collect information from previous grade through cumulative folder to find the position of the students. The team will issue AIMSweb for their current grade level to find what students tiers and levels. The students profile will be completed during the first three week of school this will include a list of intervention strategies to assist in targeting students who require to at grade level benchmarks. September– October: The coaching plans should be created to include all teachers. PD session will be held every week to discuss topics related to peer coaching, observations, coaching, and analysis of student information. The student protocol should be created by grade level teams and their PLC’s and administration will approve them. October – November: •Alongside the school wide professional development, the grade level professional development sessions will be focusing on the ways of implementing their classroom activities with differentiated students. This session will include Special Education Program and English as a Second Language Program. November – December: •The grade level teams will be working together on their every week professional development sessions on standard relation to the grade levels. The grade levels will be required to prepare priority standards for the district wide professional development. CALENDAR OF PD SESSIONS Date Topic Time Presenter 8-24-17 8-31-17 Classroom Profiling 3:00-4:00 Admin 9-7-17 9-14-17 CITW Strategies 3:00-4:00 Admin 9-21-17 9-28-17 Texas Education Agency Curriculum Standards, Reading training 3:00-4:00 Admin, CI Office 10-5-17 10-12-17 10-19-17 10-26-17 Coaching, Observations, Feedback, Reflection 3:00-4:00 Admin, Instructional Coaches, Curriculum Coordinator 11-2-17 11-9-17 11-16-17 Differentiated Learners 3:00-4:00 SPED, ESL, GATE 11-30-17 12-7-17 12-14-17 Creating Priority Standards 3:00-4:00 Admin and Grade Level Chairs 1. What you teaching? •Target •objectives 2. Student learning evidence •How do students show knowledge? 3. Students who yet to master skills •Intervention strategies? 4. Students who demonstrate mastery •What strategies were used to challenge the student? •How are they demonstrating mastery? 5. Feedback •When were the assessment returned? •What question were include to enable students understand the reflection practise? Coaching Session 1: Objective of lesson: Standards addressed: Materials needed: Technology implemented: Implications for teaching this lesson: (T) Notes on Model Lesson: (T) Questions on Model Lesson: (C) Notes on Lesson: (C) Questions on Lesson: Assessment Results: Future Implementation Ideas: Coaching Session 2: Coaching Session 3: Running head: PLAN FOR CONTINUOUS IMPROVEMENT Signature Assignment: Plan for Continuou...

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by Markus Zusak

Where the Crawdads Sing

by Delia Owens

The Turn of the Screw

by Henry James

Mrs Dalloway

by Virginia Woolf

The Russian Hoax

by Gregg Jarrett

Girl Stop Apologizing

by Rachel Hollis

Cat on a Hot Tin Roof

by Tennessee Williams

Fahrenheit 451

by Ray Bradbury

The Great Gatsby

by Francis Scott Key Fitzgerald

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