At the beginning of this year, Ms. Peggy Umphres-Moffet, Executive Director of Zapata County Economic Development Center and Zapata County Chamber of Commerce, finalized contracting services with MACRINA, Consultants and Retailers to facilitate the creation and implementation of a County wide planning effort.  Under the outstanding leadership of Ms. Umphres-Moffet, the strategic planning team of consultants headed by Mrs. Makrina R. Feagins, M.A.I.S. and Dr. Abel Jaime Navarro will continue to schedule various other focus groups throughout the County.  Results from each focus group will be complied online at www.zapata-net.com Vision 2020 and on written form available to the public upon request.

Ms. Umphres-Moffet and Mrs. Feagins met with Mr. Rodriguez, ZCISD Superintendent, and Mrs. Garcia, Administrative Assistant for Curriculum, Instruction & Assessment, in mid-February to discuss desired outcome from brainstorming session being planned for the 26^th.  It was unanimously decided that a team building session was needed to provide school administrators with an opportunity to reflect on challenges affecting ZCISD students and what types of interventions could be adopted to overcome them.  Thus the session objectives were determined and the gathering was named Zapata County Independent School District Team Building Exercise – Achieving Excellence.

On cited date, ZCISD administrators assembled from 9:00 am to 12:00 pm to actively participate in session.  Mr. Rodriguez commenced session by introducing consultants and urging ZCISD administrators to ponder and contribute to the exercise.  Following Mrs. Feagins briefly explained format for presentation, and Dr. Abel Jaime Navarro facilitated gathering.  Among the ZCISD administrators who participated in the team building exercise are Romeo Rodriguez, Jr. - Superintendent of Schools, Norma G. Garcia - Administrative Assistant for Curriculum, Instruction & Assessment, Laura McCoy - Administrative Assistant for Business Services, Jose Luis Morales - Federal Programs Director, Derly Villarreal, Jr. - Special Education Director, Arturo Martinez - Testing Coordinator, , Olinda Flores - Math Coordinator, Connie Gray - Science Facilitator, Jose M. Flores - High School Principal, Suzette M. Barrera -  Middle School Principal, Amparo M. Gutierrez - Elementary Principal, Carmen G. Zavala - Elementary Principal, Cynthia L. Villarreal - Elementary Principal, Gerardo Garcia  - Early Childhood Principal and Pedro Morales - Newly Assigned Elem. Principal,.  ZCISD administrators unable to attend included Egna Villarreal - PEIMS Coordinator, Gilberto Flores - Technology Facilitator, Mario A. Arce - Athletic Coordinator and Nelda Guevara - Advanced Academics Coordinator.

First, Dr. Navarro elaborated on the concept of global competitiveness.  An overview of the Higher Education System for Global Economy diagram was presented (available at http://www.accd.edu/wfd/global/higher1.htm.).  Emphasis was given to different organizational structures, stages involved in forming and implementing an organizational vision, mission and values, strategic planning, how programs can be implemented more effectively with existing resources, communication stages, organizational productivity, use of advanced technology and effective leadership traits to coordinate, implement and evaluate programs effectively.

Second, the following questioner was given to ZCISD administrators.  Raw data is included also. 

1. Why is it important to do a better job not just a good job?

1. The community is depending on our leadership to improve the quality of life.  The needs are many therefore a better job rather than just a good job is going to do the task.

2. So that all students can truly benefit.

3. We should always strive for success.  In all we do, we should try to go for the best.

4. A good job is mediocre – we must do a better and then better and even better job.  We must not settled for only if we believe that we can always improve more can we attain true excellence.

5. We always want to improve and get better at everything we do.

6. The children we serve have to pass state/national standards.  If I do a good job, I’ll be serving those children that are already functioning at high lead.  If I do a better job, I’ll serve those who are behind; therefore I’ll ensure that I serve them all.

7. You always want to do the very best that you can.

8. To improve on what was “wrong” or just “good” from the past.

9. A good job allows for the possibility of gaps to be left, resulting in the possibility of having to redo said job.

10. It is important to do a better job to get better results.

11. Better is the best you can do and continue to improve.  Good is what you can get by with.

12. Because it represents who we are and what we believe in plus our job impacts lives and our future

13. Student achievement depends on it.  The need to meet federal and state mandates.

14. To get better results and be more productive.

15. Because a better job implies that you will give it all you’ve got as opposed to a good job which implies mediocre work.

2. Why would you want to achieve far beyond “average” standards?

1. Our students need to compete in a global economy and must be college ready to compete with all students.

2. So that ZCISD can really prepare its students for a global economy.

3. “Average” means the same as others.  Why not excel or stand out from the crowd.

4. Well, our conviction in the Education field comes from truly believing that children are the “foundation” to building the future.  Students that are average can only make “average” futures.

5. To stay up with other countries in the world.

6. The competitive nature of the job (higher education) setting our students will be attaining the required higher cognitive abilities if we equip students and the “tools” they have and edge.

7. I want to go above and beyond to be the very best, not just average.

8. As a leader, it is important to set high standards for yourself to set examples and to raise the bar.

9. Standards have a tendency to be raised.  If you continue to barely be “average,” you stand a good chance of being left behind.  Moreover, you must compete for resources with everyone else meeting these standards. 

10. By training and keeping up with today’s changes – not staying behind in quality.

11. Average is 70% - do you want 70% chance of landing, surgery, your paycheck?

12. Because our children deserve that and that is what is required for students to have a competitive edge in society.

13. To meet the needs of all students – (LEP, migrant, GT, special education)

14. To achieve excellence in our district.

15. Because I want to be successful and “average” standards aren’t enough to help you be successful.

3. How do we ignite that excellence feeling?

1. One goal – one mission – one vision: We must form common objectives for the betterment of all stakeholders.

2. By all having a common objective

3. By showing that things do change.  Doing more for improvement will bring results.

4. Faith, belief, and expectations with standards in others will ignite the feeling of excellence.  Excellence can only be attained if skills are acquired in staff-provided trainings.

5. It’s all about pride, mentoring to be the best.

6. Common goals would be a great start.  Also each of us needs to understand our roles, and how achieving our goals, fits into the scheme of things.  We all contribute to the final result.

7. By motivating people

8. Communicating it – living it!

9. Motivation exists in two forms, extrinsic and intrinsic.  It is the intrinsic motivation that we must develop and that is very difficult to do.

10. Role modeling and having everyone buy into what you believe.

11. Pride, responsibility, ownership

12. Empowerment, involvement, success breeds success, modeling/education

13. Positive reinforcement. Celebrate when goals are met.

14. Through team work, synergy, etc.

15. A positive atmosphere

4. How could you tackle apathy among community residents?

1. Must, must start with ourselves and then students and then our parents.  We must continue to educate beyond and above.

2. This is going to be hard, but I think we will have to give them the cold hard facts.

3. Many times people are not aware that they each entered a part of the problem. Residents need to feel ownership of their community.

4. Personal contact and asking for commitment.  Try to build ownership and pride in our community and our families.

5. With meetings and awareness sessions

6. Awareness of our goals through education

7. Through education

8. Provide literature/facts to prove you are in the right direction and involve them in decision making.

9. Communicate.  Provide support.

10. Having community involvement.

11. Motivate to ownership.

12. Education/training, vast opportunities, community wide campaign

13. By holding meetings out in the community and parent sessions.

14. Get them involved and be part of our team and in decision making

15. Education

5. How do you change attitudes?

1. Communication, sharing the vision.  Taking on projects (smaller businesses built to a larger undertaking).  Team building: honest and straight forward with a great degree of talent.

2. This is hard too.  Again, we present the facts and they will bring about a sense of urgency.

3. By making people aware that their attitude affects their work and performance.

4. Attitudes will change by exercises of self-analysis as opposed to elements that are common to successful and happy individuals.  Attitudes are contagious.  Leaders must model positive determined attitudes and walk the talk.

5. Prove that change is for the best.

6. Awareness/staff development/evaluation/growth plans.

7. You empower people.

8. Provide literature/facts to prove you are in the right direction and involve them in decision making.

9. One person at a time

10. By having everyone believing in what you are doing.

11. Example

12. Education, top to bottom

13. Show them that everything we do it for students.

14. By using more people in committees, including people with negative attitudes in our goals and planning.

15. Education

6. Is it okay to ask people to do better?

1. Absolutely, we must set high expectations

2. Yes, we must expect this to happen!

3. Yes, everyone should try to do better.  Especially in a school district, doing better means making a positive difference.

4. Absolutely!  However, when you ask someone to do better you must model, walk them through and make the change understandable to attain.

5. Yes, never be satisfied with being average.

6. Absolutely!

7. Yes.

8. Yes!

9. Yes

10. Yes, it is okay to ask people to do better.

11. Yes

12. Yes!  It is expected!!

13. Yes with a positive approach.  Feelings are easily hurt at ZCISD.

14. Yes

15. Yes, but it’s better to ask them to do a superior job.

7. What are the responsibilities of a school administrator?

1. To inspire, lead and break new ground toward revealing the ideal through a positive outlook that respects all, but most important focuses on the needs of students

2. To foster a sense of pride, but at the same time bring change to our work.

3. To promote positive learning environment and mentoring students to excel in all they do.

4. We must maximize the capabilities in all our staff so they in turn can maximize the capabilities in their students and each other.  Respect and appreciation are the key.

5. Lead teachers and students to help to better than before.  Be there when they graduate. Be prepared.

6. Manager and leader

7. To make teachers the best they can be with the proper tools so they can assist our students to become successful.

8. To lead with integrity, walk the talk and share common vision.  Set high standards.

9. To be the instructional leaders of the school with a focus on the benefits to the students.

10. School administrators have many responsibilities that could include: student attendance, student success, teachers, staff and community.

11. Model, facilitate, motivate

12. Lead by example.  Stay on top of research and new developments.  Carry out plan     implementation, monitoring and evaluation.  Empower stakeholders.

13. To make sure all stakeholders are working toward a common goal.  Organize, plan and schedule anything necessary to meet campus and district goals.

14. To enforce and delegate policies.  Making sure there is communication through all the departments and goals are planned together.

15. To be an example to all 24 hours, 7 days a week, to educate, to encourage, to facilitate, to lead, to listen, to monitor, to motivate.

8. What role should perception play in making a decision?

1. While perception is important, reality should be the focus and approach the strategy to reach decisions that are right for students.

2. Perception is actually true environments.

3. Some role, but it should not take over the decision making.

4. Perception can be very misleading – always investigate and discuss further to get all the facts.

5. Think of all obstacles that could get in our way.  Try to go around those obstacles and don’t let them get in our way.

6. Be cautious – have the facts.  Have a plan to change perceptions.

7. Perception becomes reality.

8. Must look at the facts – perception can be deceiving, but it can also have impact on a deciding issue.

9. Big role, everyone teaches/evaluates based on his/her our perceptions.

10. Perceptions play a great role in decision making.

11. Part of it

12. We should always look at the whole picture, but make decisions that are well thought out with the end in mind.

13. No answer.

14. A great deal how we see the future is how we prepare for it.

15. Perception should only be used as a means to ask questions that will lead to a great decision.

9. What kind of results do you expect at the end of the school year?

1. Average results: acceptable results

2. To have changed perception to bring about recognized schools.

3. Good results

4. I expect 100% attainment in each child of standards.  Anything less leaves work that needed to be done.

5. Improvement from last year.  Improvement indicated from TEA.

6. Meeting standards at academically acceptable.

7. Recognized status.

8. Hopefully, the very best.

9. Depends on the aspect/area examined

10. Nothing, but better results

11. Exemplary – gold performance

12. I am hoping to meet AYP.  Be identified as a Texas Recognized School.  Improve attendance.  Improve LEP results and decrease retention rates.  I want to make a difference.

13. That students meet district standards in order to be promoted and that they are ready for the next grade level.                                        

14. No answer

15. Great results, but certainly better than last years.

10. What do you consider your greatest accomplishment?

1. The building of two elementary and one alternative school.  Pre-K programs. Balancing the budget. Personal – being a husband and father

2. No answer

3. Completing the audit (job), 2 wonderful boys, masters degree

4. My greatest accomplishment is the ability to make people trust me.  This allows me to help build, enhance and utilize the strengths and weaknesses in others to make changes.

5. Graduating from college in 2 years 11 months, administrator at 25 years.

6. No answer

7. Being a husband, a father.  In school, becoming a successful H.S. principal.

8. Raising a wonderful kid!

9. Working and learning with the group of people at the district

10. Becoming a principal.

11. 31 years of success – no regrets

12. Improvement on TASK/SDAA results.  Improvement on school climate.

13. Changing from Spanish to English classrooms to bilingual classrooms in kindergarten.  Having kindergarten teachers buy into the idea of having all classrooms become bilingual.

14. By being proactive

15. Being a mother, wife, daughter and a servant to our Lord Jesus Christ

11. Do you think it is possible to change things around?

1. Yes, through team work/communication, trust and commitment

2. Yes, it is possible to do this.

3. Yes

4. Absolutely.  Change is the only way to make things better.  If we keep doing what we have been doing we will be getting what we have been getting.  If we want to change things, then things need to be changed.

5. Yes we all have to work together.

6. Yes!

7. Yes

8. Yes

9. Always, just takes time and effort and support

10. Yes, it is possible to change things around.

11. Sometimes

12. Yes, but there needs to be consistency- a plan that is carried out and a support system in place.

13. Yes, with everyone working together toward a common goal.

14. Yes

15. Yes

12. How can labeled students achieve excellence?

1. By working at the industrial assets and capitalizing on though the so called weaknesses

2. By getting recognized campuses at the end of the school year and having more of our graduating seniors attend a 4 year college and getting their degree in 4 years.

3. By trying harder and knowing that labels don’t matter

4. We must first assess gaps and deficiencies and make plans of action to accelerate instruction and close gaps.

5. Help students believe in themselves.

6. Providing better services – including them in all our plans.

7. Through quality instruction.

8. Involvement in school activities.  Providing them with right programs.

9. NCLB – you just need to find what modification works with that particular student’s learning style.

10. By providing everything possible for them to achieve (extra one-on-one tutorials.)

11. Challenge, motivate

12. With no child left behind, I don’t feel students are labeled.  Special programs just help us identified special needs.

13. With support from the school and home.

14. By having specific plans for growth

15. Through motivation, encouragement and by helping the entire family become more productive.

13. How can average students’ grades be improved? 

1. Challenging then to more sign

2. By motivating their parents along with the students.

3. Yes, with the right encouragement

4. Acceleration, motivation, and direct effective instruction can make any average student above average.  You must simultaneously build expectation, self-esteem, goals and plan for future.

5. By challenging them to do better.  Taping into their interests.

6. Services/staff development/Evaluation

7. Through quality instruction.

8. Channeling them in to the right programs (pre-AP.) Get them involved in UIL activities.

9. Many aspects: involving student/parent/teacher/school in a needs assessment to detect the factors keeping that child from his excellence and the team must work together to find the source.

10. By motivating them.

11. motivate, address individual needs

12. Extended community programs, individual teacher conferences if a pattern is seen, parental involvement

13. Providing tutorials (in school, after school, etc).  Getting parents involved in their education.

14. Through involvement and communication with teachers.  Goals are script for students.

15. Putting them with other students who are great examples.

14. What do you consider could be an achievable goal for students’ average grades? 

1. Challenging then to more sign

2. To increase their reading and math scores by 10 percent on the TAKS tests.

3. Always and improve from year to year.

4. Minimal – standards met in district goals and TAKS scores.

5. Mastering all state assessments.

6. Teach them to set goals and provide them with the services they need to reach them.  We can teach (model) them that they can achieve higher.

7. To increase incrementally until we are recognized.

8. No answer

9. A goal where all parties share the common objective, student/parent/teacher/school and all must want to achieve it.

10. It will depend on each individual student.

11. 10% higher until reach goal

12. I believe that with grades, it is hard to place a bell curve.  However, we must look out for too many failures or too little A’s because many times it is the system that is in fault.  I do believe it is okay to have 70’s, etc…

13. Meeting the district standards.

14. Passing TAKS and learning to read

15. That they grow 5 points per year (average)

Third, Dr. Navarro presented a Japanese team working technique called Team Kawakita Jero (TKJ.)  This technique was created in Japan by Mr. Shigero Kobayashi, former Sony Corporation Director.  TKJ methodology follows a structured questioning and critical thinking process.  Participants begin by selecting specific problems and/or challenges affecting the organization.  Each ZCISD administrator individually selected two questions that in their opinion were the most important for the questioner furnished.

Due to time restrictions, a full understanding, implementation and use of TKJ technique was not able to be observed.  However, a brief, user friendly version was practiced.   Each team started by reading aloud and slowly one of the two questions selected.  Each of the team members did the same until everyone in the group had an opportunity to listen and understand each of the answers given.  Following, each of the participants found a link to what the other people were reading and what they had selected as their first question. Once all links are identified, the team discussed and asked why five times.  They continued asking why until everyone was in agreement.  At this point, the team claps and celebrates their success.  Finally the group stated a consensus based response about the question they were discussing.  The same process was done for the second question.

The results from the TKJ exercise were phenomenal.  Although, time was limited, ZCISD administrators had an opportunity to use their creativity and insight to propose solutions to challenges affecting ZCISD students and Zapata County community residents.  The main outcome from all groups combined was: we are all striving for continuous improvement to reach a common goal which is an exemplary schools district.  The interventions proposed from all groups combined were: we must educate parents not coming to us; we must go to them.  The only way to overcome ignorance is by education.  It is the only answer in improving the quality of life.   Parents are depending on us.   However some do not know this.

Individual group discussions and outcomes 

1. Students will be ready to meet the challenge of NCLB 

• Faith, belief and expectations with standards in others will ignite the feelings of excellence.   Excellence can only be obtained if skills are achieved in staff provide training.

• Exemplary. Gold performance

2. Always strive for continuous improvement 

• Parents and community involvement will improve students success

• Many times people are not aware that their lack of interest is part of the problem.  Residents need to feel ownership of their community.  Then apathy can be tackled.

• To make sure all the stakeholders are working toward a common goal.

3. Changing attitudes will lead to better opportunities for continued improvement 

• By conducting awareness sessions in the school as well as in the community

• By making people aware then their attitude affects their work and performance

• Many times people are not aware of their bad attitude and the negative effect it has

4. We should always strive for continuous improvement for success 

• Providing the necessary support from both the school and from home

• We always want to improve and get better at everything we do

5. Must average students move toward excellence because average is not good enough for global education, if not, it will become a second class community and county because quality of life increase longevity, productive and health, and leaves is goal of all families

• Our students are going into a global economy. Average will not work

• By motivating their parents along with the students 

6. Concepts like excellence, attitudes, change, success, improve quality of life because education is the foundation. 

• Because I want to be successful and average standards are not enough to be successful

• We expect this to happen all the time

• We can ignite the excellent feeling through teamwork and synergy

7. We are responsible for maximizing capabilities and changing attitudes to reach and surpass national and state standards where no child is left behind and affect their future 

• Some strategies that will change attitudes are; team awareness of common goals, staff development to support better understanding, evaluation of goals reached, growth plans for these not with the program

• Meet AYP and become recognized school

• Improve attendance and LEP scores

• Decrease retention rates

• Make a position difference

• Must maximize the capabilities in all our staff so they in turn can maximize the capabilities in their students and each other. Respect and appreciation are the key

8. We are all responsible for meeting the needs of every single child to achieve NCLB 

• Lead by example

• Stay on top of research and new developments

• Use data to work plan, carry out, monitor and evaluate

• Empower stakeholders

• Take ownership

• The children we serve have to pass state/national standards. If we do a good job, we will be serving those children that are always functioning at high level. If we do a good job, we will serve those who are behind; therefore we will ensure that we serve them all

Finally, each of the ZCISD administrators shared with the whole group what they had internalized about the TKJ exercise.  The summary of their comments follow. 

Conclusions 

1. Ownership

2. Foster attitude change

3. NCLB

4. Empowerment

5. Lead by Example

6. Well defined roles to be able to carry out

7. We are the link that makes a difference

8. Good education = success

9. Add to quality of life

10. To achieve goals, follow a step by step process

11. How do you achieve excellence and success?

12. Education is the foundation to everything

13. Bring parents into the picture

14. Educate parents about change

15. Fight ignorance

16. Inform parents

17. Work together

18. Change attitudes

19. Embrace continuous improvement

20. Involve parents

21. Get community to embrace the ISD

Before dismissing session, Dr. Navarro encouraged ZCISD administrators to consider the following recommendations. 

1. How do you reach your goals?

2. ISO 9001 Certification

3. Document Activities

4. Implement the Toyota Way

5. Six sigma

6. Adopt quality control techniques

7. Adopt five “s” system

8. Adopt working readiness systems that are innovative

9. Explore offering more affordable college education

10. Work on teams to discover problems and tackle them