PRSD - Malcolm Baldrige National Quality Award 2001 Recipient

  One of the first three recipients in education

The constituents at Pearl River made a commitment to quality in the early 1990's in response to many indications that our country was losing its competitive edge. The commitment began with our involvement in the More Effective Schools movement and has evolved through the years with continual focus on strengthening our leadership, refining our measurements, maximizing our staff resources and widening our circles of involvement. 

It is our firm belief that American public education can succeed and that the implementation of a continuous improvement approach can produce successful results. Pearl River students consistently perform at or near the top in virtually all academic arenas. Graduates gain access to the finest colleges and universities in the country. 
 

Winner of...

The 2001 Malcolm Baldrige National Quality Award  

Palisades Institute Quality Award

NYS Governor's Excelsior Award (ESA Program)

Four NYS Blue Ribbon School Award Finalists

Three-time USA Today/RIT Quality Cup Finalists

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PRSD Winning Baldrige Application Here

(Click on Award)

 

Organizational Philosophy Strong leadership, solid planning, refined data collection, and total involvement focused on continuous improvement comprise the main tenets of the Pearl River School District.

A committed and involved board of education works closely with a highly skilled superintendent and highly credentialed management team in leading the district closer to our vision of world class quality. This leadership team drives a site-based management approach. These team members serve as visionaries. They lead by example with total commitment towards continuous improvement.

Planning The planning cycles at Pearl River revolve around three main goals: 
1. Improving academic performance. 
2. Improving the perception of the district.
3. Improving and maintaining fiscal stability. 
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These goals keep all staff focused on the district's mission - 
"Every Pearl River student can and will learn."
 

|Senior leaders plan for the district using input from students and other key stakeholders including parents, staff, local business, higher education, and district residents. Planning strategies revolve around a Balanced Scorecard approach with long and short-term goals to attain our strategic objectives. Leaders then establish specific projects and programs to meet those goals. 
Data Management
The district has in place a sophisticated electronic data management process by which both quantitative and qualitative information is sought and recorded. This process is refined each year as the district "pushes the bar," seeking higher, better, and more-relevant standards against which we benchmark our results. PRSD compares itself against "the best of the best" in performance on key measures.
Involvement

Virtually nothing happens in the Pearl River School District without input and participation from the people who are to be impacted by an action. Students sit on the board of education; PTA presidents meet monthly with the superintendent and administrative council; senior citizens participate on an advisory committee regarding special adult education programs just for them. The true value of this involvement lies in the opportunity it provides for the district to continuously assess student and stakeholder needs.

Building Leadership Teams are active in each school and comprise representatives from teaching and support staff, parents, and at the secondary level, students. The BLTs drive the activities at the building-based level and plan for improvements on an annual cycle, guided by the overall district goals.

The Labor Management Council is comprised of leaders from each labor unit. This group meets monthly to promote staff recognition programs, address areas of mutual concern, and support efforts to educate and communicate with staff on a variety of issues including the school calendar and annual budget.

 

Process Management

PRSD uses an organized approach towards conducting operations known in quality circles as process management. Senior leaders and staff outline standard procedures for key functions in the district. These processes are detailed, shared, and reviewed regularly for updates. When desired results are not achieved or inconsistencies occur, staff conduct root cause analyses to determine corrective actions.