1. Overview of Prism Decision Systems, LLC
Sean Brady
607.771.5411
sean.brady@prismdecision.com

2. Sean Brady’s work experience
• President, Prism Decision Systems, LLC
• Board member, United Health Services
Hospitals, Inc.
• Board chair, United Medical Management, Inc.
• Manager-Strategic Planning, Generation - NYSEG
• Teacher of English, grades 7 – 14
• Presenter on planning and creativity

3. Mission
• Provide dynamic group processes and state-of-the-
art systems to accelerate group decision-making
Vision
• Maximize the human potential of collaborative
groups to make and implement decisions that
achieve their preferred future

4. App
Development

5. App development
• Looking to standardize your decision-
making processes? To put your data to
work to make informed decisions? To have
access to the information you need via
your iPhone® or iPad®? You can – using
our custom application development
services.

6. CohortTracker™
• An early warning web app
that allows
superintendents, principals, g
uidance counselors and other
staff to track the real-time
status of secondary students
vis-à-vis New York State's
graduation requirements.
• Tracking is by individual
student, total cohort, and No
Child Left Behind (NCLB)
subgroup.

7. Budget Playground
• iPad® app built for Cornell
University.
• “Data store” delivers up to 16
years of audited historical
financial trend data.
• Allows school districts to create
multi-year budget scenarios.
• They can then modify those
scenarios in real-time to help
boards of education agree to
budgets that will be acceptable
to district stakeholders.

8. schoolbenchmarking.com
• Find benchmark or
best-in-class schools.
• Set and justify
aggressive
improvement targets.
• Seek the programs,
strategies and practices
necessary to achieve
those targets.
• Allocate available
resources.

9. Tools
Overview

10. Prism’s Group Decision Support System™
• Let the group vote
anonymously using radio
response keypads.
• View the results immediately.
• Minimize unproductive
discussion of disagreement.
• Maximize productive discussion
of disagreement.
• Make the decision.
• Move forward aligned, with
consensus.

11. Frontier Analyst®
• Convert a unit's inputs and
outputs into a single
measure of efficiency.
• Identify units operating
relatively efficiently and
those that are not.
• Set realistic, peer-based
improvement targets for
lower performing units.
• Identify benchmark
performers to guide "best
practice."

12. The Concept System®
• Powerful, Internet-
enabled idea mapping
and rating tool.
• Brainstorm, sort and
rate ideas on the Web.
• Web-based strategic
planning, project
management, surveys,
focus groups, needs
assessments and
market research.

13. Solutions
Overview

14. Strategic planning
• Build a rich information base. Strategic Profile
• Experience a dynamic, creative
planning process based on 2
“future pull.” 7
• Using our full suite of decision
Importance
support tools 3
• Accelerate mission and vision 5
8 4
formulation. 9
10
• Agree to performance targets. 6
1
• Understand priority
strategies. Performance
• Allocate resources.

15. Strategic profiling
• Helps distinguish among
high- and low-leverage
strategies -- and
therefore identify
immediate priorities.
• The planning team does
not consider all
strategies to be equal
and does target limited
resources at
opportunities providing
the “greatest bang for
the buck.”

16. K-12 school improvement planning
• Set up an annual
academic improvement
process that is
intentional, information-
driven and repeatable.
• Ensure a clear focus on
priorities.
• Allocate resources
optimally at both the
district and individual
school level.

17. Collaborative decision support
• Identify and weight
criteria.
• Assess options against
weighted criteria.
• Complete cost-benefit
analyses.
• Complete value
analyses.
• Make a group decision
-- in real time!

18. Strategic resource allocation
• Align or reallocate
resources with newly
prioritized strategy
• Assess the degree to
which each function
contributes to each
strategy.
• Assesses the gap
between the current and
required resources to
implement each
strategy.

19. Needs assessments
• Gain insight into
stakeholders' emerging
needs and motivations.
• Speed creative strategic
response.
• Face-to-face or
web-based.

20. Sample engagements
• Arnot Medical Services • New & Improved, Inc.
• CCSD, Columbia- • Science Applications
Greene, DOT, First International Corporation
Heritage, GHS Federal Credit • Standard and Poors, Inc.
Unions • Telcordia Technologies
• Greater Boston Visitor and (formerly Bell Labs)
Convention Bureau • The Los Angeles Times
• Johnson & Johnson, Inc. • Times Mirror Corporation
• Union Volunteer Emergency
• McDonalds, Inc. Squad
• Mercy Health System of • United Health Services
Philadelphia • Washington, DC Metro Area
• National Institute for Health Transit Authority
• Westwood International

21. Sample education engagements
• Arizona State University • Johnson City Schools
• Arizona Department of Ed • Lockport City School District
• Binghamton City Schools • New York State Ed. Dept.
• Broome-Tioga, Erie • Rural Schools Association of
2, GST, Herkimer, SCT, SW, TST NYS
, WFL, BOCES • Southern-Cayuga Central
• Chenango Forks Schools Schools
• City School District of Albany • Syracuse City School District
• Cornell University • Syracuse University
• Dryden Central Schools • The Magellan Foundation
• Elmsford Central Schools • Union Endicott Central Schools
• Greenburgh 7 Central Schools • Whitney Point Central Schools
• Ithaca City School District