District-wide Performance Management Model Los Angeles Unified School District. February 22 nd, 2013

Transcription

1 District-wide Performance Management Model Los Angeles Unified School District February 22 nd, 2013

2 Superintendent Dr. Deasy s thoughts around performance management Performance Management is not a new initiative, but the new way in which we will manage LAUSD and hold ourselves accountable. Performance Management is not new work; it s the work. 2

3 Performance Management at LAUSD Working definition for LAUSD: Performance Management is the process we will use to move from a compliance culture to a performance culture, focusing every employee s work on the use of data, and the processes and accountability measures that will drive continuous improvement in teaching and learning, and in supporting productive learning conditions in all of LAUSD s schools. For the Central Office this means providing world class services to schools, regional offices, and central offices that will foster optimal learning conditions for our students. 3

4 The Performance Management Cycle District Vision, Goals, and Core Beliefs Goals and Targets Results and Implications Planning Strategic Operating Plan STATS is an example of a Performance Dialogue Performance Dialogues and Plan Adjustments Performance Tracking Cycles of reviewing fresh performance data, holding robust performance dialogues, and making appropriate adjustments occur at regular intervals throughout the year. 4

5 Goals and targets 5

6 Goals, Key Performance Indicators (KPIs) and Targets for KPIs Term Goal Key Performance Indicator (KPI) Target Definition Intended outcome of a set of activities or efforts. Examples: Central Office: By 2016 every LAUSD Student will be taught by an effective teacher. Instruction: Proficiency for All A metric that provides information for a specific goal. Example: Central Office: % of Effective Teachers Instruction: Proficiency rates A specific objective for a Key Performance Indicator (KPI) over a period of time 6

7 planning 7

8 Planning and the Strategic Operating Plan The set of formal and informal actives/projects designed to meet a specific goal. Central Office: The Strategic Operating Plan will be the central planning tool, and will capture the approaches each Department and Division will use to meet their goals and targets. Instruction: Includes the Single School Plan (California s version of the Title I planning), WASC plans, etc. as well as more informal school-wide or regional commitments. 8

9 Performance tracking & performance dialogues 9

10 Performance Tracking Regular Tracking of KPIs: Progress toward KPIs/targets should be as frequent as possible. Examples: Monthly updates of student and staff attendance rates Quarterly updates of student progress towards proficiency Regular Tracking of Plans: Progress toward key plans should be at least monthly Examples: Monthly status reports on key projects and commitments 10

11 Criteria for an Effective Performance Dialogue Balanced: A performance dialogue should push units to improve performance as well as acknowledge/praise good performance. Results focused: Fresh performance data measured against goals/targets should be the driving force of the meeting. Real-time adjustments: The emphasis should be on making adjustments to plans and key activities as indicated by results. Commitment follow-up: Performance Dialogues should include status checks regarding prior meeting actions and commitments. Leadership: Performance dialogues should be led by the Organizational Leader, though the performance dialogues may be facilitated by another individual. Focused time: Performance dialogues should be standalone meetings and not held as part of another meeting Decision makers in the room: Performance Dialogues are held in a group precisely so that key decision makers can be in the room to facilitate real-time adjustments. 11

12 Results & implications 12

13 Results & Implications Year end review and reflection that includes the following: Assessing results against targets Celebrating accomplishments Setting new targets for next year Revising plans for next year 13

14 Implementation of pm for Instruction 14

15 Why performance dialogues? They empower directors and their networks of principals to collaborate and problem solve as a team. Examine data at all levels of the District as it becomes available to problem-solve in a timely and consistent manner Include time and space for cross-pollination of ideas, collaboration between principals/directors and principals with other principals to identify the HOW Identify the levers that are most effective in moving the needle 15

16 Why? All levels of the system participate in meeting accountability mandates, not just the schools alone

17 When? Performance Dialogues will take place 3x/year at all levels of the System Instructional Directors with Principals 3 times ESC Superintendents with Instructional Directors 3 times Deputy Superintendent with ESC Superintendents 3 times ESC Superintendents with Executive Cabinet (STATS) 3 times 17

18 Performance Dialogues will take place as data becomes available. 5. Progress Monitoring 3 Periodic Assessments June (TBD) 1. Initial Goal Setting: SPF Performance Meter July - August 2. Goal Setting Revisions Based on new STAR data October (TBD) 4. Progress Monitoring 2 Periodic Assessments February (TBD) 3. Progress Monitoring 1 Periodic Assessments November (TBD) 18

19 Implementation of pm at central office 19

20 Roles and Expectations Division Performance Management Advisors Department Performance Management Leads Will be a dedicated employee attached to each Division to support performance management efforts. Will help the Division Leader prepare for and implement monthly performance dialogues from a divisional level. Will assist the Division Leader in building Division s Strategic Operating Plan. Will be a member of the Central Office Performance Leadership Team, providing input to approaches, professional development plans, etc. Will participate in monthly PD and support sessions developed by Performance Management Unit. Will partner with Department Leader to support performance management efforts: o Articulating Goals, identifying Key Performance Indicators and Setting Targets o Building and adjusting the department s portions of the Strategic Operating Plan o Monthly tracking of Key Performance Indicators o Preparing for and supporting Performance Dialogues Will participate in monthly PD and support sessions developed by Performance Management Unit Will be a minimal time commitment with increased support by the Performance Management Unit where necessary Will collaborate with colleagues in other Departments to share best practices. 20

21 General Approach to Implementation for each item in the Performance Management Cycle Profession Developm ent Workshop with the PMU PM Departme nt Leads Develop Item for Implement ation Item Implement ed PM Cycle: Goals & Targets, Planning, Performance Tracking, Performance Dialogues, Results & Implications 21

22 General Timeline 22

23 Performance Dialogue Roles and Expectations Division Head/Department Head Leads Performance Dialogues Assigns commitments Follows-up with previous commitments Allocates/shifts resources where appropriate Adjust Strategic Operating Plan when appropriate Reports out in the Executive Cabinet Performance Dialogues Division PM Advisor Supports Division Head in preparing for Division Performance Dialogues Supports Division Head in preparing for Executive Cabinet Performance Dialogues Organize, schedule, and invite appropriate individuals to Division Performance Dialogues Support and act as a thought partner for Department PM leads Department PM Lead Supports Department Head in preparing for Department Performance Dialogues On a monthly basis, enters in to Clearpoint department scorecard data, strategic plan updates, and commitments. Organize, schedule, and invite appropriate individuals to Department Performance Dialogues Support Department Head in preparing for Division Performance Dialogues 23

24 Performance Dialogues will take place at all levels of Central Office Superintendent with Division Heads twice a year Division Heads with their respective Department Heads once a month or quarterly Department Heads with their respective Directors once a month or quarterly 24

25 Essential Questions To Discuss At Each Performance Dialogue Our scorecards are designed to represent the impact our KPIs and Projects have on our department goals. Therefore, the department goals should be discussed in unison with associated KPIs and Projects. The two essential questions that should be asked at each performance dialogue are: Are you on track to meet your targets?(kpis) Have you implemented your key strategies with fidelity?(projects) 25

26 Four Performance Scenarios And What To Do When Faced With Each Have you implemented your key strategies with fidelity? Are you on track On Track to meet your target? Off Track Yes Continue implementing your key strategies as planned. Time to change your key strategies. No Are you getting lucky or did you intentionally change your strategies? If you are getting lucky, perhaps you should consider a more challenging target and design strategies to meet that target. Is there a reason you have not implemented your key strategies? What is/are the barrier(s) to implementation? Do you need to change your key strategies or do you need to start implementing them? 26

27 Examples of Performance Management technology tool 27

28 Instruction 28

29 Central (Goal View) 29

30 Central (KPI View) 30

31 Central (Project View) 31