2008 Performance Management Summit

Transcription

1 2008 Performance Management Summit Central Office Metrics and Their Role in the Data Inquiry Process Tom Boasberg Chief Operating Officer Connie Casson Deputy Strategy Officer September 18, 2008

2 Six District Priorities Instructional Reform Human Capital Performance Management/Autonomy & Accountability Financial Stability and Flexibility Community Initiatives New Schools 2

3 The PM Journey Year 1 September: Dedicated Performance Management leadership team in place Dedicated project management office (PMO) established for IT initiatives Creation of ProComp pay for performance unit in HR ProComp begins second year October: December: Establishment of incentive pay for principals PM grant commitment from Dell/Broad First central office PM retreat January: First release of central office metrics February: Introduction of weighted student-based budgets First autonomous schools approved Agreement with teachers union to have single staffing cycle open to internal and external candidates 3

4 The PM Journey Year 1 March: Creation of new schools office and release of new schools RFP Board of Ed agrees on data dashboard aligned with school performance framework April: May: June: July: Introduction of school performance framework First teacher evaluations of principals Release of incentives and interventions policy for schools First survey of principals on central office departments Instructional Management System RFP Establishment of Data Quality Management Team outside of IT Aug: Critical data migrated to Operational Data Store First leadership retreat for combined academic and operations sides 4

5 The PM Journey Year 2 August: Major increases in incentive pay with changes to ProComp and alignment of ProComp to School Performance Framework Alignment of principal performance incentives with ProComp; introduction of incentive-driven base-building for principals Data & School Improvement Administrators hired and started Sept.: Public release of School Performance Framework and Incentives & Interventions policies Creation of monthly and quarterly superintendent data reports Increase purchase limits for operational departments October: PM Newsletter begins publication Board of Education goals for district set Refocus Central Office metrics to be more actionable Nov.: Customer service & metrics culture training for Central Office staff Principal survey to include academic departments 5

6 The PM Journey Year 2 January : Roll out of principal dashboard Add metrics for academic support departments Introduction of budget tools for all operational departments Establishment and publication of central office departmental goals February: Development of incentive pay structure for school support professionals Implementation and pilots of Instructional Management System April: Instructional Management System rolled out to principals & academic staff Revised surveys for teachers, students, and parents 6

7 The PM Journey Year 3 Reward for Performance in place for School Support Professionals, with each manager and individual contributor having goals aligned to deparmental goals Instructional Management System operational for principals, teachers, and academic staff School support staff trained in customer service, metrics, and goal setting Data & School Improvement Administrators role expanded in lowest-performing schools Management training for principals to focus on management, leadership and team-building skills Pilot of p4p for collective bargaining units other than teachers 7

8 Principal Surveys Twice annual survey of DPS principals to evaluate performance of operational departments Goal to capture information about customer service and overall satisfaction with 11 departments Created with input from Department Heads and examples from Oakland, Boston, and Council of Great City Schools surveys Project underwritten by MSDF / Broad Foundation grants Released on April 30; Closed on May questions, administered via Zoomerang.com 102 completed surveys / sent to 129 principals = 79% response rate 8

9 Overall Principal Satisfaction with Departments 86% Security 85% Payroll 80% Technology 76% Financial Services 75% Transportation Planning 65% 65% Strongly Agree & Agree Facilities Federal Programs Enterprise Management Marketing Human Resources 40% 63% 59% 52% Disagree & Strongly Disagree Don't Know / Not Sure 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% * Question asked: I am satisfied with the performance of the department. 9

10 How Metrics were Developed Research of OUSD, Council of Great City Schools, industry standards Conferences with department heads What they already measured What would help them make decisions Which actions would positively affect role of principals What information could be obtained from existing systems Evaluation with their staff & dry runs Practice first, set targets 6 months in 10

11 HR Teacher Staffing Calculation: Tracked weekly Target: 80% of vacancies filled by 6/1 & 100% by 7/1 Data Summary: 444 total posted positions since start of external cycle, 67.6% fill rate as of 6/9/08 New postings 181 new postings added since the start of the external cycle Significant Events: Exceeded target by filling 100% of the original 263 postings by 6/2/08 Pending Improvement Plans: Countdown graph will be revised to show progress toward zero vacancies by 9/1/08 11

12 HR Requisition Posting Time - Paras Calculation: Time from HR receives req from budget to req posted Target: 2 business days Status: Data Summary: Postings manually recreated in Applicant System when posted Identify Significant improvement Events: initiatives here: N/A Pending Improvement Plans: Look into missed target contacts 12

13 Transportation Bus Capacity Utilization Calculation: Actual Students Riding / Bus Capacity Target: 60% Status: 26% Ridership was down across the District on April 24 for an unknown reason. Schedule actual verses eligible 13

14 Transportation Average Cost Per Student Calculation: Average [Segment Cost/Actual Students Riding Segment] Target: $1,300 Status: $2,040 List significant events here: Ridership was down across the District on April 24 for an unknown reason. Identify improvement initiatives here: Evaluate eligible verses actual riders to improve capacity / decrease cost per student Evaluate services provided for students with disabilities emphasize LRE 14

15 Facilities 15

16 Technology Metric Name: Percentage of Hotline Calls Resolved at Time of Call Calculation: # of Hotline Calls Resolved at Time of Call / Total # of Hotline Calls Received. Target: TBD Status: Data Summary: Resolution includes 4 Hotline technicians and 4 Tier II technicians that respond to customers at point of call. Significant Events (July 2008): 60% 50% 40% 30% 20% 10% Volume Pending Improvement Plans (est. complete date): 0% 0 Nov 11 Dec 11 Jan 12 Feb 12 Mar 12 Apr 12 May 12 Jun 12 Jul 12 Nov 11 Dec 11 Jan 12 Feb 12 Mar 12 Apr 12 May 12 Jun 12 Jul 12 # Resolved at Time of Call Calls Not Resolve at Origin % Resolved at Time of Call 49% 49% 45% 44% 54% 52% 52% 49% 48% 16 16

17 Payroll Operational Efficiency % On time and error free % Target # On Time Error Free Payments # Off Cycle Checks April 99% May` 96% ** ** 345 checks, all extra pay for curriculum, were issued on special Due to not getting them interfaced in time to add to regular processed paychecks. 17

18 Budget Budget Transfers Calculation: Average Processing Time Target: 7 Days Status: Yellow/Red 18 List significant events here: Total Transfers Processed = 126 Average Total Processing Time = Average Net Processing time = Identify improvement initiatives here: We are reviewing our process for the division of transfers among the analysts, and looking into a means to create a more even distribution of the transfers to decrease processing time. 18

19 Customer Service Training Training scheduled for all school support staff in next two school years Classroom instruction and online tools related to performance management, setting goals, and customer service Central Office staff Y1; school-based staff Y2 Trainers come from managerial ranks; leadership development position 19

20 Employee Performance Management Program Goal-setting, evaluation, and reward for performance system in development Gathered vision from executive team Gathered opinions & must haves from operational managers Building positive habits, and rewarding with recognition, spot awards, and compensation 20