Strategic Performance Management Guiding Coalition November 16 & 17, 2016 © 2016 Edvance Research, Inc.
Welcome Outcomes Increase Create Develop understanding of strategic performance management at multiple levels of an education system knowledge of tools and resources to support strategic performance management Create the groundwork for a strategic performance professional organization to support expansion of strategic performance management throughout education; and Develop a Strategic Performance Management Institute for educators.
Our Agenda The What The How The Who The Journey Gaining Common Understanding Organization-wide District/Strand Coherent Systems from State to Districts to Schools The How Tools to support Strategic Performance Management The Who Strategic Performance Organization & Institute The Journey Next Steps
Introductions Individually In Pairs Altogether On a sticky note, write one powerful word that represents your thoughts on strategic performance In Pairs Find at least one person who wrote the same word Introduce yourself Share why you chose that word Altogether Share what you learned about each other
What is Strategic about Performance Management? Dr. Allison Layland, FLICC and BSCP Center Mark Williams, BSCP Heather Zadavsky, BSCP Center © 2016 Edvance Research, Inc.
Gaining a Common Understanding Like Groups discuss their articles: The Psychological Barriers to Performance Management (Behn, R.) Getting Real About Performance Management (Ammons, D.) A System of Management for Organizational Improvement (Potocki & Brocato) The New Productivity Challenge (Drucker) Strategy Selection, Surrogation, and Strategic Performance Measurement Systems (Choi, Hecht & Taylor)
Gaining a Common Understanding Mixed Groups share their articles What are some of the key elements of performance management? What are some of the challenges or barriers? What common connections can you make with your work at the SEA level? at the LEA level? at the school level?
What is Strategic about Performance Management? Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. U. S. Office of Personnel Management (OPM)
What is Strategic about Performance Management? Performance management is a strategic approach to improvement in which the entire organization shares the same set of objectives. Dean Nafziger, BSCP
What is Strategic about Performance Management? Strategic Performance Management (SPM) weds strategic planning with performance management in a living system that provides direction for people’s work while allowing for innovation and course adjustment to produce better results more efficiently. SPM includes elements of strategic planning and connects them to performance measures, productivity considerations, and ongoing processes for gauging progress, improving practice, and exceeding expectations. Sam Redding & Allison Layland, BSCP
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Organization – wide SPM Pushing Beyond Planning to Performance Living system that combines strategic planning with performance management Process to organize people and their work and enhance collaboration and coordination Helps an SEA focus direction while allowing for innovation and adjustment to produce better results
Setting the Direction
STUDENT FOCUSED AGENCY FOCUSED
Lesson Learned Continuous participation of leadership Consistent commitment of participants Power of communicating the message in the right way Communication lens Internal & external messaging in chunks Representation of the operations side of the business
Operationalizing the Direction
Functions
Functional Analysis Identifying the unique and overlapping functions required to effectively implement the strategies Determining how to address gaps in functions and eliminate redundancies
Structures Organization Leadership Team Division Coordinating Team Unit 7 Unit 8 Unit 9 Unit Coordinating Team Division Coordinating Team Ad Hoc Collaborating Teams Division 2 Unit 4 Unit 5 Unit 6 Division 1 Unit 1 Unit 2 Unit 3 Organization Leadership Team
Structural Analysis Mapping an organizational structure aligned to the needed functions Comparing map to the current structure to identify redundancies, gaps or issues Restructuring to address redundancies, gaps or issues
Lesson Learned Discussions are most difficult Far too often functions and structures are the most ignored part of most strategic planning Identifying the purpose and personnel competencies of each division and unit is an important part of the discussion Some structural changes may take time and need to surface through action planning work
Designing Actionable Work
Action Planning
Lesson Learned All work related to goals, strategies and milestones needs to be represented Milestones may need to be added or reworded All members need a clear understanding of what collaboration is and is not Structure issues will surface as action planning takes place
Performance Feedback Loop
Lesson Learned Need to revisit Performance Measures What story needs to be told at the end of the first year? How are measures prioritized? What measures need to be developed?
Productivity Lens Making and Moving Things SHIFTING TO Knowledge and Service Work
Innovation Lens “the effort to create purposeful, focused change in an enterprise’s economic or social potential” Peter Drucker (2002) “a process, a series of steps that begins with imagination, and results in the creation of something of value for society” The National Science Foundation (2016) “a deviation from the standard practice that achieves greater learning outcomes for students than standard practice given equal (or lesser) amounts of time and resources” Redding, Twyman & Murphy (2013)
Innovation Lens Building an innovative culture of professionalism with entrepreneurship supports learning and acquisition of new skills encourages flexibility in thinking and action honors success while capitalizing on failures seeks both external and internal information sharing and collaboration
Division/Unit/Strand SPM Applying SPM Methods What if the whole agency has not undergone a systematic construction of strategic performance management? What if your Division, or your Unit within a Division, or your Strand of work that cuts across Units and Divisions, wants to up its game by adopting SPM methods?
Division/Unit/Strand SPM Define the Purpose. In consideration of where the agency is heading write a Purpose statement by consensus of staff and with vetting from other Divisions and some vetting with stakeholders. Forge Strategies. Strategies are little logic models. If we do this, then this will happen. Set Milestones. Now, in accordance with strategies that flow from the Purpose statement, where do you want to be in one year?
Division/Unit/Strand SPM Action Plan. Work groups create plans to meet the year-end Milestones. An action plan is made up of, what else?, actions. Each action is assigned to the person primarily responsible (but who will certainly get help--collaboration), with a timeline and outputs designated. Feedback Loop. Now each month, each work group reports on the status of its work, and makes necessary adjustments in course.
Division/Unit/Strand SPM What is Collaboration and how is it arranged? How does the Division/Unit/Strand engage others in collaborative work?
LUNCH
Strategic Performance Management In a System of Support For District and School Improvement and Turnaround In the ESSA Era Dr. Carlas McCauley, Director, Center on School Turnaround Dr. Sam Redding, BSCP Center and Center on School Turnaround
What is Strategic Performance Management?
SPM combines strategic planning with performance management by creating an organizational structure based on strategies and functions, aligning resources with the structure, addressing human capital and productivity, and establishing performance measures. SPM provides a logically coherent process for linking strategic planning with performance management, ultimately engaging every person in the organization in performance-guided, satisfying work connected to the organization’s mission.
Strategic Performance Management Purpose and Direction Functions and Structures Performance and Innovation
Functions & Structures STUDENT FOCUSED AGENCY FOCUSED Processes for Collaboration
What is a System of Support?
What matters most to Alaina’s success?
It’s really very simple Proximal variables matter most – the people closest to Alaina and what they do And the systems (people) that support them
We are a long way from the student
Maybe a system of support should be like this
System of Support: Helping People Change
Differentiated Supports Differentiation based on : Student outcome data Operational performance data Differentiated by: Intensity Duration Kind
What are “Interventions?” Who intervenes and how? Corrective action Restructuring Turnaround (School Improvement Grants- Models) Take-over
New Paradigm for System of Support? System of Support is an NCLB concept Actually from 1994—Improving America’s Schools Act How does the paradigm change with ESSA? Note term “intervention” similar to “strategy” Prominence of district Evidence-based practices vs. intervention models Other??
ESSA: State Accountability and Improvement Indicators for Identification Annual assessments (which may include a student growth measure) High school graduation rates Another indicator for elementary and middle schools, which may be a student growth measure English language proficiency for English learners, and At least one additional indicator of school quality or student success (e.g. school climate/safety, student engagement, educator engagement, postsecondary readiness)
ESSA: Differentiated Support States establish a system to differentiate support for schools classified in several categories. State support will include at least these two types: (1) comprehensive, state-monitored interventions; and (2) targeted, district-led interventions. Comprehensive Support and Improvement Schools (state-monitored interventions) As determined by state indicators at least every three years, these schools are: In the lowest-performing 5% of all Title I schools in the state (or more, at the state’s discretion); and High schools failing to graduate at least two thirds of their students (67% graduation rate). For each school identified for comprehensive support and intervention, the district develop a comprehensive support and intervention plan, based on a school-level needs assessment, and including evidence-based interventions (defined at a high level of rigor). For schools that continue to be identified for comprehensive support and intervention for a number of years, not to exceed four years), the state must determine further intervention, including the option of school transfer with transportation provided by the district and priority given to the lowest-achieving students from low-income families.
Targeted Support and Improvement Schools (district-monitored interventions) Based on student groups that are underperforming on the state indicators. The school will develop a district-approved plan that includes evidence-based interventions (again, at a high level of rigor) and is monitored by the district. Any school in which a student group is below the level used to identify schools for the bottom 5% in the state must be identified for additional targeted support and intervention. Their improvement plans must identify and address resource inequities for these schools. A school that fails to meet exit criteria for targeted support and improvement after a period of time may be reclassified as a comprehensive support and improvement school. Evidence-Based Practices: Evidence-based practices are defined as demonstrating a statistically significant effect on improving student outcomes based on one of three tiers of evidence—strong, moderate, or promising. A fourth category of evidence is practices that demonstrate a rationale for improving student outcomes that is based on high-quality research findings. Intervention and improvement strategies undertaken with school improvement state set-aside funds must meet one of the three more rigorous tiers.
What to do See Handout
Discussion—What would SPM Look Like in an ESSA-Era System of Support? Strategic Performance Management Differentiated System of Support (Diagnosis and Interventions) Comprehensive Support and Improvement Schools (State-Monitored Interventions) Targeted Support and Improvement Schools (District-Monitored Interventions) Other Districts and Schools Four Domains of Rapid School Improvement State District School
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Tools to Support Strategic Performance Management Dr. Allison Layland, FLICC and BSCP Center Dr. Sam Redding, BSCP Center and Center on School Turnaround J.R. Hoyer, PLS 3rd Learning
SPM Online
Main Menu
Assigning Milestones
Creating Actions
Creating Actions
Collaboration
Collaboration
Status Reporting
Monthly Status Reports
Getting Better Together Indistar Getting Better Together
Getting Better Together State – Region – District – School Indistar Getting Better Together State – Region – District – School
Some Background Indicator-Based School Improvement Restructuring and Substantial School Improvement Center on Innovation & Improvement 2008 Outstanding Research Publication of the Year American Educational Research Association (AERA)
Related Publications Co-Recipients Research Publication of the Year 2011 AERA
Indicators in Action
Support for School Improvement (SSI) Virginia – 2007 The Online Platform Begins
The Work Evolves SSI to Indistar: 2007-2010 (9 states in 2010) The SIG Surge: 2010 – 2012 (26 states at high point) The Indistar Network of States: 2012 – present (22 states) Center on Innovations in Learning TA: 2012-present
The Indistar Platform
Arkansas
Arkansas
Arkansas
Arkansas
Arkansas
Indistar Toolbar
Diagnostic Assessment Tool
Tomorrow’s Schedule Creating the foundation for a Strategic Performance Organization Planning a Strategic Performance Institute Next Steps © 2016 Edvance Research, Inc.
Strategic Performance Management Guiding Coalition Day 2 © 2016 Edvance Research, Inc.
Welcome Outcomes Increase Create Develop understanding of strategic performance management at multiple levels of an education system knowledge of tools and resources to support strategic performance management Create the groundwork for a strategic performance professional organization to support expansion of strategic performance management throughout education; and Develop a Strategic Performance Management Institute for educators.
Our Agenda The What The How The Who The Journey Gaining Common Understanding Organization-wide District/Strand Coherent Systems from State to Districts to Schools The How Tools to support Strategic Performance Management The Who Strategic Performance Organization & Institute The Journey Next Steps
Groundwork to Create a Professional Organization
How I Feel About Power Point
Step One Basic Legal Tasks Determine organization as defined by the IRS Suggest 501(c) 6 Not a publically-supported charitable organization Trade association designed to improve an industry Must consist of members sharing a common business interest (individuals or companies). Must have a meaningful extent of member support. In which state will the company be legally organized? Process varies based on the state Request federal employer ID number Need organization name Need snail mail address and phone number
Step Two: Mission & Vision
Step Two: Mission & Vision Definitions A mission statement describes what we want to do now. A vision statement outlines what we want to be in the future.
Step Two: Mission & Vision Compare: Mission: HOW we will get to where we want to be? Define purpose and primary objectives related to member needs and values What do we do and what makes us different? Vision: WHERE do we want to be? Communicate both purpose and values What are we aiming for?
Step Two: Mission & Vision Which comes first? Suggest a start-up organization such as this one should formulate the vision first It will guide the mission statement and strategic plan more accurately.
Step Two: Mission & Vision Vision Statement A statement which creates each person’s internalized perception of the organization Clear, motivating message about the organization’s future Reflect a world or industry enhanced by the organization's mission when accomplished Should be clear, simple and avoid elaborate language Leaders and contributors should easily explain the organization’s vision Outline a promising future (hope) Not only defines the future of the organization but that of the future of industry sector and social environment which shall be influenced by it
Step Two: Mission & Vision Sample Vision Statements AMAZON Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online. DEUTSCHE BANK We aspire to be the leading client-centric global universal bank UNICEF The driving force that helps build a world where the rights of every child are realized.
Step Two: Mission & Vision Vision Worksheet QUESTIONS POSSIBLE ANSWERS Where do we want to be in the future? What needs to be changed? Why should issues be addressed? What are our strengths and advantages? What is our dream end-state? What would success look like?
Step Two: Mission & Vision Mission Statement Accurately describe overall aims and activities Include primary stakeholders (For whom do we do it?) Overall responsibilities to be fulfilled regarding member expectations (What is the benefit?) Deals with the present and leads to the future Can change over time but should always be connected to core values, member needs and vision Should be easily explained by all Mission statement will be used in IRS filings so it must be objective, clear and free of hard-to-understand terms
Step Two: Mission & Vision Sample Mission Statements GAP We create emotional connections with customers around the world through inspiring product design, unique store experiences, and compelling marketing. STARBUCKS Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. MICROSOFT Our mission is to enable people and businesses throughout the world to realize their full potential.
Step Two: Mission & Vision Mission Worksheet QUESTIONS POSSIBLE ANSWERS Why do we exist and what makes us different? What do we do now? For whom do we do it? What is the benefit? Which goals do we have? How will we get where we want to be?
Step Three Organization Planning Attempt to be proactive rather than reactive Incorporate evaluation and periodic analyses of needs Planning should position the nonprofit to achieve mission and vision
Step Three Strategies Strategies should be evaluated every three to five years to ensure organization is on track and current in ability for strategies to reach goals Reflect the results of an assessment that includes “SWOT” Include measurable tactics to achieve mission
Step Four Operational plan (The details) Financial Leadership Board Roles Responsibilities Terms Desired experience or expertise Committees/Liaisons Legal Accounting Succession planning Fundraising Administration / Staff? Volunteers?
Step Four continued Operational plan continued Marketing Membership Branding Partnerships Research Communication Social media Membership Solicitation Retention Policies
Why I Consult On Topics In Addition To Marketing NO EDUCATIONAL STATE DEPARTMENTS
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Strategic Performance Institute Who What (Outcomes) When Sponsorship
Next Steps Strategic Performance Institute Guiding Coalition Association work Other
THANK YOU! © 2016 Edvance Research, Inc.