1. Strategic Performance Management Guiding Coalition
November 16 & 17, 2016
© 2016 Edvance Research, Inc.

2. 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.

3. 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

4. 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

5. What is Strategic about Performance Management?
Dr. Allison Layland, FLICC and BSCP Center
Mark Williams, BSCP
Heather Zadavsky, BSCP Center
© 2016 Edvance Research, Inc.

6. 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)

7. 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?

8. 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)

9. 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

10. 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

11. BREAK

12. 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

13. Setting the Direction

14. STUDENT FOCUSED
AGENCY FOCUSED

15. 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

16. Operationalizing the Direction

17. Functions

18. Functional Analysis
Identifying the unique and overlapping functions required to effectively implement the strategies
Determining how to address gaps in functions and eliminate redundancies

19. 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

20. 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

21. 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

22. Designing Actionable Work

23. Action Planning

24. 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

25. Performance Feedback Loop

27. 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?

28. Productivity Lens Making and Moving Things SHIFTING TO
Knowledge and Service Work

29. 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)

30. 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

31. 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?

32. 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?

33. 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.

34. Division/Unit/Strand SPM
What is Collaboration and how is it arranged?
How does the Division/Unit/Strand engage others in collaborative work?

35. LUNCH

36. 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

37. What is Strategic Performance Management?

38. 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.

39. Strategic Performance Management
Purpose and Direction
Functions and Structures
Performance and Innovation

40. Functions & Structures
STUDENT FOCUSED
AGENCY FOCUSED
Processes for Collaboration

41. What is a System of Support?

42. What matters most to Alaina’s success?

43. 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

44. We are a long way from the student

45. Maybe a system of support should be like this

46. System of Support: Helping People Change

47. Differentiated Supports
Differentiation based on :
Student outcome data
Operational performance data
Differentiated by:
Intensity
Duration
Kind

48. What are “Interventions?”
Who intervenes and how?
Corrective action
Restructuring
Turnaround (School Improvement Grants- Models)
Take-over

49. 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??

50. 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)

51. 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.

52. 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.

53. What to do
See Handout

54. 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

55. BREAK

56. 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

57. SPM Online

58. Main Menu

59. Assigning Milestones

60. Creating Actions

61. Creating Actions

62. Collaboration

63. Collaboration

64. Status Reporting

65. Monthly Status Reports

66. Getting Better Together
Indistar
Getting Better Together

67. Getting Better Together State – Region – District – School
Indistar
Getting Better Together
State – Region – District – School

68. 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)

69. Related Publications Co-Recipients Research Publication of the Year
2011 AERA

70. Indicators in Action

71. Support for School Improvement (SSI) Virginia – 2007 The Online Platform Begins

72. The Work Evolves SSI to Indistar: 2007-2010 (9 states in 2010)
The SIG Surge: – (26 states at high point)
The Indistar Network of States: – present (22 states)
Center on Innovations in Learning TA: present

73. The Indistar Platform

74. Arkansas

75. Arkansas

76. Arkansas

77. Arkansas

78. Arkansas

79. Indistar Toolbar

86. Diagnostic Assessment Tool

87. Tomorrow’s Schedule
Creating the foundation for a Strategic Performance Organization
Planning a Strategic Performance Institute
Next Steps
© 2016 Edvance Research, Inc.

88. Strategic Performance Management Guiding Coalition
Day 2
© 2016 Edvance Research, Inc.

89. 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.

90. 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

91. Groundwork to Create a Professional Organization

92. How I Feel About Power Point

93. 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

94. Step Two: Mission & Vision

95. 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.

96. 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?

97. 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.

98. 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

99. 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.

100. 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?

101. 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

102. 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.

103. 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?

104. 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

105. 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

106. 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?

107. Step Four continued Operational plan continued Marketing Membership
Branding
Partnerships
Research
Communication
Social media
Membership
Solicitation
Retention
Policies

108. Why I Consult On Topics In Addition To Marketing
NO EDUCATIONAL STATE DEPARTMENTS

109. BREAK

110. Strategic Performance Institute
Who
What (Outcomes)
When
Sponsorship

111. Next Steps Strategic Performance Institute Guiding Coalition
Association work
Other

112. THANK YOU!
© 2016 Edvance Research, Inc.