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

2. 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)

3. 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?

4. 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)

5. 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

6. 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

7. 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

8. Setting the Direction

9. STUDENT FOCUSED
AGENCY FOCUSED

10. 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

11. Operationalizing the Direction

12. Functions

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

14. 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

15. 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

16. 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

17. Designing Actionable Work

18. Action Planning

19. 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

20. Performance Feedback Loop

22. 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?

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

24. 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)

25. 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

26. 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?

27. 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?

28. 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.

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