1. Strategic Performance Management Sam Redding, BSCP Center Allison Layland, FLICC and BSCP Center

2. Innovation and the Dynamics of Change Newline Services Corporation

3. What is Performance Management? U. S. Office of Personnel Management (OPM) 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. Employee performance management includes: planning work and setting expectations, planning continually monitoring performance,monitoring developing the capacity to perform, developing periodically rating performance in a summary fashion, andrating rewarding good performance. rewarding

4. What is Performance? Performance is the impact of an individual, group, organization, or system on preset outcome standards (goals). Practices are what an individual, group, organization, or system does in pursuit of preset outcome standards, the basic units of change. Performance is improved by: Closing the gap between actual practice and a standard of effective practice; and Setting and attaining new standards of effective practice (innovation)

5. Process of Performance Improvement Role Practices Goal

6. Getting Better at What We Do Effective Practice Actual Practice Assess Plan Implement Monitor and Adjust

7. Whose Performance are We Managing? StateDistrictSchoolTeacherStudent

8. What is Strategic Performance Management? Strategic performance management is the implementation of routine processes to establish purpose, set direction, organize and engage personnel, plan actions, measure progress, make adjustments, and communicate systematically.

9. What is Strategic Performance Management? Purpose and Direction Vision, Mission, Values, Goals, Strategies Performance Measures – Indicators, Data Sources, Baseline, Targets Functions and Structures - People and Their Work Connection to Purpose and Direction Coordination and Collaboration Performance and Innovation - Routine of the Process Milestones and Action Plans Feedback Adjustment and Innovation Reports (Communication)

10. Productivity Lens Finding ways to leverage system resources to maximize agency goals.

11. Module A: PURPOSE & DIRECTION SEA Direction Task Force

12. What is the Agency’s Purpose? Vision Ideal State Mission Purpose Values Ethics StateDistrictSchoolTeacherStudent

13. (What Do You and Don’t You Like? What’s Missing?) VisionMission State A will have an efficient world- class education system that prepares all students to be globally competitive. SEA has the constitutional authority to lead and uphold the system of public education. State B exemplifies energetic leadership and innovative products and services to improve public education. SEA ensures that all students are prepared for success in society, work, and life by providing excellent leadership, service, and support. Examples

14. Your Turn You and your colleagues at each table are a part of a leadership team from a typical state education agency. Create vision and mission statements for your state. What would be the underlying values of your organization?

15. What Direction? StateDistrictSchoolTeacherStudent GoalsStrategies

16. Examples of Goals Every student will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3. Every student will make at least a year’s growth in literacy, math, and science each year of school as measured by state assessments. Every student will develop and apply the personal competencies that foster learning, happiness, and success in life. Every student will graduate high school ready for postsecondary study and/ or careers. (What Do You and Don’t You Like? What’s Missing?)

17. Your Turn Create at least one goal for your SEA. You may create a new goal or edit one of the goals on the previous slide so that it is a strong goal aligned to your SEA vision, mission and values.

18. Roles and Responsibilities What can or should the SEA do to achieve its goals? What is the role of the district? The school? Are there redundancies or conflicts? What would the relationship be between the SEA and district in the work to achieve the SEA goals? What should the SEA not do or stop doing?

19. Your Turn Use a goal you just created and identify the roles and responsibilities of the SEA Districts Schools

20. Examples of Roles & Responsibilities NABOO STATENABOO DISTRICTSNABOO SCHOOLS Adopt or develop standardsDevelop curriculum frameworks and provide core and supplemental curriculum resources Design lessons aligned to standards Utilize core and supplementary resources and provide feedback on effectiveness Determine assessmentsManage administration of summative assessments and adopt/develop formative assessments Administer summative and formative assessments

21. SWOT Analysis Strengths Capabilities that enable the SEA to perform well—capabilities that need to be leveraged. Opportunities Trends, forces, events, and ideas that the SEA can capitalize on. EXTERNAL INTERNAL Weaknesses Characteristics that prohibit the SEA from performing well and need to be addressed. Threats Possible events or forces outside of your control that the SEA needs to plan for or decide how to mitigate.

22. SWOT Analysis External Analysis  Districts/Schools  Students  Families  U. S. Department of Education  Institutions of Higher Education  Technology  Vendors  Governor  Legislation Threats and Opportunities Internal Analysis  Current Performance  Federal and State Funding  Financial Structures  Current Policies, Regulations, Practices  Human Resources  Staff Capacity  Resources  Marketing  Communication Strengths and Weaknesses Strategy Identification SEA Goals

23. Your Turn Focus on the goal you developed. What are some SEA strengths and weaknesses? What opportunities and threats exist?

24. Strategies GOAL Strategy A GOAL will remain the same year to year. STRATEGIES are what the SEA does to move closer to realizing the GOAL.

25. Example of a Strategy Goal: Every student will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3. Strategy: If we increase access to high-quality preschool for all eligible children, then we will increase the level of school readiness of students across the state, and more students will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3. (Note: There may be other strategies related to this goal.) (What Would be Another Strategy for this Goal?)

26. Your Turn Using the goal, roles and responsibilities, and the SWOT information you listed, create a strategy for your SEA. Write the strategy as an IF…THEN…AND… statement.

27. How is Performance Measured? GoalsStrategies Indicators Data Sources BaselinesTargets

28. Example of a Strategy Performance Measure Strategy Performance Indicator (relates to the “then” portion of the strategy): Enrollment numbers of preschool compared to number of eligible preschool age children Strategy Data Sources: Annual enrollment in preschool programs and census estimates of number of eligible children Strategy Baseline: 21% of eligible preschool children are currently enrolled in a preschool program Year 1 Strategy Target: 24% of eligible preschool children enrolled in preschool program (What Would be Another Indicator?)

29. Strategy Milestones Strategy Milestones - Milestones are the incremental steps to be completed to effectively implement a strategy and are set at one- year intervals. Milestones express the achievement of major steps in carrying out a strategy and are typically descriptive rather than quantitative. Multiple milestones for one strategy are usually necessary, but not more than three or four.

30. Examples of Strategy Milestones Goal: Every student will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3. Strategy: If we increase access to high-quality preschool for all eligible children, then we will increase the level of school readiness of students across the state, and more students will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3. Milestones Year 1: SEA advocacy will result in proposed legislation to increase preschool funding annually over the next five years. Year 2: Funding will be in place.

31. Your Turn What would a milestone be for your SEA’s goal? How would you know the milestone is completed?

32. Using the Database for Module A

33. Module B: FUNCTIONS & STRUCTURES SEA Operations Task Force

34. Functions and Structures Strategy-Aligned Functions Organizational Structure Personnel Capabilities Gap Analysis, Placement, Training Coordinating Teams and Collaborating Teams Procedures

35. Functional Analysis If we increase access to high-quality preschool for all eligible children, then we will increase the level of school readiness of students across the state, and more students will start strong with a foundation of knowledge, skill, attitude, and habit in grades preschool–3

36. Example Of Functions ManagementService to the FieldLeadership Resource/facility management Finance management and procurement Cost benefit and cost effectiveness analysis Performance management monitoring and reporting Compliance management and reporting Contract management Direct state management of programs Policy and practice guidance Information dissemination Standards, licensure, and program evaluation Resource allocation Continuous improvement support Intervention Advocacy Policy development and research Establishment and maintenance of partnerships Consultancy/advisement Communication

37. Your Turn What functions are needed to effectively implement a strategy you created for the SEA goal?

38. Structural Analysis How should the SEA be structured to optimize the implementation of strategies? Name units to reflect the nature of the functions they perform. What is the work that the unit performs? What are the inefficiencies and gaps in the current structural units? What structure is needed to address gaps and inefficiencies to more efficiently and effectively accomplish the work ?

39. Structural Analysis Cluster units that have related functions Will this organizational structure maximize efficiency and get the work done more effectively? Does the structure effectively support staff carrying out the functions? Does the organizational structure minimize redundancies?

40. Coordinating Teams Maintain coordination communication, and collaboration within and across organizational clusters and units. Are added and terminated as work progresses. Operations Task Force identifies A Leadership Team consisting of the cluster leaders One coordinating team for each cluster that includes representatives from each unit in the cluster

41. Assign Personnel & Identify Funding Pay attention to Competencies needed for each position Identify vacant positions and determine competencies needed for role and responsibilities. Is it more effective to wait for the right candidate, train someone with in the SEA or have the work accomplished by a partner organization? Determine gaps in training or professional development

42. Your Turn What structures might your SEA need to effectively carry out the functions you identified for the strategy? Name a few units What work does each unit do? How do the units relate to each other? Could a few form a cluster?

43. Using the Database for Module B

44. Module C: PERFORMANCE & INNOVATION All SEA Staff

45. Action Plans Clusters and Units Aimed at Milestones

46. Performance Review and Reporting Cycle Monthly Unit Team Performance Review – Action Plans Monthly Collaborating Team Performance Review – Action Plans Quarterly Cluster Team Performance Review – Milestones Annual Leadership Team Performance Review --Milestones, Strategies, and Goals.

47. Identify Mechanisms for coordination, communication and collaboration. Create implementation cycle to support monitoring and reporting on actions and milestones. Establish feedback loops to check progress and adjust as needed to stay on course. At the end of year one, adjust year two milestones and develop year three milestones.

48. Using the Database for Module C

49. Strategic Performance Management (Self-Assessment) The SEA starts with the self-assessment to begin the process or utilize the self-assessment to review current strategic plan and progress. Reflect on one of your current SEAs and examine the self- assessment. How might the self-assessment results inform possible work on strategic performance management?

50. Resources Building State Capacity and Productivity Center – www.bscpcenter.orgwww.bscpcenter.org U. S. Office of Personnel Management - https://www.opm.gov/policy-data-oversight/performance- management/overview-history/ https://www.opm.gov/policy-data-oversight/performance- management/overview-history/ Contact Sam Redding – sredding@adi.orgsredding@adi.org