District-wide Performance Management ModelLos Angeles Unified School District

February 22nd, 2013

2

Superintendent Dr. Deasy’s thoughts around performance management

“Performance Management is not a new initiative, but the new way in which we will manage LAUSD and hold ourselves accountable.”

“Performance Management is not new work; it’s the work.”

3

Performance Management at LAUSD

Working definition for LAUSD: Performance Management is the process we will use to move from a ‘compliance culture’ to a ‘performance culture,’ focusing every employee’s work on the use of data, and the processes and accountability measures that will drive continuous improvement in teaching and learning, and in supporting productive learning conditions in all of LAUSD’s schools.

For the Central Office this means providing world class services to schools, regional offices, and central offices that will foster optimal learning conditions for our students.

4

The Performance Management Cycle

Goals and Targets

PlanningStrategic Operating Plan

Performance Tracking

Performance Dialogues and Plan Adjustments

Results and Implications

District Vision, Goals, and Core Beliefs

Cycles of reviewing “fresh” performance data, holding robust performance dialogues, and making appropriate adjustments occur at regular intervals throughout the year.

STATS is an example of a Performance Dialogue

5

Goals and targets

6

Goals, Key Performance Indicators (KPIs) and Targets for KPIs

Term DefinitionGoal Intended outcome of a set of activities or efforts.

Examples: •Central Office: By 2016 every LAUSD Student will be taught by an effective teacher.•Instruction: Proficiency for All

Key Performance Indicator (KPI)

A metric that provides information for a specific goal.

Example:•Central Office: % of Effective Teachers•Instruction: Proficiency rates

Target A specific objective for a Key Performance Indicator (KPI) over a period of time

7

planning

8

Planning and the Strategic Operating Plan

The set of formal and informal actives/projects designed to meet a specific goal.

Central Office: The Strategic Operating Plan will be the central planning tool, and will capture the approaches each Department and Division will use to meet their goals and targets.

Instruction: Includes the Single School Plan (California’s version of the Title I planning), WASC plans, etc. as well as more informal school-wide or regional commitments.

9

Performance tracking & performance dialogues

10

Performance Tracking

Regular Tracking of KPIs: Progress toward KPIs/targets should be as frequent as possible.

Examples:

• Monthly updates of student and staff attendance rates• Quarterly updates of student progress towards proficiency

Regular Tracking of Plans: Progress toward key plans should be at least monthly

Examples:

• Monthly status reports on key projects and commitments

11

Criteria for an Effective Performance Dialogue

Balanced: A performance dialogue should push units to improve performance as well as acknowledge/praise good performance.

Results focused: Fresh performance data measured against goals/targets should be the driving force of the meeting.

Real-time adjustments: The emphasis should be on making adjustments to plans and key activities as indicated by results.

Commitment follow-up: Performance Dialogues should include status checks regarding prior meeting actions and commitments.

Leadership: Performance dialogues should be led by the Organizational Leader, though the performance dialogues may be facilitated by another individual.

Focused time: Performance dialogues should be standalone meetings and not held as part of another meeting

Decision makers in the room: Performance Dialogues are held in a group precisely so that key decision makers can be in the room to facilitate real-time adjustments.

12

Results & implications

13

Results & Implications

Year end review and reflection that includes the following:

• Assessing results against targets

• Celebrating accomplishments

• Setting new targets for next year

• Revising plans for next year

14

Implementation of pm for Instruction

15

Why performance dialogues?

They empower directors and their networks of principals to collaborate and problem solve as a team.

• Examine data at all levels of the District as it becomes available to problem-solve in a timely and consistent manner

• Include time and space for cross-pollination of ideas, collaboration between principals/directors and principals with other principals to identify the HOW

• Identify the levers that are most effective in “moving the needle”

16

Why? All levels of the system participate in meeting accountability mandates, not just the schools alone.

1

2

3

17

When? Performance Dialogues will take place 3x/year at all levels of the System

Instructional Directors with

Principals – 3 times

ESC Superintendents with

Instructional Directors – 3 times

Deputy Superintendent with

ESC Superintendents – 3

times

ESC Superintendents with

Executive Cabinet (STATS) 3 times

18

Performance Dialogues will take place as data becomes available.

1. Initial Goal Setting:

•SPF•Performance Meter

• July -August

2. Goal Setting

Revisions•Based on new STAR data•October (TBD)

3. Progress Monitoring 1• Periodic Assessments•November (TBD)

4. Progress Monitoring 2• Periodic Assessments•February (TBD)

5. Progress Monitoring 3• Periodic Assessments•June (TBD)

19

Implementation of pm at central office

20

Roles and Expectations

Division Performance Management Advisors

• Will be a dedicated employee attached to each Division to support performance management efforts.

• Will help the Division Leader prepare for and implement monthly performance dialogues from a divisional level.

• Will assist the Division Leader in building Division’s Strategic Operating Plan.

• Will be a member of the Central Office Performance Leadership Team, providing input to approaches, professional development plans, etc.

• Will participate in monthly PD and support sessions developed by Performance Management Unit.

Department Performance Management Leads

•Will partner with Department Leader to support performance management efforts:

o Articulating Goals, identifying Key Performance Indicators and Setting Targets

o Building and adjusting the department’s portions of the Strategic Operating Plan

o Monthly tracking of Key Performance Indicators

o Preparing for and supporting Performance Dialogues

•Will participate in monthly PD and support sessions developed by Performance Management Unit

▪Will be a minimal time commitment with increased support by the Performance Management Unit where necessary

▪Will collaborate with colleagues in other Departments to share best practices.

21

General Approach to Implementation for each item in the Performance Management Cycle…

Profession Development Workshop with the PMU

PM Department Leads Develop Item for Implementation

Item Implemented

PM Cycle: Goals & Targets, Planning, Performance Tracking, Performance Dialogues, Results & Implications

22

General Timeline

23

Performance Dialogue Roles and Expectations

Division Head/Department Head

• Leads Performance Dialogues

• Assigns commitments

• Follows-up with previous commitments

• Allocates/shifts resources where appropriate

• Adjust Strategic Operating Plan when appropriate

• Reports out in the Executive Cabinet Performance Dialogues

Division PM Advisor

• Supports Division Head in preparing for Division Performance Dialogues

• Supports Division Head in preparing for Executive Cabinet Performance Dialogues

• Organize, schedule, and invite appropriate individuals to Division Performance Dialogues

• Support and act as a thought partner for Department PM leads

Department PM Lead

• Supports Department Head in preparing for Department Performance Dialogues

• On a monthly basis, enters in to Clearpoint department scorecard data, strategic plan updates, and commitments.

• Organize, schedule, and invite appropriate individuals to Department Performance Dialogues

• Support Department Head in preparing for Division Performance Dialogues

24

Performance Dialogues will take place at all levels of Central Office

Superintendent with Division Heads –

twice a year

Division Heads with their respective

Department Heads– once a month or

quarterly

Department Heads with their respective Directors – once a month or quarterly

25

Essential Questions To Discuss At Each Performance Dialogue

Our scorecards are designed to represent the impact our KPIs and Projects have on our department goals. Therefore, the department goals should be discussed in unison with associated KPIs and Projects.

The two essential questions that should be asked at each performance dialogue are:

•Are you on track to meet your targets?(KPIs)

•Have you implemented your key strategies with fidelity?(Projects)

26

Four Performance Scenarios And What To Do When Faced With Each

Have you implemented your key strategies with fidelity?Have you implemented your key strategies with fidelity?

Yes No

Are you on

track to

meet your

target?

On Track

Continue implementing your key strategies as planned.

Are you getting “lucky” or did you intentionally change your strategies?

If you are getting “lucky,” perhaps you should consider a more challenging target and design strategies to meet that target.

Are you on

track to

meet your

target? Off

Track

Time to change your key strategies.

Is there a reason you have not implemented your key strategies? What is/are the barrier(s) to implementation? Do you need to change your key strategies or do you need to start implementing them?

27

Examples of Performance Management technology tool

28

Instruction

29

Central (Goal View)

30

Central (KPI View)

31

Central (Project View)