(Growth and Opportunity) · 2009. 11. 12. · 1st FOCUS AREA (Capacity Building)–leverage the following to build organizational capacity and understanding among managers, supervisors,

(Growth and Opportunity)

Performance Management

Performance Management (PM) SystemNext Steps for Fulton County Schools

Strategic Plan (People)FCS attracts and retains the most talented and effective employees in K‐12 education.

Our Theory of Action Effective performance management is the result of supervisors setting goals/expectations, making sure they are clear/monitored, and providing frequent feedback to help all employees perform

more successfully.

When these activities are firmly instituted, work quality advances

resulting in improved outcomes for students.


Tell me about your performance management experience (evaluation) last school year as a

FCS employee.

1st FOCUS AREA (Capacity Building) – leverage the following to build organizational capacity and understanding among managers, supervisors, and employees (infrastructure).

The Message ‐ PM is about development, conversation/feedback, and opportunity, not a single evaluation meeting …not punitive.

The Skills – train all (supervisors/employees) on conversation/feedback, progressive discipline and corrective action documentation.

The Tools – develop/refine and train all on (Teacher Keys, Leader Keys, Professional Keys)

The Resources – create a PM web‐space where managers and employees can reference for up‐to‐date information or to extend their understanding of PM in FCS…… Provide an electronic solution for PM (Truenorthlogic/others) …….. build a Professional Development structure that will provide access for all employees to learning opportunities that will support professional growth or remediation

The Data – establish human capital metrics that will inform and enable greater accountability

2nd FOCUS AREA (Process) – the following tools and related processes for managing employee performance will be utilized by managers/employee groups.

Teacher Keys (TKES) – Used to assess the performance of classroom teachers. Generates a Teacher Effectiveness Measure Score FCS is only implementing the Teacher Assessment on Performance Standards (TAPS) section for SY13. Fully implemented in FCS by 2014‐15

Leader Keys (LKES) – Used to assess the performance of principals and assistant principals. Generates a Leader Effectiveness Measure Score FCS is only implementing the Leader Assessment on Performance Standards (TAPS) section for SY13 Fully implemented in FCS by 2014‐15.

Professional Keys (PK) Modified version of last year’s central office tool Rates goal attainment and work capacity/behaviors Used to assess the performance of all non‐classroom teachers and non‐ administrative school staff, and all

central and operational staff Fully implementing this school year (SY13)

Teacher Keys (TKES)Teacher Keys Evaluation System consists of three components which contribute to an overall Teacher Effectiveness Measure (TEM): Teacher Assessment on Performance Standards (TAPS), Student Growth and Academic Achievement, and Surveys of Instructional Practice. FCS is only implementing the TAPS component for 2012‐13.

Teacher Keys (TKES)Teacher Assessment on Performance

Standards (TAPS)Student Growth and Academic

AchievementSurveys of Instructional Practice

TAPS is a rubric‐based evaluation method using ten (10) quality performance standards for teachers.

PLANNING1. Professional Knowledge2. Instructional PlanningINSTRUCTIONAL DELIVERY3. Instructional Strategies4. Differentiated InstructionASSESSMENT OF AND FOR LEARNING5. Assessment Strategies6. Assessment UsesLEARNING ENVIRONMENT7. Positive Learning Environment8. Academically Challenging EnvironmentPROFESSIONALISM AND COMMUNICATION9. Professionalism10. Communication

SELF‐ASSESSMENTGoals/Expectations Setting

RATING/POINTSExemplary (3), Proficient (2), Developing/Needs Improvement (1), Ineffective (0)

(Per Teacher)

For teachers of tested subjects, this component consists of a student growth percentile/value‐added measure.

For teachers of non‐tested subjects, this component consists of GaDOE‐approved Student Learning Objectives utilizing district achievement growth measures.

Student surveys will inform the TAPS??

Three developmentally different surveys (Grades 3‐5; 6‐8; 9‐12)

Survey questions aligned with TAPS standards

Open window for administration from October‐April

Administered by certified specialist using electronic platform

Surveys are anonymous; no comments

Leader Keys (LKES)Leader Keys Evaluation System consists of three components which contribute to an overall Leader Effectiveness Measure (LEM): Leader Assessment on Performance Standards (LAPS), Student Growth and Academic Achievement, and Survey of Governance and Leadership.FCS is only implementing the LAPS component for 2012‐13.

Leader Keys (LKES)Leader Assessment on

Performance Standards (LAPS)Student Growth and Academic

AchievementGovernance and

Leadership

LAPS is a rubric‐based evaluation method using eight (8) quality performance standards for school leaders.

SCHOOL LEADERSHIP1. Instructional Leadership2. School ClimateORGANIZATIONAL LEADERSHIP3. Planning and Assessment4. Organizational ManagementHUMAN RESOURCES LEADERSHIP5. Human Resources Management6. Teacher/Staff EvaluationPROFESSIONALISM AND COMMUNICATION7. Professionalism8. Communication

PROFESSIONAL GROWTH PLANGoals/Expectations Setting

RATING/POINTSExemplary (3), Proficient (2), Developing/Needs Improvement (1), Ineffective (0)

(Per School)

For tested subjects, this component consists of a student growth percentile/value‐added measure.

For non‐tested subjects, this component consists of GaDOE‐approved Student Learning Objectives utilizing district achievement growth measures.

The Governance and Leadership component consists of a climate survey, as well as measures of student attendance and retention of effective teachers.

Teachers/staff take survey using GaDOE electronic platformSurvey questions aligned with LAPS standardsDistricts select a two‐week period between February 1 and March 15 to administerSurveys are anonymous; no commentsSurveys will provide points toward LEM scoreSurvey results analyzed by GaDOE and reported to principal and evaluator

Professional Keys (PK)Professional Keys consists of two components which contribute to an overall effectiveness rating for professional staff: Performance Goals (S.M.A.R.T) and Leadership Essentials.

Professional Keys(Rates Goal Attainment/Leadership

Essentials Demonstrated)

PERFOMANCE GOALS‐ Performance Goal Setting (S.M.A.R.T)‐ Documentation of Practice

LEADERSHIP ESSENTIALS‐ Create Value for our Customers‐ Embrace Change….‐ Leads by Example‐ Develops our Capability

Professional Keys Evaluation System

Professional Keys (PK)Performance Goals

(Contribution to the work of the District)Leadership Essentials

(Behaviors/Knowledge)Surveys

(Future Consideration)

Goal setting can clarify the duties and responsibilities associated with a particular job; identify the kinds of organizational and personal outcomes required for work success; and can specify the kinds of feedback and support needed to achieve success.

SMART goals make for smart organizations.

Specific –What should be achieved?Measurable – How will you know if the goal has been reached? Measures outcomes….Attainable – Can you accomplish?Relevant – Does it matter to the overall mission?Time‐bound– By when?

RatingAchieved

Not Achieved

Describe how the employee must act; what the employee must know; and what the employee must be able to do in order to perform successfully in the job.

RatingExemplaryProficientDeveloping

Not Demonstrated

As we refine our processes, Executive Staff members will eventually have additional contributors to their overall performance appraisal.

Department SurveyA survey to principals to garner feedback on service and responsiveness

360 Degree AssessmentTypically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, andcustomer service, the emphasis has shifted to employee feedback from the full circle of sources/stakeholders. The360 is a multiple‐input approach to performance feedback.

SEPT‐NOV 2012Trainings/Self Assessments

Goal & Expectation Setting

DEC ‐MAR 2013Touch PointsMid YearReview

APR‐MAY 2013Touch PointsSummary Evaluations

JUN‐NOV 2013Self Assessments

Goal & Expectation Setting

The Performance Management Cycle

Setting Expectations and Conversation are activities that will continue year after year to aid in the development and growth opportunities for all Fulton County Employees

Timeline Goal ‐ from SEPT – DEC 2012 there will be various engagement points – but the desire is to have self‐assessments/per‐conference for classroom teachers and expectations/goals set for others completed by 12/19/2012.


While the PM system is under development, “What should supervisors be doing”?

During 1st FOCUS AREA (Capacity Building)

During 2nd FOCUS AREA (Process)

Communications – we are BUILDING while DOING ,hence, patience is needed. HR/PM team will ensure ongoing communications and information sharing so that the structure we build is thoughtful, rooted in best practice, and accessible/of value to our employees.


What do we know about the current state of ( ) personnel’s performance in FCS?

??????????????????Staff Generally Satisfactory

ButDo we really know what you need to grow and develop?


What is the state of our “Professional Development” unit and how will we improve our PD capacity?

Current Future

Funding – majority funded by Title 2A funds which severely limits the scope (teachers/principals) of PD provided to FCS employees. Some state/local dollars are used but a majority of state PD funds go towards austerity.

Training Available – mainly focuses on training that is eligible via T2A. Very little is available for non‐school based, classified, professional employees.

PD Electronic Platform/Solution – ELS has no built in content that links to K‐12 work; very limited functionality (tracking, loads content, registration) does not connect PD and employee performance.

Staff – Beyond the executive director/clerical staff, there are (1.50) facilitators to support the development of 13K employees

Funding – Look at various funding opportunities to enable needed professional development for all employee groups.

Training Available – use non‐T2A to expand development opportunities for all employees: create programs of study in school and central leadership, job pathways (PA –to‐Bookkeeper or BC1 ‐to ‐BC3), partnering with area universities to offer certified/degreed

cohort programs, extended onboarding training for new employees, ensure that compliance training (OSHA, DOT, SNP) are

readily available and occurring.

PD Electronic Platform/Solution ‐ in additional to the expected functionality ..links to the performance management system (TKES,LKE,PK) and provide course the aligns with an employee’s development needs, supervisor can push out just –in‐ time or long‐term professional growth plans and monitor electronically, etc.

Staff – fully leverage T2A and other funds to build an adequate team to support PD.

Core Performance Management Team:Mike Davis, Executive Director Talent ManagementCeleste Stansberry – Teacher KeysYanika Daniels – Leader KeysVacant – Professional Keys

Contributing Team MembersLance Young, Executive Director StaffingLydia Conway, Executive Director Professional DevelopmentAmy Barger, Assistant Superintendent Learning &TeachingKathie Wood, GaDOE Facilitator for FCS

TrainersHR DirectorsAED’sProgram Specialists (LC, L&T, PL)Department SupervisorsExceptional Children Services

Everyone matters and everyone must contribute...

The Performance Management Teams

Questions?

Documents

(Growth and Opportunity) · 2009. 11. 12. · 1st FOCUS AREA (Capacity Building)–leverage the following to build organizational capacity and understanding among managers, supervisors,