2008 Performance Management Summit

Preparing for Change Tom Boasberg – Chief Operations Officer David Suppes – Chief Strategy Officer September 19, 2008

People: Preparing the Academic Organization for Change

•  Build leadership capability and communications structure at the schools –  Superintendent and CAO developed new structure with

Instructional Superintendents –  Turned over some of the principal core –  Started Principal Institutes, Expanded Principal Institutes to

incorporate APs and now Teacher Leaders –  Network meetings to meet face-to-face with each principal

every 3 weeks –  Meet with faculty at every school within each school year –  Establishment of school data teams

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People: Preparing the Operational Organization for Change

–  New COO –  Hiring of several key roles with non-traditional

people –  Establish Strategy Office –  “Seeding” the Academic organization with some non-

instructional personnel to support change –  Preparing the organization for customer service

training – for all school support staff over the next two school years

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People: Structuring for a Successful Change Program: Assembled Team

–  Tom Boasberg, COO –  David Suppes, Chief Strategy Officer –  Connie Casson – directly responsible for execution of

Performance Management initiative –  New team hired to accelerate the pace of change,

paid for with grant funding –  Heavy focus on communications –  External expertise utilized where appropriate

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People: Set expectations at all levels

–  School expectations set through SPF –  Central Office personnel expectations set through

metrics presentation and goals –  Board set goals of expected 5-year achievement –  Goals cascade from highest level of organization,

through C-level direct reports in 0809, to individual employees in 0910 school year

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People: Focus on Accountability

•  With accountability is culture of recognition, with monetary & non-monetary rewards for schools and Central Office department employees –  Incentives to be set based on performance against individual

goals, administered annually, combined with evaluations •  Autonomy & accountability pushed to managers

•  Incentives for schools based on performance against School Performance Framework, aligned with needed level of support or level of achievement

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Data •  Goal: Get useful, accurate and timely information in

hands of decision-makers to drive continuous improvement –  Focus on data, not anecdotes & drive change to data-driven

culture –  Measurement and transparent reporting for all areas of the

organization.

•  School Performance Framework (SPF) –  Annual school measurement and management tool –  Summary scorecard from multiple data sources with extensive

detail –  Drives performance through incentives & interventions

•  Basis for Principal Pay-for-Performance

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Data: Operational Metrics & Performance Reporting

•  Monthly measurement and reporting of key operational performance metrics –  Metrics base-lined by department; 2008-09 targets set –  Focus on metrics to drive improvement (cycle times, error

rates, cost efficiency) •  Targeting gains in efficiency, effectiveness and customer service •  Results presented monthly to COO creating transparency and competition

amongst departments •  Provided improved monthly budget visibility

–  Basis for operational employee pay for performance

•  Qualitative Performance Data –  Principal Surveys – 2x annual survey on performance of

operational departments. •  Enabled departments to hear the voice of the customer directly

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Data: Operational Metrics & Performance Reporting

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08-09 Teacher Staffing Calculation: Tracked weekly Target: 80% of vacancies filled by 6/1 & 100% by 7/1

Data Summary:

• 444 total posted positions since start of external cycle, 67.6% fill rate as of 6/9/08

• New postings – 181 new postings added since the start of the external cycle

Significant Events:

• Exceeded target by filling 100% of the original 263 postings by 6/2/08

Pending Improvement Plans:

• Countdown graph will be revised to show progress toward zero vacancies by 9/1/08

Data Quality Improvement

•  Data Quality Management – critical to success –  Data governance

•  Establish data ownership and accountability

–  Processes to measure, report & improve data quality –  Team to take ownership of key district data sets

•  Most challenging are cross-organizational sources such as student data

–  Define & manage processes from input/creation through output/reporting

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Systems

•  School Performance Framework – measurement system •  Incentive Systems to drive and sustain change

–  Principal P4P (variable comp up to an additional $25K annually) –  ProComp (variable comp affecting up to 90% of teachers) –  Central Office (TBD) – non-bargaining unit

•  Instructional Management System to get standard reports to teachers / principals / academic staff with holistic picture of students / classrooms –  Connected with curricular resources to change behaviors –  Selected and implemented with cross-functional team, owned by CAO

office –  Paid for with bond funding and implemented supported by grant

funding –  Expected rollout to principals in Spring 2009 and teachers in Fall 2009

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Systems: Employee Performance Management Program

–  Annual evaluation cycle with goal-setting for teams and individuals

–  Training element related to what performance management means, how evaluations drive performance, how to set good goals, and how to provide good customer service to good customers

–  Reward for performance, based on initial goal-setting cycle, starting for COO direct reports in 2008-09 school year and 500 Central Office managers in 2009-10. Plan to roll out to operational employees in 2010-11 school year

–  Systems design funding comes from MSDF / TBF grant; rewards funding source TBD

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Key Processes

•  School Improvement Planning –  Driven initially by state/federal requirements; turned into

management tool

•  Inquiry –  Data teams at all schools –  Data & School Improvement Administrators

•  Implement improved processes to strengthen the use of data at lowest-performing schools

–  Improved tools on the way

•  Central Operations Performance Measurement –  Drive root cause analysis, and cycle of continuous improvement

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Process & Change Principles

•  Push more information, decision-making authority and accountability to principals & departments

•  Provide better data and tools •  Be aware of and plan for cultural changes •  Develop plans & processes to enable & manage change

–  Focus on training processes for all impacted employees – build competence

–  Proactively develop communications processes: •  Define key messages & themes (continuous improvement) •  Unique by audience (principals, teachers, Board of Education, operations,

administration, parents, students, media, community) and message. •  Multiple vehicles (media, newsletter, videos, executive presentations,

canned presentations to managers) •  A process, not a one-time event

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