The Performance Management team has been pleased with the impact the department has had on the organization thus far, however we are not satisfied with that and are always striving to get better. We are currently in the early stages of the PM 2.0 launch and we are even more excited about the new tools being introduced during this phase.
The PM 2.0 Framework was built around the Superintendent’s key focal areas that will drive the District’s activity over the next year which are 1) BEST/CARE Blueprint, 2) Local Assessments, and 3) Teacher Development. Executing on these specific focal areas will allow the organization to concentrate on driving outcomes and improve student achievement.
The PM planning process and sessions will look quite different and be less focused on individual departments, but promote collaboration between multiple stakeholders within a certain initiative. This will require Divisional Chiefs to be more deliberate with working together, and be more accommodating with scheduling time to participate in planning sessions facilitated by the PM team.
The length of the PM 2.0 sessions will remain at two hours, however the presentation will only consist of 10 to 12 charts on average. Like in previous iterations of PM, the PM team has always introduced new core elements, and the team feels PM 2.0 will introduce tools that will have a significant impact on the organization. More specifically, the PM team has introduced process mapping (see example below) of initiatives with a particular focus on highlighting areas where different Divisions/Departments interconnect. This has already had an impact on the BEST/CARE Blueprint team; the team re-engineered the process to address certain gaps that previously existed.
Finally, the new PM 2.0 Framework continues to highlight measurements of success and the use of data to drive decision making. Presenting teams have been asked to not only track lagging indicators, but to make more of an effort to identify leading indicators with respect to student achievement so the organization can be more proactive and aggressive with remediation efforts.
The PM team looks forward to working with the remaining collaborative teams going forward and expects to continue to have a positive impact on performance.
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