Aligning performance results to teacher and leader evaluation
to ensure responsibility and accountability
Ensuring fidelity of implementation with a progress
monitoring and reporting system
Telling a Performance
Management Story
Providing clarity of expectations
Students, Employees, Parents, and System
- West Chicago District 33 has been effective in engaging its stakeholder groups to
create a series of Portraits that define expectations. Students, Parents, Teachers,
Administrators, and the System itself. Expectations are tied to performance
evaluations - Soldwedel Consulting offers training and coaching to help districts and schools
align strategic plan performance results to teacher and leader performance
evaluation
West Chicago District 33 has aligned their teacher and leader performance evaluation to include strategic plan performance results. - Soldwedel Consulting offers training and coaching to help districts and schools
ensure an effective progress monitoring check-in and reporting system at all levels
Lyons Township High School District 204 has experimented and now ensures fidelity of implementation with their strategic plan progress monitoring and reporting system
Description
- Portraits with Attributes:
Student (Graduate)
Employees (Certified and non certified)
Administrators Parents System - Teacher Evaluation Leader
Evaluation Research-based
Evaluation Process Responsibility
and Accountability - Periodic Check-ins
What are we learning?
Our Impacts Our Celebrations
Our Struggles Our Next Steps
Stakeholder Communications Periodic and Annual Suggestions
for Progress Monitoring & Reporting
Success
Performance Management
Essential Question
How does the district or school create and manage a productive and efficient work environment where students and staff use metrics and data effectively to fulfill their full potential to achieve performance success?
Reflection Questions before taking survey to look back on where you are
- Why is performance management important to teaching and learning success?
- How does performance management connect with performance measurement?
- Are your performance expectations clear? Are performance expectations clear for these groups: Board of Education, Superintendent, Superintendent’s Cabinet, Building Principals, Department/Team Leaders, Program Leaders, Certified Teachers, Non-Certified Support Personnel, Families, and Students?
- What is done by the system to clarify and ensure an understanding of your expectations?
- What is done by the system to clarify and ensure an understanding of the expectations for all groups above?
- Is your evaluation/feedback process effective, aligned to research, satisfying, and meaningful?
- Is the evaluation/feedback process for all other groups listed above effective, aligned to research, satisfying, and meaningful?
- Is progress monitoring, tracking, setting targets, and reporting part of your performance expectations?
- Is progress monitoring, tracking, setting targets, and reporting part of the performance for all groups above? (See Reproducible A for Chapter 6 Performance Management).
Reflection Questions after taking survey to look where you want to be
- Define performance management. Why is performance management so important to the success of a district/school?
- How do you or the district/school ensure the ability to adjustments based on performance reporting? Give an example.
- Have leaders place the district/school in a learning feedback loop so they can validate how stakeholders feel about mission, vision, portraits, core values, goals and strategies?
- How does the district enable students to take responsibility for their learning and make data-driven decisions for improvement?
- How does the district enable staff to take responsibility for their teacher/work and make data-driven decisions for improvement?
- How does the district enable families to take responsibility for their student’s learning and partner in data-driven decisions for improvement?
- Is the evaluation process for everyone aligned to the Key Performance Indicators (KPIs), measures and targets that drive improvement? Is there a safe process to celebrate success and identify and target improvement?
- Is there sufficient training, coaching, and other supports to make the evaluation process meaningful and productive?
- What are you proud of as you reflect on your use and others use of performance management to guide your performance success?
- What needs attention as you reflect on you use and others use of performance management to guide your performance success?
Contact
Contact
Eric Melbye
Superintendent
Bloomington Public Schools
District 271
Contact
Kristina Davis
Superintendent West
Chicago District 33
Contact
Brian Waterman Superintendent
Lyons Township High School
District 204
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