1. Performance Management System

2. YOUR “EVALUATION” EXPERIENCE If you have been with FCS for 2+ years…. What was or describe your performance management (EVALUATION) experience during the last 2 years with this district: • What was the process? • What was the engagement with your supervisor(s) like? • What form was used? • What was the value for you?

3. Performance Management SystemNext Steps for Forsyth 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, making sure expectations are clear/monitored, and providing frequent feedback to help all employees perform more successfully. When these activities are firmly instituted (with fidelity) , employee work quality advances resulting in improved outcomes for students.

4. 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/growth, conversation/feedback, opportunity, not singularly evaluative…not punitive. • The Skills – train all (supervisors/employees) on conversation/feedback, progressive discipline, corrective action documentation. • The Tools – develop/refine and train all on (Teacher Keys, Leader Keys, Performance Keys) • The Resources– create a PM web-site where managers and employees can reference for up-to-date information or to extend their understanding of PM in FCS…… implement an electronic PM solution/tool for TKES/LKES/PK…….. 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

5. Corrective ActionCorrective action is a lever within the performance management process that is used to assist an under-performing employee in improving/mitigating a noted skill deficient/behavior that is negatively impacting work productivity and/or the work environment. Corrective action is not a pathway to separation but will result in such if the required improvements are not made by the employee.

6. 2ndFOCUS AREA (Capacity Building) – leverage the following to build organizational capacity and understanding among managers, supervisors, and employees (infrastructure). Teacher Keys (TKES) – • Used to assess the performance of classroom teachers. • Generates a Teacher Effectiveness Measure Score • FCS is only piloting the Teacher Assessment on Performance Standards (TAPS) section for FY14. • 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 learning how to use the LKES during FY14 • Fully implemented in FCS by 2014-15 Performance Keys (PK) • To be Forsyth County Schools developed • Modified version of Fulton County 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 system and operational staff • Piloted/implemented school year 2015-16

7. Teacher Keys (TKES)

8. Leader Keys (LKES)

9. Performance Keys (PKES) Forsyth County Schools Developed

10. Leadership Essentials Competencies Creates Value for Our Customers Strives to understand customer needs and collaborates with others to identify and address the priorities that will deliver customer focused solutions that align with FCS's values. Embraces Change to Drive Improvement Continually seeks and champions ways to drive improvement by demonstrating sound judgment and a willingness to challenge the status quo to increase district success. Leads by Example Authentically works with others in a way that builds credibility, mutual respect and encourages transparent conversations and ownership for results. Develops Our Capability Helps build a collaborative learning community by supporting the professional development of others and pursuing opportunities to increase personal skills and ability.

11. Performance Management SystemNext Steps for Forsyth County Schools What is the current state of Teacher/Staff performance in FCS? 99.7% = “Satisfactory” The failure of evaluation systems to provide accurate and credible information about individual teachers’ instructional performance sustains and reinforces a phenomenon referred to as the Widget Effect. The Widget Effect describes the tendency of school districts to assume classroom effectiveness is the same from teacher to teacher. This decades-old fallacy fosters an environment in which teachers cease to be understood as individual professionals, but rather as interchangeable parts. In its denial of individual strengths and weaknesses, it is deeply disrespectful to teachers; and indifference to instructional effectiveness……Put simply, they fail to distinguish great teaching from good, good from fair, and fair from poor.

12. K-12 Performance Management (Best Practice vs. Current Conditions) Best Practice Includes validated teaching standards, student performance results, instructional strategies and professional behaviors. Includes personal and professional growth goals set by educator/supervisor. Data systems - to track student growthand teacher and school performance. Self assessment -multiple ratings 360°feedback from colleagues, students, supervisor & parents. Includes student performance data review. Uses a technology platform/solution. System in place centrally to ensure the evaluation is fair, predictable, consistent, and actually done by supervisors. Discussion of student performance results, strengths andareas for development. Refine individual development plan based on feedback. Standardized practice for addressing low performance. Career management and opportunities based on Performance. Recognition andrewards for high performers. Targeted support for under-performers. Strategy and procedure for dismissal of incompetent educators. Current Conditions Evaluation documents are often in paper form and submitted to a central location. Data collection is manual, hence rarely is analysis done to ensure calibration or rater reliability. Completed evaluation document (task oriented). Some conversation but often no meaningful feedback is provided. Pass out evaluation document not aligned to performance outcomes – just the observations All about the form (manage by form) No/Ineffective data systems Inconsistently done by supervisor. Binary (Pass/Fail) which breeds mediocrity. Cumbersome process to release poor performers. No differentiated pay. No strategy for mediocre performers. Passing on incompetence rather than pursuing dismissal. Dismiss less than 1% of teaching force/year. from the ASPEN INSITUTE

13. K-12 Performance Management (Best Practice vs. Current Conditions) What is Happening in Forsyth County New PM solution will provide us a performance based distribution of our employees .… quantifying the high potential/highly productive Improve employee selection and develop growth opportunities and pipelines for career advancement Provide all employees training on conversation and feedback …. Stressing a culture of ongoing feedback with leaders modeling the behavior Establishing a systemic PD strategy and investing funds to purchase an electronic PD solution that will enable FSC to tailor PD to our employee’s needs and provide greater access and tracking capability. All employees trained on the Corrective Action process 5 Year Strategic Plan Performance Management System launched with all employees setting work goals • TKES/LKES require teachers and school leaders to self assessment against performance standards • Central department surveys will be completed by district leaders to assess performance and service • Truenorthlogic –an electronic (PM) management solution Truenorthlogic –an electronic (PM) management solution Seek to improve the time spend monitoring and supporting teacher performance Education Resource Strategies (ERS)

14. What’s in it for the employee • Distinguishes/Differentiates employee performance (not all just satisfactory) • Enables you/us to work on identified weakness (improvement opportunities). • Focused professional development that builds our capacity • Creates an opportunity for differentiated compensation structures • Creates professional pathways that enables advancement in the organization • Creates a work environment that is predicated on high expectations, trust, collaboration, and active engagement from all. • We provide our STUDENTS with an “Exemplary” opportunity to learn and succeed

15. Forsyth County TKES/LKES Training TKES LKES

16. QUESTIONS?? Suggested Readings Aspen Institute .....Human Capital Management K12 Education http://www.aspeninstitute.org/publications/human-capital-management-k-12-education The Widget Effect http://widgeteffect.org/downloads/TheWidgetEffect.pdf The Irreplaceable...... http://tntp.org/assets/documents/TNTP_Irreplaceables_ExecSum_2012.pdf