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District

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Colleen Flory

on 24 October 2016

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Transcript of District

Tools for Performance Management in Education
Designing and Implementing Performance Management throughout the Education System
Alexandre Peres
Fábio Bravin

National Institute for Educational Studies and Research or INEP (Instituto Nacional de Estudos e Pesquisas Educacionais Anísio Teixeira in Portuguese)
Brazil
Colleen Flory

Oklahoma State Department of Education (OSDE)
and
Office of Management and Enterprise Services (OMES)
Oklahoma
Brandon McKelvey

Orange County Public Schools (OCPS)




Sabrina Yusuf

School District of Philadelphia (SDP)




Philadelphia, PA
District
State
Education
Agency

State
Nation
If information flowed from the bottom to the top of the education system and back, then the implications of policy decisions could be seen at scale throughout the entire system.
Washington D.C.
Jessica Mellen Enos

Office of the State Superintendent of Education (OSSE)





THE WORK
LARGER
IMPACT

LESSONS LEARNED
Orange County, FL
Process for Developing
Performance Management Tools:
1.
Define Goals
2.
Engage Stakeholders
3.
Develop Content and Define Metrics
4.
Present Actionable and Accessible Data
5.
Communicate and Train
6.
Apply and Use
7.
Continuously Improve
1)

Establish
Performance Management at each level of the education system.

2)
Connect

the education system across levels.

3)
Use
the information to inform the entire education system—at the local, state, and national levels.
What might be possible if the education system was

informed

and
connected

across all levels?
1. Define Goals
2. Engage Stakeholders
3. Develop Content and Define Metrics
4. Present Actionable and Accessible Data
to get good data, which then contribute to good metrics, you need to make sure that the data that are collected are accurate and
portray a true picture of what’s happening
5. Communicate and Train
6. Apply and Use
7. Continuously Improve
IMPACT
Performance Management tools have been designed to
immediately impact the managerial decisions and policies
of a given organization at the local, state education agency, state and national levels.
These tools can be
designed for any level of the education system
, as evidenced by this project.
Performance management tools are
built to reflect the most relevant metrics and indicators

to show progress and monitor performance, resources and priorities/goals.
important to include
stakeholders
in the discussion of goals, priorities and metrics
official, well-established sources
DATA
properly register and share concepts and information about data availability, periodicity and granularity
actionable and accessible
understand and acknowledge data and policy constraints
clearly aligns with the overarching goals
easily accessible format
Communicate and Train
Apply and Use
Continuous Improvement
reflecting on the tool at regular intervals
realigning goals, priorities and metrics
flexibility
Building capacity
long-term sustainability
sense of ownership
intended use
monitor progress and performance over time
guiding outcomes and using data to make decisions or gain information
4. Present Actionable and Accessible Data
Internal
Action
Chain
Cohort 5 ROCKS!!!
The way we have done to engage stakeholders:

- recover previous understanding helps move forward

- focus on concrete issues about data and metrics leads to build commitment about them and avoid getting lost in more broad topics

- developing a negotiated settlement, preferably by consensus, can reduce future inquiries, since stakeholders become aware about metrics' limitations, costs and improvement necessities

- sometimes acting as mediators, sometimes calling mediators to take part in the process to help bring people back to the boundaries of challenge and to facilitate a negotiated position
Why stakeholders engagement is important?

When involved, stakeholders can add credibility, capacity building, advocacy of reccommendations, and future partnerships.

Once the goals are defined, discussion about metrics tends to be easier. Nevertheless, involving stakeholders will take considerable time and efforts.
Some principles about present actionable and accessible data:

- make data public available for use

- register and share concepts and information about data sources, availability, periodicity and granularity

- be transparent about how indicators are calculated and methodological limitations

- data presentations can be used as important opportunities for receiving feedback and to garner consensus regarding public policies and program monitoring indicators
Full transcript