Classified Performance Management. Advisory Committee Meeting May 23, 2011

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1 Classified Performance Management Advisory Committee Meeting May 23, 2011

2 Classified Performance Management Page 2 Overview of all the pieces For LAUSD Inspirational Vision Every LAUSD student will receive an education in a safe, caring environment, and every student will be college-prepared and career-ready Mission LAUSD will provide high quality instruction and a coherent and rigorous curriculum in every classroom to facilitate student learning and achievement Goals % graduation 2. Proficiency+ for All % Attendance 4. Engaged Parents/Families 5. Safe Schools Theory of Change Personalized learning (student, educators, family & community) Set by the Board and Superintendent Strategies 1.Using Data to Drive Standards Based Instruction 2. Supporting All Employees 3. Budgeting for Student Achievement 4. Creating and Supporting Quality Schools Metrics / Objectives The specific metrics & objectives under each strategy that will help us realize our goals Operational Operational Plan <In development with Leadership Team> How we will achieve our objectives

3 Classified Performance Management Page 3 Theory of Change We envision an organization where we know every child and adult by name and face and we personalize the learning experience for all students and adults. Student personalized learning experience based on the needs and talents of our students Educators personalized learning experience based on the needs and talents of our employees. We are all teachers and learners including administrators, classified staff, and support staff Family & Community personalized learning experience based on the needs and talents of our families and community members.

4 Classified Performance Management Page 4 Strategies LAUSD has four interconnected strategies that will help us meet our goals and ensure all students are college-prepared and career-ready. We will make the District budget more transparent, align resources for greater impact and equity, and give schools the ability to target resources to meet their school specific needs, bringing funding and decisionmaking closer to schools and classrooms. We will analyze multiple data points to differentiate the service and support we deliver to schools. In addition, we will capture and share best practices across all of our schools regardless of school models. Use data to drive standards based, effective instruction for all students, coupled with support and intervention, when students need extra assistance or accelerated learning. We are accountable for our students success. We will use data to personalize the supports that all of our employees need to be efficient and successful, from professional development and training, to creating measurable performance goals.

5 5 Classified Performance Management Page 5 Strategy: Supporting All Employees Definition We are accountable for our students success. We will use data to personalize the supports that all of our employees need to serve our students, from professional development and training, to creating measurable performance goals. Supporting Board Resolutions: Leaders of Leaders Program (July 10, 2007) Teach LAUSD Campaign (July 10, 2007) Quality Leadership and Teaching to Ensure a World Class Education for All Students (April 28, 2009) Teacher Quality: A Call to Legislators (June 9, 2009) Protecting Equal Access and Opportunity for All Our Students (June 15, 2010)

6 6 Classified Performance Management Page 6 Supporting All Employees Modeled after the Human Capital Framework for K-12 Education: Organizing for Success, Wurtzel & Curtis (Aspen Institute, July 2008).

7 Classified Performance Management Page 7 Components 1. Employee & Management Development Preparation for a position Where to find or grow employees 2. Career Stages The process of growing within one s career In a position To a higher-level position 3. Aligned & Supportive Infrastructure Resources for maintaining employee morale & loyalty

8 Classified Performance Management Page 8 1. Employee & Management Development Preparation & certification Training & development Recruitment, selection, & assignment Job analysis (competency-based) Job specifications/class descriptions Sourcing/pipeline Assessment factors Length of probationary period Continuing education Training & development

9 Classified Performance Management Page 9 2. Career Stages Induction ( apprenticeship ) New employee orientation Hiring interview Probationary performance evaluation Standards for probationary period Tenure & review process ( journey-level ) Goal setting Performance evaluation (360 ) see next page for components Career lattices & pathways Career lattices

10 Classified Performance Management Page 10 Performance Evaluation (360 ) Establishment of standards District competencies Classification competencies Site competencies Individual competencies Individual growth plan Professional development aligned to growth plan Professional development for supervisors/evaluators

11 Classified Performance Management Page Aligned & Supported Infrastructure Employee evaluation Recognition Counseling Discipline Compensation issues Differentiated compensation

12 Classified Performance Management Page 12 Project Mission/Objectives Highlighting the role that classified employees have in student achievement Providing a means for classified employees to play a more active role in their career in LAUSD Helping classified employees to embody the District s core beliefs Start with students Families are our partners Success is in the classroom Diversity is our strength Effective teaching, leadership, and accountability are the keys to our success Providing access to multiple career paths

13 Classified Performance Management Page 13 Role of Advisory Committee Internal & external stakeholders Review existing tools/resources (if any) in current state Review new/proposed tools/resources and provide feedback as future state Communication to their stakeholder groups regarding the performance management system Research best practices and communicate with Advisor based on input from stakeholder network Consider legislative impact of new system

14 Classified Performance Management Page 14 Role of Personnel Commission Staff & Resource Team Present both current state and future state tools/resources Provide technical expertise in components of classified performance management Work with Policy Advisor to ensure successful implementation of the performance management system Consider legislative impact of new system

15 Classified Performance Management Page 15 Role of Policy Advisor Collect/capture tools and resources to present to Advisory Committee Research best practices in performance management and integrate into system as appropriate Work with Personnel Commission to develop any needed tools/resources Develop policy and procedures for implementation of performance management system

16 Classified Performance Management Page 16 Role of Policy Advisor (continued) Review legislation to ensure alignment with performance management system Consider issues that may be relevant to bargaining agreements and act accordingly Oversee implementation of performance management system along with the Personnel Commission Lead communication campaign as we roll out the performance management system Consider legislative impact of new system

17 Classified Performance Management Page 17 Proposed Timeline for Advisory Committee Engagement Initial Meeting Overview & introduction May 23, 2011 Research & development of future state and best practices by Policy Advisor, Personnel Commission, and Advisory Committee members May through November 2011 Meeting 2 Review/discussion of Employee Development component mid-september 2011

18 Classified Performance Management Page 18 Proposed Timeline for Advisory Committee Engagement Meeting 3 Review/discussion of Career Stages component mid-october 2011 Meeting 4 Review/discussion of Aligned & Supportive Infrastructure component mid-november 2011

19 Classified Performance Management Page 19 Proposed Timeline for Project Conduct research & develop tools and resources to align to the performance management process May through November 2011 Develop & conduct baseline survey for SAAs in order to establish performance management baseline launch mid-september 2011 Work with Advisory Committee to establish the process, focusing on SAAs as the key classified employees in schools, that will then be utilized for all other classes complete by end of calendar year 2011

20 Classified Performance Management Page 20 Proposed Timeline for Project (continued) Work with Personnel Commission to develop performance management materials for all other classified job families (many components will be the same, but some are job family or classification specific) begin in January 2012 ongoing Conduct communication & training campaign for initial year of SAA reviews February through May 2012 Conduct post-survey for SAAs after first cycle of new system early October 2012 Conduct pre-survey for all other classifications as appropriate TBD

21 Classified Performance Management Page 21 Proposed Timeline for Project (continued) Conduct communication & training campaign for all other classifications as appropriate TBD Conduct post-survey for all other classifications as appropriate TBD

22 Classified Performance Management Page 22 Definitions Classification (job or class) Task A collection of tasks and responsibilities that an employee is responsible to conduct Classifications have titles A typically defined as a unit of work, that is, a set of activities needed to produce some result Examples - vacuuming a carpet, writing a memo, sorting the mail, etc. Functions A large number of tasks that may be included in complex positions in the organization

23 Classified Performance Management Page 23 Definitions (continued) Job Descriptions Lists of the general tasks, or functions, and responsibilities of a position May also include to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. Job Analysis Role Examination the tasks and sequences of tasks necessary to perform the job Looks at the areas of knowledge and skills needed by the job The set of responsibilities or expected results associated with a job

24 Classified Performance Management Page 24 Definitions (continued) Competencies General descriptions of the abilities needed to perform a role in the organization Described in terms such that they can be measured Characteristics of an employee that leads to demonstration and transfer of skills and knowledge

25 Classified Performance Management Page 25 Contact Information Heidi Hrowal Program & Policy Development Advisor 333 S. Beaudry Ave., 24 th floor Los Angeles, CA (213)

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