Keynote Address: Performance Management for
Modern Schools
A key ingredient for any well-managed, results-oriented school district is to focus on the well being of its students, staff and the community.
• Narrowing the student achievement gap
• Achieving standards-based outcomes
• Supporting continuous improvement with accountability systems
• Transforming schools into performance-based organizations

Thomas Houlihan, Executive Director, Council of Chief State School Officers

Track A: Show Me the Measures Measuring Academic Performance: Going Beyond Testing
The importance of measuring academic achievement cannot be
underscored. Assessment systems need to be enhanced in order
to effectively turn schools into professional learning communities.
Improve student achievement in your school district by harnessing
the most up-to-date tools, techniques and strategies from high
performing schools from across the nation. Additionally, discover the
benefits of implementing a student performance monitoring system.

Cheryl Pruett, Program Associate, Learning Point Associates*

Track B: Data Collection, Management and Reporting
Best Practices in Data Assessment and Reporting
• Upgrade the efficiency of district-wide student testing programs
• Develop strategies to improve data reporting and data analysis on
student test results and related issues
• Report on district-wide and individual school performance measured
against established performance goals
• Establish oversight and support for program evaluation needs within
your district
• Promote your district’s research agenda and management of
cooperative research

Denise M. Torma, Ed.D., Director of Research and Evaluation, East Penn School District

Track A: Show Me the Measures Establishing Performance Measures for Academic Programs
Schools are now looking into different methods for measuring how
programs affect students rather than just documenting what activities
they performed. Performance measurement for education programs
helps guide decision making because it’s based totally on the mission,
goals and objectives of the program. Discover where performance
measures can be utilized and implement those measures to assess
instructional effectiveness.

Dr. Kenneth Hoover, Chief Operating Officer, Jefferson County Public Schools

Track B: Data Collection, Management and Reporting Using the Power of Student Achievement Data for School Improvement Strategies
The call for clear and consistent information about educational
practices linked to increased student achievement is being met.
Schools, districts, and states now publicly report the annual results of
student achievement in their systems. This data can be diagnostic not
only for early interventions but also for identifying consistently high
performing schools and their best practices. Learn about free webbased resources that can convert the data into improved teaching
and learning practices and can identify best practices for school
improvement plans, professional development, and training.
• Explore web-based resources
• Discover how the alignment of school, district, and state data collection systems can produce the most effective and actionable data
• Find out how this information can be made available to educators
and parents;
• Determine how data can be used for school improvements.

Thomas A. Lindsley, Director, Washington DC Office, National Center for Educational Accountability/ Just for the Kids

Track A: Show Me the Measures Implementing a Balanced Scorecard Approach for School District Management
The Balanced Scorecard Approach is a strategic management system
that has become increasingly popular over the past several years.
While many public and private sector organizations have adopted
this system, it has not been accepted and implemented in many
school districts throughout the country. Discover best practices and
understand how to apply this approach to your school district.

Dr. Lawrence Grayson, Balanced Scorecard Institute

Track B: Data Collection, Management and Reporting Implementing Data Quality Standards: Avoiding Faulty Facts and Ensuring Your Data is Reliable
Effective performance management not only relies on the clarity
of performance goals and measures, but also on the quality of the
supporting information. When developing effective performance
measures, a system must be in place to assess the validity and
reliability of your performance information. Acquire the skills
necessary to create a streamlined performance information system
that supplies credible information to help drive the right decisions.
• Discover the eleven key aspects of quality performance information
• Align performance goals and measures with state and federal data
systems
• Address validity in the strategic design of your system
• Incorporate data standards into the strategic architecture of your
performance measurement system

Deborah Newby, Project Director, Data Quality & Standards, Council of Chief State School Officers

Track A: Show Me the Measures
Performance Measures for Managerial Excellence:
Developing Measures for Operational Functions
It is important to use performance and cost-efficient measures
to evaluate the operational functions within your school district.
Through the creation of results-oriented measures, managers can
track efficiency and success by adhering to a set of measures to drive
the outcomes, strategies and outputs of their business operations.
This session will help you identify performance measures for school
facilities maintenance, transportation and food service functions.

Steven Neilson, Seattle Public Schools

Track B: Data Collection, Management and Reporting Keeping Parents, the Public and the Powers-That-Be Informed: Best Practices in Accountability
This session will introduce school leaders to best practices when
discussing accountability with school staff, parents, community
groups, and the media. No Child Left Behind information will be
placed in the context of the “big picture”. Participants will receive
important information that will assist them in answering questions
and communicating district results to a wide variety of audiences.

Nikisha Ware, Bureau Director, Office of Innovative Support, Mississippi Department of Education

Implementing a Performance-Based Management
Framework for Schools
Schools throughout the country are under pressure to reduce
program expenses without sacrificing key educational outcomes.
While this poses a difficult dilemma for school officials, solutions
are available with a sound strategic planning and performance
management framework. In this presentation, hear about the vital
elements of a solid performance management program to improve
school efficiency with:
• Strategic planning and performance measurement
• Performance-based budgeting
• Human resources management
• Performance-based contracting
• Information technology/e-government
By focusing on the “Five Pillars” of high performance organizations,
school districts can effectively link program performance with end
results.

Carl DeMaio, The Performance Institute/Reason Foundation

How Do You Rate Benchmarking and Comparing
School Districts
Harnessing the methodologies used by national organizations to
rate the performance of school districts can help you design a set of
performance measures to immediately apply to your district. With
the understanding that there are only a few national standards of
common benchmarks for school district performance, learn what
factors researchers use to measure effectiveness and why certain
districts and states rank high year after year.

Dr. Roberta Schaeffer, Executive Director, Worcester Regional Research Bureau

10:30

Track C: Managing Resources for Results Performance-Based Budgeting for Schools
Performance budgeting is not a new concept in schools, though
many districts find the requirements difficult to maintain compliance.
This session will provide best practices and concrete examples on
how school districts have developed performance-based budgeting
systems. You will emerge with a solid understanding of new methods
for integrating performance data into your budget and increasing
overall transparency of your school district budget.

Dr. Steven Hinshaw, Treasurer, Centerville City School District

Track D: Employee Performance Management Measuring and Rewarding Performance: Implementing Performance Evaluations
School districts must recognize, reward and retain their outstanding
employees. However, a poorly developed performance evaluation system can make that extremely difficult to accomplish. Establish clear and measurable performance goals and objectives, against which
accountability will be established and performance assessments will be conducted. The result will be an HR system that focuses on outcomes, emphasizes accountability and rewards employees for
outstanding performance.

Steven Adamowski, Senior Fellow, American Institute for Research

Track C: Managing Resources for Results Using Performance Management to Achieve and Drive Change Transformation: Managing and Reporting Performance
Once you have established your key performance objectives, one of the more difficult aspects of implementing a performance management system is collecting and reporting accurate and reliable performance data. Understand how Philadelphia Public Schools was successful in developing a “managing for results” framework and the importance of managing the collection of data.

Dr. Joseph Jacovino, School Works, LLC

Track D: Employee Performance Management Pay for Performance: Pipe Dream or Wave of the Future?
Merit-based pay for teachers is not a new idea. However, this performance compensation system is now becoming implemented in more districts around the country with mixed results, but always with a heated debate. Advocates for this argue that this system will reduce attrition and mobility while helping close the achievement gap. Opponents claim that it is fundamentally difficult to accurately measure the performance of teachers. Who is right? This session will detail the pros and cons and transmit the latest information on this enterprise by looking to districts that have put this into practice.

Kate Walsh, President, National Council on Teacher Quality

Track C: Managing Resources for Results Jefferson County Public Schools: Engaging Stakeholders in Setting Performance Goals
Jefferson County Public Schools enrolls more than 85,000 students in 148 schools. Since implementing its Strategic Plan in 1998, this large school district has seen constant improvements in student achievement and community involvement. In 1999, the district became the first in the nation to link student performance to taxpayer funding through what is called the Performance Promise. The district also adopted an ISO 9001 approach, which gained the respect and support of the business community at large. About a year ago, they stepped away from this specific quality management system but maintained the goal of their strategic plan. Join Dr. Kenneth Hoover in this session to discover the Jefferson County story and their dedication to continuous improvement.

Dr. Kenneth Hoover, Chief Operating Officer, Jefferson County Public Schools

Track D: Employee Performance Management Correlating Professional Development Programs with Improvements in Student Achievement
Creating a community of reflective practice, centered on the high achievement of all students, is a thoughtful and deliberate goal of an effective Induction Program. Learn about a Continuum of Professional Development for educators at every level and the way in which Induction can be used as a lever for change.
• Learn about the components of a comprehensive standards-based
quality Induction Program
• Discover how inquiry into practice becomes the foundation for
teacher learning that is based upon student learning.
• Learn about the components of the New Teacher Center Formative
Assessment System
• Share research findings on new teacher retention, student
achievement and cost-effectiveness as a result of an effective
mentoring program.
• Explore lessons learned through our fifteen years of work in new
teacher induction

Jan Miles, Senior Outreach Coordinator, New Teacher Center

Track C: Managing Resources for Results Case Study in Excellence: Community Consolidated School District 15
The Malcolm Baldrige Criteria for Performance Excellence was created in 1987 as a framework of best principles for organizational practices. Adapted for the public education arena, it has seven categories which must be met in order to fulfill the requirements. The Baldrige National Quality Program gives awards annually to the highest performing national organizations. Listen to a representative from the 2003 Baldrige Award Winner discuss the implementation of the criteria and how it fostered in a culture of managerial excellence that exists within the district.

Robert Tenczar, Director of Communications, Community Consolidated School District 15

Track D: Employee Performance Management Involving Principals, Teachers and Employees with Performance Goals and Target
Performance goals and targets are things we consciously want to attain, accomplish or achieve. Setting these goals and targets is a powerful thing to do because it focuses energy towards a specific application and enables you to sort out what is important and what is irrelevant in school district performance. Employee involvement in this process is crucial, because the goal-setter is highly likely to achieve the outcome goals by successfully achieving the tasks set out in the performance goals. Discover how this can be applied to your district.

Jim Leffler, Program Director of Service to Schools, Northwest Regional Education Laboratory

Workshop A: Fundamentals of Performance Measurement and Management for Schools
This application workshop will detail a performance management framework with clear and succinct end-outcome goals as well as succinct performance measures to track successes. Establish and utilize performance measures to develop a tactical plan to improve positive school district management. Use “logic modeling” as a tool for establishing clear intermediate and end-outcome goals and measures. Effectively utilize performance indicators that are consistent with your district’s goals.
• Align and implement performance measures with district and school
goals
• Utilize best practices and innovative methodologies to build a comprehensive school performance management system
• Establish appropriate performance goals and measures that ensure
student achievement and federal compliance

Benjamin Neumann, The Performance Institute

Workshops Adjourn

The hotel and venue for 2005 School Performance Summit will be the Doubletree Crystal City. Also, for your convenience, a limited number of rooms have been reserved at the discounted rate of $153. Please contact the hotel by January 2, 2005 to receive the Performance Institute reservation discount. The Doubletree Crystal City will ensure that your
conference experience is not only educational but also comfortable and enjoyable in every aspect.

Doubletree Crystal City
300 Army Navy Drive
Arlington, VA 22202-2891
866-999-VIEW

Fees for attendance at 2005 School Performance Summit are as follows:

Conference: $1095
One Workshop: $395
Two Workshops: $595

Group discounts are available. Contact Raymond Pettis at The Performance Institute regarding group
rates for the 2005 School erformance Summit at 703-894-0481 or [email protected].

Administrative Note:
A $150 service fee will be charged on cancellations received less than three weeks from the date of the event. A credit memo will also be sent reflective of that amount, which can be used for a future Performance Institute conference.