CASE STUDIES
CASE STUDY: MATTESON SCHOOL DISTRICT 162
Transforming PBIS Implementation in SD162
BEFORE:
The Challenge
SD162, a six-school district, faced significant challenges in implementing Positive Behavior Interventions and Supports (PBIS) effectively. A key indicator of these struggles was the high number of schoolwide discipline referrals, which exceeded the district’s per-pupil average.
District leaders recognized that a multi-tiered system of support (MTSS) was necessary to increase the capacity of school leaders and PBIS coaches. The goal was not just to reduce office discipline referrals (ODRs) but also to empower staff to address student behavior using evidence-based PBIS tools and strategies proactively.
THE STRATEGY:
A Targeted Approach to MTSS & PBIS Implementation
To address these challenges, E3 Consulting Solutions designed and implemented a strategic, multi-phase approach focused on:
Building Staff Capacity – Ensuring all stakeholders understood the integration of MTSS and PBIS as foundational to behavior support.
Empowering PBIS Coaches – Providing PBIS coaches with the skills and tools needed for successful implementation.
Developing Leadership in School Climate & SEL – Supporting administrators in fostering adult social-emotional learning (SEL), addressing bias, and improving cultural competency in student behavior management.
Data-Driven Decision-Making – Equipping district and school teams to use data strategically to guide PBIS implementation and improve student outcomes.
THE PLAN:
A Systematic, Data-Driven Framework
1. Districtwide Needs Assessment & Baseline Analysis
Conducted a districtwide PBIS audit and SWOT analysis to identify key strengths, weaknesses, and opportunities.
Reviewed two years of historical discipline data to establish a clear baseline and set district expectations for PBIS success.
2. Stakeholder Education & Goal Setting
Educated all district stakeholders on MTSS principles and their role in PBIS implementation.
Clarified roles and responsibilities for PBIS teams, RTI coaches, and administrators.
Established SMART goals for each school and created a comprehensive PBIS action plan informed by data and stakeholder input.
Conducted a districtwide school climate survey to gather feedback and refine strategies.
3. Implementation, Monitoring & Support
Launched a Professional Learning Community (PLC) for administrators and school climate coaches, providing continuous professional development.
Progress-monitored action plans across all six campuses, focusing on seven foundational PBIS implementation tasks.
Provided ongoing technical support and coaching for PBIS leaders, ensuring effective use of PBIS tools.
Monitored ODR rates per campus, making data-driven adjustments to intervention strategies.
THE IMPACT:
Measurable Transformation
The results of the strategic PBIS and MTSS implementation were clear and substantial:
66% reduction in Office Discipline Referrals (ODRs) districtwide.
ODRs dropped from 4,286 in SY23 to 2,849 in SY24 across six campuses.
Increased staff confidence and capacity to manage student behavior proactively.
Enhanced cultural competency and SEL integration in PBIS practices.
Conclusion: A Sustainable PBIS Framework
Through a data-driven, capacity-building approach, SD162 transformed PBIS implementation, ensuring long-term success in supporting positive student behavior. By aligning PBIS with MTSS, the district not only reduced discipline referrals but also built a stronger, more proactive school climate.
This case study demonstrates that with the right strategic approach, districts can create lasting change in student behavior outcomes and staff capacity.
What they said….
“Thank you Joyce. You are a game changer…”
Christina King
Assistant Principal
School District 162
Dr. Chip Johnson
Chief Of Staff, Matteson School District 162
Former Chief of Schools, Chicago Public Schools
“Joyce Debrah has been at the forefront of academic and social changes in the fields of Social Emotional Learning and Multi-Tiered Systems of Support.”
Joyce Debrah has been at the forefront of academic and social changes in the fields of Social Emotional Learning and Multi-Tiered Systems of Support. The structures she implements for creating change in schools and Districts, specifically those color, as evidenced by the academic success we have seen in the data at the end of our school year. I am very confident of Joyce's ability to transform lives through MTSS/SEL, as she has done great work in the Chicago Public School System and District 162 in the South Suburbs of Chicago.
EDUCATE. EQUIP. EMPOWER.
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BUILDING CAPACITY FOR LASTING IMPACT.
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EDUCATE. EQUIP. EMPOWER. — BUILDING CAPACITY FOR LASTING IMPACT. —
CASE STUDY: NORTH LAWNDALE EMPLOYMENT NETWORK
Building a Data-Driven Culture and Performance Management System at NLEN
BEFORE:
The Challenge
The North Lawndale Employment Network (NLEN) faced challenges in establishing a data-driven culture and performance management system to enhance organizational effectiveness. While NLEN had a strong mission and dedicated leadership, there was a need for structured performance management processes, transparent communication, and capacity building to align efforts across departments.
Key challenges included:
Lack of a systematic approach to performance management.
Limited organizational alignment in decision-making processes.
Gaps in data utilization to drive strategic improvements.
Recognizing these barriers, NLEN engaged E3 Consulting Solutions (E3CS) to implement a strategic framework that would transform the organization's approach to leadership, data, and operational efficiency.
THE STRATEGY:
Capacity Building & Transparent Communication
E3 Consulting Solutions developed and facilitated a multi-tiered strategy focused on:
Establishing C-Suite Updates for Transparent Communication
Conducted weekly meetings with NLEN’s Chief Strategy Officer to review progress.
Facilitated executive leadership updates upon request to discuss organizational observations, areas for improvement, and real-time strategic planning.
Ensured that leadership had access to ongoing insights to drive alignment and efficiency in decision-making.
Building Organizational Capacity for Data-Driven Decision-Making
Designed and implemented training programs to foster a performance management mindset.
Provided coaching to strengthen leadership’s ability to use data for goal-setting and strategic adjustments.
Established frameworks for continuous monitoring and evaluation to ensure sustained impact.
Creating a Culture of Accountability and Strategic Improvement
Encouraged a shift from reactive to proactive performance management practices.
Integrated key performance indicators (KPIs) to track organizational effectiveness.
Developed an action-oriented approach to resolving operational challenges.
THE PLAN:
A Systematic Approach to Performance Management
1. Regular Executive Strategy Sessions
Conducted structured C-Suite briefings to discuss key challenges and opportunities.
Provided data-driven insights to support leadership decision-making.
Encouraged open dialogue to align efforts across departments.
2. Leadership Development & Capacity Building
Delivered professional development focused on effective data utilization.
Conducted coaching sessions on strategic planning and accountability.
Provided tools and frameworks to support ongoing leadership growth.
3. Data-Driven Culture & Performance Monitoring
Developed clear performance management structures.
Equipped staff with methods to analyze and interpret organizational data.
Implemented strategic planning initiatives to enhance efficiency.
THE IMPACT:
Transforming NLEN’s Performance Culture
By implementing a structured performance management system and fostering a data-driven culture, NLEN experienced measurable improvements in organizational effectiveness.
Key Results:
Enhanced strategic alignment through regular executive updates.
Increased leadership capacity in using data for decision-making.
Established a culture of transparency and accountability across teams.
Improved staff performance and operational efficiency with structured data-driven decision-making.
Conclusion: A Model for Sustainable Organizational Growth
Through a strategic, data-driven approach, E3 Consulting Solutions empowered NLEN to enhance leadership effectiveness, improve staff performance aligned to organizational goals, and foster a culture of professional excellence.
This case study highlights the power of structured performance management and transparent communication in driving sustainable change in nonprofit organizations.
Is your organization ready to improve staff performance and build a positive and data-driven organizational culture? Contact E3 Consulting Solutions today to implement a strategic framework for long-term success!
What they said….
Brenda Palms, CEO
North Lawndale Employment Network
“Working with you unquestionably, delivered the right tools and technical and cultural competency with heart and soul.”
On behalf of our NLEN staff, we thank you for the outstanding professional development and capacity-building consulting services of E3 Consulting. Working with you unquestionably, delivered the right tools and technical and cultural competency with heart and soul. Our emerging leaders are more confident and better equipped to contribute to our FY24 strategic planning fully. Thank you for your leadership, patience, and passion for strengthening our community and human-centered workforce development practitioners.
Chasda Martin
Chief Strategy Officer,
North Lawndale Employment Network
“Joyce’s coaching to me as a member of our executive team and our team, as a whole; has been substantive, accurate, and very effective.”
Joyce’s coaching to me as a member of our executive team and our team, as a whole; has been substantive, accurate, and very effective. It is clear that Joyce draws across several disciplines to deliver high quality coaching. Her praxis is versatile as she seamlessly moves from empathetic listener to laser focused instructor, and yet, leaves you with practical recommendations that just land on target. I have certainly grown from Joyce’s coaching and now enjoy new tools and techniques for the journey ahead.
Jacqueline Wojcik
North Lawndale Employment Network
Human Resources Manager
“…she was able to identify key weaknesses that we didn’t see…”
Joyce came into our Organization at a time when there were concerns about our strategic direction. Through her thorough assessment and S.W.O.T. Analysis, she was able to identify key weaknesses that we didn’t see, and provided guidance and support for opportunities towards our mission-driven strategic plan.
