Okay? Let's dive right into it. Welcome to another visual guide.
Our focus today is to decode those regulations that truly impact the day-to-day operations of the state education network. For those working in the CEDUC (São Paulo State Education Council), understanding performance evaluation metrics is literally the foundation for school planning and success. Today we're going to demystify the brand-new joint decree Sucor SUPED number 3 of 2026.
The idea here is to transform a super technical text into a clear, structured, and very visual overview, being didactic and illustrative to make everyone's life easier. Let's go. To make everything very didactic, we've divided this heavy regulation into five easy-to-follow visual steps.
They are: one, the new evaluation decree. Two, the three colors of the traffic light. Three, rules for the management team.
Four, projects and other modalities. And five, the assessment period. Step one, the new evaluation decree.
Let's understand the official context of all this. Our starting point is July 1st, 2026. It was precisely then, with the publication in the Official Gazette, that Joint Ordinance Sucor SUPED number 3 came into effect.
And what does this document do in practice? It defines all the complementary rules for the diagnostic stage for the teaching staff . It's an update that directly relates to the resolutions from 2025, impacting both part-time schools and those in the full-time education program.
Basically, this is where we confirm how each educator's grade will become a visual result on the dashboard. Let's move forward and see how all this takes shape in step two, the three colors of the traffic light. To illustrate, the very first critical milestone that everyone will notice during the calculation is this 50%limit.
It's a real watershed moment. If, after adding up the indicators, the performance doesn't reach this minimum percentage, it already generates an immediate visual consequence in Cinel. It's the number one point of attention.
On the other hand, the second major performance milestone that the regulation introduces is the 80%mark. Meeting or exceeding this target means reaching the highest level of evaluation in this diagnostic stage. This completely changes the system's visual response, signaling a very positive performance within what SEDUC expects.
This brilliantly illustrates how those somewhat abstract percentages become something super concrete on the panel we access, translating the first article into colors. If the final grade is below 50%, the red light comes on. If the performance is somewhere in the middle, from 50%to just shy of 79%, the light turns yellow.
Now, if it hits 80% or higher, then the light turns green. It's a quick, visual, and highly standardized indicator of the diagnostic performance in the network. There's a detail here in article 2 that is absolutely crucial.
It changes the wording of a previous ordinance and states explicitly that the light color is determined by the sum of the indicators according to the performance of each professional. It's really worth paying attention to this, according to performance. This phrase is key to everything.
It acknowledges that the state network has professionals performing very different functions on a daily basis, so it wouldn't make any sense to evaluate everyone with the same yardstick. Do you agree? And that's exactly what opens up space for us to talk about the exceptions to the rule.
Which leads us to step three, rules for the management team. Article three is super transparent about this. Think about it, the general rule for those in the classroom depends a lot on the daily class indicator, right?
But for the trio and manager, it's different. Principals, vice-principals, pedagogical management coordinators, and general coordinators simply won't have the class diary included in their final grade. And between us, that makes perfect sense.
After all, the routine of those in management is totally focused on the administration and pedagogical leadership of the school in general, not on filling out the diary for a specific class. And there's a second group that also gets very specific rules in step four, projects and other modalities. What's really interesting to observe here is how the legislation addresses the lives of teachers working in programs and projects.
Just like with management, requiring class diaries from these people would be completely unrealistic. So, the ordinance makes a surgical change: the class diary is replaced by a brand-new indicator called " performance in programs, projects, and other modalities. " And the basis for calculating this is the professional's own attendance records and actual performance in their project.
Literally a tailor-made metric. Finally, we arrive at the most practical part of all in step five, the assessment period . Still in article three, we have the exact schedule for these project participants we just mentioned.
This new indicator has a very well-defined time window for measurement. It starts exactly on March 3, 2026, and goes until June 15, 2026. It is precisely within this interval that the data will feed the system to close that sum and turn on the correct color on the traffic light.
For those working in these areas, keeping these dates in mind is absolutely fundamental for organizing the semester's routine. So, the crucial point of all this is the following: Ordinance number three didn't just change the text of the law. It creates an environment of total visual transparency.
By displaying everything in red, yellow, or green, while simultaneously respecting the differences within the network— removing or changing indicators for those managing special projects—the system delivers very quick and real feedback on how the work is flowing. And the big question for all educators is: with this clear, segmented visual display shining so transparently on the dashboard, how will the pedagogical strategy and decision-making within schools evolve and adapt this year? The reflection then becomes how to absorb this feedback into daily educational life.
