Strategic Actions

Design and implement an equitable staff recruitment and selection process.

• Create blind resume review that has weighting.
• Create a blind performance task.
• Create a scoring system.
• Create parameters for selection team.
• Create a quarterly data review system to compare selection team data for recent hires and effectiveness of revised processes.
• Develop a profile of a DMPS employee – mindsets and beliefs.
• Review, revise, and require interview questions that address inequities (i.e. give questions ahead of time).
• Create an interview checklist to align practices across the system and have hiring participants complete a survey to verify at the end of the process.
• Train personnel managers and hiring managers on the new system.
• Add selection results and post interview checklist into data management system for accessibility.
• Partnering and recruiting at HBCUs and conferences such as NASBE.
• LinkedIn targeted recruiting.

Key Results

• 100% of selection teams meet selection team parameters.
• 85% of hires match the DMPS employee profile.
• Quarterly data analysis demonstrates a reduction in bias in the process for at least 80% of interviews.
• 100% of personnel and hiring managers are trained.
• 100% of personnel and hiring managers are implementing the hiring process with fidelity.

Strategic Actions

Design and Implement a Staff Retention Strategy

• Review and revise how we place our teachers and leaders of color.
• Maintain and grow affinity spaces.
• Create a feedback plan to lift up voices of our People of Color to identify key areas of strength and improvement.
• Create a focus group to analyze the data from feedback to make recommendations on systemic changes needed to create a safer environment for People of Color.
• Audit progressive discipline policy for disproportionality and misalignment to values (especially restorative practices).
• Based on the outcomes of the audit, revise progressive discipline policies and actions – definitions, enactment, data review on proportionality (with DMEA).

Key Results

• 95% of Staff of Color report that they are leaving for reasons other than racial bias on their exit interview.
• 100% of staff of color who represent have access to an affinity space.
• 80% of Staff of Color participate in feedback experiences.
• 100% of staff and leaders trained on revised discipline procedures/processes.
• 100% of pay groups will have a comprehensive pay analysis completed.
• Variance between racial groups experiencing discipline will fall within +/- 5% of all staff.

Strategic Actions

• Define “well-being” in collaboration with union leadership.
• Create a tool to examine institutional practices and systems that impact staff “well-being” based on collective definition.

Key Results

100% of executive leadership, tactical leadership, and building leadership are trained in using the well-being tool.

Strategic Actions

Examine/audit each system through the criteria of well-being.

Key Results

100% of executive leadership, tactical leadership, and building leadership are trained to utilize the well-being tool.

Strategic Actions

Create an inventory of supports we can provide staff when needs arise professional and personally (utilize stay interview answers on responses that would have helped as a resource).

Key Results

Increase Gallup survey data on “my organization cares about my well-being” from the 54th percentile to the 80th percentile.

Strategic Actions

Design and implement a tool to monitor and measure building and district professional learning effectiveness inclusive of culturally responsive pedagogy/learning.

Key Results

90% of the staff will respond favorably on the tool that speaks to culturally responsive pedagogy/learning.

Strategic Actions

Design and implement an onboarding process for new employees that prioritizes culturally responsive knowledge, skills and mindsets.

Key Results

100% of new employees receive year one culturally responsive learning priorities within the first 60 days of employment.

Strategic Actions

Executive, tactical, and building leaders identify priorities for culturally responsive learning in CPSP/OKRs.

Key Results

• 100% of buildings and departments will demonstrate in their CPSP/OKRs how and where culturally responsive professional learning is happening.
• 100% of leaders trained on impact created when putting staff of color in a position to be unofficial brokers to communities of color.

Strategic Actions

Collaborate with union leadership regarding coaching/accountability conversations around the need for growth in the area of cultural responsiveness.

Key Results

All staff will have a cultural responsiveness rubric component in their evaluation.

Strategic Actions

Create team or role with responsibility for knowing/monitoring local, state, and federal legislation, DOE/BOEE conversations affecting culturally responsive professional learning to reduce fear and prevent distraction from the work.

Key Results

Increase Gallup survey data on “feel safe in my work environment” from the 30th percentile to the 80th percentile.

Strategic Actions

Establish a task force of staff and evaluators to design a training for leading a meaningful growth-oriented performance review experience through the evaluation elements, including rubrics, student outcomes and 360 reviews.

Key Results

100% of employees impacted are trained on the new evaluation system.

Strategic Actions

• Implement the new performance review system with appropriate training and cascade across employee groups.
• Design and implement the tool to measure the impact outcome on the employee’s experience.

Key Results

100% of evaluators implement the new system with fidelity.