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GOAL 3: Motivated, High Performing, Diverse Workforce
The DoDEA workforce will be motivated, diverse, and committed to continuous professional growth and development resulting in exemplary performance and optimum student achievement.
Outcome A: Personnel Management Practices
In support of student achievement, administrators at all levels will continually recruit, hire, support, evaluate, and recognize personnel in order to retain a highly diverse, motivated and committed workforce.
Measures
- The percentage of educator vacancies filled prior to the start of school will be measured and recorded. Records of the number of positions filled prior to the start of the school year will be kept. Employee job satisfaction will be measured by item 10 on the on-line survey.
Outcome Milestones
By SY 2003:
- DoDEA recruitment efforts will focus on minority recruitment events and activities.
By SY 2004:
- A personnel management system will be developed to facilitate a timely filling of educators' vacancies.
Implementation Milestones
By SY 2003:
- Collect baseline data relative to diversity in workforce and student population.
- Collect baseline data on percentage of vacancies filled at school start.
- Complete revisions of the performance appraisal system to ensure that it recognizes and rewards high performance, motivation, and commitment to supporting student achievement.
- Incorporate new technology in support of improvements in the recruitment and hiring process.
By SY 2004:
- Implement a revised performance appraisal system.
- Assess effectiveness for each strategy used in attracting a diverse workforce.
Outcome B: Continuous Professional Development and Training
Personnel at all levels will participate in ongoing professional development and training to support standards that enhance job performance.
Measures
DoDEA will continually measure the availability and effectiveness of professional development and training activities and programs. All development and training opportunities will meet the standards of high quality as defined by the National Staff Development Council's Standards for Staff Development and will lead directly to enhanced job performance. Measures will include:
- The number of professional development and training opportunities that are aligned with CSP goals.
- The percentage of employees who indicate that professional development offerings meet their needs to improve job performance.
- Evidence of growth in classroom/school practice using the Quality Indicator Map.
Outcome Milestones
By SY 2004:
- Professional development and training opportunities will be aligned with CSP goals.
By end of SY 2006:
- All schools will demonstrate an average gain of one level per year until reaching the highest level on the Quality Indicator Map in designated content and program areas.
Implementation Milestones
By SY 2003:
- Adopt instruments for assessing the impact of professional development and training on performance.
- Identify or develop tools to assess and prioritize the professional development and training needs of employees.
- Explore the use of current technology and other best practices to support improvements in professional development and training events and activities.
- Use the National Staff Development Council's Standards for Staff Development and the Interstate School Leaders Licensure
Consortium (ISLLC) Standards for administrators as a guiding tool for planning staff development.
By SY 2005:
- Develop and implement strategies for improving the efficiency and effectiveness of the development and delivery of professional development and training opportunities at each level.
