Department of Defense Education Activity

Learning is an active process of discovery where we cultivate curiosity, perseverance, and the desire to learn.


Dear Parents, Students, Staff, and Members of Our Community,

DirectorDoDEA’s Vision, Excellence in Education for Every Student, Every Day, Everywhere, is a powerful statement summarizing our responsibility to the students, families, and communities we serve. Our Vision was especially relevant this year, as we transitioned to a remote teaching and learning environment in the face of an unprecedented international pandemic. I am very proud of all our DoDEA employees, from our educators who quickly learned new technologies and continued to provide our students a world-class education, to our support and staff personnel who assisted in making that happen throughout the COVID-19 pandemic. I am also proud of the resilience shown by our students and their parents during this challenging time. I ask that you read this document with the understanding that a great deal has changed since we met as a Strategic Plan Steering Committee in December 2019. During the COVID-19 pandemic, we stretched our boundaries and developed innovative ways to achieve our Mission. Often, in the midst of crisis, we realize new limits to our abilities and find we can reach much greater heights than ever imagined. DoDEA educators and staff showed remarkable flexibility and innovation as they continued educating DoDEA students. As a result, while our Strategic Initiatives will remain consistent, some Critical Success Factors may shift due to paradigms that were shattered and innovations explored. When the Committee reconvenes to discuss the Blueprint, we will analyze these lessons learned and adjust accordingly. The Blueprint for Continuous Improvement defines how we will fulfill our Vision moving forward. The Blueprint’s Strategic Initiatives and associated Critical Success Factors (CSFs) are multi-year actions designed to drive DoDEA’s Goals. Each year, our attention will shift from what we have accomplished to the actions we must complete to progress forward. For Fiscal Year 2021 (FY 21), I have identified four focus areas within the Blueprint. These areas are our next steps as we drive innovation, organizational growth, and progress to support military-connected students.

Focus Area 1: Improving Instruction
Strategic Initiatives: 1.1 Data-Informed Instruction, 2.1 Focused Collaboration, and 2.2 College and Career Ready Standards
Instruction is a pillar of our Vision to provide Excellence in Education for Every Student, Every Day, Everywhere. We relentlessly pursue excellence through continuous improvement, reflecting on our current practice, and finding ways to better support students. In FY 21, we will emphasize the work we began with College and Career Ready Standards through a renewed focus on the tools, time, and resources we leverage to improve instruction.

Focus Area 2: Organizational Performance and Accountability
Strategic Initiatives: 1.1 Data-Informed Instruction and 4.1 Comprehensive Planning
Accountability is our obligation to take responsibility for our performance as we carry out our Mission. Our Performance and Accountability System will enable all employees to clearly connect their daily work with their impact on student success. Over FY 21, we will implement a robust accountability system, align our metrics to track our progress, utilize action plans to inform our organizational way forward, and monitor our progress using data to inform our decisions and work.

Focus Area 3: Recruit, Develop, and Retain our Talented Workforce
Strategic Initiatives: 3.1 Ensuring Workforce and Human Capital Capacity and 3.2 Promoting Employee Engagement
As measured by the Federal Employee Viewpoint Survey (FEVS), DoDEA employees are committed to our Mission. We know how our work relates to DoDEA’s Goals; we feel our work is important; we like the work we do. However, the FEVS also shows that there is more to do as we recruit, develop, and retain employees and increase engagement throughout the employee career life cycle. In FY 21, we will focus our efforts on recruiting the most talented candidates and increasing engagement and satisfaction throughout their time with DoDEA. To recruit employees, we will develop a systematic plan to connect with potential applicants and meet DoDEA’s targeted talent and demographic needs. We want our team to feel like they can make a home with DoDEA, so we will develop Career Pathways to provide avenues for professional growth that balance employees’ aspirations with DoDEA’s future talent requirements. By thoughtfully investing in recruitment and development, we will positively impact employee engagement at each stage of the career lifecycle. Our Human Capital Plan (HCP) will document the plans for achieving this Goal. In line with Office of Personnel Management requirements, DoDEA will maintain a HCP that details how we implement human capital strategies in support of the Blueprint.

Focus Area 4: Building Capacity to Implement and Sustain Core Initiatives
Strategic Initiatives: 3.1 Ensuring Workforce and Human Capital Capacity, 4.1 Comprehensive Planning, and 4.3 Information Technology (IT) Modernization
In FY 21, we will focus on several core tools in support of the Blueprint that will enable us to continue to build the foundation for success. These tools include Student Information System (SIS), Employee Learning Management System (LMS), Project Portfolio Management (PPM), ServiceNow applications, creating business efficiencies through Process Improvement and IT application rationalization, and updating our Concept Vetting process. In an effort to help everyone understand how we have moved the organization forward, we will continue to publish our Annual Report online at www.dodea.edu/blueprint. As a school system, we will continuously analyze our progress and adjust our organizational direction to accomplish our Mission, Vision, and Core Values. As a DoDEA community, together, we will continue to Educate, Engage, and Empower military-connected students to succeed in a dynamic world.

Respectfully,

Thomas Brady

Thomas M. Brady
Director, DoDEA

Excellence in Education for Every Student, Every Day, Everywhere

Blue Print Forward - Air Force Family

The Department of Defense Education Activity (DoDEA) is the Department of Defense component charged with providing high-quality education for military-connected students domestically and overseas.  DoDEA operates 160 schools in eleven countries, two territories, and seven states and serves over 70,000 students.

The Blueprint for Continuous Improvement (Blueprint) is DoDEA’s strategic plan for school years 2018/19 through 2023/24.  This document is the third annual update to DoDEA’s Blueprint for Continuous Improvement.

A blueprint is an actionable plan that communicates and guides the work of all involved in a project.  It is flexible and is updated as the project develops.  This is also true of the DoDEA Blueprint, which serves as the foundation for all planning within DoDEA, directs our collective energies and resources, and adjusts as progress is made and the environment shifts.  The annual updates provide evidence of DoDEA’s commitment to continuous improvement.

Like Volumes I and II of the Blueprint, Volume III contains a description of the Blueprint’s purpose, an overview of the planning process, and details of the plan’s specific elements.  Volume III also includes a summary of changes from previous volumes and a description of the process employed to identify the necessary adjustments.



As a DoDEA community, we take great pride in our history of fulfilling our Mission.