001They got a laugh, which that would have too, but Dan said he's going to be uh popping in on Zoom, but his computer wasn't isn't charging. So, he's uh he's getting on there with his phone. Dan, is that you on the line? I don't think so. I have the link. Whoever is I have this screen sharing thing going on. on it too. Have you done this Jason this way where it's like an extended desktop? Oh, no. It's a It's an interesting experience. A new technological challenge. Go ahead. Which we are up for. Are we good? Are we ready? Okay. Awesome. We have our human resources committee meeting. We will go ahead and get started. It is now 5:30. Um the very first thing um on our agenda is letter A is our consent agenda. Um
002let's see that would be up for resolution for our full board meeting next week. Um or our team have been busy. The question I you know we'll we'll take questions and things like that. The thing that I noticed that I'm wondering about is that it seemed like there was um quite a number of paraprofessional resignations and three of those coming from one school. There seemed to be a yes pattern there. Um okay. Um so we're in open session. I can't talk about the individual specifics that led to any individual persons. Um I can talk in general that the uh documentation submitted suggests reasons other than the school itself and more along the lines of personal reasons. Um I I mean the feedback that we have gotten is related to personal information. So Okay. I I
003mean I don't know we just didn't know if there was a you know if there's an actual trend but like we've done our diligence as far as um exit survey information that kind of thing. So exit survey information is in process. So September is a super busy month that we're getting people onboarded and then by the end of the month we'll start looking at resignations that we need to send exit survey to. Um that being said, you know, exit survey is compiled so that we can identify trends that may be applicable that we need to address either good or bad. And um we would you know be looking for those trends once we get enough data that ensures that we can can um be confident that the anonymity of the people completing the surveys is
004protected because that is something that we promise to our employees and completing the data. when um Kim um what's the average time that we between someone resigns and we send a survey? Um, usually on a monthly basis we'll review as so I mean somebody will send a resignation um and then it might be a couple weeks before they actual leave. And I mean I will say it depends on what volume we're doing in other areas because right now our focus has been on onboarding both teachers and the number of people that we've just hired in non-ER certified roles. So, um, and then we're also implementing, uh, new pay program for support staff, which requires, uh, quite a bit of in detailed work as well as administering an educator compensation model leveling up pay adjustments. So,
005I mean, this month has been kind of busy. And is this a manual process that we send out? No, it's a it's um through a uh through school perceptions. We have uh we have a process that we go where we upload um information and then the exit survey is sent out by um school school perceptions on behalf of the district. So what are we what are we uploading? uh personal email address and work email address as well as their positions and um couple other like data fields that is there is there a way that we could automate this? I'm just you know when they take some burden off of you and you know someone you have a separation date as of this date they're separated we should be able to trigger something that automatically would
006you know alert them to send a survey or something. Is there a way we can we can do that? Sure. I we can check on um you know that's an outside software consultant so we can check with them to see if there is um most of the uploading when we have like a large number we do in batch you know we'll do them all at once. So I mean yes I can certainly check Fred and see if that's something that can be automated. I uh kind of wonder whether our tech tools that are available in that area are quite at the same level that would allow that. So I mean we have this information in Skyward, right? No, this isn't in Skyward. What do we have the I mean we have the information. Yes, we
007have it in Skyward. Um without getting into like the finer points of Skyward, we I would need to Do we keep do we keep like your hire date separation date and that information in Skyward? Sure. All right. I'm just wondering if that's something that you know we can utilize Skyward for with connection to school perceptions. We can certainly check with Skyward and with school perceptions to see if there's some bridge that can be crossed and to do that automatically. U so okay. Yes. one less thing in the midst of I don't know I don't know talked to Jason B about like another ID assignment for Jason Bow and so this isn't a go this is not a go do this request this is more of a wondering of you know is there is there something
008like for you looking at hey can I alleviate some of this workload sure okay makes sense back on that one I on HR for a year then often now back on again and a trend that I'm seeing is when there's a larger number of resignations the question comes up is there a possible reason is there something going on and then it follows up with a question of what does the data show us but I don't ever recall us circling back to the data again because well this hasn't happened or whatever do we have a process or a procedure to look at the data every three months something so we can start looking at trends as opposed to well here's something now what's happening now yes I care about what's happening now but I also care
009about the trend so if we don't have a process and a procedure can we maybe look into that in the up and coming months to have something to look at hey and maybe the questions you know if the survey questions are very personal where they're going to delineate who's who I understand I having that but then maybe we need a few general questions in there that we can pull from you know regarding work environment regarding pay regarding something so they are data pieces that we can pull just a thought just a question I don't need to can I just say with respect to a quarterly reporting I mean we we have cycles of resignations we don't usually have um enough termination volume throughout most of the year and we have people that and resign at
010the end of the year. um by August that tends to stop and for the teachers and pick up a little for the paras because the paras um get started a little bit later in terms of of um their work and then it usually drops off by October or November and then we're doing one off hiring for the rest of the year. Um and then it will pick up again in June or um shortly after the staffing plan is approved for the next year. So like quarterly quarterly data would betray individual responses because we don't have enough critical. I'm not saying it needs to be, but if we look at when there's two and three people from a single school, it just you wonder, but it could be, hey, in this economy, I can't afford to
011do what I'm doing anymore. I need to go someplace or hey, I'm getting married or, you know, and those things I, you know, we all understand that. But then at least we don't have to spend the time asking the questions again, you know, and and if you say, like you said, it's all personal, you know, mainly it's personal information, whatever, great. I'm good with that. But I guess it seems like it's always personal, you know, like, oh, they're leaving for personal reasons, but I don't I mean, I know it's it's tricky, you know, information to share. Um, I don't believe it's always personal stuff, you know. I mean, we've all had positions that we've left for various reasons or whatever and things like that, but we also have to be respectful if they said in
012a for personal reason, we have to accept that it's for personal reasons. Right. Right. So, our any other questions regarding any of the stuff? I know we got some res or uh retirements on there. Lot of hires, lot of staff appointments. You guys have been busy sending people through. All right. Any other questions regarding the recent agenda? So, coming out of the consent agenda, sounds like there's two questions as far as um not that they're urgent questions. Um but one, can the um exit survey information be automated? I think is one question. And the other question is mainly from a data perspective as far as reasons for leaving. Is that kind of I'm okay if we're not there yet. Mhm. But as we go into another year of it, note in the back of the
013mind that if that continues to be the question, then we might want to look a little deeper and general questions don't give you the the deeper piece of it. And that deeper piece of it isn't really for us anyway. that would hopefully go to Jared and hopefully deeper pieces are and you guys taken care of work on that right between Margaret and Jared sorry so I'm okay leaving the automated stuff planted the seed and we'll come back in the year okay I would say probably not in the year so much as we come around to hires or we're looking at um temporary subs or we're looking at contract negotiations. One of the key inputs should be why are people leaving? You know, why did we get what were the the reasons that people left and
014data on that so that because that would help us make the decisions on, you know, do we need more money? Do we need, you know, to change a couple things or the benefits? But and I think that would help us understand that Right now the p the the questions that are fill in the blank exit survey basically that's just between Margaret and Jared. Correct. Well, I shared that out with exit survey data a couple months ago last month. That all went there too. Okay. Yeah. Perfect. [Music] Okay. Anything else to add on that, Margaret? Okay. So, that will go up for resolution next week. Um, letter B, employee satisfaction survey action plans. Um we've got this was one of the um action items from last month um as far as um we had we were
015already aware of the positive behavior supports that we had listed last month um in our HR agenda um as far as awareness goes um because we had voiced that that was the number one thing coming out of the employee satisfaction survey. you know, that was the number one thing that um we were asking the board was asking um the administration to take a look at. It was already on their radar without us saying anything um because that's what the strong feedback was from the employee satisfaction survey. Um so that's not new information. Um but then we also have the draft strategic planning year one. So Margaret, what do you want to tell us? So um I think some of this was covered as I understand correctly at at the planning committee meeting. So um the
016sections of the strategic plan year one document that was pulled out are those that are specific to HR and were specifically designed to be responsive to identified issues in the um employee satisfaction survey. So if you look at this um the the document as it relates to um to inspired academic excellence and student growth. I mean some of this I don't know Jared or Jason do you want to talk about that aspect of how it ties to the um employee satisfaction survey? Yeah, talk about I think uh what I did was print the full one-year document. It's also in the planning committee if you want to take a look at that, but I only made two copies. I think it just helps provide context. And so if anyone wants a copy of this, the full
017one year, it I think it just would help for understanding. Anyone else? So from the previous anyone else and so I'll start just um can I I'm so sorry to interrupt I I just wanted to clarify for us. So in the past we kind of just to kind of set us up maybe or maybe you're working towards this interrupt me if needed. Um in the past we kind of had like some separate you know like um employee satisfaction had its own section apart from the strategic plan but it looks like from this that like we'd have like we had like a list of like one two three right we had when Jared first started we had and we didn't have really a strategic plan at that point and that was part of our challenge in
018terms of how do where do we put the results from the employee satisfaction survey and how do we use that information to integrate it into operation so that it's responsive to what people are telling us through the survey and so for lack of any other tool to work with we had done the employee satisfaction survey where Jared had um identified three areas that we were going to work on and during that period of time which we did and then in the meantime we had the development of a strategic plan which is part of into which the employee satisfaction survey data feeds. And so when we were talking about like how where where are we going to are we going to create this separate lane outside of the context of everything else that we're doing only
019responsive to the employee satisfaction survey or is are we really using this data to inform the strategic plan and whatever the goals are that are driven from that that and so the central office team met and we talked with Jared and he and you know the central office team was like well if we create this separate lane we're creating this off essentially offbook section of activity that really resides within the context of the goals that we're setting for the strategic plan which is where this document then came in and I know that it had been talked about at planning And then in talking with Jared, he um he preferred that we just use a strategic planning document. So we're not creating a whole separate folder that is not tied to anything other than um just
020that one particular ask. So this is where this document came up came from. Quickly add to that before Jason goes into it because I know he'll go into detail because some of us weren't at planning. This looks very different than the strategic plans we've seen in the past. The format, whatever. The information is still there. But when Jason takes you through it, you'll see there's just as much there, but a heck of a lot more. It's just getting our minds to shift to a different format. And it might be a little challenging for them to follow, Jason, just because when you pulled out the section for all in tuned. It doesn't have any headings. Yeah, that Yeah, I noticed that this afternoon. So, that's why I printed this. Yeah, thank you. Which I think is
021very exciting. Thank you, Margaret. Um, which I think it's very exciting, you know, for HR and I mean for all of us because, you know, we we've even kind of talked about that previously to have us all rowing in the same direction that we're all headed towards the same goal. And so, um, I find it exciting that, you know, that this piece is for HR and that it can be together. So, I just wanted to make sure that we understood, you know, where this was coming from. It's different than past structure. Um, and I I mean, I think it's exciting. So, okay. Thank you. Yeah. Um, just a couple reminders and I'll go through this quickly, but um, this is a draft, right? And, um, so we continue to get feedback. We have an internal
022uh team meeting I think this Wednesday with the goal of really solidifying year one. But this is a draft at this time. And I just made this chart up and this will become something that Lori Miller from Donovan Group will help us make more much more pretty than I I have, right? So it'll be more aesthetically pleasing, probably easier to follow. And so again, I'll just go through this quickly. At the top is just the mission, vision, priorities. Those are uh something that we'll we'll reconnect with there. And then our values, these are pieces that we've seen before, right? Draft version and become less draft. Uh those priorities are uh then the next box down inspired academic through innovative facilities just tried to codify them. What those some I don't know if they're definitions, but
023putting words to to what those mean, right? our our work groups and our community said well academics is important and student growth. So we're just saying well that means students will develop agency and skills to become leaders and innovators. So we're putting context to those words. Um the next box there on the print out there that I have and and the piece in the planning committee, they're not definitions of math, right? We're not defining what math is, but we're saying how we'll measure that, right? And so math is saying, well, we have these standardized tests from the state forward and then the ACT suite. So we'll look at that data, for example. And same with literacy. um postsecary preparation, post-secondary certifications, those get more technical, but we're saying like how what experience, student experiences will
024funnel into that data set, if that makes sense. Uh we have two of those, right? Postsecary uh credentials is on page two on the handout there. And again our working our our strategic planning work group made it clear that preparation for things after after our district is important. So that shows up twice and again trying to define the data sets that funnel into there. And then the last piece is our core values as uh work with working definitions that were um were crafted or or defined by our working groups and then planning group and then the full board. And so that's the the front matter of this really page one top of page two and what the handout is. I think as as Diana mentioned, I think one piece that is missing in the HR
025piece is like we're saying we're gonna have goals in math, literacy, postsecary, postsecary, and core values. That I think adds context. And so there's some data there. It's the work in progress and some goals, right? If you look at math, 24 25 goals, 52% it's a work in progress, but that's an example. And then again, I won't go through all these, but where those priorities show up, if you look on page three, Tina here, where those priorities show up are really along the left hand column, you see that academic inspired academic excellence and student growth shows up as here are the strategies that are aligned to that priority that's going to work to support math. And then the next column says what what in that category would we do to support um literacy for example
026and and and the departments that kind of will own that. So student services, special ed, curriculum instruction and then innovation and strategy. So let me pause there. That has been confusing for some. So I just want to make sure that makes sense. Doesn't that seem like a lot to go after all at once or or do they work together? They do work together and thank you. Many of these things, not many, some of the things are across the board, right? Uh uh staff engagement shows up in many columns. We're not doing five different staff engagement, but we're saying staff engagement and the data that we gather for that will impact what we do in mathematics because we want to get feedback from our staff and some of those are so you'll see some repetition and
027it doesn't as as Sam mentioned like you going to do 15 town halls. No. Right. We're saying that the town halls will have implications for each category. Does that make sense? Okay. Okay. And so, uh, I'm I'm on page four of the the hard document, and that's where you see all in team. And so, everyone has this piece for HR. Uh, the headings there again across the top are math. So, and then literacy and postsecondary, post-secondary core values. So what we're saying here as if you look at the math column we're saying that this year as it relates to all in team kind of the HR department that we're going to execute rapid cycle feedback RCF model of observation and feedback with certified staff and that's something new for our staff uh and it'll be
028aligned by building and principles and directors where we're really gathering feedback around one area that is identified by the by the teacher or principal and we give them specific feedback around that that one area. So if I can interrupt at this point in the employee satisfaction survey, one of the main things that we heard was a dissatisfier is I'm not getting recognized for the work that I'm doing or I don't have goals or objectives from my building administrator. And so this strategy in terms of rapid cycle feedback and the coaching that comes along with it, we've been working with John Schlender from CISA 6 to come in and spent have spent several days of a few hours each day working with John to develop strategies and techniques that provide for a more meaningful um evaluation
029structure and more meaningful feedback in terms of the individual uh teacher. So that there shouldn't be that um confusion as to the district has a plan. No, they don't have a plan or a vision. And this this strategy is meant to address that part of the employee satisfaction survey, but also the part where I get recognized for the work I do. So that is um a a significant change the way that we have been developing or evaluating certified staff over the last few years and should provide if we execute correctly which we are spending a lot of time on on making sure that we are working on executing u correctly. It should address that question of feedback and recognition and tying my work to a bigger plan and that comes from the principles in the
030building. Yeah. principles will work with teachers and then um directors Jenny uh Jared and I will work with principles and then you know similar it'll be connected to or very similar in nature to the very evaluation that the board would do with Jared over time. Okay. And so it'll all be aligned and similar in nature. So thank you Margaret. I'll just go down that column just to make sure we all from an HR lens providing year two of professional development just a reminder that last year was the first year and again this column is around math right so this is specific to math there was a new resource at the middle school level last year and there was pee from August to to June and this is just saying we'll execute year two of that
031professional development plan Okay. Um, the next one down again is just saying that again we will do a staff engagement survey in spring of 2 2025 gathering feedback and insights from our staff. Um, again we're we're writing down the things that we're doing align. So here we're saying we're going to do staff rounding both the fall and the winter and those have been calendared. And then the last one is that behavior piece that I think Sarah brought forward. And so again directly connected to what we saw in the stack engagement served around behaviors, right? and the communication part, the rounding, I mean, we know from last year that that was um very very successful and really did help to start to turn the tide in terms of people's response to uh uh hearing from administrators
032and having a voice that they felt was being heard by administrators. I think Jared had also done some additional staff meetings along that line. Um, I don't know if they were called town halls at that point, but this is meant to address that part of of the um of the survey where people were expressing concerns about not about administration um not being visible or administration doesn't really understand what we're doing or things like that. So like this is boots on the ground in the buildings um significant amounts of time talking face to face with staff members to collect information about um processes and points of improvement. So, and then the student behavior was also a an issue that has chronically been a dissatisfier in our employee satisfaction survey. And like you said, Tina, we had
033gone through that um last month. Let's move to the next column. Again, the header is literacy there. And so that's you'll see some repeats, right? Like I mentioned, we're not going to do a different rapid cycle feedback. is just saying that that piece will also influence our literacy and connected to the staff engagement survey. Uh the next one is different right uh we uh Jenny Bors and many others are are facilitating some great work around it's really connected to eight uh act 20 but also great literacy instruction. So all our elementary folks are going through this keys to literacy professional development uh starting in the summer and really continuing at their own pace but we have time dedicated on PD days for that to occur and so that's what that's means right we're saying that
034and then the the the left the last three are really the same and then I'll go to postsecary they're very similar again we see staff engagement rounding and the behavior one thing that the top one on both of those is that we worked with some teacher leaders to really dedicate uh some time on each PE day or elective or special focused collaboration time. And so, for example, on August 28th, uh Jesse Delmer and Sarah Tarpy led the CTE group. Uh they had their own time to talk about assessment practices, instructional practices. they spend time in a local uh business getting some tours and that's replicated in art, music and buy it as well. So that's what that means is that there's really time by kind of content area uh for folks to collaborate and that's
035been really positive thus far. And then please will they also then be a part of the rapid cycle feedback? Most teachers would most definitely Okay. All teachers. Okay. And then the last column is the inter core values. And uh the idea that we talked about in planning and that there's some to-dos for for us to do um is to the idea is to align our student engagement survey around questions around those core values. And so this is just saying well we we need to educate our staff around what those core values are and and then the other the remaining pieces are similar across the board. So that again falls into the category of volunte which is really facilitated by HR and I think you see many connections to the staff engagement survey. Does anybody have
036questions about Thank you for this team effort. Is Dan with us? I have one person. You see the skin, right? to see this in planning. Does he have any questions? Dan, do you have any questions about the all-in team? There should be a little microphone button or a little microphone picture on your phone that you can press. I'm not by any means speaking for Dan, but there's comfort knowing that he was part of planning, too. So, this isn't the first time that he's seeing it. Okay. That's not saying he doesn't have any questions. when it's not his first chance. Okay. Well, if he's able Dan, if you're able to pipe in whenever you can, go right ahead. Um, thank you Margaret and Jason. I and everyone else who worked on this. I think this I
037think this does encompass um you know the different things that we brought to the surface that the you know that that we saw as trends in that you know obviously you guys pulled these out. you guys are more the the investigators or the you know took a deep look as far as the employee satisfaction survey and um from the HR discussion and things like that. I think that this does you know check all the boxes as far as the things that rose to the top and the the different information and and the time that everybody took to share. And I think that that's really important too. I know we've had um a better staff um you know with Margaret's help we've engineered it so that we have you know more staff responses and I think
038that that's really important and I hope that um you know that staff also feels valued because from what they the the information and feedback that they are giving like this is a part of this implementation and so you know a lot of times it's you know you enroll people and and what you help create, you know, you can help understand and help support more and things like that. So, I really hope that that's, you know, that's viewed as far as like they've they've had input as far as this goes and so we thank them for taking their time um to be able to to give us that important feedback so that we're able to develop things like this. So, thank you very much. It's a it's a book big project. There's a lot of scope
039to it. Um, and I, you know, I know this these are things that we've talked about over the last, you know, few years. And so to see it kind of come together, I think is, you know, it's exciting. I have blueprint to to work. Yeah. We'll draft year two and three, which we have already, but it it it won't be set in stone, right? So if something comes along from our staff engagement survey or student engagement survey data, we'll be able to add that to the document um to be really responsive. So exciting. Okay, thank you very much. When you start to see things come together like starts to take a little bit more of a shape, we don't just have a clay blob. Um letter C, future agenda items. Um let's see. So we
040are taking a look um as far as for October. We'll have the regular consent agenda. Um we'll have the coach evaluation system. I know there had been a question on that last year. We had um had uh Mr. Jamie kept present as far as because we were going through the different evaluation systems and he presented on the the new system that he was using from for WIAA. So, he'll be able to give a report out on that. It sounds like um let me know Margaret if I'm speaking out of turn there. No, that's plan. Okay. There's the employee wellness committee update next month. Um the succession planning I know that had been also on our agenda a while back and there was kind of more of a general you know overview of it. Um the
041kind of feedback I got out of that was okay can we have something a little with a little bit more meat on it. um you know or there are SOPs you know it's um you know whatever whatever role someone has especially if it's um not just a general education you know position um all other duties as a sign can mean a lot of things you know and um being able to you know kind of preserve some of those things so we're just looking for a little bit more meat as far as that goes um and I think Margaret um in September there it's listed as school year calendar workg groupoup update that looks like that will then become an October. Um so we intend to bring if everything goes right, we intend to bring two
042drafts for um the committee to review to see if they are uh sufficiently planned out to release in a survey to staff and students. So So we'll be hearing more information on that and kind of the nitty-g gritties on on the details of what's been happening there. Um, does anybody have anything else for future agenda items? But I have a question on human resources policy either review, which is also listed for section one. Oh, are we shifting that like a November, you know, just somewhere down the road just because now October is getting pretty full. Yeah, that's a good question. And we just we have that as more of a placeholder if it was if it was needed. It's not needed at this time. Thank you. Good question. Yes. Um, so regarding the previous item,
043I was just wondering, you also had an attachment positive behavior supports building level structure. Y on there. Was that something that you were intend you guys were intending to go over or was that just there as supplementary material? So, we had gone over that last month when Sarah was here. So, we were going to do a read. True. Okay. Yeah, I was just Yeah. So that yeah, that one was just there as a supplement to know that um because from the the draft next to it, it refers to it. So we just wanted to be able to provide that information from there. So the whole package, so to speak. Yep. Anybody have anything else? Hopefully Dan is all good. All right. Well, see as how we have Oh, action items. Sorry. Action items coming out
044of this. Um, well, I'd say as far not an immediate action item, but it was as far as, you know, looking into the the potential automation um for exit survey information. Um, but I don't is there anything specific that we want as far as like coming out of the strategic planning information? I mean, I think that that's kind of that will take a life of its own. I think um there's basically been informal um action items through the school year calendar workg group. I mean, that's been um that's been ongoing, but it's not a specific action item coming out of this. Does anybody have anything else that they want to add on there? Okay. Right. I can't think of anything. Margaret, is there anything that you see that you would like? Good. Okay. All right.
045Sounds good. Seeing as that, we have no further business, we are adjourned at 611. Thank you all for your time. to clarify. It says next meeting date is at 5:30. Are we adjusting that to five o'clock? Okay. The Oh, good. While we're all in the room. Yes. Thank you. Um I had sent out a Thank you. Sorry. I take I retract the adjournment comment. Um no, thank you for that. Um you know what? I was just checking the emails that came in. Um, and it does it does look like as if um everyone can attend at 5:00 for next month. Um, because then another group is looking to have a meeting at 7 o'clock. Um, so we would be looking to have um our next HR Monday meeting on Monday, October 21st. However, with a
046start time of 5:00 p.m. instead of 5:30. I just want to make sure the the minutes reflected. Yeah. Yeah. No, thank you for that. selfishly to get brought on board, you know. Yeah. The next phase it seemed it seemed amanable to I heard from all the committee members and it seemed well there. I don't do not believe I included Margaret in that communication because I was checking with committee first. Margaret, does that work for you? That's fine. I'll send it to Lynn and let her know that that's what Okay. Wonderful. Wonderful. That would be great. Thank you for closing that loop for us. Okay. Now, anything further? Okay, super. We stand adjourned at 612. No, that's right. We needed to make sure to get that out there. machine in order.