2023-27 Strategic Plan
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PRIORITY 2
Staff: Recruit and value all staff to ensure satisfaction and retention
STRATEGIC OBJECTIVES
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2.1 Recruit high quality talent
STRATEGIC ACTIONS:
2.1A – Increase the number of jobs fairs hosted/attended to recruit high quality talent across the area and across the state of Texas.
2.1B – Strategically expand relationships with universities, colleges, and alternative certification programs to assist in recruiting high quality talent.
2.1C – Expand and enhance marketing program to support employee recruitment and retention efforts.
PROGRESS MEASURES:
- Number of job fairs hosted/attended (11 for 2022-2023: UTEP (2), Resident Job Fair (2), Teacher Job Fair (1), Support Personnel Job Fair (1), Western Tech (1), Texas Workforce (1), KFOX Job Fair (1), Ft. Bliss (1), Instructional Aide Job Fair (1))
- Applicant attendance/engagement (Tracked through sign in sheets, attendance, and engagement)
- Percentage of vacancies filled (Current for 2022-2023 96%)
- MOUs currently in place with Universities, International Universities, and/or Alternative Certification Programs as of 2022-2023 – 3
- Intentional meetings with Universities, International Universities, and/or Alternative Certification Programs prior to 2022-2023 – 2
- Expand recruitment from New Mexico to other out of state universities
- Explore international options.
LONG TERM MEASURES: (SMART Goal X to Y by Z (2027)
- Increase percentage of positions filled from 96% in 2022-2023 to 99% by 2026-2027.
- Increase number of MOUs in place from 3 in 2022-2023 to 5 by 2026-2027.
- Increase the number of intentional meetings from 2 prior to 2022-2023 to 6 by 2026-2027
- Increase number of intentional meetings to 4 with out of state and international universities by 2026-2027
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2.2 Capacity building of all staff at all levels
STRATEGIC ACTIONS:
2.2A – Provide all new employees with onboarding staff development.
2.2B – Provide access to resources and preparation to assist with future career pathways and acquire highly demanded certifications.
2.2C – Provide schools and departments direction on staffing needs to ensure appropriate credential updates are in place for retention purposes.
PROGRESS MEASURES:
- Training includes New Employee Orientation (NEO) and New Substitute Employee Orientation (NSEO)
- Current MOUs in place (3) offer resources to employees for continuing education and pursuing teaching certification (Texas Tech, UTEP, and Canyon University)
- Staffing meetings that include (2 total as of 2021-2022):
- Staffing needs (FTE)
- Stipends
- Certification Compliance/Needs
- Bilingual/ESL Programs
- Special Education Programs
- Fine Arts
- Athletics
- Other Special Programs
LONG TERM MEASURES: (SMART Goal X to Y by Z (2027)
- Shift NEO and NSEO training to an online platform:
- Safety
- Standards of Conduct
- Mental Health (Social Emotional)
- Worksheet pathway options; increase number of options by three by 2026-2027
- Increase number of staffing meetings by 2 by 2026-2027 for a total of 4 annually
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2.3 Employee satisfaction
STRATEGIC ACTIONS:
2.3A – Build trusting relationships with our staff, teachers and administrators by engaging with them to listen and improve SISD environments, processes and experiences.
2.3B – Provide employees with ongoing coaching and professional development to continuously improve culturally-responsive, rigorous, and relationship-centered service.
2.3C – Maintain competitive and equitable compensation for employees.
PROGRESS MEASURES:
- T-TESS Ratings, Survey, EPAC
- Professional Development Plan
- Alignment with TASB salary recommendations
LONG TERM MEASURES: (SMART Goal X to Y by Z (2027)
- T-TESS ratings to be at Proficient Levels or better for 90%
- Climate Survey Ratings to be between 4-5 for campus administrators, academics, school climate, etc.
- Adding gradually the TASB Salary Maintenance Program
- Turnover rate to be at 8.8% or less per year