Madison Metropolitan School District Strategic Framework
Priority Area IV: Thriving Workforce
Cultivate a work environment
that attracts, develops and retains top talent.
We believe the
following high-leverage district actions will help to increase the quality and
diversity of our workforce, while elevating the profession of teaching and
raising the morale of our teachers and staff. We
believe that it is our job to create a work environment that is challenging AND
rewarding. When we hold high expectations for all employees and support them in
meeting those high expectations, morale increases dramatically. We also need a
talented workforce that better represents the diversity of our student
population. Students must be
taught by excellent teachers and staff members who are thriving professionally.
- Overhaul the recruitment, hiring and induction processes for all roles at all
levels of the system, with an immediate focus on the process for recruiting,
hiring and developing new principals.
a professional learning approach that defines high-quality professional development and provides tools and resources
for the design of high-quality professional development at every level. Develop
an approach to evaluation that ensures professional development is effective.
- Successfully implement new evaluation systems for teachers,
principals and central office staff anchored in a common understanding of high-quality,
standards-based instruction. Successful implementation will include a coherent,
fair, reliable and valid evaluation process that leads to continuous
a process for building-based problem solving to respond to school-level issues, building on the work
that began at Memorial High School in which principal and union representatives
worked collaboratively to solve problems at the source.
Grow Our Own Program
Maria Covarrubias began her career as a Bilingual Resource Specialist and, through the Grow Our Own Program, is now a teacher at Huegel. She completed her master's degree and also received the Nemec Distinguished Elementary Education Award from the UW Madison Her son Jorge Covarrubias is the Assistant Principal at Kennedy Elementary School. Three of Maria’s five children are now education professionals.
- Conduct an audit of current recruitment, hiring and
induction practices and strategies. This includes examining "grow our own" practices as well
as the use of existing and possibly external programs and resources.
- Develop and establish
a principal talent pipeline and improved induction process for new principals.
- Establish district standards for high-quality professional
learning that includes an approach to the evaluation of professional learning.
- Incorporate a professional learning plan in the School
Improvement Plan. This includes a strong focus on school-based coaches
providing job-embedded coaching and professional learning.
- Recalibrate School
Support Teams to provide ongoing differentiated support to schools.
- Engage a select group of principals and union
representatives in the development of a protocol and process for collaborative
problem-solving at the school level.
Metrics for Monitoring
- Increased quality and diversity of applicant pool
- Increased diversity of hiring
- Staff retention rate
- Timely completion of educator evaluations beginning in 2014-15 with the launch of new evaluation system
- Evaluations of district-level professional development