2. Staff Culture

3. Agenda 3:00pm-3:10pm (10 min.) Why Staff Culture?
Staff Survey Results and Findings                              
3:40pm-4:10pm  (30 min.)        
What are the 5 traits for a successful staff culture?                   
4:10pm-4:50pm (40min)
Read and Analyze Staff Survey Results (Building Level)
4:50pm
Closing
Homework: Be Prepared to Share Reflections from July 8th Session          

4. Why is staff culture important?

5. TAS Staff Survey Analytics 2012-2014
Survey Administered: October 2012/April 2013/November 2013
Entrance Interviews: 20 (Fall 2012)
Response Rate: 55.67%
Fall 2012: 59%
Spring 2013: 68%
Fall 2013: 40%
Total Staff: 43 167  209
EdPower Network : 3  21  25
Tindley Accelerated School: 24
Tindley Preparatory Academy: 37
Arlington High School: 58
Tindley Collegiate: 30
Tindley Renaissance: 35

6. Staff Response Rate

7. Staff Response Analytics
Fall Fall 2013 Academic Year – (Avg) 55.67% Response Rate

8. Staff Response Analytics
Question
Yes -Fall 2012
No - Fall 2012
Yes - Spring 2013
No - Spring 2013
Yes - Fall 2013
No - Fall 2013
Do I know what is expected of me at work? 82 9 95 12 81 3
Do I have the materials and equipment to do my work well? 73 18 67 45 65 19
At work, do I have the opportunity to do what I do best everyday? 63 28 74 38 69 15
In the last seven days, have I received praise or recognition for doing good work? 17 70 42
Does my supervisor, or someone at work, seem to care about me as a person? 84 7
103 10 80 4
Is there someone at work who encourages my development? In the last six months (if applicable), has someone talked to me about my progress? 76 83 29 11
(76/8, 69/15)
At work, do my opinions seem to count? In the last year (if applicable), have I had opportunities at work to learn and grow? 21 77 35 71 13
(70/14, 72/12)
Does the mission/purpose of EdPower make me feel my job is important? 8 86 26 75
Are my co-workers committed to doing quality work? Do I have a best friend at work? 91
(80/4, 62/22)
Fall Fall 2013 Academic Year – (Avg) 55.67% Response Rate

9. Tindley Accelerated Schools Teacher Comments
“It is clear what is expected of me, however the amount of work expected I often times feel isn't understood for one person to complete in the given amount of time allotted.”
“I don't have any supplies. I wasn't given any so what I have is stuff that I've gotten myself.”
“Yes, whether it is verbal or written I am always receiving encouraging words from staff and admin.”
“One of the machines does not staple or hole punch, which only makes it possible to use one machine for our entire staff. With the learning ladders that we are required to print each week, this makes printing and copying stressful and irritating.”

10. Tindley Accelerated Schools Teacher Comments
“In an already demanding and time consuming job, more so than other networks and districts, admin demands a great deal from the teachers here. This is not problematic in itself as demands and expectations should be high for any high quality mission. The issue I take is that it seems and feels to many that teachers must be much more than teachers. Again, this is not an issue in itself; when teachers come to the network, many are fresh to the profession. I understand the value of having a knowledge base and understanding of backward design and atlas. However, I think turnover would dramatically reduce if teachers were able to spend more time perfecting their crafts of teaching within the classroom.”

11. Tindley Accelerated Schools Teacher Comments
“I would like to be pushed harder to become a more effective teacher and I do not feel like I am. I can learn on the job, but I don't think that's best for the scholars. I would really like a rubric and longer observations, at least at semesters, so I can watch my growth. Through this I can receive advice on how to become more effective.”
“I feel that teacher input is valued by all administrators.”
“I have never had an evaluation.”

12. What is noteworthy from looking at schools across the country, however, is that one realizes that having a vision or a set of school values was not a distinguishing factor of exceptional schools. What sets top leaders apart is that they transform their vision into meticulously built systems that operate across every single classroom.
-Bambrick-Santoyo, p. 168

13. If exceptional school leaders use their time effectively and translate their vision into meticulously built systems, who then does the leader’s time and systems most focus on?
Staff, Staff, Staff

14. What are the 5 strategies for a successful staff culture?

15. 5 Strategies for A Successful Staff Culture
Set the Vision
Wisely design clear and palpable vision for the work environment in your school.
Get the Right People on the Bus
Without great people, little else matters. Ensure your vision drives your hiring.
Put a Stake in the Ground
Prioritize how you want to develop staff culture from the first interaction of the year.

16. 5 Strategies for A Successful Staff Culture
4. Keep Your Ear to the Rail
1. Look and listen for negative culture warning signs that are coming down the tracks
5. Lather, Rinse, Repeat
1. Staff culture is fragile. If you’re not intentional about building, maintaining, or communicating your staff culture, some else will define it for you.

17. 5 Strategies for A Successful Staff Culture
Set the Vision
Wisely design clear and palpable vision for the work environment in your school.
What is the staff culture you want to build?
How do you want your staff to feel?
Staff Guestology Committee
What is the vision for your school? How do you want teachers feel about that? What is acceptable evidence?

18. 5 Strategies for A Successful Staff Culture
2. Get the Right People on the Bus
Without great people, little else matters. Ensure your vision drives your hiring.
Mission Alignment
Openness to Feedback
Fit on Team

19. 5 Strategies for A Successful Staff Culture
3. Put a Stake in the Ground
Build the culture early
The Interview and Hiring Process
The First Weeks of the Year

20. 5 Strategies for A Successful Staff Culture
4. Keep Your Ear to the Rail
Look and listen for negative culture warning signs that are coming down the tracks.
Look for Warning Signs
Acting on Warning Signs

21. 5 Strategies for A Successful Staff Culture
5. Lather, Rinse, Repeat
Staff culture is fragile.
Day to Day Excellence
Keep an Open Face
Listen First
Wait before sending s…or just don’t
Use we instead of I or you
Revisit the mission often
Keep it up

22. A Quick Word on Mission
The core mission of a staff culture…is that teachers need to know the school’s core mission…and be unified in putting it into practice. -Brian Sims

23. Read & Analyze Analysis should include: Staff Survey Results
Findings from Results
Goals for staff survey results
SOP Priority List to achieve goals