Goal 6: Progress Updates

Report 3: June 12, 2023 (Final Year 1 Report)

The Strategy 6 committee met as scheduled on March 9, 2023 and April 20, 2023 and continued work towards meeting the year one goals as outlined. A summary of the Engagement and Satisfaction Survey that was developed and administered early this school year will be shared with the Board on June 12, 2023. After defining competitive compensation, identifying desired improvements and priorities, and considering feedback from the Engagement and Satisfaction Survey, the group made a recommendation to add $1.00, after the percentage raise, to each cell on the Special Education hourly rate schedule. With regard to talent acquisition metrics, our current referral sources include the following: Commercial Job Board, District/School, Job Fair/Conference, Local Sources, None/Other, Referral/Word of Mouth, Search Engine/Internet Search, Social Media, State/Regional, University Posting, Open field for typing other answer. From the 1,281 applications received since July 1, 2022, the top referral sources are “Word of Mouth” and “District/School,” sometimes with specific people named. Next is “Internet Search” followed by internet-related items, like “Social Media” and specific websites, like Indeed, Facebook, etc.

Report 2: March 6, 2023

The Strategy 6 committee met as scheduled on December 1, 2022. Current practices with regard to staff recognition, celebrations and ways to share good news were reviewed and discussed. Next, the group reviewed the draft engagement and satisfaction survey and agreed on a recommended timeline to deploy the survey. Recommendations were offered regarding communication and promotion of the survey. It was determined that incentives would be offered and ideas about future administration of the survey were discussed. The survey launched on January 3 and was open through January 17. We had nearly 800 responses. The committee will be working to review the results of the information received and a report will be provided to the board by June 2023 as outlined in the strategic plan.

The Strategy 6 committee met again, for the fourth time this school year, on January 5, 2023. The team began work on defining competitive compensation, first reviewing our current pay and benefits for both classified and certified staff then moved to small group work and discussion with regard to both monetary and non-monetary compensation.

Report 1: November 28, 2022

The Strategy 6 committee has met once on November 2, 2022. We had wonderful representation and strong participation during the meeting. We began with introductions and dove straight into an overview of our Strategic Plan for 2022-2027. We went deeper with the Strategy 6 goals and action steps, outlining the work this committee will be tasked with completing over the next five years. The remainder of the time was spent working to develop an engagement and satisfaction survey that will be administered this spring, then annually at a time of year to be determined with a recommendation from this group. The group reviewed a survey that had been utilized previously in the district as well as several other examples, including different formats and types of survey questions. Time was spent gathering feedback regarding the information we are hoping to gain from the survey feedback and developing questions accordingly as well as options to consider to incentivize employees to complete the survey. Committee members worked in small groups and co-chairs facilitated some whole group discussion as well. The committee agreed that additional time and research was needed and committee members were encouraged to send feedback and ideas to the co-chairs. In addition, an optional sub-committee meeting was scheduled for November 17, 2022 with a goal of bringing a complete survey draft back to the whole group for the next meeting scheduled for December 1, 2022. As a note, meeting dates were changed from Wednesdays to Thursdays, moving forward.

Report 3: June 10, 2024 (Final Year 2 Report)

The Strategy 6 committee has met twice since our last report on March 28, 2024 and May 2, 2024. The year two goals were met, which included refining and implementing staff exit surveys. This included updates to the content of the survey as well as new ways to disseminate it to increase participation. The surveys brought in ideas from committee feedback and other district sample surveys to merge and enhance an existing survey the district had in place previously. These new surveys were put into place starting second semester.

Efforts are ongoing to provide more affordable health insurance benefits and competitive compensation packages for all employment groups. Outside of the specific goal areas for year two, the Strategy 6 Committee also offered feedback and recommendations for action steps based on the Engagement and Satisfaction Survey regarding employee recognition and appreciation, including refined feedback on district leadership visits and established staff appreciation days. A report specific to the Employee Engagement and Satisfaction Survey results will be shared at a Board of Education meeting in June.

In our commitment to recruiting and retention, the group worked to create a flyer that could be utilized to showcase our district’s and community’s benefits. The committee brainstormed the top five important areas of the district and community to highlight. These are featured both on this flyer (below) to meet the year two goal. These areas are also mirrored on the enhanced employment web page, www.derbyschools.com/DerbyWorks. The flyer has been shared with the Human Resources team to utilize at recruitment events and with social media job postings. The photos can be switched out on the flyer when targeting a specific job type. Coordinating social media graphics were also created for a cohesive feel to the online recruiting approach.

Sample Social Media Posts

Report 2: February 12, 2024

The Strategy 6 committee has met twice since our last report, on December 7, 2023 and January 18, 2024. We have engaged the committee members in some fun trivia activities tied to strategy efforts at the beginning of each meeting and wanted to share the questions and answers with you. The idea behind starting our meetings with trivia questions is ensuring our committee members are recognizing the implementation of the committee’s action steps. We continually share that we see our committee member as ambassadors for the work being done and want to ensure they can help articulate the efforts and accomplishments.

Questions and answers have been connected to the following efforts:

• Paid Parental Leave: So far this school year, we have had, or are aware of their upcoming arrival, 33 babies born to our employees. New this year is the addition of paid parental leave, which includes five days of paid parental leave in addition to the employees accrued paid time off. Upon their return from paid parental leave, each employee is also given a “future Panther” onesie and a Derby Schools branded rubber duck to help welcome them back.
• Increased Leadership Visibility: We estimate that the number of director visits to buildings so far this school year, in response to employee engagement and satisfaction survey feedback regarding visibility, had been approximately 440 at the time of the December 7 meeting.
• Health Insurance and Benefit Enhancements: Thanks to efforts of multiple groups, premiums took a drop for all plans and employee types. This year, we had 41 more employees sign up for health insurance through the district, as compared to last year.

During the December 7, 2023 meeting, the committee spent a significant amount of time working in small groups to revise and refine our exit interview questions, and began work on creating a draft of a sample stay interview. The committee split into smaller groups for in-depth discussion reviewing exit survey examples from two school districts. The groups provided recommendations on questions they found valuable, feedback on ideal length of a survey and placement of questions. On January 18, 2024, the exit interview questions were finalized. Human Resources began to utilize the new questions and format immediately. In addition to the questions and format of the survey, the committee discussed implementation strategies, including making the exit interviews part of the checkout process, collecting personal email addresses so that we can reach people after their district email is disabled, recommending that supervisors hand it out attached to the resignation form, and considering a postcard with a QR code or a self addressed stamped envelope, for those who prefer a paper copy. 

The committee has also begun reviewing and providing recommendations on Stay Surveys and One on One Interviews.

The Employee Engagement and Satisfaction survey was open from January 2- 17, 2024, with a final number of 791 employees completing the survey this year. We extended the survey window by one day, due to inclement weather and a school day cancellation within the original window. In reviewing the preliminary results, as compared to the baseline data collected during the 2023-2024 school year, improvement was made in all categories, except for the question regarding having training, materials and equipment to do a job well. The biggest gains were made in the areas of benefits and competitive pay. We still have work to do in those categories, however we are making gains in those areas. The committee debriefed on the implementation and agreed that it is important to designate time for employees to take the survey. While the initial baseline has been reviewed, the district will spend the next few months taking an in-depth look into the thousands of comments on the surveys to identify areas of focus for enhancements and/or improvement.

Report 1: November 27, 2023

The Strategy 6 committee met on October 17, 2023. We had strong representation and active participation during the meeting. We began with introductions and dove straight into a review of the Employee Engagement and Satisfaction Survey. Timeline and implementation were discussed with a consensus to open the survey on January 2-16, 2024 for a two week window, as has been done in the past. Similar to last year, it will be promoted and communicated to staff with multiple all-staff emails, paper copies at each building, prize drawings and time given at late start and other training events to complete. When sharing it out, we will be intentional about sharing actions taken based on last year’s survey results. The group reviewed the year two goals and completed a poll to identify the top five attributes of our community and our school district, in order to gain feedback from the group.

With regard to our community, for those present, the top five reasons to choose Derby as a place to live and work were education, parks and recreation, demographics, including our suburban feel, shopping, markets, banking facilities, and safety/crime rate. For those present, the top five reasons to choose Derby Public Schools as a place of employment were Paid Time Off, the acceptance of professional development points for salary placement, making a positive impact on students and the community, our facilities and our mission, vision and core values. The committee reviewed current exit interview questions and trends and made recommendations for revisions to the survey that is currently in use.

Report 3: June 9, 2025

The Strategy 6 committee has met three times: February 6, 2025; March 27, 2025; and May 15, 2025. During those meetings, the group continued work toward improving recruitment, retention and development strategies for district personnel by reviewing results from the annual employee and engagement satisfaction surveys, planning for new ways to recognize years of service in our district, discussing options for longevity pay and continuing to work on salary comparisons, including analysis and recommendations to understand where we stand in comparison with surrounding districts in order to make progress towards our goal to be in the top three for salary in our area for all employee groups. Additionally, the group provided feedback for the year 3 goal, which includes a presentation to the Board assessing our Strengths, Weaknesses, Opportunities and Challenges related to identifying and attracting a comprehensive applicant pool. Following is our report providing this information. This report reflects the collective voices of our staff, community and leadership teams. It brings together feedback from the annual employee engagement and satisfaction survey, focus groups representing a diverse cross-section of our employees, reflections from the Strategy 6 Committee, and themes from exit interviews and surveys. These insights help guide us as we continue our journey of growth, collaboration and student-centered excellence.

Current Challenges

While we have many reasons to be proud, we also face a number of complex challenges that require thoughtful attention and strategic action:

• Building Trust and Psychological Safety: Some staff have expressed concerns about trust and transparency related to administrative decisions, specifically in Special Education and Curriculum. Ensuring consistent, transparent communication will help us continue to strengthen confidence across all levels of our organization.
• Facility Constraints: As our enrollment grows, so does the strain on physical space. Space limitations impact both learning environments and staff collaboration.
• Financial Pressures: We continue to navigate a delicate balance between limited funding and increasing demands for competitive salaries, benefits and additional needs outlined in the Building Needs Assessments.
• Substitute Staffing: There is a persistent shortage of substitutes, particularly for classified roles. This directly affects office operations and places added strain on existing staff.
• Board Collaboration: Like many districts, our leadership landscape is evolving. Varied perspectives among board members have at times led to slowed decision-making. However, this also presents an opportunity to build cohesion and shared vision.
• Student Needs and Attendance: Growing behavior challenges, especially at the elementary level, and rising chronic absenteeism are significant concerns that impact instruction and staff morale.
• External Pressures: The broader climate of public education—marked by uncertainty in funding and policy support—continues to present both emotional and operational stressors for our educators.

Opportunities for Growth

Despite these challenges, Derby Public Schools is well-positioned to leverage several key opportunities:

• Expanding Support Structures: Addressing classified substitute shortages—especially in front offices—can help relieve daily operational stress and improve support for building-level staff.
• Program Expansion: Initiatives such as work-based learning, early childhood programming and stronger community partnerships are gaining momentum and showing promising results for students and families.
• Responding to Growth: New housing developments signal the potential need for additional growth—an opportunity to thoughtfully design modern learning spaces that reflect our district’s vision.
• Recognition and Engagement: Our use of staff satisfaction surveys, paired with visible efforts to acknowledge and celebrate great work, has created early momentum toward improving morale.

Systemic Weaknesses to Address

These insights also point to several internal areas in need of attention:

• Leadership Transitions: As Board members join and learn their roles, intentional support will be essential to building a cohesive, effective governance team.
• Aging Infrastructure: While many of our facilities are well-maintained, some are showing their age and feeling the effects of overcapacity.
• Recruitment Competitiveness: Salary and benefits packages must be continually evaluated to ensure we remain competitive with neighboring districts.
• Internal Communication: There are gaps in how information flows from some departments to school-level staff, specifically with special services and curriculum. Clarifying messaging and improving two-way communication are key priorities.
• Special Education Capacity: Placement options at the elementary level remain limited, which creates strain on both staff and families seeking individualized support.
• Workload Sustainability: Across roles, many staff members report feeling overextended. This is not just a wellness issue—it’s a retention issue.

Organizational Strengths

At the heart of Derby Public Schools is a dedicated, passionate community. We are proud of our many strengths:

• Strong Community Ties: Our district is grounded in small-town values, and we benefit from tremendous support from families and the broader community.
• Committed, Compassionate Staff: Across all buildings and departments, our people care deeply. Our leaders are visible, approachable and focused on solutions.
• Investment in Professional Growth: We offer robust professional development opportunities, and our staff have shown a strong appetite for continuous learning.
• Student Engagement: Our high school in particular boasts an impressive range of clubs, courses and engagement opportunities that meet students where they are and help them thrive.
• Effective Communication: We have developed strong channels of outreach—through social media, newsletters and community updates—that keep stakeholders informed and engaged.

Looking Ahead 

As we reflect on where we are and where we are going, this report serves as a reminder that our greatest strength lies in our people. Together—with clarity of purpose, courageous conversations and shared leadership—we will continue to build a district that not only meets the needs of today but is ready for the future.

Report 2: February 10, 2025

The Strategy 6 committee continues to focus on enhancing recruitment, retention and employee engagement strategies. During the November 21 meeting, committee members celebrated district staff achievements, recognizing the outstanding contributions of educators across the district.

Recruitment and hiring trends remain a key focus. Word-of-mouth continues to be the primary source of applicants, and while classified hiring has seen some success, flexibility and pay remain key factors influencing candidate decisions. To strengthen recruitment efforts, the committee is benchmarking salaries and benefits across all employee groups, with the goal of positioning Derby Public Schools among the top three in salary competitiveness within the region.

New this year, Derby Public Schools partnered with Gray Media Group (KWCH) to enhance recruitment and employment efforts through innovative, targeted advertising campaigns. Together, we have developed solution-driven strategies, including display and video ads tailored to internet users’ behaviors, interests, and locations. This provides a great opportunity to broaden our recruitment pool through targeted advertisements and a larger reach. By showcasing diverse roles—from teaching to transportation and food service—we highlight unique reasons to join our team, such as inspiring the next generation, bringing children to work while driving a bus, or enjoying part-time opportunities in retirement. This collaboration is designed to set our campaigns up for success, attracting talented individuals who are ready to make a difference in our schools. The curated ads were also provided to the district so we could use them in social media advertisements or on our employment web page. The advertisements went live in January 2025 and we are eager to track the analytics and gauge the success of this recruitment approach.

Employee recognition is also a priority, with ongoing discussions about cost-effective ways to honor years of service. One innovative initiative involves a Derby High School student currently participating in work-based learning with the district’s communications department. As the student representative on the committee, she is designing a sticker and card to be used for employee milestone recognitions, reinforcing the importance of appreciation in fostering a positive work culture.

The Employee Engagement and Satisfaction Survey was open from January 6-21, and so far, 585 responses have been received. The results will be analyzed and shared with the board in June, providing valuable insights into employee experiences and areas for improvement.

Through recent focus groups, employees highlighted the district’s strong sense of community, the supportive and family-oriented environment, and career development opportunities as key reasons they stay. However, they also emphasized the need for improvements in compensation, communication, staffing levels, and mental health resources. The committee is using this feedback to shape future initiatives and ensure a more engaging and supportive work environment.

Looking ahead, the committee will continue to research best practices for recruitment and retention, refine employee recognition programs, and explore strategies to enhance overall employee satisfaction. By proactively addressing challenges and fostering a culture of appreciation and support, Derby Public Schools aims to maintain a high-performing and engaged workforce.

Report 1: November 25, 2024

The Strategy 6 committee met on September 24, 2024. This report will provide an update on our committee’s work toward improving recruitment, retention, and development strategies for district personnel. Through our strategic planning efforts, we are taking key steps to assess and enhance employee engagement. We are focusing on compensation, benefits, and overall satisfaction—critical areas for sustaining a high-performing workforce.

Our primary focus has been preparing for the 2025 Employee Engagement and Satisfaction Survey, a cornerstone tool for gathering actionable insights. Following last year’s successful implementation, we reviewed feedback and identified several areas for continued improvement:

• Health Insurance and Benefits: While we’ve made substantial strides in enhancing employee benefits, especially health insurance, continued attention to this area remains a priority.
• Compensation: Salary and wages remain essential focus areas, with our district setting the ambitious goal of ranking in the top three within our region.

For this year, the proposed survey dates are January 6-21, 2025 with strategic communications planned to maximize staff participation, including all-staff emails, paper copies, and time allotted during inservice days. Additionally, we are exploring incentive options such as building competitions to increase engagement and ensure we capture a representative response.

In addition to the survey, we conducted focus groups designed to further uncover trends around recruitment and retention. These sessions brought together a diverse mix of employees including recent hires, long-term employees, retirees, and individuals with varied district connections. We heard from over 50 different individuals in a series of short sessions scheduled November 5 through November 8 at various times of the day. The goal is to gather nuanced feedback on what draws employees to Derby Public Schools, factors influencing retention, and potential barriers we can address.

We are on track to present a comprehensive analysis by June 2025, including a Strengths, Weaknesses, Opportunities, and Challenges (SWOC) analysis, as part of our ongoing commitment to building a robust applicant pool and fostering an engaged, satisfied workforce.