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Column Movement process specific to Pathways.

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3.4  Colum Movement process specific to Pathways

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3.4  Colum Movement process specific to Pathways

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Please consider the certification staff's years of industry experience when evaluating appropriate salary steps and column placement (not a cap of 8 years of experience). This would motivate new and existing instructors to continue working with NOCROP. This can support the continuous loss of NOCROP's Instructor turnaround.

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Internal Staff Development offerings: B2SIS, SIS

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Column Movement on the Certificated Salary Schedule for Board Meeting

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Partnership with OCDE and LACOE to ensure Instructors are properly credentialed and our participation in meetings with OCDE to improve CTE credentialing processes.

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New Teacher Training and New Teacher Learning Communities that go towards column movement as part of 20 hours of staff development

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Evaluations project team

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HR collaborates with Pathway Manager in planning for the recruitment of industry experts.

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Our multi-step recruitment process (minimum qualifications review, screening, demos/testing, interviews) ensures we are hiring qualified candidates.

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BP 4111 4211 4311 Recruitment and  Selection

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The ROP has worked together to take on evaluations and feedback through our Evaluations Project Team, the administrators collaborating and walking classrooms together, calibrating their thinking and working towards quality control, as well as Cabinet having feedback conversations with all leaders in the ROP to calibrate their thinking for consistency in feedback, areas of strength, and areas of growth/ next steps. The focus has been on purposeful conversations with transparent feedback.

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Our pre-employment process includes collection of education verification documents and reference checks.

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HR does initial candidate screening and the hiring manager completes a secondary screening to ensure those candidates invited to interview have appropriate education, experience, and credentials for each position.

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Development of goals and objectives with certificated staff members when going through the evaluation process

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Our hiring process is outstanding and very well illustrated on the EDJOIN page and within all of our job postings. They are clear, and very detailed.

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Education jobs, education jobs in America, education jobs in United States, Teaching jobs, Teaching jobs in America, Teaching jobs in United States, Education, Jobs, America, United States, Teaching, Job Listings, Job Seekers, Professional, Employment, Career Opportunities, Jobs Availability, Schools, Higher Education, Grade School, Elementary, High School, Junior High, Children, Special Education, Teachers, K12, K-6, K-5, 6-8, 9-12

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HR provides a list of instructors on and off cycle for evaluation.

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Area of strength: All indicators: 3.1, 3.2, 3.3, 3.4. Our organization clearly invests in people via solid hiring and vetting practices, continuous evaluations, and clear communication of professional development opportunities.

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Area of strength: All indicators: 3.1, 3.2, 3.3, 3.4. Our organization clearly invests in people via solid hiring and vetting practices, continuous evaluations, and clear communication of professional development opportunities.

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The SOP will assist with the tendency to deviate from the established recruitment procedures.

Annual training.

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HR Supports teachers in reminding them and their administrator of credential renewals

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The required CPR certification verification for Patient Care, Child Development, and ER pathway instructors

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A recruitment budget is needed to advertise for hard-to fill positions

Develop a pipeline of contacts and candidates

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HR team supports with Live Scan.

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Evaluation project team

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Classified Professional Growth stipend

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HR support with staffing needs and planning for recruitment.

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HR supports with accurately recording instructor's hours (hours calculator).

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We are in the process of working on several SOPs that will assist with clearly communicating policies and procedures to all employees.

TO ADD- Any draft SOPs

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Indicator 3.4 - Professional Development Opportunities for ALL Personnel

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Indicator 3.4 - Professional Development Opportunities for ALL Personnel

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NOCROP is committed to supporting our Instructors through monthly development opportunities in different areas to support the CSTPs, including New Teacher Training and ongoing support from Instructional Coaches. That said, there is a need to consider having professional development opportunities for our Classified and Leadership outside of the organization. By having professional development opportunities outside of the organization, an added layer of perspective is of value.

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All CTE Instructors must qualify for and obtain a CTE Designated Subjects Teaching Credential. This means that they have at least three years of documented work experience in the respective credential area. In addition, the CTE Instructor Job Description outlines specific education, experience, certifications, degrees, licensure, etc. that are required or recommended for each career pathway. All classified and management job descriptions list the necessary qualifications for each position.

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Indicator 3.3 - Systematic Evaluation of ALL Personnel

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Indicator 3.3 - Systematic Evaluation of ALL Personnel

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NOCROP has worked consistently and diligently in developing and revising the evaluation process, including, revising the evaluation template for instructors. This process was constructive and inclusive in promoting participation from administrators. As a result, Administrators Instructional Programs will implement this evaluation process and forms to ensure there is collaboration between the instructor and administrator as well as bringing purpose, intention and value. This process will be replicated for classified, counselor, etc. Kudos to the work!

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The addition of Ed. Services coming together as a whole, once a month has proven to be very helpful as our job duties may cross, but it is now more clear as to who handles what. The valuable information that we may learn during these meetings can be invaluable.

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Tech can help with Indicator 3.2 by launching myNOCROP, a staff portal, and clearly list a link to view our policies and procedures (both internally posted and board policies online)

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Encouraging ALL staff to participate in Learning Walks and advisory meetings and to attend student Showcase events.

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Indicator 3.4 - Professional Development

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Indicator 3.4 - Professional Development

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Tech can help with Indicator 3.4 by providing training on Viva Learning (in Teams) and the connected LinkedIn Learning

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The addition of the Leadership meetings have been very helpful in getting a continuous message out to everyone at the same time. We all receive a chance to participate in the meetings and voice our opinions, ask questions, or show our expertise.

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NOCROP initiates an annual All Staff Survey

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NOCROP initiates an annual All Staff Survey

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That evaluates the effectiveness of the organizations various departments in providing necessary support and growth opportunities

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The HR onboarding process includes preliminary communication of pertinent policies and procedures. More in-depth coverage of these are accomplished through content-specific training of new employees and assigned Keenan modules pertinent to areas of responsibility. New and revised Board approved policies and administrative regulations are deployed via Boardupdates@nocrop.us.

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Indicator 3.2 - The School Implements personnel policies and procedures that are clearly communicated by all employees.

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Indicator 3.2 - The School Implements personnel policies and procedures that are clearly communicated by all employees.

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Under the leadership of Cabinet leaders, the HR department continues to progressively demonstrate transparency and consistency in supporting the practices that show transparency in our hiring process. For example, the Equal Employment Opportunity HR team continues to work in consistenly communicating the hiring process during interviews and prior to the interview process.

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3.4 Classified Staff Development or Professional Growth

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3.4 Classified Staff Development or Professional Growth

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It has been a very long time since any opportunities have been given for Classified Staff to obtain Staff Development or Professional Growth. Classified Staff is an integral part of the organization but it seems to have been forgotten/left out.

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HR utilizes a myriad of digital platforms to advertise and recruit job openings; i.e., Edjoin, LinkedIn, InDeed, etc

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“Knowing yourself is the beginning of all wisdom.” – Aristotle, Metaphysics (350 BC)

R

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Adding Classified Staff to the Learning Walks has been beneficial to the Classified Staff as well as the Instructional Staff by allowing Classified Staff to see our classrooms and see the individuality of our instructors.

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All classified and management employees are evaluated annually. All certificated employees are evaluated annually for a minimum of two or three years. Veteran, certificated staff members may be evaluated on a three-year cycle. Employees with less than satisfactory evaluations have personal improvement plans developed to support their growth areas.

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HR provides updated lists for managers to know which certificated staff are on-cycle for evaluation. While hiring occurs consistently, managers need this list PRIOR to back-to-school in-service to be able to include that information in their Block meetings--we know it will be a living document that is revised as team members separate or are hired. HR schedules classified evaluation due dates with managers via Outlook calendar reminders. Managers should have a list of their classified staff that shows who is on evaluation cycle that year, as well as what step they are on. Some managers may not know that when a classified staff member gets to step 6, they go to every other year for evaluation. We need to give all staff who are being evaluated as much time as possible to set goals related to their job description and work toward them throughout the school year.

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We really need to revamp how the AR and PR are set up on our website. Recommend to bring it all together to look like a contractual agreement to make things more clear for all

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Since the pandemic, the organization has undergone significant changes in staffing, leadership, and culture. Although this may seem to be a tremendous challenge to get everyone on the same page, it has been an opportunity to review, reinvent, and reinforce policies and procedures that reflect the new culture, goals, and vision for the organization.

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Indicator 3.1 - The school employs personnel who are qualified by appropriate education, training and experience. 

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Indicator 3.1 - The school employs personnel who are qualified by appropriate education, training and experience. 

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With the direction of Human Resources, the management team uses a procedure of screening candidates who have applied for teaching positions to guarantee the necessary industry experience.

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Some job description postings can come across very broad and are not clearcut to describing the direct duties and responsibilities of the positions. Often times, the actual duties after hire does not align with the original job description. This area needs improvement to help find better matching candidates and prevent employee turnovers. Transparency of job duties is key to reduce employee turnover rates.

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Twice a year (mid-year and end-of-year) Students take a survey regarding their class and instructor. Staff takes a survey once a year about the organization. It would be beneficial if the surveys were correlated so we obtain a complete picture of the organization.

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3.4 ROP provides professional development opportunities through PBL training during summer, 2+2 training and various workshops throughout the year. 

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3.4 ROP provides professional development opportunities through PBL training during summer, 2+2 training and various workshops throughout the year. 

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Is it possible the preload the Keenan Safe Schools training before the start of the semester. It just adds to the existing burdens during the start of the semester.

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The new teacher training was vital to my understanding of the NOCROP goals and teacher expectations. I never would have survived my first year without the support of Lulu Amador and the entire new teacher education staff. The new teacher training lasted all year long, not just the first two weeks and that provided me with the needed support to be a successful teacher.

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Open positions are shared with current employees, allowing them to be shared with relevant candidates

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3.1

Our School Board member, Chris Beccera is a leader in ECE and supports our Preschool program and the success of students outcomes.

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3.1 ROP employs personnel who are qualified by appropriate education, training, and experience in line with its school mission and schoolwide learner outcomes/completion profile

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3.1 ROP employs personnel who are qualified by appropriate education, training, and experience in line with its school mission and schoolwide learner outcomes/completion profile

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I have personally recommended a few qualified individuals who I felt met and . superseded the expectations of the requirements to hire at NOCROP. As a stellar employee myself, I know what it takes to make sure our students are not only on track to pass or graduate within their schedules, but we teach the very best practices so that every opportunity of success is reached by all students in an equal manner.

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Regarding NOCROP's extent of having a written code for professional ethics for all personnel, I was unable to locate any written document on the NOCROP website.

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We are provided with a lot of staff development opportunities through workshops and things of that nature.

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We are provided with a lot of staff development opportunities through workshops and things of that nature.

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We get a lot of support from coaches and administration. If it wasn't for NOCROP, I would not have made it through my 1st year.

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Having to do a PLC pathway report for teachers who are solo in their pathways is exhausting. Especially for new teachers - the brain power that goes into the reports is the same brainpower that goes into creating lesson plans and we don't have any brainpower to spare :(

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ROP does an excellent job in choosing the employees for the specific position for the patient care pathway.

In addition panel interviewers would be nice if the interviewers have experience or expertise in the field of the applicant applying for that position.

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3.1 - There was a period when an underqualified applicant was hired and HR did not know the certification requirements for the job.

3.2 - Certain jobs were added that were not in the contract leading to employee dissatisfaction.

3.3 - There has been regular faculty evaluation and the results have been discussed to teachers.

3.4 - Professional development training had been provided - some are new, others are old topics.

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ROP does great in this criterion .

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Indicator 3.1. Teachers are given a specific salary based on education and experience, which acts as an incentive to further education and training. This will benefit the teacher and the student.

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Indicator 3.1. Teachers are given a specific salary based on education and experience, which acts as an incentive to further education and training. This will benefit the teacher and the student.

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What form is being used in the faculty evaluation ? It would be best if the evaluation form can be shared with faculty .

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ROP team for professional development is great in doing this .