Page 129 - Superintendent Annual Report 24-25

their work and share the positive impact they have on District stakeholders. Since January, 11 sessions have
engaged over 500 employees, offering both live and recorded options.

The workgroup for the District’s Strategic Plan Initiative D.1b developed a new self-paced course, “Supporting
the New Supervisor”, which officially launched in January. The course equips participants with foundational
management skills and addresses leadership principles, offering valuable insights and practical tools for appli-
cation in day-to-day work. This course helps ensure all employees have the environment, support, skills, and
resources necessary for excellence.

EXPLORING LEADERSHIP ACADEMY

The Exploring Leadership Academy is designed to support individuals aspiring to take
on leadership roles. This program offers two tracks: a non-principal track for those
interested in becoming teacher-leaders or District-based leaders, and a principal track
for those desiring to become assistant principals or principals. The program provides
aspiring leaders with comprehensive, relevant, and personalized learning experiences
to equip them for leadership in District schools. The FY25 cohort included 23 candi-
dates from 22 schools and one department.

PERFORMANCE MANAGEMENT

In FY25, the performance management team strengthened employee engagement and aligned its efforts with
District goals to drive meaningful results. Through the Department of Professional Development, the evaluation
systems were streamlined for all employee groups while expanding initiatives to promote professional growth.
A notable achievement was the implementation of CLEAR Coaching (Contract, Listen, Explore, Action, Review),
a transformative model designed to facilitate purposeful growth conversations. This structured approach
equips District employees with the tools to set clear objectives, reflect on challenges, and take actionable steps
toward improvement.

Beyond academic support, CLEAR Coaching was implemented with non-instructional employees across the
District, including the Departments of Transportation and Information Technology. By providing a framework
for goal-setting and continuous feedback, the training model enhances leadership capabilities, strengthens
team collaboration, and drives operational excellence.

LABOR RELATIONS

In FY25, the Department of Labor Relations successfully negotiated contracts with District-recognized unions,
resulting in agreements that improved pay and working conditions while bolstering the District’s competitive-
ness in attracting and retaining a high-quality workforce. In FY25, teachers received some of the highest raises
in the State, raising the District average teacher salary to $69,675, which is well above the State average of
$57,000, and in alignment with national median salary increases.

Following a 4% pay increase, District school police officers enjoyed the second-highest starting hourly rate
among regional law enforcement agencies at $35.03 per hour. Additionally, the School Police Department
introduced a pay-for-experience plan to attract skilled officers from other agencies and recognize the expertise
experienced officers bring to the District. These steps highlight the District’s ongoing commitment to main-
taining a high-performing police force and ensuring the safety of students and staff.

The District further demonstrated its commitment to positive labor relations by hosting regularly scheduled

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