Partnering with the unions and staff on professional development opportunities has strengthened collaboration, inspired staff, and improved the climate and culture of the district. A clear vision, collaborative spirit, and culture for promoting professional learning opportunities provided the motivation for implementing the Partners in Progress conference for the district’s classified staff.
Collaboration and Conference Planning
Collaboration with union stakeholders was key to successfully implementing the district’s Partners in Progress classified staff conference. During the initial brainstorming and planning phase, the district formed a committee comprised of several key stakeholders, including union leaders, classified staff supervisors, and staff members experienced in event planning and technology use.
Each committee member was given specific organization tasks, such as providing ideas for session topics, soliciting presenters, creating a sign-up system for sessions, selecting a conference site and setting it up, and advertising the event. Union leaders provided insight regarding staff professional development needs and made suggestions for ensuring a valuable and enjoyable experience for all participants.
The conference was focused on a wide range of classified employees: paraprofessionals, behavior technicians, climate specialists, family school liaisons, and clerical, custodial, maintenance and cafeteria staff. Soliciting feedback from these groups during the planning process was key to ensuring the needs of all employees were addressed. It also sent a clear message that all staff members matter.
Culture and Conviction
While supporting the concept that culture trumps strategy, the district has used climate surveys from students, staff, and families to examine areas of pride and, more importantly, inform areas for improvement. Meriden’s conviction was that if the district invested in the classified staff, they could create better work climates and recognize long-term budget savings.
The committee set the focus of the conference on employee wellness and a positive work environment—topics that resonate with staff and serve as a hook to solicit interest. The committee chose to title the conference “Partners in Progress” to signify the district's spirit of collaboration and continuous improvement.
The conference was scheduled for late August, just before the district convocation and the start of the school year for certified staff. The Partners in Progress conference would serve as a sort of grand opening for the school year for classified employees and as a springboard to a successful year.
Partners and Progress
With a minimal budget for classified professional development, it was important that district leaders approach this work with sustainability in mind. They were pleasantly surprised with the number of district staff members who were willing to provide professional development at the conference. For example:
- Teachers presented sessions on responsive classroom techniques.
- Technology facilitators shared the Google suite of tools.
- The business office manager outlined the reporting features of the district’s time management system.
- Physical therapists offered sessions on mindfulness and stress management.
The committee chose to title the conference “Partners in Progress” to signify the district spirit of collaboration and continuous improvement.
The committee decided to open the conference with remarks from the superintendent and a presentation by a keynote speaker to highlight its significance and make classified employees feel their value as integral members of the school system.
After exploring options for a keynote speaker and quickly realizing that most professional speaker fees were significantly outside the budget, the committee reached out to a staff member who had provided professional development in the past. This staff member accepted the invitation to keynote the event and delivered an engaging speech that set the stage for the day.
Other district partners were tapped to provide professional development sessions as well. The American Federation of Teachers, which provides training for classified staff, provided presenters for sessions on managing difficult student behaviors. The district’s health insurance administrator provided presenters on effective communication in the workplace and stress reduction. The insurance company’s representative to the conference shared information about new offerings.
Many of the district’s vendors offered professional development on topics related to their products. Also, community college representatives shared information on upcoming course offerings and promoted the free courses for staff members that are part of a district-community college partnership.
Appreciation and Applause
On the day of the conference, some classified staff members arrived at six a.m. to help with set-up and registration. Many central office staff volunteered to help in various ways so that classified staff were free to enjoy the conference sessions. Additionally, student volunteers greeted presenters, helped them set up for their sessions, and assisted in many other ways.
While focused on classified staff, the conference highlighted the district’s commitment to partner with its employees and honored the efforts of all staff as essential to creating a positive work climate.
The conference began with a light breakfast for staff and opening remarks from the superintendent, who emphasized the importance of the classified workforce in supporting an environment where teaching, learning, and student support are the focal points. He enumerated the various ways the classified groups engage and support students and teachers. The message was clear: All staff members are valued and play an integral role in the Meriden Public Schools.
The schedule allowed for each staff member to participate in three professional development offerings during the day. Eighteen workshops were provided over 38 sessions. In total, 229 staff members attended the first conference.
The positive energy was palpable as staff members progressed throughout the day. Survey results showed that more than 75% of attendees found the conference helpful and more than 80% indicated the information presented was relevant to their work.
Budget-saving measures such as securing presenters from district staff and district partners, and accepting the generosity of vendors left adequate funds for the committee to provide free lunch from food trucks offering Italian style thin crust pizza at the end of the event. It was a good way to end a successful event and provided everyone an opportunity to share their experiences with each other and with the event organizers.
One staff member stated: “I left the workshop feeling refreshed and ready to make a positive difference in my school.”
District leaders hope to take advantage of the momentum and positive energy that resulted from the first conference. They learned together and now they will lead together as well.
District staff members presented session on a variety of topics.
Learning and Leading
Soon after the conference, the committee met to review survey results, reflect on the successes of the day, and note areas that needed improvement. Identifying the most informative presentations and compiling suggestions for future topics inspired the committee to begin planning future sessions.
The committee completed much of the “heavy lifting” last year. A timeline and meeting schedule are in place to guide the planning for the next conference, including an improved sign-up tool for next year’s conference launch. Additions to the already established list of presenters will add variety and greater depth on topics staff members indicate they want to pursue further. It will be a challenge to top this year’s keynote speaker who set the conference’s positive tone and built momentum.
Even more important than the planning of the signature event were the positive relationships established with staff members. By making a small investment in the classified staff, the district realized long-term budget savings, including decreased staff turnover; onboarding new employees is more expensive than investing in current staff. The district also realized savings through the overall health of the employees, which resulted in decrease use of substitutes and greater staff efficiency and satisfaction.
Leadership matters at all levels and budget savings are possible when the district invests in its people. Collaborate and make the initial investment in your greatest resource, your staff, and you too will reduce costs and realize real budget savings.