Vision:
Waterford Public Schools
Increasing Educator Diversity Plan
Advocateforandbuildadistrictthatpromotesdiversity,equityandinclusionbycreatingandmaintainingapositive andinclusivelearningenvironmentforallstakeholders.(WaterfordBoardofEducation2023/2024)
Theoryof Action
TeamLead:
IFWaterfordPublicSchoolsattractsadiverseapplicantpool,hiresandretainsadiverseworkforce; THENWaterford’sstaff willbeabetterreflectionoftheWorld;allowingourstaffandstudentstofeelrepresentedandincludedinourSchool Community; therewillbeapositiveimpactonourstudents’academicandpersonalgrowth;Abetterfoundationforinclusion andarespectfordiversityinallitsformswilldevelopthroughoutWaterford’sSchoolCommunity.
Team
Members:
ThomasW.GiardIII,Superintendent
NancyR.Sudhoff,DirectorofHumanResources
CraigC.Powers,AssistantSuperintendent
GretchenOsodipe,LEARNConsultant
HumanResources
DistrictEquityTeamMembers
(Whatarewetryingto do?)
WhoManagesthe Goal?
(name,position)
Strategies/KeyActivities (Howarewegoingtodoit?)
RECRUITMENT
Indicatorsof ProgressResources Required RisksandMitigationCommunication/ Engagement Efforts
(Howwillweknowif weareontrackfor success?)
What?WhoOwnsThis?By When?
Increasethenumberof diverseapplicantsinour applicantpoolbya minimumof3%overthe next3years.
SingleGoalManager
NancySudhoff-Human ResourcesDirector
Focusonbroadening Waterford’soutreachby;
1.Advertisingthe District’scollaborative cultureandMissionusing “WhyWaterford” recruitmentmaterials.
2.Widelydistribute postings.
3.DistributingtoWPS website,CT REAP,New LondonNAACP, NorwichNAACP, WaterfordRISE, Consortiumfor ExcellenceinTeacher EducationWebsite, CEA.org,CT AFT; Indeed,CT DOL, Handshake
4.PartnerwithMitchell Collegeinstudent teachers/interns.
5.AttendWaterford SchoolsJobFair, College/UniversityJob Fairs;DiversityJobFairs; HBCUsOutreach
DirectorofHuman Resources September2025(overthe next3year)
UtilizetheEdSight EducatorDiversity Portaltomeasure progress. Numberof diverseapplicantshas increased.
Monitorapplicantpool databy:
•Surveyapplicants.
•Monitorhiring progress.
•Positiveapplicant feedbackfrompost interviewsurveys.
•Increasedclicks(and otherwebsitedata).
(Whatpeople,time, money,andtechnology willbeneeded?)
(Whatcouldgowrong? Howwillwemakethat lesslikelytohappen?)
Communicatingtoour localdiversitycoalition (WaterfordResidenceIn SupportofEquity)to sharepostingsandto network. Emailall postingstoourlocal NAACPNewLondon chapter.Additionally,we partnerwithStepUpNew London
TechnologyResources: -PaycomApplicant Tracking
-PeopleResources: -HRStaff
PrincipalsandDirectors
Financial:
Postings,JobFairs
Someapplicantselect nottoself-identify duringtheapplication process.Mitigateby havingadministration reporttoHRdataon thosecandidates interviewed.
Communicatethat successisdependent uponeveryoneandthe valueofdiversityneeds tobedemonstrated throughoutrecruitment andhiring.
(Whoneedstobe consulted/engaged? Whatneedstobe communicated? Towhom?)
Engagestaff spearheadinginterview processessothatour commitmentisevident toapplicants. Continue toprovideImplicitBias Trainingtoallstaff involvedinhiring. Engagemultipletimes duringtheyearwith EducatorPrepPrograms andDepartmentsHeads localCollege /Universities.Yrlyin personmeetingsto strengthenconnectivitiy sharetheDistrict Missionandgoalsfor diversity
Goal
(Whatarewetryingto do?)
WhoManagesthe Goal?
(name,position)
Strategies/KeyActivities
(Howarewegoingtodoit?)
RECRUITMENT
Indicatorsof ProgressResources Required RisksandMitigationCommunication/ Engagement Efforts
(Howwillweknowif weareontrackfor success?)
What?WhoOwnsThis?By When?
Ateachschoolanddistrict wide,refinepracticesand procedurestoensurethey areconduciveto furtheringinclusionand belonging.Analyzeona regularbasisdemographic information.Post positionsinavarietyof onlinesourcestoincrease districtexposure.Include culture/diversitystatement onallpositionpostings andjobdescriptions.
Centralofficeguidesand monitorsprocessfor buildingadministrators tofollow.
June2025UtilizetheEdSight EducatorDiversity Portaltomeasure progress. Numberof diverseapplicantshas increased.
(Whatpeople,time, money,andtechnology willbeneeded?)
(Whatcouldgowrong? Howwillwemakethat lesslikelytohappen?)
Communicatingtoour localdiversitycoalition (WaterfordResidenceIn SupportofEquity)to sharepostingsandto network. Emailall postingstoourlocal NAACPNewLondon chapter.Additionally,we partnerwithStepUpNew London.
Riskisthatthe organizationshave multiplepullsontheir time.Mitigateby keepinglinesof communicationopen. Keepthemapprisedof howtheireffortsare makingadifference.
(Whoneedstobe consulted/engaged? Whatneedstobe communicated? Towhom?)
Engagestaff spearheadinginterview processessothatour commitmentisevident toapplicants. Continue toprovideImplicitBias Trainingtoallstaff involvedinhiring.
Goal
(Whatarewetryingto do?)
WhoManagesthe Goal?
(name,position)
Strategies/KeyActivities
(Howarewegoingtodoit?)
RECRUITMENT
Indicatorsof ProgressResources Required RisksandMitigationCommunication/ Engagement Efforts
(Howwillweknowif weareontrackfor success?)
What?WhoOwnsThis?By When?
Waterford willdiversify ourcandidatepoolby implementingnewand strengtheningour current growyourown initiative.Leverageour earlychildhoodhigh schoolcurriculumto supportgrow-your-own teacherpipeline. (Approximately29%of ourstudentpopulationare ethnicallyand linguisticallydiverse.) Expandonour relationshipwithTEACH Connecticuttoassistnoncertifiedstafftopursue teaching.
HumanResources,High SchoolAdministrators June2025SchoolCounseling departmenttracking studentinterestand enrollmentinourhigh schoolcourses.
HumanResources monitorsnon-certified staffinterestthrough TEACHConnecticut.
(Whatpeople,time, money,andtechnology willbeneeded?)
(Whatcouldgowrong? Howwillwemakethat lesslikelytohappen?)
Promotionalmaterials postedwithinthehigh school.(flyers,email blast, programofstudies) Advertisethrough TEACHConnecticut.
Lackofinterest,students andstaff. School counselingdepartment speakingtoand encouragingstudents. Mitigatebyfostering relationships.Publicize successstories&make theprogramwidely known.Reachoutto unionleaderstohelp marketstaff opportunities.
(Whoneedstobe consulted/engaged? Whatneedstobe communicated? Towhom?)
Highschoolstudents, faculty,staffand parents.
Buildingadministration, unionleadershipand staff.
Informationalsessions withTEACH Connecticut,post opportunitieson Waterfordwebsite.
(Whatarewetryingto do?)
Theethnicandlinguistic diversitybetweenour teachingpopulationand studentpopulationis currently17%.Overthe next3years,ourgoalisto lessenthestudentto educatorgapby2%.
WhoManagesthe Goal?
(name, position)
HIRING&SELECTION
Strategies/Key Activities
(Howarewegoingtodoit?)
What?WhoOwnsThis?By When?
(Howwillweknowifwe areontrackforsuccess?)
(Whatpeople,time, money, andtechnologywillbe needed?)
(Whatcouldgowrong? Howwillwemakethatless likelytohappen?)
(Whoneedstobe consulted/engaged? What needstobecommunicated? Towhom?)
SingleGoalManager NancySudhoff-Human ResourcesDirector
1.Strengthenresources acrossthedistrictfor committeestoaccomplish hiringthroughanequity lense.Theoutcometobe anequitibleandreliable hiringsystemthatleadsto unbiased(conscious and/orunconscious) hiringpractice.
2.Provideaninterview questionbank and continuetoprovidea welcomingenvironment andinterview opportunitiesforall candidates.
3.Planandfacilitate professionallearning sessionsforhiring committeerelatedtothe benefitsofdiversityinthe teachingworkforceand culturalcompetency.Add competenciestoposition descriptions.
HumanResources, supportedbythe AdministrativeTeam (CentralOffice, Principals,Directors). January2025UtilizetheEdSight PortaltomonitorData
Monitortrainingthat impactsselectionusing theVectortraiingportal.
Annuallysurvey applicants.
Annuallycollecthiring data.
AdministratorsandHR workcollaborativelyon supportingapplicantsand datacollection.
Resourcesneeded:
•InterviewChecklists
•Uniformscorecards
•InterviewQuestions
BankonDistrictIntranet Site
•GoogleSurveys•Vector System•Attractiveand InformativeHRpageon theDistrictWebsitethat includestestimonials
Insufficientqualified applicantsinthe certificationareas.
Mitigatebyexpanding recruitmentand advertising.
Budgetcutsandthe budgetapprovalprocess slowshiringand decreasesopportunities todiversifystaff.
Mitigatewithopenlines ofcommunication. Encourageemployment innoncertrolessuchas subteachingandmake thoserolesattractive.
Hiringandselection beginswithbringing togetheradiverse interviewcommittee. Drawcandidatesby usingavarietyof recruitmentefforts.HR toannuallyreview recruitmentmaterials. Twicepermonthshare updatesonDistrict socialmedia.Continue todemonstrateour cultureandMissionand communicatewith potentialhiresthrough FairsandCommmunity Outreach.
(Whatarewetryingto do?)
WhoManagesthe Goal?
(name, position)
Strategies/Key Activities (Howarewegoingtodoit?)
HIRING&SELECTION
What?WhoOwnsThis?By When?
4.Supportandtrainall staffinvolvedin recruitmentandselection, includingstate-mandated implicitbiastraining.Itis essentialforthecandidate tobecomfortableand givenanopportunityto demonstratetheirabilities.
HumanResources, supportedbythe AdministrativeTeam (CentralOffice, Principals,Directors).
January2025
(Howwillweknowifwe areontrackforsuccess?)
(Whatpeople,time, money, andtechnologywillbe needed?)
(Whatcouldgowrong? Howwillwemakethatless likelytohappen?)
(Whoneedstobe consulted/engaged? What needstobecommunicated? Towhom?)
5.Reviewandrevise interviewquestions. StandardizeQuestions. IncorporateCultural Awareness
Provideandadopt consistentinternalhiring guidancethatpromotes appropriatehiring processesalignedwith Strategicgoals.
Clearlycommunicate GoalsandPoliciesonthe Districtwebsite. Promote WaterfordPublicSchools asawelcomingplacefor allpotentialcandidates.
HiringCommittees ChairedbyBuilding Administrators
January2025
Superintendent'sOffice andHRDirector
August2024
Goal
(Whatarewetryingto do?)
Retain100%TOC& AOCoverthenextfew years.
WhoManagesthe Goal?
(name, position)
Strategies/Key Activities (Howarewegoingtodoit?)
RETENTION
What?WhoOwnsThis?By When?
(Howwillweknowifwe areontrackforsuccess?)
(Whatpeople,time, money, andtechnologywillbe needed?)
(Whatcouldgowrong? Howwillwemakethatless likelytohappen?)
(Whoneedstobe consulted/engaged? What needstobecommunicated? Towhom?)
SingleGoalManager
NancySudhoff-Human ResourcesDirector
Seektobetterunderstand anyreasonsforexitsfrom theDistrict.Further,the EquityTeamMission:"is topromotean accountable,culturally responsive,caring environmentforall stakeholders.." Provide yearlyopportunitiesfor stafftointeractwiththe EquityTeam.Keepthe commitmenttodiversity andequityvisible.
HRworksalongwiththe AdminTeamandEquity Team. August2024Retentiondatacollection
StaffSurveys(climate andexitsurveys)
HumanResourcesstaff monitorsand communicatesprogress andindicators:
GoogleSurvey Paycomsystem
Risk-lackof engagementandlackof data.
Surveysnotreturnedor incomplete.Thereisa betterchanceofstaff respondingiftheDistrict hasestablishedopen linesofcommunication andasupportive,team orientedculture.
Sharerecruitmentefforts andstaffachievements withintheDistrictand alsowithCommunity partners.
SingleGoalManager
NancySudhoff-Human ResourcesDirector
LEARNAffinityGroup(s) supportedby administration. Policiesaresharedand easilyaccessible. Policiesandprocesses reflectsupportand demonstratearesponsive culture.
HRworksalongwiththe AdminTeamandEquity Team. ReviewAnnually Evidenceofcommitment andbuy-in&retention
SupportEquityTeam
Work;demonstratethe District'scommitmentby highlightinginitiatives. Thisrequiresstaff commitmentandtime. Mitigateby communicatingwith unions,building administration. Clearly communicatetime commitment.Workon shiftingmindsets
Goal
(Whatarewetryingto do?)
WhoManagesthe Goal?
(name, position)
SingleGoalManager NancySudhoff-Human ResourcesDirector
Strategies/Key Activities
(Howarewegoingtodoit?)
RETENTION
What?WhoOwnsThis?By When?
Flyers,Newsletter, Professionaldevelopment thatisaccessibleandeasy tobalancewithwork/life commitments.Createwellpublicizedcareergrowth opportunitesif/when vacanciesoccur-connect diversestaffwithMentors withintheDistrictfor support.
(Howwillweknowifwe areontrackforsuccess?)
(Whatpeople,time, money, andtechnologywillbe needed?)
HRandBuilding Leadership September2025Datathatdemonstrates careergrowthandjob satisfaction
Mitigation Communication/ Engagement Efforts
(Whatcouldgowrong? Howwillwemakethatless likelytohappen?)
Mentors,time, vacanciesBudgetconstraints Lackofvacancies.
Mentorsthatarenot committed.
-Mitigateby communicating positive resultsAssociating mentoropportunities withprofessionalgrowth andleadership
(Whoneedstobe consulted/engaged? What needstobecommunicated? Towhom?)
CentralOfficeand Buildingleadersand teachers