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Bowling Green City Schools Employee Satisfaction Survey—Fall 2012

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Bowling Green City Schools Employee Satisfaction Survey—Fall 2012. District-wide Participation 351 out of 600 employees completed the survey—approximately 58% of all employees. Representative of all work sites: BGHS: 93 BGJHS: 55 Parker Bennett Curry: 35 Dishman McGinnis: 33

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District-wide Participation

  • 351 out of 600 employees completed the survey—approximately 58% of all employees.
  • Representative of all work sites:
  • BGHS: 93
  • BGJHS: 55
  • Parker Bennett Curry: 35
  • Dishman McGinnis: 33
  • Potter Gray: 30
  • WR McNeill: 26
  • TC Cherry: 25
  • Other: 25
  • Central Office: 15
  • Transportation: 11
  • Maintenance: 3
next steps for 2013 beyond
Next Steps for 2013 & Beyond

Continue to utilize the employee satisfaction survey in the fall of even numbered years—employees appreciate the opportunity to provide feedback and have confidence their feedback will be acted upon.

  • Develop a plan to address the feedback that has room for improvement:
    • (Question 19) Continue to develop ways in which the central office can recognize staff for a job well done. Possibly consider smaller but more frequent ways to recognize staff members.
    • (Question 40) Analyze data to see how staff morale may be raised to a comparable level to that of the district.
    • (Question 49) Continue to look for ways to creatively address salary issues.
  • Take action to build on the continued positive results of the survey.
    • Continue to improve and foster district communications—this area has improved dramatically since 2005 but is an area that must continually be updated and focused on providing “real-time” information to staff.
    • Continue to build on the positive images of the superintendent and school board—Mr. Tinius and board members have created an expectation of visibility and accessibility that must continue to be an important part of daily routines/activities.
    • Build on the belief that the Bowling Green City Schools is a great place to work—as we have dealt with the on-going budget crisis as it relates to school funding, the idea of our employees having a great place to come to work each day allows us to retain our best people and to attract outstanding new ones.
    • Don’t allow staff morale and school pride to be taken for granted—what more can be done to build on “Purple Pride”—as the profile of our employees changes (younger & new to the district), there must be a concerted effort to promote and foster the “family” atmosphere that exists in the city schools.