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DOE Learning and Development Guide. A Handbook for Managerial Success. April 20, 2009 ... Can translate strategy into action, and is an expediter. ... – PowerPoint PPT presentation

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Title: Table of Contents


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Table of Contents
  • Successful Leadership at the DOE
  • About this Guide__________________________________
    ________________________________________________
    3
  • DOE Managerial Talent Strategy____________________
    __________________________________________________
    4
  • Competencies An Overview________________________
    ________________________________________________
    5
  • Background - DOE Managerial Competencies__________
    _________________________________________________
    6
  • Competency Level Definitions______________________
    __________________________________________________
    7
  • Determining Which Competencies to
    Develop___________________________________________
    _________________ 8
  • Managerial Competency Descriptions and
    Development Activities
  • DOE Managerial Competencies The Foundation for
    Developing Talent 9
  • Client Partnership and Insight___________________
    __________________________________________________
    ___ 10
  • Accountability / Drive for Results________________
    __________________________________________________
    ___ 14
  • Operational Excellence____________________________
    _________________________________________________
    18
  • Strategic Analytical Thinking___________________
    __________________________________________________
    __ 22
  • Influences through Effective Communication________
    __________________________________________________
    __ 26
  • Personal Leadership Effectiveness_______________
    __________________________________________________
    _ 30
  • Champions Change Innovation /
    Adaptability______________________________________
    ___ _________________ 34
  • Additional Development Resources
  • Making the Most of Your Development Plan
    __________________________________________________
    ___________ 38
  • Sample Development Goals and Action
    Plans_____________________________________________
    ______________ 39

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About This Guide
  • The DOE Learning and Development Guide is
    designed to help you understand the Department of
    Education standards and expectations of
    leadership for managers. The DOE Managerial
    Competencies are the foundation for developing
    managerial talent across the DOE. These
    competencies set a benchmark for the traits and
    behaviors our managers need to possess to be
    successful leaders at the DOE. In addition, the
    competencies help identify individual strengths
    and areas to pinpoint for further improvement as
    the basis for a personal development plan.
  • You can use this guide as you
  • Prioritize which competencies to work on in
    your current role, as well as in preparation
  • for your next career challenge
  • Create your own development plan
  • Provide developmental feedback with your direct
    reports
  • The overall intent of this guide is to
  • Introduce the DOE Managerial Competency Model,
    how to assess behaviors using the model,
  • and determine which competencies to develop.
  • Describe each of the DOE Managerial Competencies
    in detail, with recommended activities,
  • readings and other resources to create a
    personal growth and development plan.
  • Highlight additional resources, tools and
    information, including sample development goals
  • and plans.

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DOE Managerial Talent Strategy
Competencies align the key components of how we
develop managerial talent
  • Attract and retain the right skilled talent
  • Develop leadership capabilities for managers
  • Target training development efforts
  • Basis for feedback and coaching

DOE Managerial Competencies
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Competencies An Overview
A competency is any characteristic of a person
that differentiates outstanding performance.
These characteristics include skills, knowledge,
traits and factors which motivate you to do your
best, such as striving to achieve doing the best
work. Focusing on skills, knowledge, traits and
motivation help you develop specific
competencies over time.

What I Can Do e.g. communicate effectively,
manage operations
Skills and knowledge are easier to see
and observe
What I Know e.g. advanced project management
techniques, IT systems and tools
Who I Am e.g. proactive, organized,
collaborative, trustworthy
Traits and motivation impact leadership
more over time
What Influences My Behavior e.g. personal
achievement or a desire to help others
Competencies
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Background DOE Managerial Competencies
  • The seven DOE Managerial Competencies are
  • Customer partnership insight
  • Accountability / drive for results
  • Operational excellence
  • Strategic analytical thinking
  • Influences through effective communication
  • Personal leadership effectiveness
  • Champions change innovation / adaptability
  • These seven competencies define the standards and
    expectations of leadership for managers at the
  • DOE. Specifically, they were developed based on
    themes from development tools already in use
    across
  • the organization, and were validated by internal
    groups of DOE senior managers.
  • These seven competencies support the DOE
    Strategic Priorities set by the Chancellor each
    school
  • year. Regardless of organizational or functional
    role, they can be meaningfully applied to
    determine and
  • help pinpoint an individuals leadership
    strengths, as well as areas for further
    improvement. Each
  • competency area is supported by a set of themes,
    a brief description or definition, and four
    levels
  • which define the expected standards of behavior
    associated with each competency.

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Competency Level Definitions
  • In the DOE Managerial Competency Model, there are
    four levels which define the standards of
    behaviors for each individual competency.
  • Level 1 - Requires Development
  • This level of behaviors is not yet sufficient to
    meet the DOEs standards of leadership for
    managers or have the necessary impact on others
    and the organization. Development is required to
    raise this managers competency to a higher level
    of proficiency.
  • Level 2 - Proficient
  • This level of behaviors shows this manager is
    both capable and effective, with room to grow and
    develop.
  • Level 3 - Highly Proficient
  • This level of behaviors is recognized as a high
    standard for DOE managerial effectiveness and
    demonstrates clear and consistent expertise and
    application of knowledge, skills and behaviors.
  • Level 4 Role Model
  • This level of behaviors is the highest standard.
    The manager who consistently demonstrates these
    behaviors is a role model and can coach others on
    how to improve, grow and develop a particular
    competency.

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Determining Which Competencies to Develop
  • The DOEs Managerial Competencies 360 Degree
    Feedback Survey is a tool that allows you to
    obtain input and feedback from your immediate
    manager, peers, and others with whom you
    regularly interact on the effectiveness of your
    leadership compared to the Managerial
    Competencies. The summary feedback you receive
    can help you determine which of the DOE
    Managerial Competencies should be your personal
    priorities for development. See the Additional
    Resources in this Guide for further information.
  • Alternatively, you can prioritize which
    competencies to focus on based on relative
    ability and importance. The steps and
    illustration below are tools to help you choose
    which competencies to develop.

Focus Area Competency Example Ability to
collaborate effectively across DOE divisions.
Step 1 Meet with your manager to determine how
to gather input about your leadership
effectiveness. Use feedback from tools, like the
360 degree feedback survey, to identify your
overall strengths and areas for development.
High
High importance to current job Low competency ability High importance to current job High competency ability
Low importance to current job Low competency ability Low importance to current job High competency ability
  • Step 2
  • Based on your current job role, determine
  • What are your key challenges now?
  • What accomplishments/results are important to
    achieve?
  • Which of the DOE Managerial Competencies will
    contribute
  • to achieving these accomplishments?

Importance
Step 3 Prioritize those competencies that fall
into the Focus Area those competencies that
fall into the lower ability levels but are most
important to the job.
High
Low
Ability
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DOE Managerial Competencies
Accountability / Drive for Results
Customer Partnership Insight
Personal ownership and responsibility Manages
performance Personal productivity and achieving
results through others
Partnership development and influence Anticipates
customer needs Provides alternative customer
recommendations Leads with a customer mindset
Operational Excellence
Champions Change Innovation / Adaptability
Leverages technology and data Cost-effective
management Project leadership and
management Executes plans strategies with
efficiency effectiveness
Embraces Change Risk Taking Idea Creation
Developing Managerial Talent
Personal Leadership Effectiveness
Strategic Analytical Thinking
Integrity and leads authentically Conflict
resolution Team leadership and teamwork Shares
knowledge and invests in the success of others to
build organizational capability
Influences through Effective Communication
Acts with a big picture mind-set Data analysis
and problem solving Analytical thinking to
achieve fact-based decisions
Listens actively Manages diverse audiences and
expectations Clarity, timeliness persuasiveness
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Customer Partnership and InsightThemes and
Description
  • Themes
  • Partnership development and influence
  • Anticipating customer needs
  • Providing alternative customer recommendations
  • Leading with a customer mindset

Description Outstanding DOE managers
establish strong and long-lasting relationships
with the customers they serve (both internal as
well as external customers). They develop true
partnerships with their customers, understanding
their needs and requirements, and work
collaboratively with them to solve their
problems. They consistently anticipate customer
needs and have a customer mindset when working
with others across the DOE. They deliver what
the customer expects in terms of value-added
services, programs and support.  
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Customer Partnership and Insight
  • Themes
  • Partnership development and influence
  • Anticipating customer needs
  • Providing alternative customer recommendations
  • Leading with a customer mindset

Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Does not take initiative to develop customer partnerships and effective working relationships. Inconsistently meets customer deadlines and does not fully understand customer needs. Has limited understanding of customer requirements and does not actively work to develop a deeper customer understanding. Thinks and acts from personal point of view. Skilled at building trust and confidence with customers and can effectively troubleshoot and resolve moderately complex situations. Consistently meets customer deadlines, responds in timely manner and contributes to developing solutions to customer problems. Translates and decodes what the customer is saying and asking for and is able to effectively communicate a recommendation. Is open to receiving feedback and acting on input. Thinks and acts from the customers point of view. Is able to display sensitivity and diplomacy in interactions with customers. Is able to mediate conflict between customers and other parts of the organization and use personal influence to resolve issues appropriately. Takes the lead to develop an action plan that addresses customer concerns and simultaneously seeking out and acting on customer feedback. Is able to balance being flexible in solution delivery with original customer strategy and requirements. Has courage to speak up and take a stand when necessary. Leads with a customer mindset and keeps abreast of what is going on in the customers field or area/environment. Is viewed as an expert by all partners. Has a comprehensive understanding of content issues and partner viewpoints. Superior reader of customer situations. . Is viewed as a trusted advisor by a customer. Is able to integrate ideas to predict what the customer needs, often before the customer does. Proactively and consistently anticipates customer needs by presenting alternative recommendations and contingency plans. Consistently delivers what customers need ahead of time. Expertly influence/ communicate value to customers that result in implementing needed solutions. Strikes the appropriate balance between key stakeholders across the DOE.


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Customer Partnership Insight
  • Sample Development Activities
  • Write down who your internal and external
    customers are, and recognize the frequency and
    importance of the relationship with each
    customer. Ask your staff to do the same.
  • Attend customer staff meetings or host customer
    focus groups to learn about whats working well
    and what could be improved from the customers
    point of view.
  • When spending time with customers, make a point
    of actively listening to what they are saying,
    and summarizing it back to them in you own words
    to ensure that you have heard them accurately,
    and to convey that they know that you have heard
    them.
  • Set a challenge for your direct reports to
    identify 2 new ways to partner and team with
    customer groups you support then present them
    to the customer groups as a new way of working
    together.
  • Check to see what the most important criteria
    that customers expect from your group. Process
    accuracy? Speed and response time? Or providing
    creative and strategic ideas? Be aware of, and
    focus on customers priorities.
  • If/Where possible, shadow your customer on site
    for half a day, and observe their action and
    behavior to gain customer perspective and
    mindset.
  • Stop and think about your client interactions
    over the last 30 days write down all the
    characteristics and habits you possess that
    support your client. Write down all the
    characteristics and habits you possess that
    inhibit your interactions. Leverage the best and
    develop a plan to manage the areas that you
    believe need improvement.

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Customer Partnership Insight
  • Suggested Readings
  • The Trusted Advisor, by David Maister, Charles
    H. Green and Robert M. Carleton, 2001.
  • Loyalty Rules! How Todays Leaders Build
    Lasting Relationships by Frederick F. Reichheld,
    2003.
  • Flawless Consulting A Guide to Getting Your
    Expertise Used by Peter Block, 1999.
  • Meeting Customer Needs (Third Edition) by Ian
    Smith, 2003.
  • Chapter 19 Focus on Customers of the
    Successful Managers Handbook (pg 403 - 434) by
    Personnel Decisions International, 2004.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Delivering Quality In-Person Customer Service
    (1 day)
  • Developing Dynamic Listening Skills (1 day)

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Accountability / Drive for Results Themes and
Description
  • Themes
  • Personal ownership and responsibility
  • Manages performance
  • Personal productivity and achieving results
    through others

Description Outstanding DOE managers take
personal ownership for their work and results,
and see projects and initiatives they are
accountable for from initial concept to full
implementation. Achieving needed results is a
personal priority of outstanding DOE Managers.
They set high standards for their own performance
and clear expectations for others to understand
the importance of achieving needed goals. They
make the necessary trade-off decisions in terms
of time, resources and budget to ensure others
are aligned and set up to achieve their goals
successfully.
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Accountability / Drive for Results
  • Themes
  • Personal ownership and responsibility
  • Manages performance
  • Personal productivity and achieving results
    through others

Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Tends to be reluctant to take personal ownership for work results and often faults others for failure to reach goals. Reluctantly establishes goals with staff so that individuals are clear on how their key deliverables are aligned to the organizational strategy. Is not consistently personally productive and rarely takes needed initiative to motivate and support staff to achieve expected results. Takes ownership for an initiative from inception to completion. Assumes personal responsibility for successes and failures. On an on-going basis, effectively manages performance by properly assessing weaknesses and strengths of staff. Coaches and guides others so they stay on track to achieve needed results. Drives results through personal productivity and proactively motivates and supports staff that results in their ability to achieve needed outcomes. Makes achieving results a priority, and consistently takes on personal responsibility for enabling others to address taking ownership of their own performance. Strategically manages team performance resulting in making needed trade-off decisions (e.g. hiring, moving out, retraining, etc.) regarding aligning the right talent in the right roles. Monitors progress and redirects efforts when goals are not being met. Is efficient in using other peoples time and helps all colleagues work more effectively. Keeps own team focused on outcomes in the face of obstacles. Relentlessly pursues results with a sense of possibility. Continuously drives and aligns individual and team accountability to enable the organization to surpass stated results. Expertly leads assimilation of diverse groups of employees (i.e. skill sets, functional backgrounds, different capabilities, etc.) that result in the organization consistently exceeding its results. Role models achieving results through others by creating a high performing team so that the organization achieves measurable productivity gains.

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Accountability / Drive for Results
  • Sample Development Activities
  • Make a list of your work, and define which
    activities you should be doing as a manager and
    what should be done as an individual contributor.
  • List all your stakeholders (people who needs to
    be involved in the decision or who will be
    affected by it), and draw a map. Identify which
    stakeholders you need to strengthen relationships
    with, then develop a plan to do so over time.
  • Interview a DOE colleague who has just
    successfully implemented a major new initiative
    apply the lessons learned to a current
    challenging goal you must implement.
  • Plan a Goal-Setting Kickoff Meeting for your
    team. Create a clear agenda, time schedule and
    desired outcome in order to manage the meeting
    effectively. Be bold and set standards that you
    and your colleagues find challenging (yet
    realistically achievable).
  • Discuss your expectations for your team members
    and encourage them to set their individual
    performance goals. Give them consistent and
    constructive feedback on their progress and
    support them with clarity and confidence in times
    of their hardship but be tough with them when
    necessary.
  • Identify someone in the organization you view as
    being highly accountable. Observe what they do
    and what they say in meetings. Identify one key
    behavior that you want to emulate. Study the
    individual and practice incorporating some of
    their successful habits into your style. Then
    seek feedback from others on your effectiveness.
  • Make attendance at meetings and conference calls
    even more valuable and effective by summarizing
    the next actions that have been agreed to. Ensure
    everyone is clear about next steps and assign
    owners to be accountable for each required
    action.

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Accountability / Drive for Results
  • Suggested Readings
  • The Wisdom of Teams Creating the High
    Performance Organization, by Jon Katzenbach and
    Douglas K. Smith, 2003.
  • Trust Effect Creating the High Trust, High
    Performance Organization by Larry Reynolds,
    1997.
  • Why Smart Executives Fail And What You Can
    Learn from Their Mistakes by Sydney Finkelstein,
    2003.
  • Zapp! The Lightning of Empowerment How to
    Improve Productivity, Quality, and Employee
    Satisfaction by William Byham and Jeff Cox,
    1997.
  • High Performance with High Integrity by Ben
    Heineman, 2008.
  • Chapter 20 Manage Execution of the Successful
    Managers Handbook (pg 435 469) by Personnel
    Decisions International, 2004.
  • The Speed of Trust The One Thing That Changes
    Everything by Steven M.R. Covey, 2006.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Leading for Results (1 day)
  • Performance Management (2 days)
  • Back to Basics Essential Skills for
    Supervisors (4 days)
  • Fundamentals of Supervision (3 days)
  • Supervising Challenging Employees (2 days)

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Operational Excellence Themes and Description
  • Themes
  • Leverages technology and data
  • Cost-effective management
  • Project leadership and management
  • Executes plans and strategies with efficiency
    and effectiveness

Description Outstanding DOE managers execute and
implement strategies, policies and plans with
excellence and completeness. They expertly
recommend and use technology to achieve needed
levels of productivity that will benefit the
organization, based on data and business
requirements. They are expert project leaders and
project managers, resulting in leading others to
achieve what is required in the most
cost-effective manner possible. They translate
strategic plans into practical actions so that
others can own and expedite needed actions. They
use and prioritize information and feedback to
put in place corrective actions along the way
that result in tangible gains in productivity and
customer satisfaction.
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  • Themes
  • Leverages technology and data
  • Cost effective management
  • Project leadership and management
  • Executes plans and strategies with efficiency
    and effectiveness

Operational Excellence
Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Demonstrates basic competency on relevant MS Office products and applications to perform the essential duties and functions of current job role. Is proficient in job-relevant DOE IT applications that enable ability to more efficiently operationalize plans. Advises others on benefits of IT applications to resolve functional issues. Consistently leverages technology to make needed productivity gains for the organization based on expert use of DOE data. Aligns business requirements to the appropriate functional or DOE technology solution. Develops innovative ways to analyze data, resulting in new productivity gains.
Inconsistently manages projects and plans cost-effectively. Does not proactively identify and recommend the most cost-efficient course of action that benefits the team/group. Manages work projects and plans in a cost-effective manner. Meets budget goals and team objectives with available options and resources. Consistently identifies and weighs the cost/benefits of different approaches to recommend the most costeffective solution to meet organizational needs. Expertly influences others to agree on needed outcomes, based on cost-impacting arguments. Anticipates cost changes and recommends the best solution for cross-divisional groups.
Infrequently develops projects or work plans which measure and effectively track needed progress. Develops clear and measurable objectives, goals, and metrics with needed milestones to assess progress against plans. Takes ownership and responsibility for the project. Applies appropriate and timely judgment to know how and when to assess changes that need to be addressed to ensure quality and efficiency. Can translate strategy into action, and is an expediter. Expertly influences others to agree on needed outcomes, based on cost-impacting arguments. Anticipates cost changes and recommends the best solution for cross-divisional groups.
Infrequently develops projects or work plans which measure and effectively track needed progress. Develops clear and measurable objectives, goals, and metrics with needed milestones to assess progress against plans. Takes ownership and responsibility for the project. Applies appropriate and timely judgment to know how and when to assess changes that need to be addressed to ensure quality and efficiency. Can translate strategy into action, and is an expediter. Is sought after for leadership and project management expertise. Spends times teaching others expertise and knowledge. Has courage and determination to raise and resolve difficult issues and conflict.
Gathers information as needed or as requested to enable others to make informed decisions regarding changes to policies, procedures and operational plans. Personal approach to managing daily operations need improvement. Demonstrates functional expertise regarding policies and procedures in own areas of accountability. Advises others on impact of how policies and practices affect needed decisions. Ensures that daily operations are running effectively efficiently. Applies appropriate and timely judgment to know how and when to assess changes that need to be addressed to ensure quality and efficiency. Can translate strategy into action, and is an expediter. Is sought after for leadership and project management expertise. Spends times teaching others expertise and knowledge. Has courage and determination to raise and resolve difficult issues and conflict.
Gathers information as needed or as requested to enable others to make informed decisions regarding changes to policies, procedures and operational plans. Personal approach to managing daily operations need improvement. Demonstrates functional expertise regarding policies and procedures in own areas of accountability. Advises others on impact of how policies and practices affect needed decisions. Ensures that daily operations are running effectively efficiently. Prioritizes tasks and actively looks for ways to streamline, revise and eliminate internal procedures and systems to create greater efficiency and quicker results. Is sought after for leadership and project management expertise. Spends times teaching others expertise and knowledge. Has courage and determination to raise and resolve difficult issues and conflict.
Gathers information as needed or as requested to enable others to make informed decisions regarding changes to policies, procedures and operational plans. Personal approach to managing daily operations need improvement. Demonstrates functional expertise regarding policies and procedures in own areas of accountability. Advises others on impact of how policies and practices affect needed decisions. Ensures that daily operations are running effectively efficiently. Prioritizes tasks and actively looks for ways to streamline, revise and eliminate internal procedures and systems to create greater efficiency and quicker results. Pinpoints and resolves interdependencies that need to be aligned within own team and on behalf of other teams operational plans so that everyone supports the goals.

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Operational Excellence
  • Sample Development Activities
  • Identify areas of operation that is hindering
    your team efficiency and think of ways to
    standardize using technology, or grasp the trend
    using available data.
  • Lead a cross-DOE team that results in improving
    the effectiveness and efficiency of an
    organizational/functional process, policy or
    system.
  • Conduct a cost/benefit impact analysis for a
    process that needs improvement propose
    recommended options and a decision based on
    facts, data and key findings.
  • Use a project management tool such as Microsoft
    Project 2003, Excel or simply a sheet of paper to
    outline roles and timelines in order to manage
    the project effectively.
  • Draw a flow chart of your teams work and project
    processes, and identify problem areas and
    bottlenecks. Observe if theres any duplication
    of effort, and determine if any steps can be
    eliminated or combined to save time and cost.
  • Create your teams detail fiscal year calendar
    based on your departments goals and mission, and
    proactively follow through with your plans.

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Operational Excellence
  • Suggested Readings
  • The One-Page Project Manager Communicate and
    Manage Any Project with a Single Piece of Paper
    by Clark A. Campbell, 2006.
  • The Skilled Facilitator by Roger Schwarz, 2002.
  • Business Process Management A Practical
    Guideline to Successful Implementations (Second
    Edition) by John Jeston and Johan Nelis, 2008.
  • Designing Solutions for Your Business Problems
    A Structured Process for Managers and
    Consultants by Betty Vandenbosch, 2004.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Essentials for Successful Project Management (1
    day)
  • Time and Task Management Using Microsoft Outlook
    2003 (1 day)
  • Setting Up Projects for Success Using Microsoft
    Project 2003 (1 day)
  • The Project Management Practical (Meets once a
    week for 8 weeks between January and March)
  • Various e-Learning courses on specific computer
    and software applications, including MS Office
    Suite

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Strategic Analytical Thinking Themes and
Description
  • Themes
  • Acts with a big picture mindset
  • Data analysis and problem solving
  • Analytical thinking to achieve fact-based
    decisions

Description Outstanding DOE managers approach
solving organizational issues and challenges
with an analytical mindset. They use the most
compelling and relevant data, facts and
information to determine the root cause issues
of problems. They integrate data and consider
different points of view to develop a vision or
strategy in simple terms that others can easily
understand. Decisions are recommended and
implemented based upon lessons learned and
relevant best practices. Outstanding DOE managers
lead and act with a big picture mindset.
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  • Themes
  • Acts with a big picture mindset
  • Data analysis and problem solving
  • Analytical thinking to achieve fact-based
    decisions

Strategic Analytical Thinking
Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Pays attention to details of each component, but has difficulty consolidating information to synthesize and summarize an issue. Has difficulty analyzing and/or synthesizing data and problems into manageable parts, and therefore is unable to pinpoint the issue/problem that needs to be resolved. Has partial or incomplete understanding of what the data means. Cannot identify/observe the significance or implication of the data to make an informed recommendations. Effectively focuses on the critical information in order to help others understand and focus on the single most important issue to be addressed. Approaches problem solving with an open mind and perspectives, and uses metrics (cost/benefit, ROI, etc.) to evaluate options. Is able to interpret the data and provides needed level of advice and counsel with appropriate/ specific recommendations. Consistently analyzes an issue from different points of view, and integrates data/information from various sources to identify key root causes. Analyzes data and issues from multiple points of view, and leverages lessons learned and best practices to come up with a practical solution/recommendation. Interprets the meaning and implications of the data quickly, and develops fact-based arguments which influence organizational decisions. Intuitively grasps the concept or root causes quickly even with incomplete or ambiguous information. Consistently leads the development of a vision and/or strategy, and is able to communicate it in simple and clear terms. Masterfully gathers and integrates information from various sources to arrive at optimal solutions including alternatives that will benefit key stakeholders/decision makers. Expertly outlines and articulates the essentials and implications of data including risk assessment, tradeoffs as well as a contingency plan.

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Strategic / Analytical Thinking
  • Sample Development Activities
  • Conceptual thinking development exercises 1)
    Pick a common item and identify 20 different uses
    for it (e.g., a fork, a drinking glass, a
    computer terminal, a shoe, etc.). 2) Consider
    any two unrelated items and create a list of
    reasons they are similar (e.g., a pen and a
    coffee cup, a telephone and an orange).
  • What is the problem or issue? Describe it in one
    clear sentence, stating it in terms of an outcome
    rather than a solution. For example, Within six
    months, our internal customers will provide us
    with the feedback that they are 80 satisfied
    with the support and user services we provide.
  • Identify root causes by using a five whys
    approach. Uncover layers of cause and effect by
    asking why the issue occurred, why that condition
    existed, why that was so, and so forth.
  • Work with your team to identify all the
    stakeholders potentially involved in an issue,
    gather information from the different
    stakeholders, and then define problems from the
    perspective of each stakeholder. Understand the
    interrelationships and recognize the broad
    implications of the issue that may lead to
    solutions and actions.
  • Talk to people in different groups/division who
    will give you divergent opinions about an issue.
    List all the ideas for alternatives you have
    generated or received including rationale, and
    debate the merits of each possibility with your
    team.

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Strategic / Analytical Thinking
  • Suggested Readings
  • Asking the Right Questions A Guide to Critical
    Thinking (8th Edition) by Neil Browne and Stuart
    Keeley, 2006
  • The Power of the 2 x 2 Matrix Using 2 x 2
    Thinking to Solve Business Problems and Make
    Better Decisions by Alex Lowy and Phil Hood,
    2004
  • Ahead of the curve A Guide to Applied Strategic
    Thinking by Steven Stowell, 2005
  • Strategic Thinking A Four Piece Puzzle by Bill
    Birnbaum, 2004
  • Why Didnt I Think of That? Think the
    Unthinkable and Achieve Creative Greatness by
    Charles McCoy, 2002
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Critical Thinking for Effective Decision Making
    (2 days)
  • Creating and Delivering Powerful Presentations
    (2 days)

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Influences through Effective Communication
Themes and Description
  • Themes
  • Active listening
  • Manages diverse audiences and expectations
  • Clarity, timeliness and persuasiveness in oral
    and written communications

Description Outstanding DOE managers are clear,
timely and persuasive in their written and oral
communications. They understand what and how to
communicate to specific audiences based on
knowing and anticipating the information needs of
their customers (both internal and external).
They are expert active listeners, and listen to
seek understanding and engage others in dialogue
and debate. They effectively build on ideas and
information that have been shared, and enable
others to see different insights  that lead to a
new level of understanding. They communicate
persuasively, resulting in managing audience
needs and expectations.
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  • Themes
  • Active listening
  • Manages diverse audiences and expectations
  • Clarity, timeliness and persuasiveness of oral
  • and written communications

Influences through Effective Communication
Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Lacks focus and eye contact, and often interrupts dialogue in an inappropriate timing/manner. Exhibits impatience. Does not understand appropriate target audiences, and often involves more parties in communications than needed. Periodically causes surprises through message and tone. Communication often lacks clarity and timeliness, causing repeated/extra exchanges that result in inefficient use of time for everyone involved. Listens genuinely and patiently without interrupting, and asks appropriate questions to acknowledge the underlying state/issues. Consistently checks for understanding. Thinks through what the messages need to be, and messages it to appropriate audiences in a diplomatic and timely way. Appropriately keeps people up-to-date. Sends messages that are accurate, clear and timely, and uses good judgment regarding who needs to be communicated to, and influenced. Articulates and summarizes the appropriate pros and cons of the issue. Listens willingly and interprets both verbal and nonverbal messages, and offers ideas and applicable insight. Knows how to read an audience through active listening. Achieves a high level of transparency through effective communications. Strikes the right balance to share and highlight what is most important. Communication provides the needed context and fact-based argument that results in sharing a compelling personal perspective. Takes a personal stand behind the right decision for the organization, and persuade others to follow and support that stand. Consistently conveys empathy when listening, absorbs the content, and integrates different perspectives to advise the best approach and feasible action plans. Expertly builds/leverages partnerships and networks to influence people, and is sought after as a coach/role model in organizational communication. Expertly persuades others to quickly support the right decision that would most benefit the organization. Expertly captures the buy-in of others through persuasiveness of communication. Consistently generates followers by capturing their hearts and mind.
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Influences through Effective Communication
  • Sample Development Activities
  • When listening, demonstrate genuine interest and
    empathy, pay attention to nonverbal behavior, and
    identify the persons main message. Also develop
    an understanding of how important the topic is to
    the person, and why.
  • Identify people who are considered skilled
    listeners and watch them in action. Take note of
    how they convey affinity and rapport. What are
    their nonverbal actions? What questions do they
    ask?
  • Role-play situations with your colleagues in
    which audience members get lost, restless, or
    otherwise disengaged. Give each other specific
    feedback on what works well and what is
    ineffective.
  • Before a presentation or team discussion, think
    of as many potential questions as possible,
    especially difficult or hostile ones. Prepare
    strong answers that relate to your key messages.
    You still might be surprised by a question, but
    preparation will take away much of the what if
    anxiety.
  • Always think of, and define the purpose of your
    communication before outlining them. Asking
    clarifying questions to be clear on the main
    thoughts and ideas.
  • To grab the audiences attention, try one of
    these ideas 1) use a dramatic statement, 2) ask
    a question that requires a response from the
    audience, 3) refer to a recent or well-known
    event, 4) tell a story from your own experience,
    or 5) Cite a quotation from an authoritative
    source.

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Influences through Effective Communication
  • Suggested Readings
  • Guide to Interpersonal Communication by Joann
    Baney, 2003.
  • Listening Effectively Achieving High Standards
    in Communications by John Kline, 2002
  • The Leaders Voice How Communication Can
    Inspire Action and Get Results! by Boyd Clarke
    and Ron Crossland, 2002.
  • The Voice of Authority 10 Communication
    Strategies that the Leaders Need to Know by
    Dianna Booher, 2007.
  • Working the Room How to Move People to Action
    through Audience-Centered Speaking by Nick
    Morgan, 2003.
  • Say It in Six How to Say Exactly What You Mean
    in Six Minutes of Less by Ron Hoff, 1996.
  • The Business Writers Handbook (8th Edition) by
    Gerald Alred, Charles Brusaw Walter Oliu, 2006.
  • Difficult Conversations How to Discuss What
    Matters Most By Douglas Stone, Bruce Patton,
    Sheila Heen, 1999.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Developing Dynamic Listening Skills (1 day)
  • Influencing without Authority (1 day)
  • Business Writing Clarity Through Critical
    Thinking (1 day)
  • Communicating for Results (2 days)
  • Customer-Focused Writing for Clear and Effective
    Communication (.5 day)

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Personal Leadership Effectiveness Themes and
Description
  • Themes
  • Integrity and leading authentically
  • Conflict resolution
  • Team leadership and teamwork
  • Knowledge sharing and investing in the success
    of others to build organizational capability

Description Outstanding DOE managers lead and act
with integrity and genuineness. They take the
time to resolve conflicts constructively when
they arise. They proactively reach across DOE
divisions and functions to build and nurture
relationships with others that help
achieve needed outcomes and results. They are
recognized as effective coaches by investing time
in helping both individuals and teams reach
their full potential. The personal success of
others is a high personal priority for
outstanding DOE managers.
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  • Themes
  • Integrity and leading authentically
  • Conflict resolution
  • Team leadership and teamwork
  • Knowledge sharing and investing in the success
    of others

Personal Leadership Effectiveness

Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Does not consistently do as he or she says. Rarely takes initiative to lead a needed effort. Follow-up is often required. Acts with integrity and professionalism in all work situations, including dealing with crisis or conflict situations. Effectively utilizes available resources. Shows ability to maintain integrity and do the right thing where others may have difficulty or are resistant when there are differences in opinion. Is able to effectively influence others without formal authority. Role models authentically such that others want to follow this individual based on high standards of integrity and personal leadership.
Is typically uncomfortable dealing with conflict and defers to others in conflict situations. Acts with integrity and professionalism in all work situations, including dealing with crisis or conflict situations. Effectively utilizes available resources. Shows ability to maintain integrity and do the right thing where others may have difficulty or are resistant when there are differences in opinion. Is able to effectively influence others without formal authority. Expertly leads through conflict situations in ways that bring constituents together to achieve win-win outcomes and results.
Is typically uncomfortable dealing with conflict and defers to others in conflict situations. Effectively engages in conflict situations and works collaboratively to resolve differences. Shows ability to maintain integrity and do the right thing where others may have difficulty or are resistant when there are differences in opinion. Is able to effectively influence others without formal authority. Expertly leads through conflict situations in ways that bring constituents together to achieve win-win outcomes and results.
Is typically uncomfortable dealing with conflict and defers to others in conflict situations. Effectively engages in conflict situations and works collaboratively to resolve differences. Mitigates/expedites resolution of conflict in challenging situations that result in building needed levels of consensus and commitment. Expertly leads through conflict situations in ways that bring constituents together to achieve win-win outcomes and results.
Occasionally lacks personal initiative/ motivation to learn and teach others when expected to do so. Understands others priorities, needs and concerns, and actively encourages/open to new ideas and input while effectively overcoming resistance . Is an effective follower who fully supports whats needed and expected by the organization. Mitigates/expedites resolution of conflict in challenging situations that result in building needed levels of consensus and commitment. Expertly leads through conflict situations in ways that bring constituents together to achieve win-win outcomes and results.
Occasionally lacks personal initiative/ motivation to learn and teach others when expected to do so. Understands others priorities, needs and concerns, and actively encourages/open to new ideas and input while effectively overcoming resistance . Is an effective follower who fully supports whats needed and expected by the organization. Takes time to understand and study what has worked and why. Creatively integrates the ideas and perspectives of others to create the best approach while establishing buy-in of other team members. Expertly develops effective relationships across the DOE while leading and building high performing teams who achieve breakthrough results. Is sought after as a coach and a mentor and continuously builds team capabilities, including successors for key managerial and staff roles.
Tends to keep information and knowledge to self, resulting in others not having the knowledge and information they may need to get the job done. Has difficulty relating to others point of view. Takes initiative to share critical knowledge and expertise, and demonstrates openness and approachability in working with colleagues. Consistently makes time for others, and provides opportunities for individual and team development. Proactively codifies and documents experience and critical knowledge learned and truly understands and values the impact of ones own behavior on others. Consistently coaches others to maximize their growth while offering both short-term and long-term perspectives. Expertly develops effective relationships across the DOE while leading and building high performing teams who achieve breakthrough results. Is sought after as a coach and a mentor and continuously builds team capabilities, including successors for key managerial and staff roles.
Tends to keep information and knowledge to self, resulting in others not having the knowledge and information they may need to get the job done. Has difficulty relating to others point of view. Takes initiative to share critical knowledge and expertise, and demonstrates openness and approachability in working with colleagues. Consistently makes time for others, and provides opportunities for individual and team development. Proactively codifies and documents experience and critical knowledge learned and truly understands and values the impact of ones own behavior on others. Consistently coaches others to maximize their growth while offering both short-term and long-term perspectives. Role models taking a personal stake to ensure others succeed. Successfully builds individual and team capacity and strong legacy or organizational success.
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Personal Leadership Effectiveness
  • Sample Development Activities
  • Regularly review to make sure that your actions
    and management approach are firmly aligned with
    the Children First Reform Agenda and your
    group/division goals and values. Link your team's
    mission to that of the broader DOE organization
    share the Chancellors Strategic priorities with
    your staff.
  • Ask yourself after every interaction with the
    team, Have I left them feeling stronger and more
    capable than before?
  • Focus on issues rather than people when
    addressing and resolving conflict. Write an
    agenda for meetings in which a conflict needs to
    be addressed. This will give everybody the same
    expectation for what needs to be accomplished and
    will help the group stay on track.
  • Promote teamwork among different groups by
    showing respect for other functions and
    professions. Watch out for us versus them
    thinking and discussions. Check yourself and be
    brave to caution others when they talk in those
    terms.
  • Invest in and encourage team participation in
    cross-functional/multi-cultural learning sessions
    to help develop and strengthen your teams
    appreciation for different values and viewpoints.
  • Ask your staff to research specific issues. Have
    them learn enough about the issue to brief you
    and others on what they have learned, and have
    them become experts on the issue/subject.
  • Show interest in peoples career, and follow
    up/coach them on their development plans with
    formal and informal meetings throughout the year.
    In addition to asking staff what motivates them,
    observe what motivates them.

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Personal Leadership Effectiveness
  • Suggested Readings
  • The True North Discover Your Authentic
    Leadership by Bill George, 2007.
  • Influence Without Authority (2nd Edition) by
    Alan R. Cohen David L. Bradford, 2005.
  • Resolving Conflicts at Work Eight Strategies
    for Everyone on the Job by Kenneth Cloke and
  • Joan Goldsmith, 2005.
  • Love em or Loose em by B. Kaye and S.
    Jordan-Evans, 2008.
  • Beyond Teams Building the Collaborative
    Organization by M. Beyerlein, C. McGee and S.
    Freedman, 2002.
  • Primal Leadership by D. Coleman, R. Boyatzis
    and A. McKee, 2004.
  • Working with Emotional Intelligence By Daniel
    Goldman, 1998.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • The Manager as Coach Increasing Employee
    Participation (2 days)
  • Dealing with Conflict on Work Teams (1 day)
  • Building Positive Workplace Relationships (2
    days)
  • Team-Based Leadership (2 days)
  • Giving Effective On-Going Feedback (1 day)

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Champions Change Innovation /
AdaptabilityThemes and Description
  • Themes
  • Embraces change
  • Risk taking
  • Idea creation

Description Outstanding DOE managers look for
opportunities and ways to improve the way
things work. Achieving new levels of efficiency
and effectiveness are high priorities for them.
They make decisions to take informed risks that
support the implementation of change and
innovation. DOE managers use data and fact-driven
arguments to continuously find ways to change
what needs to be changed, improve as well as lead
the implementation of new and innovative
concepts and ideas across the organization.
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  • Themes
  • Embraces change
  • Risk taking
  • Idea creation

Champions Change Innovation/Adaptability
Level 1 Requires Development Level 2 Proficient Level 3 Highly Proficient Level 4 Role Model
Is resistant to change and is hesitant to support initiatives that are outside of business as usual. Tends to defer risk taking decisions to others. Infrequently identifies new ideas that result in positive needed change for the organization. Recognizes the need for change and innovation and applies new ideas to drive strategic organizational initiatives. Is comfortable taking calculated risks and applies new learnings based on prior successes. Keeps abreast of whats going on in own field, and makes suggestions to implement new ideas. Consistently messages the need for change, and creates a culture that is enthusiastic about embracing change. Has the courage to take risks and responsibilities, and is able to link risk taking to organizational objectives in order to achieve desired results. Consistently reviews and revises current practices and determines what needs to change to make required improvements. Makes a strong data-driven business case for continuous improvement. Is recognized as a champion for change and is sought after throughout the organization to lead implementation of innovative projects. Proactively takes appropriate risks to deliver improved outcomes and successfully develops capacity of team to take risks. Always applies new innovation to work. Consistently role models the need for new thinking. Generates new ideas and different approaches that inspire others to embrace creativity so that others achieve breakthrough results.
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Champions Change and Innovation / Adaptability
  • Sample Development Activities
  • Conduct a SWOT (Strengths, Weaknesses,
    Opportunities and Threats) analysis of your team
    and your division to understand what is working
    well, and what needs to be changed or improved.
    Google SWOT for more background and access to
    tools to complete a SWOT Analysis.
  • Create a crisis contingency plan (e.g. team
    leader has changed, or budget for team/division
    is significantly reduced, say by 30. What would
    you maintain and what would you change)? Through
    this exercise, you may be able to identify better
    allocation of your teams resources and budget.
  • Study the innovative practices of other
    divisions, agencies and organizations, and think
    about potential internal innovations that could
    be applied to your team.
  • List some of the best practices and new ideas
    that your team has developed, and share them with
    your peer managers. Also, discuss them with your
    supervisors to see if they can be disseminated
    across other DOE divisions.
  • In team meetings, when discussing tough issues,
    force yourself (and others) to question which
    obstacles are really external and which are
    internal and should be resolved at your level.
  • Challenge the status quo and the way it has
    always been done mentality. Identify
    organizational barriers to innovation such as
    policy barriers, lack of funding, silo thinking,
    micromanagement and hidden agendas, and
    brainstorm with colleagues to create new ideas
    and ways to overcome the barriers.
  • Identify who your stakeholders are (who champions
    your efforts, who is in a position of influence
    across the DOE to sponsor your effort, who is
    effected by your effort) and think about what you
    might need to do or say to them to help them
    understand and support the changes you want to
    implement in the near future.

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Champions Change and Innovation / Adaptability
  • Suggested Readings
  • Driving Growth through Innovation How Leading
    Firms Are Transforming their Futures by Robert
    B. Tucker, 2002.
  • Learned Optimism How to Change Your Mind and
    Your Life by Martin E. Seligman, 1998.
  • Creativity and Personality Type Tools for
    Understanding and Inspiring the Many Voices of
    Creativity by Marci Segal, 2001.
  • The Seeds of Innovation Cultivating the Synergy
    That Fosters New Ideas by Elaine Dundon, 2002.
  • One Day, All Children The Unlikely Triumph of
    Teach For America and What I learned Along the
    Way by Wendy Kopp, 2001.
  • Chapter 4 Leverage Innovation of the
    Successful Managers Handbook (pg 77 - 96) by
    Personnel Decisions International, 2004.
  • Managing at The Speed of Change by Darryl R.
    Conner, 1992.
  • Recommended City Training Center (CTC) DCAS
    Courses
  • Visual Thinking Solve Problems, Sell Ideas, and
    Have Fun Doing It! (2 days)
  • Break-Through Thinking (1 day)

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Making the Most of Your Development Plan
  • Achieving success in demonstrating the DOE
    Managerial Competencies at higher levels of
    proficiency is a gradual process. Therefore,
    improving your individual capability in any one
    of them requires
  • thoughtful and focused planning over time
  • your personal commitment to work on your
    development activities
  • proactively asking for feedback from your
    manager and others on your progress
  • When creating your development plan, ask yourself
    these questions
  • Think about a past job or time in your career
    when you achieved a satisfying accomplishment.
  • What was the situation and what role did you
    play? What skills were required to achieve
    success?
  • In your current job role at the DOE, what
    energizes you? What skills and knowledge do you
    find
  • most satisfying?
  • Which DOE Managerial Competencies most support
    your personal development goals?
  • When prioritizing which DOE Managerial
    Competencies to work on, consider the following
  • Your strengths which behaviors you want to
    continue leveraging and maintain at a high level
  • Development opportunities if I work on being
    more effective in these behaviors, it will make a
    real
  • difference and have a high impact for my
    performance in my current job role

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Sample Development Goals and Action Plans
  • Development Goals based on
  • DOE Managerial Competencies
  • Examples
  • Customer Partnership and Insight
  • Operational Excellence
  • Sample Action Plans
  • Attend customer staff meetings or host a
    customer
  • focus group to identify whats working well and
  • what can be improved to provide better support
  • Lead a cross functional project team within DHR
    that
  • results in improving the efficiency of a major
    HR
  • process of system.
  • Identify at least one cross-DHR process
    improvement
  • and proactively share data, knowledge and/or
  • information that will result in team members
    increasing
  • their ability to provide higher levels of
    customer support.
  • Over the next 12 months, schedule informational
  • interviews with 3-5 new DHR colleagues to learn
    more
  • about their goals and operations.
  • Shadow a more senior HR leader and observe
    his/her
  • Personal Development Goals
  • Examples
  • Gain broader exposure to other
  • DHR functions or departments
  • Improve effectiveness and confidence in
  • speaking in front of large groups

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Additional Resources
  • The following list of resources and tools will
    help you to create your individual development
    plan and supporting activities.
  • Webinar Talent Review Process (for DHR
    employees)
  • The link below provides you access to a 15-min
    webinar presentation which will give you an
    overview of the DHR Talent Review process and
    sample development goals and activities to
    consider using to help you create your own
    development plan.
  • http//www.learningtimes.net/dhrwebcasts
  • DOE Managerial Competency 360 Degree Feedback
    Survey
  • The DOE Managerial Competency Survey tool enables
    you to formally gather feedback from your manager
    and others as input to create your personal
    development plan. The survey is comprised of 70
    behavior items and two open ended questions and
    takes approx. 20 minutes to complete. Contact
    Richard Brescia at rbrescia_at_schools.nyc.gov for
    further information about the survey.
  • DOE website
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