District 57 staff survey shows broad satisfaction but flags pay and discipline consistency

A consultant from School Perceptions presented the fall staff climate survey results to the Mount Prospect School District 57 Board of Education on Dec. 16, saying the district’s staff engagement and satisfaction scores are generally high but that several work‑life items warrant follow-up.

"Staff in this district are in general and at a high level very satisfied and engaged," the consultant said, summarizing index results drawn from 294 responses — an 87% participation rate. The firm also said the district scored above comparison districts on most indices and has meaningful year‑over‑year improvements on training and support measures.

Why it matters: the board and administration said staff perceptions drive retention and instructional stability. The survey highlights where improvements could reduce turnover and strengthen classrooms: fewer than half of respondents agreed that pay practices are fair, and questions about whether job expectations can be completed during the contractual workday remain among the lowest‑scoring items.

Key findings and context: the presenter reported that about 94% of respondents agreed with the statement "I feel safe at work," while only 49% agreed the district's pay practices are fair. Items tied to discipline consistency and the ability to complete work during the contractual day scored lower than other items. The consultant emphasized both agreement percentages and percent‑change from the prior survey when interpreting results.

Board members pressed for detail on who the lower scores represent and how the district will follow up. The consultant and district staff said disaggregated results by building and employee type are available, and that qualitative comments gathered with the survey provide direction for next steps.

Board response and next steps: administrators said building leaders will disaggregate the results for local planning and that district leadership is using both quantitative and narrative feedback to target priorities. The board acknowledged high overall scores but asked the administration to dig deeper into the lower‑scoring items — especially discipline consistency, workload, and pay practices — and to return with proposed actions.

The presentation included methodological detail on scoring and a comparison to similar districts. The consultant said the district’s net promoter‑type measure rose from 7.28 to 7.82, an indicator of increased proactive support among staff. The board discussed follow‑up analysis, exit and stay interviews, and targeted interventions that will be required at school and district levels.