21Q4008_DoDEA_HQ_DEOCS_103020_113020_Comments_REDACTED_042721.pdf

DEOCS

Registration: RegistraionName

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

Comments

ORGANIZATIONAL EFFECTIVENESS

Action officers and project managers should be more involved and proactive to keep their actions or projects to finish them in the time allotted. If not, this should be reflected in their performance appraisals. Action officers and project managers should be trained to be more effective writers.

After many years in this organization it appears that the same problems come up for endless work groups without any decisive action taken. Work groups have become a place where change goes to die. I believe our leaders are unwilling to tackle complex organizational problems if it means challenging sacred cows revered by long-time senior employees. Many long-term senior employees act more from their gut than in response to objective data. Senior leadership singles out favorites to mentor, mostly white men who are like them (looking at you (REDACTED), and don't even realize the message their chummy favoritism sends to other skilled and highly educated staff who are female and/ or non-white.

Coordination between Education Directorate, F&BO, and Chief of Staff divisions is almost non-existent below the division chief level. The few collaboration efforts below the division chief level have little top level support and often are counterproductive to efforts being undertaken by individual divisions.

Division chiefs do not always communicate information down to staff so much coordination across the organization is in spite of leadership, not because of them.

Do not have comments.

DoDEA does a poor job acclimating new employees to the agency. You are left to figure out the inner workings of DoDEA, common used acronyms, the leadership hierarchy, and the body of work you're responsible to oversee. Collaboration is non-existent as staff work in silos to complete task.

Unfortunately, many staff members don't know the names of their colleagues or functions of branches less than 10 feet away. Senior leaders are abrasive and avoid basic communication with staff members and many chiefs ignore the need to inform others how each piece completes DoDEA's body of work. There is no connection to the field often making it difficult to establish a working relationship/identify immediate needs by the Districts. Lastly, professional development, coaching, mentoring, and upward mobility is non-existing.

DoDEA is an overall effective organization. However, HQ can continue to improve coordination and communication across division/directorate boundaries, particularly in procurement & fiscal matters.

DoDEA is an undeniable asset to the DoD. There's always room for improvement and we are more effective daily.

DoDEA is the best organization I've ever worked for and my workgroup is filled with highly gifted and motivated people. It's a great team!

Due to full-time telework, I and some of my colleagues are happier and more productive because we are not dealing with long and tiring commutes. I know that we have lost a few staff members over the years due primarily to the commuting issue. When the pandemic ends, please consider increasing telework opportunities for people--on a case-by-case basis.

During COVID, HQ has done an excellent job of providing effective support and resources to schools. I appreciate the increased communication from your office. I believe we still face significant cultural

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

issues that inhibit the mission, particularly in the Ed Directorate. It is disheartening to see bad behavior rewarded.

Employees need to be held accountable for their performance.

Good place to work with unique and challenging mission, but spend an astronomical amount of time trying to figure out processes and correct POCs. Org charts are not maintained or do not exist, so you spend many hours trying to find the correct POC. Processes are inefficient, are not normally written down or they don't make good business sense. Example would be SAAR process, what a nightmare trying to get systems access in order to do my job. Forms need to be automated, but senior leaders do not seem interested in modernization. They still prefer to have paper printed and be briefed in-person even during COVID.

GS-15's abuse their power and this has eroded the trust of those who serve below them.

HQ guidance is readily available, but the field does not seek it out. Too often, the field seems more committed to keeping their activities either under wraps or doing things their own way, especially from employees who come to a DoDEA school from the civilian public school experience. There's so much emphasis on creating Activity-wide policies, yet the field is not reading them or just plain ignoring them based on their own personal beliefs/experience. They don't get that they are acting as federal employees, not private citizens. There needs to be greater accountability for knowing and following DOD and DODEA policies and procedures.

I am fairly new to the organization but it didn't take long to become acclimated to the culture of DoDEA.

There is a strong and professional tone that has been set by leadership.

I am hopeful that the REDI efforts bring about true change at HQ and not solely focused on hiring a diverse population of teachers. I continue to find the implicit bias and inappropriate comments I have witnessed at DoDEA disappointing and an achilles heel to the organization.

I believe my organization is on the right path and everyone I work with shares a common goal of wanting our organization to be highly successful.

I enjoy working here in the Education Directorate. I want to do tasks whenever I need to. It has been a pleasure for me to help support the Ed Directorate Directorate while I work here at DoDEA. I also want to continue tele-working at this time and come in the office 2 times a week though I find at this time while the Covid-19 virus is out it would be safe for me to do this. Thank you.

I feel there the Command's message is contradictory and hypocritical in claiming diversity as a "core value" and yet they promote through the DoDEA REDI program, the fear mongering idea that all white people are unconsciously racist, with links to articles entitled, "When the White Tears Just Keep Coming" and "White Fragility". These horrible messages are also incorporated into reading and teaching material for our children, teachers AND presumptively parents - instructing them how to speak to and indoctrinate children. This divisive messaging corrodes the 'united' fabric you are asking if I feel I am a part of. Not only do I not relate to the articles, but I disconnect from the people who I now know think of me this way. Bring organizational effectiveness through the empowerment of the HUMAN race.

I have confidence in the people with whom I work but I do not feel the same way with my supervisor. I came from the field to work at HQ with the intention of improving the processes and practice in the field but I do not feel that my supervisor understands and supports the work needed to be done. I do not want to lose my enthusiasm or lose focus away from my goal but I feel more and more frustrated. I feel that I will lose even more of the "autonomy" that I had to accomplish my work when my present

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

supervisor is given supervisory responsibilities over our team. We have good people in our team but there is a lack of trust in our supervisor's support and goals. I feel as if I am directed to churn work out but the work is not shared to contribute to the organization's goals. I feel like there is an arbitrary glass ceiling imposed on me where I am not provided with an opportunity to share ideas with other members of the organization and instead told to just follow blindly.

I honestly think we have come a long way as an organization. I have been with DoDEA from the field, both district and region, and headquarters. Although, at times, I feel like we bend to the will/want of the educators; and the importance of the field support personnel are not recognized.

I think everyone here is dedicated to the mission and meeting their organizational goals. The leadership is very engaged with the staff.

I think that one of the biggest blocks to better organizational effectiveness is that our senior leadership tends to rely on a select few, mostly male, people when working to address issues, work on select projects, or answer questions. The people who are relied on are frequently not the people who are responsible for or knowledgeable about the work or programs that they are being asked to do something around - so they go to the program manager, get the information or ask that person to do the work, then take it back to leadership ... and get the recognition for the work, even though they weren't responsible for completing it. For many, this negatively impacts sense of belonging and morale.

I think the HQ DoDEA has untapped resources (people and ideas) that would make it and their programs more effective. More consideration should be given to the ideas and thoughts from those who are working in the field or the "front lines." We should be leveraging employee strengths to work towards improvement and ultimately, student success.

I think the HQ offices/teams are working extremely hard to do all that's needed in support of the schools especially with all the new requirements and challenges with this pandemic. I feel that these offices/teams can do a better job at communicating and sharing all this great work. Unless you are part of the cabinet, you don't know what work is being done. I think offices/teams need to use DoDEA Connects more to share information versus email lists or not sharing at all. Especially, education and RM. The work they do is very relevant to all employees. DoDEA Connects puts information in the hands of everyone and is saved and searchable.

I think the organization is very effective in meeting its mission and goals. The flow of information from leadership to personnel is effective in making everyone feel a part of the team.

I wish the agency leaders had a true clear vision and plan for how to accomplish it. There seems to be no plan at all, a lot of rhetoric, but no real plan on how to strategically fulfill the mission.

I've been with DoDEA for just over a year now. When I first arrived, I've heard other conversations from other cubicles saying DoDEA actually takes care of its people. I was thinking that it would only pertain to certain people. Then it came to be my turn. After being with DoDEA for only two months I put in a certain request, and sure enough to my surprise, it was granted. As I've experience first hand, I know for sure that DoDEA takes care of their own. Now I can truly preach the same to someone else. I've been with two other Federal Agencies for a total of eleven years and never experienced the compassion and dedication as I receive from DoDEA. As far as I'm concerned, I'm a DoDean for life, however long that might be. Thanks DoDEA and all of my leaders.

I've seen opportunities for senior leadership to empower team members by giving them the autonomy to self-prioritize their work based on organizational needs thereby being ready to address any

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

situations that are truely 'hair on fire'.

It has been made clear that there is no room for growth in this area. They rarely consider anyone for promotion and don't consider the education, experience, work ethic or desire to be promoted in this area which is too bad because good hardworking and excellent people feel unappreciated, unrecognized and want to leave, mainly females.

It is important that leaders have the necessary experience to supervise employees. Personality conflicts, biases, dishonesty, prejudice, and favoritism are factors that make the workplace difficult.

Leadership at DoDEA HQ seems very competitive and focused more on personality, reputation, and affirming work than on ensuring quality education to students, excellence, and holding standards for work completed. Work is almost exclusively done in "silos" and divisions, teams, and branches often are working toward counter productive ends. There is a lack of common understanding of even the most basic education language and research. The pretense of knowledge and expertise distracts from real, meaningful, work being accomplished. The majority of leadership and decision makers at DoDEA HQ (in the education directorate) seem to have little to no knowledge of the work being done in schools, especially overseas schools.

Looking forward to when we can continue the Org Accountability effort!

Love DoDEA and the people I work with!

More focus on programs that provide support to the mission. Everyone is so focused on the main mission (education), they forget all of the pieces and support that are provided to achieve the main mission.

(REDACTED) holds a grudge against subordinates for multiple rating periods, In violation of OPM guidelines, (REDACTED) pressures his senior supervisors to downgrade performance appraisals long after an issue is resolved. I know of two other people, including myself, that continuously get "Fully Sat" for the years after an issue is resolved. I already know I will be "Fully Sat" again this year. This is demoralizing, inappropriate and impacts pay, pension, and performance awards.

My agency uses the same people for all work regardless of their experience or training. Since the arrival of our new CAO white men in their 40's, seem to be preferred teammates, followed by white men in general. Although the REDI initiative specifically omits woman, maybe gender is also a bias blocking equal opportunity. I like my job and I have a great repoire with my first line supervisor and division teammates. Beyond my immediate team, I have little to no impact on the agency or their work.

I don't see my work (or value) in the big picture. The lack of advancement, promotion, and acknowledgment of excellence on completed work (time off awards, cash awards, etc) makes my agency a stagnant workplace. The culture is knowledge is power, so most at 15 and above withhold knowledge for their power. Taskers generally lack planning, often do 4 hours or less. All Hands are superficial and dull. It is a hard place to work. We are treated as peons.

My Director and Supervisor are super. I feel we have a great organization and work very well together as a team in good time and through difficult times. I've worked for several agencies and I'm extremely satisfied with my current Agency.

My division chief doesn't value my knowledge and opinion, and rarely interacts with me and my colleagues.

My workgroup is very dysfunctional and is allowed to be that way by the division chief (my supervisor).

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

I am very thankful that (REDACTED) is the AD, F&BO.

N/A

Need more diversity in the high senior leader positions - specifically racial diversity none

Organization would be better served by proper staffing. A few people have the ear of the Director and it appears many decisions are made with only their input.

Our division chief sees us as his personal secretaries and volunteers us to do work for himself and his superiors without regard to the type work we do and our duties (what we were hired to do), our current workload, and our professional advice/feedback. We are typically tasked with assignments that are inappropriate for our respective levels (i.e., someone at a lower GS level should be assigned the tasks).

Our organization does not remove ineffective staff or leaders. It causes extreme dysfunction and punishes many subordinates not to mention degrades morale and effectiveness.

Overall I am pleased with DoDEA. I do see a lot of fraternization which is disappointing because it promotes an unfair work environment.

Policies/ Guidelines are not always discussed with IG, until after a list is made of "wants". This at times causes additional work because Supervisors do not discuss the current policies/ guidelines with IG before moving forward. Personnel sometimes does not execute the current IG approved policies/ guidelines, and use COVID-19 or Sponsor location as a defense.

Some days it feels as though only a few people are responding to all of the emergencies in the organization. The always on call and living in the emergency mode is wearing people out.

Supervisors (GS14) NEED training. Most do not understand how to lead, they are micromanagers or tend to speak to staff members in condescending tones - not cool. If a person is promoted or hired who should not be in a leadership role, they need to be counseled and/or demoted. Those at the 15 level need more autonomy to control their divisions, DoDEA's top brass (SES), are extremely controlling. While I do realize that they have to answer to those above, it is still disheartening to witness this level of boxed in approach. This is a direct correlation to how staff members at the 14 and below levels operate. There is no room for creativity, autonomy and enthusiasm.

The Director has been extremely fair considering the safety and welfare of HQ personnel during the pandemic.

The frequent last minute operational decisions have a major emotional, mental and physical impact. It appears that senior leadership doesn't always get the impact of a decision, based on the infrequent checks on mental, emotional, and physical impact throughout execution. Additionally, the perception is senior leaders hear but don't often listen to feedback. Most notably when they don't agree with the feedback, which impacts organizational effectiveness.

The headquarters staff often makes changes to policy without documenting the changes. Staff have a hard time understanding how to complete the mission because they don't know the rules.

The organization has a large problem with the division between Leadership Priorities, Core Values, and the power struggles between division chiefs. It is very clear that division leadership experiences a

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

great deal of infighting, and employees are caught in the cross-fire. When having to deal with other divisions, we are forced to accept belittling and some outright hostility, because division chiefs feel that we are encroaching on their turf. Alternatively, we must deal with a division chief saying one thing when meeting with them and other leaders in the room, then having the division employees say they are not going to follow through because their chief told them not to. This causes confusion and strife and leads to an organizational culture of power struggles and discord.

The organization is mired by bureaucratic processes and ineffective leadership.

The work performed by my unit is well-organized, well-communicated, and focused on results.

Recognition is given for successful work.

There are amazing people who pull together to get done what needs to be done, but there are an equal number of people who are checking boxes instead of focusing on outcomes and are not willing to contribute what it takes.

Severely under-performing members of the team are never disciplined or removed, resulting in many forms of waste.

Our operational support units (e.g. HR, IT, Procurement) are major obstacles to our organization's effectiveness.

There are many things done at DoDEA that are personal preferences of the leadership and not in the best interest of the employees. My supervisor, and other supervisors at DoDEA that I have had contact with, are very black and white and want things done their way and will not listen to suggestions. There is alot of job dissatisfaction at DoDEA Headquarters which is why people are always leaving.

There is a disconnect between those perceived to be "in favor" with the Director and those who are not or are the average employee. Those in favor are treated with more respect and given greater latitude in the ability to perform their job. It is evident which management level leaders are not held in as great respect by the Director and the staff takes its cue from him. Agency leadership has a type: white, male, retired military senior officer. Those who fit that image are treated more favorably. The agency seems to operate not necessarily based on performance but on who is found to be in favor with the Director and his confidants. The leadership demands respect and loyalty from all employees but does not give an equal level of respect to them.

There is a disconnect between those perceived to be "in favor" with the Director and those who are not or are the commonplace employee. Those in favor are treated with more respect and given greater latitude in the ability to perform their job. It is evident which management level leaders are not held in as great respect by the Director and the staff takes its cue from him. Agency leadership has a type:

white, male, retired, military senior officer. Those who fit that image are treated more favorably. The agency seems to operate not necessarily based on performance but on who is found to be in favor with the Director and his confidants. The organization is not as effective as it could be because people are afraid to tell the Director no. The Director doesn't handle well hearing no or that he can't do something, so people go out of their way not to do so, resulting in an ineffective staff who will never tell "the emperor that he has on no clothes" even when it is best for the mission.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

ORGANIZATIONAL EFFECTIVENESS

There is unfairness in the workplace.

This agency is working to be inclusive, but historically has not been. Leadership is broken and trust has been shattered by a few Chief's. Preference has been shown to members of certain sororities, and 13's and 14's don't feel that it's safe to seek support, or help when they are treated unfairly by their leadership. They are punished for speaking out and innovation is frowned upon by some 15's. Despite being an educational agency, it's extremely difficult to seek relevant training in your field. Your not given the time, and professional growth is looked upon as an inconvenience to the agency, while other agencies reimburse for course work take. High performing employees, are rewarded with more work, while low performing employees are not held accountable. While commitment to the mission is high, moral and trust are low.

This may be too much to expect--leadership has so many difficulties to deal with. In my humble opinion, child development theory, with its attachment, social-emotional, self-regulation and learning components, should supply many of the core models for continuous improvement of a school system.

If we combine testing, continuous improvement, and organizational psychology as the core metaphors for improving our school system, but exclude an understanding of what children need at different stages of development, we will end up with a system that emphasizes test results and employee satisfaction. To be deeply successful, to reduce academic gaps and life gaps between children, we need to cultivate whole children. We need to help improve the quality of parenting from before birth, cultivate the social-emotional health of the child all the way through to postsecondary success and careers. Child development theory implies different measures of organizational effectiveness than those we have.

Would like to see more opportunities for growth and recognition.

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITY/FAIR TREATMENT

"Discrimination based on Equal Pay does not occur in my workplace." I'm pretty sure I understand the intent of this question, but it sounds weird and confusing.

A wonderful program.

EEO should not only focus on race and ethnicity. And belonging to a minority race should not mean that you have a monopoly on truth or fairness. There are other minorities that have rights as well that are typically ignored.

For many of these questions, my answers were neutral. I am not a person of color, so I don't feel like I can answer these questions fully. Have I've seen overt racism, no, but that does not mean it's not there.

From my perspective, DoDEA is a healthy, politically correct and EO/Affirmative action culture.

Extremely pleasant place to work with nobody making improper jokes or innuendo at any level.

I do not believe that training opportunities and travel before COVID-19 was fair or based on program needs. On at least two occasions, I had complained to my former Chief about preferential treatment given to our male colleagues, but there was no change. I had also complained to the same Chief about the treatment I received from my Lead, who is now my supervisor/acting Chief. I later regretted

it. I felt that my Chief distrusted me because I complained. I believe in the work of this agency and do

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITY/FAIR TREATMENT

not want to lose my enthusiasm for my work because much has still to be done but I also feel for my colleagues who also feel frustrated.

I have been positively impressed with the broad acceptance and tolerance of diversity, including diverse opinions, within the organization. A healthy organization uses diversity of people, cultures, philosophies, and opinions, to reason and problem-solve with a broader palette of ideas. I feel our organization is pretty healthy in this regard.

I have never experienced any of the discriminatory behaviors described in this survey.

I have not encountered any mis-treatment from anyone over any amount of time.

I have not observed any unprofessional behavior of any kind.

I have not witnessed or experienced any type of EEO or SA/SH actions taking place in my business unit.

I strongly believe my organization treats everyone equally not matter who they are.

I think the organization foster an environment of diversity and inclusion.

In my workgroup there is no discussion of any of these topics.

My coworkers intentionally exclude team members of color from important meetings and withhold information on a continual basis. This has been happening for years. There are also coworkers who have mistreated women of color specifically, undermining them, and speaking down to them very differently than they do white women.

My supervisor, GS-15, has twice stated that a male GS-14, my former supervisor, has difficulty working with women. The remark is consistent with my experience.

N/A

N/A

No EEO issues whatsoever in my workplace/work group.

None

NONE

none none at this time

Please FULLY support the REDI initiative. We need to hear what steps are being ACTIVELY taken to move this work forward.

Please pick up REDI initiative in a meaningful way

Some senior leadership treats those women perceived as attractive women more favorably than those women who are not considered as attractive.

The most professional environment I've ever worked in.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITY/FAIR TREATMENT

There are people who have responsibilities that they are not qualified or able to perform. It forces everyone around them to have to pick up the slack and wastes everyone else's time having to carry the one who just isn't up to the job they have. Causes a lot of resentment that makes people think the only way the bad performer got their job was because of their skin color or their sex. What can you do to make sure everyone is held to the same standards?

There is a definite "boys club" in terms of work involvement and decisions (including some senior leaders and GS-13 and above staff), but it does not go so far as sexual discrimination or harassment.

There is an undertone of discrimination from a few individuals in my organization.

There seems to be a great political bias toward left-of-center politics driving much of the decision making in education. The REDI work also seems to be based on unproven and highly questionable Critical Theory philosophies. In these conversations, there does not seem to be an open and objective approach to assessing and addressing real issues, rather an effort to promote and pursue a very specific and questionable value system.

Under the current Director's leadership, two senior leaders at the SES level were marginalized with reduced authority and it appeared that it was due to race, gender and sexual orientation.

What is my workgroup? My branch within the division or just my branch or small team? This is unclear. I've not experienced bias based on religion, gender identification. I've been the target of discrimination based on race because I am white and I was targeted by a 15 who was black; who created a team of blacks (based on lies) to believe I was racist. Lies spread by the 15 discredit me, it worked. When the truth was learned, the 15 said she was never trained. How did she get to be a 15 level supervisor without training? She should of been dismissed. I have been told my clothes are too tight, twice. I am frequently uncomfortable in meetings, that somehow becomes a pulpit for racial equity when the meeting is about designing a template or calendar timelines. I avoid some staff so to be in neutral status and not engage in their personal vendetta, agenda or social justice issues. I prefer to my best work for the greater good of all. I welcome all professional who focus on the job

With the ongoing racial unrest going on, DoDEA has missed a lot of opportunities to engage the workforce and strive for a more inclusive environment. The lack of acknowledgement of what is going on around us/in the news speaks volumes, though it may not be intentional. Also, my supervisor does not have authority to approve reasonable accommodations for my disabilities such as full-time telework or flexible work schedules. These all need the Director's approval, which is embarrassing for me.

Witnessed failure to hire due to worry that person might be "set in ways", eluding to age/maturity.

SEXUAL ASSAULT PREVENTION AND RESPONSE

Don't have any experience with it.

good questions, however if a supervisor does not see or hear of a complaint how can something be done?

I am a mandatory reporter and have had assault reported to me. I immediately engaged my supervisor, we followed the protocol. My supervisor was exemplary in her practice and follow through in the matter.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

SEXUAL ASSAULT PREVENTION AND RESPONSE

Sadly, the victim was identified by others to be a trouble maker with multiple attempts to be discredited.

We do not support the wounded. We hide problems, blame victims for "making a mess" and hope they'll be quiet, transfer agencies or just go away.

I believe my workplace is a safe place to be because there is a lack of inappropriate sexual behavior.

I have no experience with this in my work group during the long time I have spent here.

I have not met or do not know where the SAP office is located or contact information.

I have not witnessed nor felt any sexual menace in the organization.

I would hope my immediate Supervisor would assist the victim. I am not aware of any of these situations within my working group.

Just reading the questions about sexual assault are disturbing. DoDEA HQ has a very sexual assault-free climate from what I've seen in the last year. I have not encountered any meetings or interactions with any inappropriate comments or gestures at all! If there were, it would be strong noticeable. Kudos to DoDEA for such a professional work environment.

N/A n/a none none at this time

Nothing but utmost professionalism here.

this survey is too long. someone needs to be held accountable for creating it and not taking it themselves to see that it is a ridiculous amount of questions about the same thing.

We have a mature, professional work group and culture. (REDACTED), Director, and my immediate supervisor, (REDACTED), are professional and dignified. (REDACTED) them to do the right thing...always.

Within my team, I believe that the reporter of sexual assault would be supported, however, I am not sure how that would play out if the alleged perpetrator was a member of senior leadership, a majority of whom are males. I am embarrassed to admit that I do not know the sexual assault reporting chain in our organization. I believe that we should have annual mandatory training on this as well.

COMMENT

As I wrote before, I wish each rating period stood on its own merit and that (REDACTED) would not hold a grudge against subordinates for multiple years. Hard to find a new job in a different agency when your work history shows multiple years of "fully sat". His philosophy or leadership mentality promotes a "do nothing is safer than doing something and having to go wrong" and demoralizing.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

COMMENT

I wrote this for the younger folks in our agency that deserve to be rated for their accomplishments and work ethics. Everybody deserves a second chance and to come to work willing to take on challenges and manage risk. Nobody is perfect.

Best organization I've ever worked for, and I've worked for some good ones. No place is perfect, but that's the beauty here is that I believe I'm making a difference.

good questions, however if a supervisor does not see or hear of a reporting how can that supervisor react?

GS-15s have abused their power with employees below them and this has lessened trust of those below them. They make it hard to be connected to the work and connected to the agency.

I deeply appreciate leadership's reconsideration of telework policies during the pandemic--thank you.

Remote telework greatly reduced real suffering in our family--we could take care of each other during a very difficult time. It may have saved our marriage. It also gave me a strong reason to continue working with the organization rather than seek employment elsewhere.

if i were in charge of the person that created this survey, i would accuse them of creating an abusive work environement.

it would be helpful for REDI to identify what acts of discrimination happen at DoDEA HQ. i keep hearing some say that they face discrimination all the time. i would intervene or try to stop if i knew what these act were. how can we fix problems if they aren't identified?

Let people think and believe what they want and only focus on what they do. It's not for my job to judge who I am as a person, just what I do as an employee fulfilling my job responsibilities.

My agency functions as if we're the military, yet it's a civilian component that "serves" the military. We have a lot of former Colonels and they prefer to manage/lead as they did in those rolls. Ex: a school building is written as "brick and mortar". Has a parent ever said: "get your backpack sweetie, or you'll be late for brick and mortar?" Thus our culture is rank and file (fall-in and shut-up) or be disenfranchised for your career. A white male can over reach their authority, "GS Rank", (over a woman who out ranks the man) without consequence, but a woman cannot. Men have yelled and screamed at woman publicly, but apologize privately. Thy are rewarded with privileged, authority and access to senior leaders. The boys club. I have been taught to build barriers and boundaries: I do my job to my best ability, and I go home; an honest days work for an honest days pay. My agency hasn't scratched the surface of my best thinking - likely never will. It's not valued.

My supervisor and leadership is very strong in not allowing discrimination to be an acceptable form of behavior in any sense. They have made it very clear on a regular basis and model the expected behavior consistently.

NA

None none none at this time

One DoDEA cultural issue which needs to be addressed is the fact that you must talk over others in meetings in order to have your voice heard. I do not believe it is meant to be intentionally

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

COMMENT

disrespectful, but since joining this organization I have noticed this at all levels throughout my chain of command. I am constantly interrupted by peers and leaders when trying to articulate my thoughts, and so I find myself jumping in and talking over others in order to say my piece which further encourages the behavior! It needs to be addressed and acknowledged. I am not referring to those who "rant" and probably deserve to be interrupted; I am talking about only getting 5 words in before a peer or supervisor interrupts me to share their opinion or argue against what I am saying. I have no issue with healthy disagreements, but please give someone the chance to speak- you may find that you are in agreement!

Overall great organization. Leadership does a great job with empowering employees to make decisions and encourages feedback. There are always initiatives to take advantage of as employees.

Senior leaders would benefit from conducting periodic perception surveys on the organization's climate and culture, rather than relying on generalized surveys from other structures that don't truly capture the current reality.

Sir, you have good people on your team. Make use of all of your resources before making decisions so that you get different perspectives. Encourage people to discuss the different sides of the issue to increase understanding among the team members of the issues involved. This organization is like a family. Members are more apt to support a decision when there is an understanding of the issue and transparency of how and why the decision was reached. When members believe that they are part of the decision-making process, they are part of the "we," and the "belong."

Thank you for supporting a safe culture.

The "retirement" ceremony of (REDACTED) was one of the most depressing and alienating moments at DoDEA. Listening to the Executive Leadership Team brag about taking (REDACTED) aside years ago to ask him about his future plans and how he could be supported was such a slap in the face to other highly skilled, routinely highly-rated employees who are never taken aside for such a discussion of their career aspirations. I bet the ELT has never conferred with any female GS-13s for advice as they apparently routinely did with (REDACTED). Never has DoDEA felt so much like an exclusive all-male boys' club which promotes the aspirations of employees as long as they are like the Executive Leadership Team - a team that seems entirely tone-deaf to how that 30-minute love-fest appeared to other employees.

The attitude of the agency in these areas are a direct reflection of the leadership. Regardless of how much training is received, employees behavior is top down driven. Senior leaders in this organization demand respect but do not treat all people with equal respect. There are pockets of sections that have managers/supervisors that are excellent managers who demonstrate the agency and DoD values of equal treatment but senior leadership does not always reflect those values. Leadership often says the right things but does not always model the right thing.

There are way to many mandatory trainings per year. These need to be reduced by half. Thank you.

There needs to be a mechanism for employees to provide regular feedback, including complaints, about how we are treated by supervisors and personnel in upper management and our viewpoints on how well they are doing their jobs. Personnel in my particular division are treated and viewed unfairly on a regular basis by the division chief, and there doesn't appear to be a way for us to let others know when that happens. His narcissism causes him to treat us unfairly while doing his best to make sure his colleagues and superiors think everything is great and he has everything under control. This creates a hostile work environment and negatively affects our work and the mission and vision of the agency.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

COMMENT

While I am unsure of the contents of the remainder of the survey, there appears to be an appropriate significant focus on sexual harassment in the workplace but I do not see the same level of focus on racial discrimination, implicit bias, etc.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

Commander Selected Short Answer Questions

Explain how you feel your responses on this survey will impact your unit/organization.

Based on my past experience, I think leadership will read it and talk about it at all-hands meetings but not much will change in practice.

Business as usual.

Change comes hard to any organization. I believe that it needs to be said that despite the myriad challenges that we've faced over the last year, our organization is buoyed in a sense by an acknowledgement of the hard work that we have, as an organization, have put forth to implement these changes last months successful.

DoDEA has a reputation of not doing anything with survey results. This is what I hear. I've only been here a year. I hope the survey results will lead to positive change and more communication with the workforce as whole.

Good to see DoD is taking the "temperature" to make sure employees are functioning optimally and respectfully.

Ha! There will be some sort of blanket statement about this or that new effort and a launch of a new program which might make the unit/organization look good, but there will be no progress on improving employee satisfaction or the unit/organizational climate.

Hopeful that it will make a difference but the reality is it will not.

Hopefully be taken seriously and real change take place to improve identified issues.

I am hopeful that leadership will make necessary changes to make all individual feel like they are part of the team. In addition I feel more training programs will be implemented.

I am not sure if my responses will have any impact.

I am not sure.

I am sure there will be a spectrum of positive and negative responses, so I have no feeling to express.

I will note that the survey fails to define "your unit/organization." Does it mean the responder's immediate unit within the larger organization or the latter? Without better refinement of the terms used, the survey results will not be very meaningful, in my opinion. Thus, they are unlikely to have a meaningful impact on whichever "unit/organization" is referenced.

I am unsure. Usually it feels that climate surveys are done to "check a box" but nothing real or transformational occurs with improving leadership, our decision-making, our organizational planning, and how we serve our families and students.

I believe in DoDEA and am confident the survey responses are intended to benefit the agency and personnel. (REDACTED) has done so much to improve communication and flatten the organization. I enjoy his monthly briefing.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

Explain how you feel your responses on this survey will impact your unit/organization.

We all want to contribute and be successful. DoDEA needs to ensure the climate promotes new ideas, programs and paradigms. We need to feel safe doing new things, even if sometimes things go wrong.

I believe it would be presented to my leaders as a tool to add on or improve as we all have room for improve.

I believe that leaders will take the survey seriously and seek to make positive changes.

I do not believe this survey, or the responses to it, will change anything about the agency.

DoDEA is a wonderful agency because of the people working with students in classrooms, with teachers and leaders in schools, and with leadership at the district offices, not because of what is happening at DoDEA HQ.

I do not expect changes.

I do not have an opinion.

I don't know. Hopefully in a positive manner.

I don't know. Hopefully someone will review and consider everyone's comments.

I don't think it will because a survey can only gather so much. Unless you dig further and get down to the individual level, a survey won't tell you much. Leaders have to receive constant reinforcement on what leadership principles are. Employees also require constant reinforcement on ethical behavior.

I don't think it will impact my organization.

I don't think it will impact one bit. It will be read and thrown away.

To date in my years with my agency, employee feedback has yet to result in action by senior leadership. It doesn't happen. No one above the Director level holds them accountable - so they skate.

Why do I comment, you wonder? To document the record for future action, in the event that someone, someday asks what the employees provided. To create the record. I comment for the future, not for current state.

I don't think my input will impact my organization.

I don't think they will be used to do anything at all. Same as the FEVS

I don’t feel that my comment will impact change !

i dont know that it will because the issue is not about a lack of training, or good systems, but rather it is about 3 supervisors and the their leadership skills. I sincerely hope my remarks remain private/protected.

I doubt my individual responses will have much impact. I am just one person.

I doubt they will have any impact whatsoever.

I feel leadership will seriously consider my responses along with others and make any necessary

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

Explain how you feel your responses on this survey will impact your unit/organization.

changes.

I feel my response provide a clear picture of my organization and its environment.

I feel there will be no impact.

I have concerns that responses will focus on sexual discrimination issues and lack impactful change to issues of racism, implicit bias, and related matters.

I hope it will contribute to overall perceptions/experiences of the work force for DoDEA leadership.

I hope that it will allow leadership to see that people have been working hard for the organization and deserve a break. I think the leadership is doing great at protecting people from discrimination and harassment.

I hope the organization takes the time to look at how people work together in the organization.

I hope the responses will impact my organization in a positive manner.

I hope they listen, but they have no incentive to improve so why would they?

I know my organization takes surveys seriously. I feel my responses will at least be taken seriously.

However, in the context of how the federal employment apparatus is being perceived and new rules being proposed or rolled out to limit key training on issues of equity and loyalty to the constitution, I believe my organization may not have the latitude to make the meaningful changes deemed necessary.

I think all the topics that I answered here today will contribute to a more positive way in this organization.

I think my responses will be taken into consideration when making decisions that affect the organization.

I think that the goal of the survey is to find people that complain.

The organization sponsoring the survey then uses the employee complaints to justify their existence and to promote new training programs to tell employees how racist and bigoted they are.

Subconscious, institutional, systemic, privileged, blah, blah, blah ...

All of the money spent on new training and programs siphons taxpayer money away from better uses of funding such as salaries, performance awards, and improvements to operations. Instead, we get more victim programs and annual mandatory training.

It's like a self-licking ice cream cone.

I think the results will help leadership make personnel decisions.

Unit: Department of Defense Education Activity

Commander: Jason Osborne

Survey Administrator: Denise Harrison

Survey Dates: 2020-10-30 - 2020-11-30

Group Name: All

Explain how you feel your responses on this survey will impact your unit/organization.

I think there will be a "band aid" approach but no effective response.

I think there will be no change to the organization, and they don't care what the employees think.

I think they will be disregarded. I don't think these responses will be taken seriously or anything done to address them.

I would hope the responses will assist in understanding lessons learned, to move forward to execute the mission.

I've no doubt that leadership take to heart what…