Understand the requirement, then find what supports it. The school judgement follows an evidence review.
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School judgementNot assessed
School evidence0 real evidence mapped · Triangulation 0/3
Review & challengeDraft
Improvement0 growth areas
FROM THE OFFICIAL HANDBOOK
Official QNSA requirement
Read-only
Official standard5.1.4
Staff stability and satisfaction.
Focus areas
Motivating, rewarding, and applying fairness to employees.
School handling of staff turnover (three years).
Implementing a staff satisfaction mechanism.
Make use of the analysis of survey results to make adjustments and find solutions to ensure job stability.
Suggested evidence
Incentives policy.
Mechanism and tools for measuring satisfaction: opinion polls, surveys, school performance report card.
Evidence of the benefit from the analysis of the survey results (adjustments, incentives).
The percentage of staff turnover and comparing it over the past three years.
Evidence explaining the reasons for teachers/students, turnover such as (exit interviews).
Interviews.
Surveys’ results.
School Report Card.
Self-reflection
What mechanisms or methods are used to motivate the staff to ensure improvement in work quality? How effective is it?
What is the school staff dropout rate? What's the reason? How effective are the policies and procedures used to retain efficient staff?
How is staff satisfaction with aspects of school work measured? How useful is it?
Official rubric
4
Highly Effective
The school has clear and announced incentives policy and varied procedures that are effectively, fairly, and constantly applied (including financial - promotion – honoring staff, empowerment) to motivate employees, resulting in low percentage of staff turnover (less than (10%).
The school has an effective and organized mechanism to gauge employees’ satisfaction with aspects of work, and it is used in making adjustments, and finding appropriate solutions. Survey results showed that the satisfaction rate of almost all employees reached more than 90%.
3
Effective
The school has clear and announced incentives policy and procedures that are fairly and constantly applied (including financial - promotion – honoring staff, _ empowerment) to motivate employees, resulting in moderate percentage of staff turnover (less than 15%).
The school has an organized mechanism to gauge employees’ satisfaction with aspects of work, and it is used in making adjustments, and finding appropriate solutions. Survey results showed that the satisfaction rate of most employees reached more than 80%.
2
Somewhat Effective
The school has policy /procedures to motivate some employees (promotion - honoring staff), resulting in relatively high percentage of staff turnover (above 20%).
The school has a mechanism to gauge employee satisfaction with aspects of work and survey results showed that the satisfaction rate of some employees reached more than 65%.
1
Ineffective
The school has a policy of promotions and incentives that is not implemented. OR
The school does not have a policy for promotions and incentives.
Any of the above mentioned reasons has led to high staff turnover rate (above 30%).
The school has limited or no procedures to gauge staff satisfaction. Surveys if conducted reflect overall staff satisfaction of less than 50%. OR
No procedures are in place to gauge staff satisfaction with all school aspects.
Focus source: 151, 152Rubric source: 156, 157
OUR SCHOOL’S WORK
School response
Human-owned judgement
01
School evidence
Choose evidence that shows what the school does. The same evidence can support more than one standard without uploading the file again.
Reading existing governed sources; no second evidence database is created.
02
What the evidence shows
What does the evidence tell us? Record each finding clearly, connect it to supporting evidence, then submit it for review.
Loading governed reflection and findings…
This layer interprets evidence; it never changes official QNSA text.
03
School judgement
Compare the reviewed findings with the QNSA rubric. A responsible person chooses the judgement and explains why; the system does not choose it automatically.
Loading professional judgement…
Judgement is human-owned and grounded in governed findings plus the official QNSA rubric.
04
Strengths · Growth areas
What should we keep doing? What needs to improve? Use the findings and judgement, then ask for each point to be reviewed.
Loading strengths and growth areas…
This layer is grounded in professional judgement and governed findings.
05
Improvement action · Impact
Convert standard gaps into trackable actions, then record implementation impact.
Improvement action
No actions linked yet.
Impact
Impact not yet evidencedRecord impact only when a change for learners can be supported by evidence.
06
Review & challenge
The reviewer challenges the quality of reasoning; the system never issues an accreditation judgement automatically.
07
History
The standard becomes an improvement story, not a static snapshot.