Photos by Susie Fitzhugh
Human Resources: Oversight Work Session Clover Codd, Assistant Superintendent of Human Resources
May 11th, 2016
What we will cover today:
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• Vision – Department Goals & Objectives
– Key Performance Indicators (KPIs)
• Division Functions – Organizational Chart
– Budget & Staffing
– Major Outside Service Contracts
– Benchmarking
• S.W.O.T. Analysis
• Information Technology Systems
• Department Accomplishments
• Policies & Procedures – Internal and External Controls
• Looking Forward/Next Steps
Ensure educational excellence and equity for every student
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Human Resources Vision
Improve systems district-wide to support academic outcomes
and meet students’ needs
Strengthen school, family and community engagement
Attract, deploy and retain staff to ensure we support high levels
of student learning for every child, in every classroom/school,
each and every day.
Deliver effective HR services by integrating and aligning
systems.
Build a culture of caring, recognition and support for
employees.
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Ensure educational excellence and equity for every student
Attract, deploy and retain staff to ensure we support high levels
of student learning for every child, in every classroom/school,
each and every day.
Initiative 2015-2016
SMART Goal 4 Early Hiring
Recruit and deploy highly effective teachers and leaders and hire early.
Develop a substitute recruitment, retention and deployment strategy
Implement AESOP system and reduce sub reimbursement costs by 10%.
Restructure HR
Re-organize the HR organizational structure, tasks, responsibilities, and behavioral expectations to meet school needs.
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Improve systems district-wide to support academic outcomes
and meet students’ needs
Deliver effective HR services by integrating and aligning
systems.
Major Initiative 2015-2016
Integrate systems: SAP, AESOP, eVAL, NeoGov
Integrate business processes and technology systems to ensure data quality, access and reliable, efficient service.
Conduct Non- Rep Comp. study
Implement results of the Non-Represented Compensation Study and create Manual that serves as a guide for processes and procedures for managers/supervisors
Process re-engineering Streamline HR processes and form(s). Analyze end user needs to become more user friendly.
Implement USHCA recommendations
Focus on a few USCHA recommendations Develop KPIs aligned to goals and strategies.
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Strengthen school, family and community engagement
Build a culture of caring, recognition and support for
employees.
Major Initiative 2015-2016
Improve HIB (Harassment, Intimidation and Bullying); processes
• Create an early complaint resolution process • Create Civility Policy • Align our Board Policies 3207, 3208, 3210, 5010, 5250,
D.51.00, D.51.01 • Work with Principals, Labor Partners, Legal, Office of
Student Civil Rights
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Key Performance Indicators (KPIs)
Goal Measure Target Performance to date
Current status
Reduce substitute costs
Fail to fill rate Realize cost savings
In Progress
Improve principal satisfaction of HR
Principal Survey
90% Principal Satisfaction
In Progress
Best staff to high need schools
Evaluation Ratings
80% of students in high need schools taught by highly effective teachers and leaders
In Progress
R
Y
Y
KPIs Under Development Building our HR Scorecard
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Purpose Metric Name Frequency
Get the Best % of new teacher and principal hires with effective and highly effective ratings
Annual
Get the Best % of vacancies filled
Weekly
Get the Best % of applicants who identify as a person of color
Yearly
Get the Best % of new hires who identify as a person of color
Yearly
KPIs Under Development Building our HR Scorecard
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Purpose Metric Frequency
Retention Retention of highly effective teachers and principals in highest needs schools
Annual
Retention % of teachers who indicate their principal is an instructional leader
Annual
Retention % of teachers who indicate they have access to strategies and materials to support all learners
Annual
KPIs Under Development Building our HR Scorecard
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Purpose Metric Frequency
Effective HR # of Days to Hire (avg. from post to offer)
Monthly
Effective HR #of Days to Process New Hire (avg. from offer to onboarding)
Monthly
Effective HR % of Evaluations Completed On-Time
Annual
Effective HR # of Days to Complete Investigations
Monthly
Effective HR Substitute Fill Rate Monthly
Effective HR Stakeholder Satisfaction Annual
Questions
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HR Service Delivery Model Division Functions
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Human Resources in
Service of Schools
Human Resources Information Systems (HRIS) / Operations
Labor / Employee Relations
Talent Management
Employment Services
Department Leadership
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Clover Codd
Assistant Superintendent, HR
Doctor of Education, Urban Education
1 year in HR
16 years with SPS
Adrian Byrd-Pina
Executive Director Talent Management
Master’s in Administration, Planning & Social Policy
31 years in HR
2 year with SPS
Dana DeJarnatt
Director Employment Services
Master’s in Psychopathology and Trauma
32 years in HR
17 years with SPS
Michal Perlstein
Director HR Data & Systems
Master’s of Business Administration
16 years in HR
1 year with SPS
Director of Labor/Employee
Relations
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Organizational Chart
Depart. Budget/Staffing Overview
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Cost centers # FTE 2014-15 Previous
Year Budget
2015-16 Current Budget
Funds Committed as of 04/25/16
% Remaining
Assistant Supt HR 2.0 450,200 598,383 511,452 15%
Employment Services 10.5 1,177,258 1,097,893 1,055,566 4%
Employee / Labor Rel. 8.0 947,242 1,129,643 1,080,767 4%
HR Operations 16.0 1,497,931 1,581,003 1,715,803 -9%
Employee Assist. Prog. 2.0 236,775 257,215 256,572 0%
TPEP & ESCTs 5.0 168,396 347,313 337,745 3%
EE 504/ Accommodations
0 57,757 230,628 136,149 41%
Total Non Grant 41.5 4,535,559 5,241,718 5,094,054 3%
Teachers Incentive Fund 2.0 500,900 406,652 19%
PPPE for USHCA 50,000 49,183 2%
TPEP 244,227 104,042 57%
Major Outside Service Contracts (TIF & TPEP included)
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Major Contract Brief Description Amount
MacroStaff Temporary Staffing $208,200
Robert Half Technology Staffing $171,298
USHCA Urban Schools Human Cap. Acad. $150,000
Sprague Israel Giles, Inc. Employee Benefits Administrator $85,000
TERP Sign Language Services Sign Language Interpreter $90,000
Compensation Connections Compensation Market Pricing $68,090
Yarmuth Wilsdon PLLC Investigations $50,000
New ERA HR Solutions Compensation Study $46,045
Carruth Compliance 403B plan administration $44,814
The Danielson Group Consultation Services $44,674
TALX Corporation Unemployment Comp. Services $23,145
Charles Christensen HR Consulting Services $20,000
Hearing, Speech, Deafness Ctr. Sign Language Interpreters $20,000
Porter Foster Roderick LLP Mediation Services $19,000
MiraVia LLC Professional Dev. - Danielson $18,200
Benchmarking
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.
District Total
Enrollment*
% of total district budget
spent on department
# of FTE
Staffing Per 1000 students
San Francisco
55,320 0.61% 33.47 0.60
Pittsburgh 25,003 0.46% 16.6 0.66
Seattle* 53,872 0.79% 36.5 0.68
Bellevue 19,097 0.68% 14 0.73
Kent 27,872 0.87% 20 0.74
Portland 49,000 0.77% 36.25 0.76
Baltimore 84,976 1.01% 75 0.89
Cleveland 38,725 0.61% 34.6 0.90
Tacoma 30,000 1.0% 28.16 0.94
Denver 87,398 2.45% 120 1.37
*Does not include TPEP and ESCTs (1 TPEP Manager and 4 Evaluation Support
Consulting Teachers)
SWOT: Strengths, Weaknesses, Opportunities, Threats
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S.W.O.T. Analysis
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Strength
s (S)
• Collaborative team • Wealth of institutional knowledge • Strong partnership with Special Education • Cross departmental relationships • Readiness to innovate new processes, systems and service • Knowledgeable, dedicated, and resourceful staff
S.W.O.T. Analysis
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Weakn
esses (W)
• Timely access to data • Reporting is unavailable or data is unreliable • Lack of integration of multiple data systems causes a
duplication of efforts and manual workarounds • Lack of standardization and consistency in processes • No systematic processes to support employee conflict
S.W.O.T. Analysis
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Op
po
rtun
ities (O)
• Use KPIs to drive HR organizational effectiveness • Levy will support HR process reengineering efforts • Levy will provide HR automation and standardization • Levy will support efforts to improve data access and quality • Work with Labor Partners to revise policies and procedures
to support early complaint resolution processes • Build off of the best practices of the Urban Schools Human
Capital Academy
S.W.O.T. Analysis
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Threats/R
isks (T)
• Physical security of the department • Data privacy • SAP Upgrade – HR capacity to test and refine processes • Multiple systems tracking data independently • Lack of management training for supervisors • Data quality and access challenges • Lack of processes across the organization
Questions
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Key HR Information Technology Systems
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System Function
SAP Enterprise resource planning software (ERP) used by Seattle Schools to manage the district’s business functions. Included in those functions are Human Resources, Finance, Grants, Budgeting, Accounting, Payroll, and Benefits.
NeoGov Applicant tracking system that automates the hiring and selection process. Functionality includes minimum qualification screening, robust reporting, and an online applications with distinct views for applicants, hiring managers, and HR staff.
AESOP The substitute request and placement system with web and phone capabilities. Teachers or administrators submit substitute requests and substitutes search for and select opportunities.
eVal Online teacher/principal evaluation program to be fully scaled by 2018. Provides the ability to respond to information requests or support business processes through easily accessible data that has been integrated across eVal, SAP, and PowerSchool.
School Planning Online Tool (SPOT)
Proprietary tool used to create staffing projections and identify RIF and displaced employees for the next school year.
Data Challenges
• HR depends on data from many different sources
• Usually, in order for the data to have any meaning for staff, it must include information across these systems
• Though some users have the time and skill to do their own querying, most need a repeatable approach that provides them the data in the form of reports across these systems.
SAP
Evaluation
Spreadsheets NeoGov
Applicant
Tracker
Vacancy
Tracker
Power
School
AESOP
LR Case
Management
OSPI
Cert data
eVal
(State)
OSPI
PORTAL
• SMART GOAL 4 – Early Hiring
• Hiring Timelines – moved one month earlier
• New Summative Evaluation Intake Process
• eVAL – online evaluation for certificated classroom teachers; integrated with SAP (3 year staggered implementation)
• Non-Represented Classification & Compensation Study
• Partner with Seattle Teacher Residency to increase diversity and SPED, ELL endorsements
• Classified to certificated partnership
• Successful IRS audit of 403(b) and 457(b)
Accomplishments
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December January February March April May June
Early Teacher Hiring Timeline
Current year
Last year
Benefits of earlier hiring - Earlier notification of schedule
- Identifying candidates for 90% of teacher vacancies
by end of February
- Site-based hiring beginning mid-March
- Filling remaining 10% of teacher vacancies by end of
May
Send out arena schedules
Send out arena schedules
Pools & job fairs for early offers: 90% vacancies
SUPERINTENDENT GOAL #4
Job fairs for early offers
BLT Workshops &
Arenas
BLT Workshops &
Arenas
Phase 1A – Internal Transfer
1A
Phase 1
Phase 1B early offer & Internal
1B
Phase 2 – Job Fair & Unassigned Placement
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Phase 2
Phase 3 Open Hiring 10% fill
Phase 3
Central hiring
eVal Launch Year 2 Online evaluation tool for classroom certificated teachers
What we accomplished
Partnered with the State to improve the tool’s usability and make it more relevant to professional growth (hence, eVal 2.0)
Partnered with OSPI to improve its State credentialing portal to make user registration easier
Piloted in 2014; Launched in 2015: 250 teachers and 41 evaluators across 25 schools
Why we’re excited
• School leaders report a significant time savings
• “New and improved” eVal 2.0 will be launched State-wide based directly on feedback received from SPS school leaders and teachers
• eVal positions SPS to report on performance trends in our efforts to recognize and retain highly effective educators 28
Every employee evaluation can be tracked and secured
Progress reports allow Principals and Stanford Managers to be accountable for their team’s timeliness and completeness
HR provides each School leader and Stanford manager a receipt for evaluations received
1477 evaluations submitted to-date (for SAEOP/Parapro due in April)
Summative Evaluation Intake Process
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STR’s Contribution to Teacher Diversity
ALL FOUR COHORTS (2013-2016) Includes the 25 recently admitted members of Cohort 4 who start their 14-month training year in June 2016
• Cohort Model (25-32 in each cohort)
• 102 Graduates & Residents – 47% People of Color
• 100% Retention Rate in Same School (vs. 82%)
• Classified to Certificated
– STR
– Other Partnerships
Compensation Study Accomplishments
• Updated 285 job descriptions
• Determined employee pay is at market, on average
• Adjusted for positions below market
• Created an architecture of job levels
• Developed a new pay range structure
• Board Policies and Superintendent procedures
– Board Policy 5000 series
– Superintendent Procedure 3207
– Superintendent Procedure 3208
– New – 6501 Data Privacy
Policies & Procedures that Guide Department’s Work
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External:
– State Auditor’s Office
– Washington State Department of Labor & Industries
– Public Employment Relations Commission
– Human Rights Commission
– Office of the Superintendent Public Instruction (OSPI)
• Consolidated Program Review (CPR)
– Federal and state laws and regulations • OCR
• EEO
Key External Controls
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Internal:
– Board policies
– Collective Bargaining Agreements (CBAs)
– Labor Partners
– Human Resource Manual
– Department Protocols
– Labor/Management Committees
– Summative Evaluation Collection Process - New
Key Internal Controls
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District/HR Goal Next Steps
Goal 1: Attract, deploy and retain staff to ensure we support high levels of student learning for every child, in every classroom/school, each and every day.
Continue SMART Goal 4 efforts and timeframes
Redesign district onboarding processes and content
Work with university partners to build out our classified to certificated pipeline aimed at improving diversity within the teaching corps
Goal 2: Deliver effective HR services by integrating and aligning systems.
Upgrade SAP
Implement AESOP
Begin major levy-funded initiative of end-to-end business process improvement, automation and data quality/accessibility (foundational)
Review HR job descriptions and assigned duties; realign work of the HR Department
Goal 3: Build a culture of caring, recognition and support for employees.
Design employee recognition program
Work with Labor Partners in a cross-organizational effort to review/edit policies and procedures - HIB
Design and implement “Early Complaint Resolution Process”
Looking Forward