Photos by Susie Fitzhugh

Human Resources: Oversight Work Session Clover Codd, Assistant Superintendent of Human Resources

May 11th, 2016

What we will cover today:

2

• 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

3

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.

4

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.

5

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.

6

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

7

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

8

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

9

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

10

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

11

HR Service Delivery Model Division Functions

12

Human Resources in

Service of Schools

Human Resources Information Systems (HRIS) / Operations

Labor / Employee Relations

Talent Management

Employment Services

Department Leadership

13

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

14

Organizational Chart

Depart. Budget/Staffing Overview

15

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)

16

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

17

.

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

18

S.W.O.T. Analysis

19

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

20

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

21

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

22

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

23

Key HR Information Technology Systems

24

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

26

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

2

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

29

30

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

32

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

33

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

34

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