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Fairfax County School Board Operational Expectations Monitoring Report

HUMAN RESOURCES Period Covered: November 1, 2013 to October 31, 2014

OPERATIONAL EXPECTATIONS The Superintendent shall recruit, select, and retain a high quality and diverse workforce that enables FCPS to deliver a world-class education to every student in an environment characterized by high staff morale and loyalty to the FCPS mission and goals.

(Note: Reference numbers following each item indicate the section addressing that value statement.)

A. Recruitment, Selection, and Retention. The Superintendent shall:

1. Recruit, hire, and retain a highly qualified and diverse workforce with a reasonable annual turnover rate. (1.1, 1.2, 1.7, 1.8, 3.4)

2. Ensure all staff members are qualified to perform the responsibilities assigned to them. (1.6) 3. Administer appropriate and thorough background inquiries and checks prior to hiring. (1.3) 4. Identify and develop a diverse pool of strong leaders to ensure leadership continuity. (1.12)

B. Staff Treatment. The Superintendent shall:

5. Value employees‟ talent and expertise. (1.13) 6. Establish a culture of respect that treats all staff members in a fair and balanced manner. (1.11,

2.1, 3.1, 3.2) 7. Establish an atmosphere of openness, civility and responsiveness that fosters innovation

empowers employees to participate in identifying organizational needs and the means of implementing improvements. (1.10, 2.2)

8. Seek broad-based staff participation in decision-making, considering various viewpoints and reasoned dissent while achieving sound decision making. (1.10)

9. Establish and communicate clear personnel rules and procedures. (1.11, 1.9, 2.1) 10. Maintain favorable working conditions to promote high morale. (1.10)

C. Staff Evaluation. The Superintendent shall:

11. Consistent with the Superintendent‟s own evaluation, evaluate all employees‟ performance according to their contribution toward achieving the Board’s Student Achievement Goals policies and their compliance with the Board’s Operational Expectations policies. (1.4)

D. Staff Compensation. The Superintendent shall:

12. Develop fair and competitive compensation and benefit plans that attract and retain the highest quality employees and considers the regional living wage. (1.5)

E. Professional Learning and Support. The Superintendent shall:

13. Support and provide effective training designed to increase individual and team performance. (1.11, 2.2, 3.4, 3.5, 3.6, 3.7)

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REASONABLE INTERPRETATION MISSION: To recruit, develop, and retain outstanding employees committed to fostering educational excellence.

The Department of Human Resources (DHR) is responsible for all the human resource functions to support an active workforce of more than 27,000 benefit eligible employees and approximately 10,000 hourly employees. We are a strategic partner, we find great people, we solve problems, we are responsive, and we care. DHR delivers these services through a department-wide commitment to effectiveness, efficiency, and customer satisfaction. We achieve these objectives by:

Building relationships

Communicating

Being solution-oriented

Demonstrating commitment

Becoming experts

Evaluating ourselves

DHR is a strategic partner for schools and central offices and works with our customers to hire the best talent for each school system position. In addition to hiring talent, DHR provides a wide range of services and information to ensure we support and retain that talent. We want to be the employer of choice. Services are currently delivered in the following major areas: Recruitment, Employment, Equity and Compliance, Benefits, Compensation, Performance, and Recognition. As of November 8, 2013, the School Board incorporated the Operational Expectations of the Professional Learning and Accountability Department into the Operational Expectations of the Department of Human Resources (DHR). As of July 1, 2014 and concurrent with the implementation of FCPS‟ new organizational structure, the department of Professional Learning and Accountability no longer exists.

Key to year abbreviations

SY= school year

CY= calendar year

FY= fiscal year

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MEASURES & OUTCOMES

1. EFFECTIVENESS

Measure Outcome

1.1 Rating will change to Watch should the outcome drop below 5% of goal for full-time teaching positions filled on opening day.

99.4% of full-time teaching positions available (14,832 total) were filled.

1.2 Rating will change to Watch should the outcome drop below 5% of goal for substitute-filled rate.

99.2% of substitute jobs available (227,504 total) were filled.

1.3 Ensure every candidate selected for hire meets FCPS pre-employment verification standards.

6,278 candidates selected for hire had a background check completed and reviewed. As a result, 483 individuals were identified with criminal history records.

1.4 Teacher Evaluation completion rate

Development of evaluation process for Instructional Resource Professionals (IRPs)

96% evaluation completion rate for teachers for the 2013-2014 school year.

SY 13-14 was the second year of the revised Teacher Performance Evaluation Program (TPEP). TPEP allows all teachers to receive feedback during a three-year cycle composed of two formative years (two informal years of feedback) and one summative year (one formal evaluation with an overall rating and recommendation). SY 13-14 allowed program managers, teachers, and staff to continue to communicate the expectations related to student academic progress.

To gather data related to teacher evaluation, the understanding of the performance expectations, and the gain in understanding of concerns, eight focus groups were conducted with teachers and administrators.

In an effort to most appropriately and effectively guide and evaluate all educators, specific performance-based standards were developed for Instructional Resource Professionals (IRPs), which includes employees who are serving in positions such as librarians, counselors, and speech/language pathologists to name a few.

1.4 Principal and School-Based Administrator Evaluation completion rate Principal and School-Based Administrator Evaluation completion rate (cont‟d.)

92% evaluation completion rate for principal and other school-based administrators for the 2013-2014 school year. SY13-14 was the first year of the revised School-based Administrator (SBA) Performance Evaluation Program. Like the TPEP, Fairfax‟s SBA Evaluation Program complies with Virginia Department of Education and the Uniform Standards of Personnel with 7 performance standards and 40% weight for student academic progress. All Region Assistant Superintendents and Executive Principals received training on the school-based administrator evaluation process in preparation for SY 2014-2015. This training was similarly shared with all principals.

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1.5 Within given budget constraints, develop classification, pay, and benefits structures that are within 5% of the regional market for each position classification.

FCPS is within market on all benchmark position classifications, which means +/-5% of the midpoint at the daily rate. See Attachment 1 – Regional Market Comparison for the overall market analysis of each major position category.

The following displays the current number of employees under the Living Wage (LW) of $13.13. For FY2015, the Living Wage of $13.13 is in effect for Arlington County, Alexandria City, and Fairfax County. Below, data from July 2009 is compared to data from October 2014. Note: FY 2015 step increases were delayed by four months; the 2014 numbers (Custodian I and Food Services Worker I/II) would have declined further if step increases had been granted effective July 1, 2014.

93%

88%

96%

92%

84

86

88

90

92

94

96

98

Teacher Evals. SBA Evals.

Pe

rce

nt

Co

mp

lete

Teacher & School-based Administrator Evaluation Completion Rates

2012-2013

2013-2014

454

609

158 191

599

182

0

100

200

300

400

500

600

700

Custodian Food Svcs Worker Transportation Attendant

Living Wage Comparison

# Below LW in '09

# Below LW in '14

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Measure Outcome

1.7 Demonstrate progressive trends in overall workforce diversity for teachers, school-based administrators, and nonschool-based administrators.

The chart below reflects ethnic diversity trends for teachers, school-based administrators, and nonschool-based administrators.

24.1 25.5

24.7 24.5 24.2

19.3 17.7

18.7 18.8 20.2

15.4 15.7 15.9 16.2 16.8

0

5

10

15

20

25

30

2010 2011 2012 2013 2014

Pe

rce

nt

Workforce Diversity Trends

SBA Ethnic Diversity

NSBA Ethnic Diversity

Teacher Ethnic Diversity

1.6 Rating will change to Watch should the outcome drop below 5% of goal for teachers to attain Highly Qualified Status.

97.9% of FCPS teachers attained the State‟s Highly Qualified (HQ) status. There is a slight improvement in HQ status from 2012-2013 (97.74%) to 2013-2014 (97.9%).

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1.8 Demonstrate progressive retention trends for teachers and bus drivers.

The chart below shows that retention rates for both teachers and bus drivers have remained steadily above 92% since 2010. The current retention rate for teachers is 93% and for bus drivers is 95%.

Measure 1.8: Retention Trends For the 2009 cohort, by the end of their fifth year, 61.87% of teachers new to the profession remained employed at FCPS. This is improved from our 2005 5-year retention rate of 58.4%. The following chart depicts this retention trend. We are also above the national average 5-year new teacher retention rate of 56%.

95% 95% 94% 94% 93% 94% 96% 96% 95% 95%

0

10

20

30

40

50

60

70

80

90

100

2010 2011 2012 2013 2014

Per

cen

t R

etai

ne

d

Overall Teacher & Driver Retention 5-Year Analysis

Teacher

Bus Driver

94%

84%

75%

67% 62%

86% 77%

68%

62% 58%

86%

76%

67%

60% 56%

0

10

20

30

40

50

60

70

80

90

100

1 Year 2 Years 3 Years 4 Years 5 Years

Cu

mu

lati

ve %

Re

tain

ed

Years from Hire Date

New Teacher Retention 5-Year Analysis

FCPS 2009 Cohort

FCPS 2005 Cohort

National Average

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Measure 1.8: Exit Survey An exit survey was initiated during the reporting period. The survey was sent to a group of former employees who voluntarily separated from FCPS; 23% of the group responded. Of those, 89% indicated that they were “Satisfied/Extremely Satisfied” as an employee with FCPS. Thirty-nine percent (39%) of instructional personnel and 34% of instructional assistants/support personnel listed “Personal Reasons (e.g., health, family)” as the top factor influencing their decision to separate employment with FCPS.

Measure Outcome

1.9 Conduct staff mediations as needed; monitor and update directives.

Equity & Employee Relations conducted 42 mediations to provide employees with an alternate dispute resolution mechanism. Continued commitment to ensuring directives assigned to the DHR are reviewed and updated in accordance with the five-year mandatory revision date. DHR is responsible for 177 directives; 49 directives were updated during this cycle.

1.10 Demonstrate positive trends in teacher working conditions based on FCPS working conditions survey (WCS).

For the 2014 WCS survey, 13,752 FCPS educators (82%) responded (up from 80% in 2012). Overall, conditions were stable at the district level and gains were reported in many areas. However, some professional development conditions are less positively viewed and were noted as an area of improvement. Workshops were held in April 2014 to assist school leaders in using the results of the WCS to improve conditions at their

schools. For detailed results and resources, see http://fcpswcs.org/. Additionally, 15 schools are participating in a field test with Organizational Health Diagnostic and Development Corporation (OHDDC) on a more detailed prescriptive program to further advance positive working conditions and leadership effectiveness.

1.10 Demonstrate positive trends in support employee working conditions based on FCPS working conditions survey (WCS).

A scope of work for a support employee working conditions survey was developed and research has been conducted regarding potential cost. Funding has not yet been identified for supporting a district-wide support employee survey. Instead, we will be seeking to develop and implement a pilot survey for some work sites/support personnel.

1.11 Provide and support a wide variety of development opportunities for employees related to compliance, HR practices, staff development, and career advancement, in order to maintain a knowledgeable and highly trained workforce.

DHR continues to review division needs in support of the mission and offer value-added programs and training to include the following: Compliance (may be mandatory):

Compliance In-Services

Discrimination, Harassment, & Awareness Training (differentiated for the appropriate audience)

Fair Labor Standards Act (FLSA) Training

HIPAA Training and Compliance

Manager‟s Toolkit for Lactation Support

New Employee Onboarding

Evaluation Training

Conduct and Discipline Training

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HR Practices:

Back-to-School Updates

Compliance Reviews Related to State and Federal Initiatives

Colleague Assistance Program for Teachers in Need of Development

Intervention Team Support for Teachers Who Have Received Conditional Appointment

Employment Staffing

Reduction-in-Force Toolkit Training

Evaluation Procedures, Processes, and Resources

Integrated Disability Management (IDM) Training

IDM quarterly training for custodial services supervisors

Manager‟s Toolkit for Alternative Working Arrangements

Monthly retiree benefit trainings for ERFC retirement seminars

Semi-annual retiree benefit trainings for FCERS retirement seminars

“Your Hire Power” Training

Administrator Evaluation Training

Time and Attendance Training

Recruiter Training

Web resources, forms, toolkits, and communications resources for teacher evaluations and school-based administrator evaluation

Employee Assistance Program (EAP): The EAP offers a variety of webinars; live presentations

Employee Wellness Seminars: Smoking Cessation, Work-life Balance, Work Wellness, Brain & Heart Health, Stress and Diabetes Management, Fitness and Healthy Eating

Online Fair Labor Standards Act (FLSA) resources Career Advancement and Staff Development Workshops/Trainings:

Connecting Teacher Research and Teacher Evaluation

Human Relations Liaisons‟ Role & Responsibilities

Human Relations Awareness

Resume Writing, Interview Skills, and Mock Interviews

Understanding & Utilizing Working Conditions Data

Standards-based professional development for teachers and administrators supporting collaborative work environments, including leadership development, coaching instruction, facilitation skill-building, and instructional best practices.

Crisis Team Essentials, Group Crisis Intervention & Crisis Team Leaders One hundred and fifteen (115) training sessions were conducted for program managers and employees related to issues including performance evaluation, creating a discrimination-free workplace, and how to obtain medical-based accommodations. FCPS facilitated amicable separation from employment for 134 employees facing performance-based dismissal and 135 employees facing conduct-based discipline. During the course of the year, DHR developed uniform standard operating procedures for the administration of policies and procedures. DHR also established a series of uniform analytical frameworks to address issues related to federal law. DHR completed Infor/Lawson Smart Office Training with HR & Payroll staff. Note: Lawson Software was purchased by Infor in 2011.

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1.12 Diversity (gender and ethnicity) of participants in leadership programs

Diversity (gender and ethnicity) of participants in leadership programs is included in this report; see Attachment #2, Leadership Program Diversity Report 2014.

1.13 Recognize excellence and communicate FCPS values through employee awards and recognition programs and events

Through formal competitive awards, service and retirement recognition, (and their associated events), FCPS communicates its values. By rewarding employees who have dedicated themselves to supporting its mission and vision, FCPS celebrates excellence. During the 2013-2014 school year, our recognition programs and award programs celebrated more than 5,750 employees:

3,042 Employee Service Awards

Celebrated staff with awards (for both internal and external awards); celebrated 8 schools with 1,029 staff.

Honored 824 retirees through events/mementos

128 nominees: Teacher, Principal, & Support Employee of the Year, Outstanding First-Year Teacher & Principal, and Leadership Award o 920 staff at the 6 winner sites were also recognized

102 nominees for Collaborative Team & Individual Excellence Awards; the categories for Individual Excellence Awards are Growth, Impact, Student Achievement, and Community Engagement

FCPS Leadership Team ABC Awards

Priority Schools Initiative Banner Pass and School Pride Video Challenge honoring Pride, Synergy, and Innovation: o 3 schools were recognized for the School Pride Video Challenge o 2 schools were recognized for receiving the PSI Banner

2. EFFICIENCY

Measure Outcome

2.1 Develop and maintain outstanding HR practices Onboarding

Continued commitment to ensuring a discrimination-free workplace:

Responded to 147 complaints of discrimination/harassment

Reviewed and acted upon 507 requests for accommodations under the Americans With Disabilities Act

Provided 338 religious accommodations

Conducted two internal compliance reviews (I-9s and HIPAA)

Completed the 2013 VDOE Civil Rights Audit of FCPS Career & Technical Programs

The following internal investigations are actively being investigated or have been completed:

17 complaints of workplace harassment

93 investigations of misconduct; 58 investigations of misconduct involving outside parties such as the Fairfax County Police Department and Child Protective Services

Facilitated professional support for instructional employees facing conditional reappointment. One hundred instructional employees faced conditional reappointment by midyear; however, only 24 received a conditional reappointment.

Conducted 847 random drug tests and 154 random alcohol tests. 4,894 employees have been processed through our new Kenexa Onboarding application since going live on January 6, 2014 (for newly hired substitutes and newly hired contracted personnel). Effective September 2014, all hires are now processed through the Onboarding application.

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2.1 Historical comparison of FCPS employees to HR staff ratio

An independent evaluation was conducted of HR‟s departmental organization. Eight offices were merged into four in January 2014. http://www.fcps.edu/hr/index.shtml Additionally, the chart below illustrates FCPS to HR staffing trends over the past five years. The number of benefits-eligible employees continues to increase, while the number of HR staff has remained static from 2011-2014 and decreased in FY15. These numbers do not include temporary employees, substitutes, or retirees supported by HR staff. The Ratio does not account for support provided by the Office of Benefit Services, Client Services, and HR Technology to support more than 65,000 lives through the administration of benefit plans.

FCPS to HR Staffing Trends: Ratio of Employees to HR Staff

Fiscal Year Total

Benefit Eligible Employees*

HR Staff** Employees to HR

Staff Ratio

2015 27,775 126.5 219:1

2014 27,568 131 210:1

2013 27,332 131 208:1

2012 25,492 131 202:1

2011 25,944 131 198:1

*Includes all active benefits-eligible employees. **Does not include temporary/hourly employees.

The graph below represents data noted in the table above entitled FCPS to HR Staffing Trends.

2.2 Initiate activities that demonstrate continuous improvement and efficiency.

Continued examination of all DHR processes to redesign for efficiency and effectiveness.

o New processes have been established to automatically create employee e-mail notifications when an employee has a position change or pay change.

o HR and DIT personnel have been trained in Lawson tools to

0 5,000 10,000 15,000 20,000 25,000 30,000

FY2015

FY2014

FY2013

FY2012

FY2011

HR Staff

FCPS Employees

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create „process flows‟ and will be continuing to streamline processes.

o UConnect, the employee self-service portal, has been updated to include more employee information so that employees can find information at their convenience.

o DHR is in the process of expanding the use of Remedy, the district‟s customer support software, and will be going live with a customer portal in 2015. The customer portal provides 24/7 access to submit questions to DHR for both employees and non-employees while the application streamlines the ticket creation. In addition, EER will be using this application to track their caseload and will be going live in FY 2015.

o A project to bring online time and attendance for employees will commence in FY 2015 using Infor/Lawson‟s Workforce Management module.

o Infor/Lawson Smart Office will be implemented for most HRIS users to enable staff to manage HR office processing efforts more efficiently.

All employee groups now apply and are hired through Kenexa resulting in a streamlined, consistent process and improved tracking.

Continued use and refinement of the Kenexa Onboarding application.

Automating online evaluations, and associated processes and workflows, will improve employees‟ understanding and completion of professional development learning plans and evaluations in their summative and formative years of the evaluation cycle.

Continued movement of printed publications to electronic format for recruitment, benefits, salary, employment, and general information.

Developed a standardized salary quote estimate form to improve communication of position/salary scenarios to customers.

Additionally, DHR staff launched new communication strategies to educate employee associations and staff on health plan cost drivers and benefit comparators to other jurisdictions.

3. CUSTOMER SATISFACTION Measure Outcome

3.1 Achieve customer satisfaction results exceeding 4.0 on a 5-point scale when new employees are surveyed.

Average score on a 5-point scale (survey conducted January through June 2014):

New employee orientation survey: 4.5

3.2 Rating will change to Watch should the outcome drop below 5% of goal for call completion rate in the Welcome Center.

95.1% call completion rate: The Welcome Center responded to 98,472 calls total representing an increase of 6,651 calls (+7%).

3.3 Develop and maintain employee wellness practices.

FCPS initiatives to support employee wellness: ● Wellness Challenges:

o Mix It Up Fitness Challenge–1,827 participants o Team Up Fitness Challenge--1,234 participants

● Cardiovascular Webinar: 134 participants ● Site Health events/Workshops/Presentations: 68

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● Enhanced HR Wellness Website ● Nurseline Social Marketing and Home Mailing Program ● Medical claims trend analysis to develop strategic wellness

programming ● Enhanced Lactation Program Support ● Flu shot campaign CY13–Decrease absenteeism due to illness

and reduce spread of virus to students and staff. So far this season, the flu vaccine has been administered to 11,401 staff.

3.4 Quality of professional development programs, as measured by a post-participation questionnaire that asks about the relevance, utility, and impact of the program.

Data for the Initial Survey for Professional Development Programs ending in 2014 showed that 91.1% of participants provided favorable feedback when asked to measure the relevance and utility of the professional development. This is a slight decrease from 92.2% in 2013. The 2014 Professional Development Initial Survey Results can be found in Attachment #3.

3.5 Quality of the professional learning support provided to school-based employees and central office departmental employees, as measured by a post-service customer questionnaire.

17.9% of responses to the Initial Survey for Professional Development Programs ending in 2014 indicated that additional support was not needed. Of the 82.1% of responses that indicated a need for some type of support, 87.9% confirmed having access to good quality support, both within their site and the central office. This is a slight decrease from 89% in 2013. The 2014 Professional Development Initial Survey Results can be found in Attachment #3.

3.6 Potential application of knowledge and skills received in a program, as measured by a post-participation questionnaire.

84.3% of the responses to the Initial Survey for Professional Development Programs ending in 2014 demonstrated that participants have applied and intend to further apply the knowledge and skills learned through professional development. This is a slight decrease from 85.9% in 2013. The 2014 Professional Development Initial Survey Results can be found in Attachment #3.

3.7 Percentage of schools reaching “deeply embedded” on Professional Learning Community (PLC) tenets, as measured by the PLC Survey.

To lighten the workload on teachers and school-based administrators, the PLC survey is now administered biennially. The next survey is tentatively scheduled for SY2015.

3.8 Satisfaction with DHR services as determined by FCPS‟ School-Based Administrators‟ Satisfaction Survey.

The HR section of the School-Based Administrators Satisfaction Survey (administered in spring 2014) provided data for a number of satisfaction measures. The complete report for DHR can be found in Attachment #4 – School-based Administrators’ Satisfaction Survey. Using a 4-point scale, administrators rated DHR on 11 items related to recruitment, selection, retention, evaluation, equity, compensation, and communication. Survey Highlights Area at or above the 3.25 mean: • Ensuring a discrimination-free workplace for all applicants and

employee Area with the lowest rating: • Providing benefits/incentives comparable to local school divisions

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4. INITIATIVES COMPLETED Initiative Impact

Benefits

Audit IDM Program Vendor Loss Deposit Fund

To confirm the loss deposit balance for the IDM Program funded in the 2001-2006 timeframe is appropriate at this time and return excess funding.

Integrated Disability Program (IDM) RFP

Contract award for vendor expertise and management of Integrated Disability Management Program to include Short Term Disability, Long Term Disability, and Workers‟ Compensation.

457(b) RFP Contract award result in lower administrative costs, lower participant cost, and increased administrative service levels.

Third Party Administration (TPA) Services for the 403(b) Plan

Contract award results in lower administration costs and enhanced Performance Guarantees.

Pharmacy Benefit Plan Contract Renewal

Pursued continued cost reduction thru discounts and rebates, and expanded service offerings.

Implementation of new health/vision plans resulting from 2013 Request for Proposals

Continued development of employee communications, monitoring of plan access, effectiveness, and fiscal impact.

Extension of benefits to same sex spouses (Bostic case)

Recent 4th Circuit Court of Appeals ruling resulted in extension of health and dental benefits to same sex spouses effective October 6, 2014.

Business Services

Launched the Kenexa Onboarding application and leveraged applicant data to support new hire process.

A new Kenexa Onboarding application was developed and implemented to provide an enhanced, comprehensive, and interactive online orientation program. Applicant data supports more timely and efficient communications to new employees during their onboarding period.

Execute the 2014 iteration of the FCPS Working Conditions Survey

Administered survey over 4 weeks in Jan./Feb. 2014 with record response rate achieved. Results shared with leadership and School Board in spring of 2014. Workshops for school leaders on how to use results conducted in April 2014.

Administered Exit Survey Field Test

In October 2014, an exit survey field test was conducted for a group of employees separated from the system in 2014. 23% of those invited to take the survey responded. 89% of those respondents noted they were “Satisfied/Extremely Satisfied” with their experience as an employee in FCPS.

Established resources for employees and managers on Fair Labor Standards Act (FLSA) via intranet presence

Created a new intranet website for employees and managers to easily access information and reference material for the Fair Labor Standards Act. Resources include Quick Access Guide, tips and guidelines, and FLSA example scenarios.

Incorporated Spillane Leadership Award into the FCPS Honors event

The Spillane Leadership Award was successfully added to the FCPS Honors event with the other “of the Year” employee awards.

Redesigned the FCPS Recruitment website

In conjunction with Talent Acquisition and Management, redesigned the “Work for Us” website to attract more high-quality, diverse pool of applicants that share our philosophy of a student-centered, collaborative approach. The site articulates why applicants should choose FCPS, especially for our hard-to-fill positions and critical-need fields.

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Initiative Impact

School-level support for sites where time and working conditions are perceived as areas of concern

15 Schools took the Organizational Health survey and completed the Leadership Effectiveness process whereby consultants from Organizational Health Diagnostic and Development Corporation (OHDDC) worked with Principals and their Region Assistant

Superintendents to advance positive working conditions and leadership effectiveness.

Lawson HRIS Upgrade The upgrading of the HRIS continued with the installation of a new product called Smart Office; it is designed to allow staff who process transactions to individually tailor their input screens to simplify their processing and, thereby, reduce errors and processing time. Training for staff was conducted.

Customer Service Software (Remedy)

Requirement assessments were completed for Client Services

and the Office of Benefits Services to prepare for the

implementation of the upgraded and enhanced customer service

software.

Instructional Assistant (IA) Evaluations in Uconnect

Changes were made to the online evaluation application available via Uconnect to support and align the new IA evaluation form with the newly updated regulation.

Auto-generated e-mails to Employees About Pay and Position Changes

„Process flows‟ were created to auto-generate email notifications to employees receiving a Market Scale Adjustment (MSA) or step increment. The process replaces several manual processes used to create paper notifications for employees.

Upgraded SmartFindExpress (substitute scheduling system) from locally hosted to vendor-hosted

The benefits of reduced application maintenance and hardware requirements are being realized due to this change.

Provided training for licensed employees to meet the new VDOE licensure requirement to complete training in CPR/AED/First Aid.

Employees are successfully using and completing training available via eLearnIT and FCPS remains in compliance with this VDOE mandate.

Equity & Employee Relations

Compliance Review: I-9 I-9 employment verification: Identified opportunities for improvement to internal processes.

Compliance Review: DOJ Completed FCPS‟ submission in response to the Department of Justice‟s settlement agreement.

Annual Human Relations Report Streamlined reporting process to ensure timely submissions and upgraded editing features to the online report.

Compliance Review: DOE Completed findings review of a Civil Rights Voluntary Compliance Plan.

Attended all employee association and advisory council meetings

Ensures an understanding of issues important to employees and provides a vehicle for two-way communication.

Teacher Performance Evaluation Program aligned with VDOE guidelines

Conducted training and compliance sessions for teachers and administrators.

Changes to school based support evaluation handbook

Instituted a change in the school-based support evaluation in order to standardize the process and ensure timely evaluation of all employees.

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Initiative Impact

To ensure accurate, effective teacher performance evaluations, separate resources were developed for nontraditional teacher categories.

To ensure accurate, effective teacher performance evaluations, separate resources were developed for nontraditional teacher categories. Performance standards, key elements, and matrices were created for 13 groups of instructional resource professionals (IRPs). Four additional teacher categories maintained the traditional teacher performance standards and matrices but have modified key elements. All these were developed to reflect the actual nature of the work performed by these teachers, which resulted in more relevant evaluations for 1,537 employees. These can be found at: http://fcpsnet.fcps.edu/hr/teacherevaluations/resourcesTeachers.shtml

School-Based Administrator Evaluation Program has been aligned with VDOE guidelines

During SY13-14, FCPS aligned the principal evaluation process with the VDOE guidelines and included all school-based administrators effective July 1, 2013. This will facilitate countywide compliance with the guidelines, and increase focus on VDOE objectives.

Developed content for teacher and school-based administrator evaluation intranet websites

Worked closely with HR Business Services to create content, resources, and tools for new intranet websites for teacher evaluation and school-based administrator evaluation. Sites provide a central place for resources and information related to the updated evaluation processes, such as handbooks, forms, samples, templates, toolkits, guides, slide shows, videos, news, and other items.

Talent Acquisition & Management

Revised instructional online employment application (Kenexa)

The instructional employment application was revised for the SY 2014-2015 application cycle to solicit more detailed information from applicants to help our employment specialists in making decisions regarding licensure eligibility.

Completed study of FCPS‟

current recruitment practices.

The study included strategic opportunities for identifying and hiring a high quality and diverse instructional workforce.

Established Talent Acquisition

& Management Minority Group

An advisory group was established to examine FCPS‟ current recruitment and hiring practices and issue recommendations to strengthen the diversity of the instructional applicant and hiring pools. The group has held three meetings and is examining the following areas: how to improve the pipeline of future teachers; recruitment; hiring and incentives; retention and professional development; and cultural competency training.

Implemented Kenexa

RapidHire

RapidHire, a web-based interface connected to HR‟s Talent Acquisition and Management‟s online employment system, was released to principals in June 2014. Through RapidHire, principals now have direct access to view candidates‟ resume, cover letter, and content interview scores.

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5. INITIATIVES IN PROGRESS

Initiative Impact

Continued intradepartmental and cross departmental collaboration

Build leadership capacity through a coordinated effort in recruitment, selection, development, evaluation, and renewal of school leaders. Collaborating with IT on the pilot of online teacher evaluations for 54 schools with TrueNorth Logic (MyPLT). Collaborating on multiple projects (via cross-functional work teams) to implement best practices and expand the use of software as appropriate. Projects underway include the following: • Kenexa – RapidHire

• Kenexa – Onboarding

• Kenexa – Vacancy Reporting; Tracking Capabilities

• Remedy – Customer Service Software

• Infor/Lawson – Process Enhancement Plan

DHR continues to refine and enhance services based upon the HR reorganization implemented in January 2014.

Benefits

Flexible Spending Account Plan Contract Renewal

Allow participants to carryover up to $500 in unused medical FSA funds beginning in 2015. Require claim reimbursements via direct deposit starting January 2015.

Medical and Pharmacy Benefit Plan Contract Renewals

Adjust copayments to align with market standards; adopt new utilization programs for compound medications and high cost specialty drugs and negotiated improved rebates. Ensure alignment of out-of-pocket maximums/benefit levels with market standards

Compliance with, and continued implementation of, the Affordable Care Act

Loss of grandfathered status and requirements to meet employer shared responsibility provisions in 2015 have considerable impacts on plan funding and expenses: Employer shared responsibility provision requires plan to extend benefits to employees determined to be full-time by ACA guidelines. Continued funding required for ACA initiatives, including the Patient Centered Outcomes Research Initiative (PCORI) and Transitional Reinsurance Fees. Loss of grandfathered status in 2015 requires 100% coverage for most preventive care services

Employee Assistance Program

Ongoing data analysis and evaluation, support, and promotion of Employee Assistance Program (EAP) to maintain consistent level of program usage of at least 6%. Year 2014 to date, 264 EAP cases were resolved. Over 3,700 discrete website visits. This yields savings in health care costs, absenteeism, and presenteeism. Critical Incident Stress Management (CISM) support engaged for 36 sites. Seventy (70) Work/Life webinars offered. Twelve (12) live presentations held for a total of 1,569 participants.

Employee Wellness Fall 2014: • Launch FCPS Get Active wellness platform

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Initiative Impact

• Open Enrollment Health Fair

• Home Mailings on Reducing use of Emergency room costs

• Employee Flu Program - 202 sites

Position classification efforts for both Gibson State Efficiency Report compliance and best practice innovations

Position specifications grown into more effective format of job descriptions to include essential functions, etc.; creation of classification committee, groundwork to establish cyclical and routine classification reviews.

STD income replacement programming shift

Implementation of 90% STD pay, with option to use accruals to provide 100% pay while on Short Term Disability programming

Support of strategic organizational efforts

Classification and position changes supporting division‟s new organizational design efforts

Implementation of Virginia Retirement System (VRS) Hybrid plan

Combined defined benefit/defined contribution retirement plan for new hires effective 1/01/14. A major component of the plan is employee contributions over the course of their career; VRS Hybrid will require increasing staff resources to ensure employees are properly prepared for their retirement futures.

Virginia Retirement System (VRS) Modernization

The VRS Modernization project requires significant changes to current FCPS business processes and systems.

Phase-in of revised VRS/ ERFC contribution formulas ongoing from 7/1/11

Additional communications and use of internal resources to manage multiple options.

Expanded medical/dental benefits to eligible parent liaisons

2nd year of eligibility for parent liaisons/multilingual interpreters who work 20+ hours/week or more hours per week in eligible positions. Beginning in CY2016, these positions will be required to meet ACA requirement of 30+ hours per week.

Ensure health plan benefits align with market

Continued assessment of plan provisions and market relativity. Enhanced education efforts to promote employee understanding of benefits.

Evaluation of cost savings opportunities using disease management and vendor partnerships

Utilize resources available through new medical plan contracts to begin education and participant steerage to appropriate plan resources.

Revenue maximization–Retiree Drug Subsidy Program (RDS) and Medicare D/Employer Group Waiver Program (EGWP) for Medicare eligible participants

Final year of filing under Federal Retiree Drug Subsidy program for eligible retiree pharmacy expenses; replaced with Medicare D/EGWP program as of 8/1/13. Implementation of Medicare D/EGWP program provides additional savings over the RDS program.

Use of electronic communications to decrease printing cost and increase employee self-service

Shift to electronic communications ensuring information accuracy, updates and access. Begin capturing retiree e-mail addresses to facilitate electronic communications.

Business Services

Planning and development for a Support Employee Working Conditions Survey Field Test

A scope of work for a support employee working conditions survey was developed and research has been conducted regarding potential cost. Funding has not yet been identified for supporting a district-wide support employee survey. Instead, we will be seeking to develop and implement a pilot survey for some work sites/support personnel.

Develop Working Conditions Standards

Created a Working Conditions Standards Action Committee who collaborated with the New Teacher Center to develop working conditions standards. Final draft is nearing completion and will

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Initiative Impact

undergo further review by additional stakeholders in December 2014.

School-level support for sites to enhance or improve where time and working conditions are perceived as areas of concern

Evaluating the current work completed with initial group of pilot schools and examining feasibility for additional schools to work with Organizational Health Diagnostic and Development Corporation (OHDDC). OHDDC offers a more detailed prescriptive program to further advance positive working conditions and leadership effectiveness.

Online Awards Submission All FCPS Award nominating processes, including Teacher of the Year, Principal of the year, and Support Employee of the Year, are now automated using an online submission portal. Nominators (FCPS stakeholders, e.g., employees, parents, and community members) can use this new web-based system to submit, disseminate, and have their nominee‟s packet approved, eliminating the need to provide a cumbersome paper-intensive process.

Continued enhancement of Kenexa

Enhancements to continue to support the ever-evolving FCPS summer programs are ongoing. In addition, a review of vacancy reporting and tracking requirements is planned to see how Kenexa can support the district‟s needs.

Customer Service Software (Remedy)

Implementation of the updated Remedy for Client Services, Salary Services, Office of Benefit Services, and Equity and Employee Relations is planned.

Implementing a hosted online evaluation application to support teacher and administrator evaluations

An initial field test of 23 schools was completed in SY2014 resulting in beneficial upgrades to the application. The field test expanded to become a pilot; an additional 31 schools were added for SY2015.

Creating a process enhancement plan for HRIS (Lawson)

Plans to maintain Lawson as our HRIS for the next 5 years continue to progress through the update of an enhancement plan for the HRIS. Lawson merged with Infor providing core HR users with additional suites of products to support employee/manager self-service and other HR areas. Additional products to support the movement, processing, and reporting of information have been installed for testing while research continues to evaluate new offerings to enhance our HRIS capabilities.

Implementing Smart Office and new security system

Users will begin using Smart Office along with a new Lawson security system during this reporting period.

Exit survey emails auto-generated

To support gathering feedback from employees when they terminate employment with FCPS, employees will receive auto-generated emails prior to their last day of work with a link to take an exit survey.

Old „salary notifications‟ replaced with auto-generated email notifications

A paper notification of work location, position, and/or pay information changes will be replaced by an auto-generated e-mail directing employees to log on to UConnect to see updated information.

New Time and Attendance Program - Workforce Management

A new module has been procured to move online Time and Attendance reporting for employees online.

Equity & Employee Relations

Provide opportunities for Career Advancement and Staff Development Workshops/Training

Connecting Teacher Research and Teacher Evaluation, an Academy course, is being offered in 2014-2015. The purpose of the course is to provide teachers the opportunity to examine how the use of teacher research connects with teacher evaluation.

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Initiative Impact

Prevention of Sexual Misconduct: To comply with VDOE guidelines, developed a regulation establishing procedures regarding the prevention of sexual misconduct and abuse for all employees and establish boundaries for student-employee interaction.

Developing a process, implementation plan, and complaint form for employees to use for the reporting of all bullying and harassment complaints.

Compliance with Americans With Disabilities Act Amendment Act (ADAAA)

Continue responding to internal audits conducted by Department of Justice and Department of Education.

HIPAA Compliance Review Ensure workplace practices align with Federal mandates and pending compliance manual.

Development of a new Harassment Awareness refresher training course for school-based administrators

Provide school-based administrators with additional information and resources to address the various forms of harassment students may encounter.

Monitor Efforts to Promote Diverse Workforce

Continue collaboration with Employment Services to strengthen hiring pool.

Transitioning teacher and school-based administrator evaluation processes back to the Office of Equity and Employee Relations

To ensure all school-based administrators and teachers continue to receive the assistance and guidance they need, Equity and Employee Relations manages all of the responsibilities that are currently being managed by the Professional Growth & Development Team.

Continued Implementation of teacher evaluation process and build sustainability

To increase teacher effectiveness, provide an evaluation tool that includes a plan to develop teachers as well as to provide continuous feedback for teacher and student growth

Implementation of new school-based administrator evaluation process

All school-based administrators/evaluators will be provided with the same message, receive clarification, and gain a better understanding of the new processes.

Develop a Uniform Employee Handbook

Inform all FCPS employees of terms and conditions of employment as well as applicable rules and regulations.

Develop Comprehensive Case Tracking System

In conjunction with HR Business Services and DIT, develop a Remedy-based application to track employee-related concerns ranging from performance to complaints of discrimination.

Review Employee Representation Rights

Create a uniform approach to employee rights to representation in the disciplinary context.

Ensure compliance with protections afforded by Federal law.

Provide communication through training and regulation to make all employees aware of FCPS‟ prohibition against discrimination based on sex including sexual orientation and gender identity status as defined by the EEOC.

Talent & Acquisition Management

Supporting teachers impacted by new VDOE-adjusted Highly Qualified requirements

Special education and immersion teachers were supported with the following resources:

Continuous communications from the Licensure Office

FCPS Academy – Praxis II test preparation course (special ed. only)

Licensure assessment reimbursement

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Initiative Impact

Support will continue to be provided to these two groups of teachers with the following:

Communications from the Licensure Office

FCPS Academy – Praxis II test preparation course (special ed. only)

DHR is working to support immersion teachers with a letter to VDOE requesting modifications to PreK-3 or PreK-6 endorsement requirements to increase provisional license eligibility. This letter is pending VDOE approval.

Expand users of Kenexa RapidHire

Expand RapidHire user access to assistant principals and other central office program managers.

Explore implementing virtual interviewing

In an effort to be more efficient and build a stronger pool of qualified critical field instructional candidates, we will begin the approval process and configuration discussions of virtual interviewing.

Revising the Assistant Principal II Portfolio program process.

This revision will move the current single-dimensional program of a written portfolio dealing with past events and created in isolation, to a multi-dimensional, reflective, project-based year of study, supported by regional leadership and resulting in creative and reflective work products still focused on the basic tenets of Leadership, Initiative, and Impact.

6. ISSUES AND TRENDS

Effectiveness

National health care reform (Affordable Care Act) continues to have a major impact on

resources, strategic direction, program operations, and plan funding. Legislation and

guidance continue to evolve, requiring devotion of resources to manage increasing

complexity, ensure compliance, and increased communication efforts to employees.

As HR continues to implement electronic records, consideration should be given to

implementing an electronic personnel filing system; funding to transform paper personnel files

into electronic files will be needed in the next 2 years. The system will need to access specific

personnel records from HR applications and house scanned hard copy documentation

previously stored in hard copy personnel files. As paper processes continue to be replaced

by electronic ones, there are fewer documents to be filed and the personnel file becomes a

collection of electronic documents and pieces of transactional information. This necessitates

the implementation of an electronic personnel file system.

With the continued implementation of our new teacher and school based evaluation models,

resources will need to be dedicated to ensure successful implementation with district-wide

fidelity.

Efficiency

The Gibson Report–State Efficiency Review made several recommendations to DHR in

regards to time and attendance reporting, classification, and recruitment. Steps are currently

being taken to address these recommendations that improve HR‟s efficiency and

effectiveness.

The VRS Modernization project - mandated by the Virginia Retirement System - is ongoing

and continues to have significant impact on FCPS business processes and systems. ERFC,

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Finance, and DHR continue to work together to address the changing landscape to meet

participant needs and VRS requirements. VDOE changes require the completion of CPR, AED, and first aid training for anyone

obtaining a Virginia teaching license. In response to this mandate, an eLearnIT course was

created that met the VDOE requirement and is at no cost to our employees. DHR will

continue to work with the VDOE Licensure Office to stay abreast of future changes; work to

mitigate the impact to FCPS and employees; and work with approved Virginia college

programs to ensure graduates complete their programs with the appropriate coursework and

endorsements.

The need for a mechanism for tracking student-on-student complaints of discrimination and

training was identified during a recent compliance review. In collaboration with DSS and DIT,

developing process for tracking complaints of student on student discrimination and bullying.

Equity and Employee Relations (EER) will provide training to principals on how to investigate

and track these complaints. In collaboration with the Office of Student Activities and Athletic Programs will develop a Title

IX self-audit for athletic programs. EER will review audits and provide feedback to ensure

compliance. Increase in the number of accommodation requests related to religion and disabilities.

Increase in the number of participants willing to participate in mediation.

Exploration of how to make our resources available through mobile applications is a high

priority. With plans in place to continue to enhance and maintain our HRIS and with

significant progress made in moving the application to a current/supportable state over the

last reporting period, there are many requests to leverage the application and its modules

more fully to support information needs through the lens of „work as you live.‟

Customer Satisfaction

Providing exemplary customer service and meeting/exceeding customers‟ expectations is a

priority for all FCPS departments. DHR is exploring the expansion of a customer service

portal as an initial step to further provide our employees, applicants, and the community with

an easy way to get questions answered. DHR will stay abreast of how customers indicate we

are meeting their needs and will continue to make adjustments in services to remain on a

positive trajectory.

7. BUDGET IMPLICATIONS FOR FUTURE INITIATIVES

As the district champions its Premier Workforce goal, processes may be identified that would

incur costs. Division-wide initiatives associated with changes, or needed changes, to

business practices, technology, or staffing needs will have a budgetary impact. Cost: TBD. Step cost: $39.8 million; 1% Market Scale Adjustment/COLA cost: $19.6 million.

District compensation study to determine if compensation is competitive in the market.

Cost: TBD.

Affordable Care Act compliance efforts. Cost: TBD.

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VRS-mandated changes in funding requirements and plan design continue to impact

administrative resources. With the shift to a defined benefit/defined contribution hybrid plan

for employees hired on or after January 1, 2014, increasing education efforts will be required

for new hires to ensure employees are fiscally prepared for their retirement futures.

Ensure compliance with Federal law related to sex-based discrimination.

With the HR FOCUS project suspended, plans for maintaining the current HRIS include

bringing the application up to support standards; the implementation of process

improvements identified through FOCUS have begun and will be ongoing. These

improvements include streamlining the hiring and time reporting processes. Another ongoing

initiative will be finding ways to enhance the existing employee and manager self-service

portal (UConnect) to eliminate paper-based processes. Cost: TBD.

8. BOARD ACTION AND NEXT STEPS

(This section will be completed by the School Board Office after the work session)

9. DATE FOR RE-MONITORING December 2015