Everything Matters: Successfully Onboarding Your Staff to Avoid “New Hire Remorse”
Staffing for Student Success - Events | Board of … to Ensure Effective Staff 6 Effective Staff...
Transcript of Staffing for Student Success - Events | Board of … to Ensure Effective Staff 6 Effective Staff...
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Staffing for Student
Success May 17, 2016
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Agenda
The Issue & Financial Impact
Independent Financial Review Panel
Recommendations
Steps We Are Taking
Path Forward
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The Issue and Financial Impact
Path Forward
Independent Financial Review Panel
Recommendations
Steps We Are Taking
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District’s Strategic
Goals District Goals
100% Graduation
Proficiency for All
100% Attendance
Parent, Community,
Student Engagement
School Safety
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Great Staff Is Key
Great teachers, school leaders, and support staff are the key to meeting our goals
Given our fiscal challenges, how do we adjust the size and cost of our work force, AND STILL attract, develop, and retain effective staff?
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Practices to Ensure Effective Staff
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Effective Staff
Recruitment &
Selection
Onboarding & Work Climate
Performance Management
Training & Development
Retention & Succession Planning
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Payroll Administration Finances Recruitment Challenge
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• Shortage of • Special Education and Substitute teachers • Special Ed Assistants and trainees • Teachers in STEM and Dual Language
• Many employees approaching retirement
and fewer entrants into the workforce to replace them
• Improved economy has increased
competition in the labor market 7
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Work Climate: School Experience Survey
• 90% of staff believe their school is safe • 81% of teachers felt that adults at their school treated
each other with respect • 68% of teachers felt they were able to participate in
decision-making
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Work Climate: New Principal Survey Results
Top Challenges mentioned • Lack of time to complete tasks • Lack of sufficient personnel • Limited opportunities for instructional training and
professional development
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Payroll Administration Finances Retention
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• The time, effort and funds invested by the District, schools, and communities in supporting new employees through their first years are substantial
• Costs of turnover • Lack of instructional continuity
• Lower productivity
• Overworked remaining staff
• Lost knowledge
• Training Costs
• Interviewing Costs 10
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Payroll Administration Finances Succession Planning
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• As employees retire, this will translate into risks: • Loss of highly skilled employees and their knowledge • Leadership talent • Replacement costs: recruiting, hiring, orienting, and
training employees
• In order to best meet the challenges of an more experienced workforce, LAUSD needs a strong succession plan and an ambitious plan to train new employees
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Payroll Administration Finances Classified Staff by Age Group
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0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
12
64 was average retirement age
in 2014-15
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Payroll Administration Finances K-12 Teachers by Age Group
13 13
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000 64 was average retirement age
in 2014-15
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Staffing Levels
• Staffing level trends
• Rising cost of each employee
• Declining enrollment
• How staffing levels determined
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42% Certificated Salaries 14% Classified Salaries
23% Benefits 15% Other 5% Books & Supplies
79% Of General Fund Budget is Salaries and Benefits
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Staffing Levels Declined After the Recession, then Stabilized…
Source: LAUSD Budget 16
19% decline
19% decline
-
10,000
20,000
30,000
40,000
50,000
60,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Certificated Classified
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…but Cost increased
Source: LAUSD Budget
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
$0
$500,000,000
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
$3,000,000,000
$3,500,000,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GF Unsrestricted Cost GF Unsrestricted FTE
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1,603 1,466 1,476
1,620 1,723
538 632 723
785 905
2011-12 2012-13 2013-14 2014-15 2015-16
School Based Non-School Based
Certificated Administrators Staffing Levels
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27,208
25,532
25,813 25,688
24,863
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016
K-12 Classroom Teachers Staffing Levels
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Staff Costs
Salary
Pension
Health & Welfare
Per Employee Costs
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# of Employees
X = Total Staff
Costs
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Average Salary Trends
63,188 64,737
66,827 67,645
68,754 69,512 69,442
72,426
75,434
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Average Base Teacher Salary
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Pension Trends
The employer contribution costs for both CalSTRS and CalPERS are projected to double over the span of seven years
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8.25%
11.4%
19.1%
20.4%* * projected
2014-15 2020-21
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5% 9%
Pension costs will take up 9% of Unrestricted General Fund revenues by 2020-21
Pension Costs
2015-16 2020-21
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Health Benefit Trends
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$-
$5,000
$10,000
$15,000
$20,000
$25,000
08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17
Employee Health Benefit Costs
Health Benefits OPEB
$8,000 additional needed to fully fund
OPEB
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Cost of Single Teacher Increases Over Time
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$50,368 $50,428 $50,965 $51,502 $51,561
$5,404 $6,344 $7,354 $8,385 $9,348 $2,272 $2,274 $2,299
$2,323 $2,325 $11,168
$13,358 $14,159
$15,009 $15,910
$69,212 $72,404
$74,777 $77,218
$79,144
15-16 16-17 17-18 18-19 19-20
Salary Cost Pension Cost Fringe Benefits Cost Health Benefits
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Enrollment Retention Challenges
Reduction in student enrollment since 2002-03
200,000
Students are enrolled at 211 independent charter schools in the District
100,000
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Drops in Revenue not addressed by staff reductions
Projected Revenue Loss in 2016-17
$127 million
Saved through Normed staff reductions
Only $36 million
$
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How are Staffing Levels Determined?
Student Enrollment (Norm-Based) • Teachers – class size
• Counselors
• Office Techs
Number of Schools • Principals
• School Administrative Assistants
• Plant Managers
School Determined Needs
• Schools fund positions with discretionary funds
Central Office • Staffing levels generally not determined by student enrollment or the number of schools
• Staffing levels primarily driven by budget considerations
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School Staffing Levels: Elementary
250 students
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1 principal
1.5 clerical
11 teachers
1 principal
2 clerical
21 teachers
500 students
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School Staffing Levels: High School
500 students
30
1,000 students
1 principal
0 asst. principals
1 counselor
1.5 clerical
17 teachers
1 principal
1 asst. principal
2 counselors
3 clerical
24 teachers
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Payroll Administration Finances School Staffing Flexibilities
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Decentralization and Local Control • The Norm dictates staffing levels, but schools
have the flexibility to change certain staffing levels
• Schools also determine which staff is funded with discretionary funds (e.g. Targeted Student Population funds)
• Substitute teacher budgets allocated directly to schools – incentivizing good teacher attendance 31
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Staff Costs
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Independent Financial Review Panel Recommendations
Path Forward
The Issue and Financial Impact
Steps We Are Taking
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Summary of Recommendations
• Make proportional staffing reductions in any year where enrollment declines
• Eliminate the Teacher Pool
• Increase employee attendance
• Re-norm schools mid-year
• Exploring an early retirement program
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Independent Financial Review Panel Recommendations
Path Forward
The Issue and Financial Impact
Steps We Are Taking
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Contract Pool Teachers
• Ensuring the selection/assignment of Contract Pool Teachers
• Contract Pool Teachers used as substitutes (“first sub of the day”)
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735
876
661
337
170
2012-13 2013-14 2014-15 2015-16 2015-16 (current)
Size of Contract Pool at Norm Day
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Dealing With Reductions
Attrition Management • As employees retire/separate from the District, it reduces the
need for RIFs
• As more employees retire, there’s an opportunity to re-align staff resources
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Recruitment Efforts
Teacher Training Academies
Expanding & Creating New Teacher Pipelines • Grow partnership with our Urban Teacher Residence (UTR)
• Partner with local Institutes of Higher Education
Special Ed • Career Ladder program (STEP-UP)
• District Intern Teacher Credentialing Program
• Special Education Trainees - 800+ hired this year
LAUSD Job Fair for IT Professionals
Focused Recruitment for Maintenance and Operations
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Recruitment Goals
100% of classrooms staffed with their teacher on the first day of instruction
• First met in 2015-16
100% fully credentialed teacher workforce
• Currently 98% overall, 89% in Special Education
Full eligibility lists for all Classified job classifications at school sites prior to first day
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Onboarding
New Teacher Institute
• Offered in the summer
• Voluntary
Classified New Employee Orientation
• Offered 2-4 times/year
• Voluntary with low attendance
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Training
• New Principal Support (NPS)
• Aspiring Principals Program (APP)
• Organizational Excellence - Classified
• Succession Planning:
• Executive Certificated Leadership (EXCeL)
• Leadership Enhancement and
Development (LEAD)
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Retention
GOAL: Retain 95% of new teachers every school year • Over the last 3 years, teacher
retention has held relatively steady, with approximately 92% of new teachers remaining employed with LAUSD for a second year.
• The Council of the Great City Schools ranks LAUSD in the “Best Quartile” in retaining first year teachers based on the 2013-14 data results.
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Performance Management
Educator Development and Support: Teachers
Educator Development and Support: School Leaders
Career Growth Development Cycle (CGDC) Pilot
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Staffing Levels
Freeze on creating central office positions and on filling vacancies to shift resources to schools
Reduction in central office budgets for 2016-17
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Path Forward
Steps We Are Taking
The Issue and Financial Impact
Independent Financial Review Panel
Recommendations
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Displaced Teachers – UTLA Agreement
Agreement on March 9th with UTLA
• Sets a goal for the placement of displaced teachers
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Strategic Alignment Committee
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Align staffing decisions to strategic goals
Oversee initiatives to provide excellent customer service
Oversee initiatives to increase efficiency and reduce costs
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Succession Planning
• Strategic Alignment Committee to support divisions in the creation of 5 year succession plans • Identify areas where current employees need improvement so they
are prepared when it's time to promote them
• Strategic Alignment Committee will facilitate knowledge transfer
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Recruitment
• LAUSD will need to ensure that we are an “employer of choice”, and that we are perceived as an organization at which top talent would want to work
• Adopt a “grow our own” strategy as a way to fill some positions that require specific knowledge
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Employer of Choice
Grow our Own
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Professional Development & Training
• Through training, ensure that staff within job classifications have consistent skill sets
• Greater focus on customer service
• Use school experience survey to determine
best practices, and to identify need for targeted support
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Onboarding
Develop a web-based onboarding
training/orientation, and make it
mandatory for new employees
• Overview of District goals and
values
• Overview of District benefits
• Necessary technical training
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Employee Retention
• Analysis of which employees are leaving
• Exit interviews
• Why are employees leaving?
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Reduce Central Office Strategically
Central Office costs/staffing should be maintained at 5% of General Fund Unrestricted Revenue
• As General Fund Revenue declines, Central Office costs/staffing would have to be reduced
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As General Fund Declines
Reduce Central Office
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Our Considerations
Our focus is attracting, developing, and retaining effective staff
Improve work climate
Ensure the selection/assignment of displaced teachers
Become an employer of choice, and “grown our own”
Reduce Central Office Strategically
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Discussion
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