WIXLIB

HUMAN RESOURCES DIVISIONFuture-Ready WorkforceVision: To be a world class school systemMission: To ensure that each student achieves his/her highest personal potential

HUMAN RESOURCES LEADERSHIP TEAMChief sLeadership,ProfessionalDevelopment andRecruitmentCompensationand LaborRelationsInsurance andBenefitsProfessionalStandardsStaffing ent

Vision 2030Family and Community EngagementWorkforce Success Continuous ImprovementObjective 3.1. Ensure that all schools are led by Highly Effective principals and assistant principals.Objective 3.2. Attract and hire highly qualified and effective teachers, administrators, and supportstaff.Objective 3.3. Retain and support the growth of high-performing teachers, administrators, andsupport staff.Objective 3.4. Ensure that all staff members have access to health and wellness opportunities.

STRATEGYStrategic PlanProjects andMetricsMonitoredDeployed ActionPlansBenchmarkingUse Six Sigma Toolsand ProjectManagementMethodologyIdentified KeyProcessesEstablish HRPrioritiesMetrics SelectedAlignedDepartmentGoals

ContinuousImprovementOur MissionTo ensure that each studentachieves his/her highestpersonal potentialENVISION 2030Workforce Success and Continuous ImprovementPERSONALPASSIONATEOur VisionTo be a world-class schoolsystemPROGRESSIVEKPIs and HR METRICSKEY WORK PROCESSESAdminister Employee BenefitsInvestigate MisconductRecruitingOpen EnrollmentWellness ClassesInvestigationsFingerprint ReportsEmployee Performance EvaluationsJob DescriptionsOpen and Closing Evaluations/WalkthroughsVAMJob Classification managementStandardize Terms of EmploymentMinority Recruitment CommitteeRecruitment EventsSTAR ProgramTalent ReservationTransformation TeacherEmployee RemunerationMonitor/Support Appropriate Employee Certification/LicensesSupport and Develop LeadersBargainingCareer LadderCompetitive CompensationFTEIndividualized Out of Field PlansOut of Field Coursework EnrollmentHiringProvide and Monitor Professional DevelopmentPrincipal PoolAssistant Principal PoolSummer Leadership SummitAdditional Leadership TrainingsTeacher Leader PoolLevel II Guest TeacherInstructional Pool/Executive HiringOnboardingAPPLESGust Teacher OrientationNew Teacher Orientation and New to Teaching AcademyPeer Collaborative TeachersPROJECtS AND INITIATIVESCSI Lee/SterlingChallengeFeedbackI & B GoalsSPALC EvaluationImprove Customer ServicePSE GoalsRecruitmentGoalsComp & LaborGoalsGrow Your OwnMarket Rate ComparisonNEO UpgradeReading Endorsement – District PlanSTM GoalsPD GoalsElectronic WorkflowExecutive Leadership ProgramExempt Salary ScheduleInnovation Project – Hiring

Target 1: Decrease turnover for school-based instructional personnel.Measure/Source: Percent of turnover for school-based instructional personnel/ SDLC Annual Retention ReportFY 18FY 19Goal FY 20Goal FY 2124.9%26.2%18.9%16.9%**Target percentage based on research by the NCES – National Center for Education Statistics, The Condition of Education 2016.Target 2: Maintain retention rate for instructional personnel averages years 1 – 5 at or above median for similar districts.Measure/Source: Percent retention rate for instructional personnel average year 1 – 5 / ActPoint KPIFY 18FY 19Goal FY 20Goal FY 2158.7%58.0%63.7%65.1%Target 3: Maintain the percentage of unfilled positions on the first day of school to .5% or less.Measure/Source: Percent of unfilled positions on the first day of school / SDLC Annual Hiring ReportFY 18FY 19Goal FY 20Goal FY 21 .5%* .5%* .5%* .5%*Target 4: Increase the percentage of connects to offers.Measure/Source: Percentage of connections made to offers / ADLC Recruitment ReportFY 18FY 19Goal FY 20Goal FY 2133%38%43%48%Target 5: Increase the percentage of employees attending Health Screenings.Measure/Source: Percentage of employees attending District Health Screenings / Annual Screenings ReportFY 18FY 19Goal FY 20Goal FY 2153%58%63% 63TARGETS

FY20 ADDITIONAL TARGETSTarget: Decrease turnover for school-based non-instructional personnel.Measure/Source: Percent of turnover for school-based non-instructional personnel/ SDLC AnnualRetention ReportCurrent: 1.7 %YTD: 7.1%Target: Maintain percentage of HR Division staff trained in LSS and/or Innovation methodologies at orabove 95%.Measure/Source: Percentage of HR staff trained in LAA methodologies and/or Innovation MethodologiesCurrent: 95%YTD: N/A – Not cumulativeTarget: Increase the percentage of key process measures that meet or exceed established standards.Measure/Source: Percent key process measures meeting, or exceeding standards set by the HR Divisionfor each key work process.Current:TBDYTD:TBD

KEY HUMAN RESOURCES PROCESSESa)b)c)d)e)f)Administer Employee Benefits ProgramsEmployee Performance EvaluationsEmployee RemunerationHiringInvestigate MisconductJob Descriptionsa)b)c)d)Monitor/Support Appropriate Employee Certification/LicensesProvide and Monitor Professional DevelopmentRecruitingSupport and Develop LeadersMEASURES1. Decrease turnover for school-based instructional personnel.2. Maintain retention rate for instructional personnel average years 1-5 at or above median for similar districts.aXX3. Maintain percentage of unfilled core areas teaching positions on the first day of school below .5%.X4.5.6.7.XXXDecrease turnover of non-instructional personnel (NONINS).Increase the percentage of connects to offers.Increase the number of employees attending health screenings.Maintain percentage of HR Division staff trained in LSS and/or Innovation methodologies at or above 95%.8. Increase the percentage of key process measures that meet or exceed established XXXXXXX

HR FY20 PROJECTS AND PRIORITIESHR FY20 PROJECTS and PRIORITIESObjective 1Electronic WorkflowExecutive Leadership ProgramXXGrow Your OwnMarket Rate CompensationObjective 3XNEO UpgradeXXXXXXXXXXXXReading Endorsement – District PlanXSPALC Evaluation UpgradeXImprove Customer SatisfactionObjective 4XExempt Salary ScheduleInnovation Project - HiringObjective 2XXXX

State of Teacher Retention Report

Measure 1:Overall Instructional Turnover at SchoolsOverall Turnover Rate of School-based Instructional Personnel (terminations & transfers)

Measure 2:Average Instructional Retention RateAverage Retention Rate for Instructional Personnel in Their First 5 Years with SDLC (ActPoint KPI)

Drivers of Teacher Turnover – StatisticalAnalysis Beginning teacher (0-2 years)Temporary certificateLate hire (after first day of school)Title I school assignment

Survey Items Most Related toTeacher Dissatisfaction My school or department administrators provided adequate supportfor me to be an effective teacher My school or department administrators show concern for theteachers at my location My school or department administrators help teachers carry out ourduties effectively My input and opinions were valued by those in decision making rolesat my school or department Teachers have a voice in matters related to school or departmentimprovement

Recorded Reasons forTerminating Employment

Exit Survey:Reasons Given for Termination

Exit Survey:Reasons Given for Transferring

Support for School Leaders - Examples School Climate Reports (Annual Instructional Survey)Summer Leadership ConferenceCrucial ConversationsNISLOnboarding ProtocolsHiring the Lee County Way

Direct Support for Teachers - Examples Revised APPLESWelcome AboardRevised Mentor Teacher TrainingNew Teacher Networking OpportunitiesCareer Changer AcademyGeneral Knowledge Exam TutoringFCTE Training and SupportIndividualized Certification Plans for New TeachersLevel II Guest Teacher Position

Next Actions for Reducing InstructionalTurnover Focus on: Partnership with Academic Services Division School/Department CultureSchool/Department LeadershipGeneral Working ConditionsShared Strategic Plan GoalInnovation Projects to Identify and Address Root CausesRevised Annual Instructional SurveySupport for School with Highest Increase in TurnoverRevised Exit Survey

Professional Development Support

Teacher Leaders Clinical educator training to include video coachingcomponentCooperating teacher roleTeacher Career Bridge: PD facilitatorPeer collaborative teacherLearning and Leadership teacherTransformation teacher

Certification Assistance Priority enrollmentAlternativeLEE Certified (District PDCP Program)Endorsement programs: Autism endorsementESOL endorsementGifted endorsementReading endorsementFlorida Teacher Certification Exam (FTCE) assistance

Leaders Level II principal certification programSchool based PD request form for one on one coachingsupport and customized professional development offeringsSummer Leadership SummitTitle II funds to support site-based PD initiatives

Recruitment

College and University OutreachPresence at events is based upon: Historical SDLC recruitment trends Career market analysis

College and University OutreachOpportunities to change the narrative in Education: FGCU: Veteran Networking Event , Coffee and Careers,Recruitment Wednesdays (once per semester) UF: Student Engagement Session, Resume Building andInterview Practice workshops Appalachian State University in NC: Coffee Break withstudents, Administrator Panel Slippery Rock University in PA: Administrator Panel,Roundtable Discussion

Minority Teacher Recruitment andRetentionRecruitment Strategic events targeting teachers fromdiverse backgrounds Developing a purposeful partnership withcommunity organizations, such as theSouthwest Florida Hispanic Chamber ofCommerceRetention Continue partnering with the Foundationfor Lee County Public Schools to host theNew Teacher Social Provide networking opportunities for ourteachers to connect

Guest Teacher RecruitmentMake connections with various communities to advertiseguest teaching opportunities Attended Volunteer Fair at Heritage Palms Golf and Country Club onNovember 4, 2019. We had several residents who signed up toreceive information on next stepsSchool Messenger outreach 70 candidates were interviewed by Recruitment staff in three days

Scholarship OpportunitiesFY20 Grow Your Own Teacher Scholarship Program Tier I: Graduating High School Teaching Academy Students 4-year scholarships; students must acknowledge they will teach in the SDLCfor three years after graduation Tier II: Florida SouthWestern State College (FSW) & FloridaGulf Coast University (FGCU) students transitioning to theCollege of Education 2-year scholarships; students must acknowledge they will teach in the SDLCfor three years after graduation

Scholarship OpportunitiesFY20 Grow Your Own Teacher Scholarship ProgramTier I Scholarships (FSW)Graduating Teaching Academy Seniors(4) 4-year scholarships* 83,256.48Tier II Scholarships (FSW)Transitioning College of Education students(6) 2-year scholarships* 62,442.33Tier I Scholarship (FGCU)Graduating Teaching Academy Seniors(4) 4-year scholarships* 120,647.72Tier II Scholarships (FGCU)Transitioning College of Education students(6) 2-year scholarships* 90,485.82Grow Your Own Teacher Scholarship Program Total 356,832.35*Number of scholarships may change depending on interest.

Paraprofessionals to Teachers Provide opportunities for paraprofessionals to continuetheir educationSessions hosted by Wiley EducationFirst cohort will graduate in Spring 2020

Workforce SuccessFuture-Ready WorkforceMrs. Betsy Vaughn, District 6

Measure/Source: Percent retention rate for instructional personnel average year 1 -5 / ActPoint KPI FY 18 FY 19 Goal FY 20 Goal FY 21 58.7% 58.0% 63.7% 65.1% Target 3: Maintain the percentage of unfilled positions on the first day of school to .5% or less.