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Richmond Public Schools Staffing Study

Richmond Public Schools Staffing Study. Review of Report Findings and Key Recommendations. March 26, 2009. Presentation Agenda. Who We Are Our Charge: Overview of Project Objectives Study Findings and Recommendations Division Administration Human Resources School Administration

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Richmond Public Schools Staffing Study

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  1. Richmond Public Schools Staffing Study Review of Report Findings and Key Recommendations March 26, 2009

  2. Presentation Agenda • Who We Are • Our Charge: Overview of Project Objectives • Study Findings and Recommendations • Division Administration • Human Resources • School Administration • Instructional Personnel • School Health Staffing • Fiscal Summary • Questions

  3. Who We Are • MGT of America, Inc. • Established in 1974 • National Firm Specializing in Reviews of Public Sector Organizations. Major • Regional Offices in: • Tallahassee, FL • Olympia, WA • Sacramento, CA • Austin, TX • National and International Experience • Current and past projects in 50 states and 5 countries • Leading National Firm in Educational Consulting

  4. Our Charge: Study Objectives • Review Richmond Public Schools’ current organizational charts,job descriptions, job classifications, payroll information, and other pertinent data • Collected job descriptions, job classifications, and position data for all identified RPS employee groups (RPS upper management, HR and Budget/Finance administrators and support staff, school administrators, school clerical staff, and school nurses) • Prepared comparisons with peer divisions regionally and locally • Made recommendations based on comparisons

  5. Our Charge: Study Objectives • Consider all potential opportunities for position consolidation based upon actual job duties, workload, workflow, and skill sets while respecting the Virginia Department of Education mandates. • Reviewed staffing levels at all RPS schools for instructional, administrative, clerical and nursing personnel, and for RPS upper management, budget and finance, and human resources • Conducted individual and focus group interviews, conducted online surveys with all targeted employee groups • Made comparisons with local, regional school divisions, and Virginia Standards of Quality where appropriate

  6. Our Charge: Study Objectives • Examine each specified management positionfor the match between job description and the required skills set and education level • Reviewed position descriptions , focusing on the skills required and education level • Analyzed current work load and relationships to look for opportunities for added efficiencies • Provided recommendations for organizational realignment

  7. Our Charge: Study Objectives • Review the division’s recruitment practices and compare with best practices • Reviewed current and historical data on recruitment activities and budgets • Reviewed recruitment activities for compliance with EEOC and other federal mandates • Reviewed all resources allocated to recruitment • Reviewed processes for job postings and position description updating • Provided comparisons with peer divisions

  8. Our Charge: Study Objectives • Provide peer comparisonsof size, and organizational structure with local and regional school divisions • Obtained size, and organizational structure information from peer divisions (Newport News, Norfolk, Chesterfield, Henrico, Portsmouth)

  9. Our Charge: Study Objectives • Evaluate the RPS organizational structure to assess the RPS organizational structure efficiency as it pertains to supervisory span of control, dissemination of information, and lines of communication and authority. • Interviewed specific personnel and reviewed the organizational structure to determine opportunities for greater efficiency • Conducted individual interviews on the nature and structure of their current positions • Created proposed organizational charts based on analysis of interview data and peer comparisons

  10. Our Charge: Study Objectives • Conduct focus group and individual interviews of all upper management and school administrative personnel, and solicit their feedback and recommendations • Individual interviews conducted with RPS Upper Management, and key administrators in Budget and Finance, Human Resources, and Elementary and Secondary Curriculum & Instruction • Captured interview data for correlation with other quantitative data

  11. Our Charge: Study Objectives • Conduct focus group interviewswith identified stakeholder groups, and solicit feedback on clerical/support staff configuration • Focus groups conducted with the following personnel groups: • Elementary Principals and Assistant Principals • Secondary Principals and Assistant Principals • HR Support Personnel (Staff and Clerical) • Budget and Finance Support Personnel (Staff and Clerical) • School Clerical Personnel • School Nurses

  12. No. of RPS Employees Surveyed/Interviewed

  13. Our Charge: Study Objectives • Conduct surveysto capture position classification, size, and wage concerns • Provided individual surveys to all focus group participants to discuss job concerns related to job responsibilities and wages • All RPS teachers were provided with an online survey to address these concerns

  14. Study Findings: RPS Upper Management

  15. RPS Upper Management • Findings: • Lack of board policy language regarding annual evaluation of staffing patterns and organizational structures • Overly broad span of control for the superintendent’s position • Lack of job description accuracy for some positions • No designated position for coordination of leave, identification/scheduling of training for central office staff

  16. RPS Upper Management • Findings: • High volume of email to RPS executive staff without an effective management system for responding • Lack of a strategic planning document • Vacancies in key division leadership positions • Grants management function is not consolidated within a single work unit in the school division • Ineffective system for the distribution of work loads • Lack of operations manual in human resources

  17. RPS Upper Management:Key Recommendations • Reduce span of control by top executives and clarify roles and responsibilities for specified positions • Fill key leadership vacancies • Create policy language to support the annual review and evaluation of system organizational structures • Review and revise selected job descriptions • Develop a strategic planning document • Develop an operational manual

  18. RPS Org Chart (October 2008) RPS School Board ChiefAuditor BoardClerk Superintendent DeputySuperintendentInstruction &Accountability(Vacant) Chief OperatingOfficer Finance & Operations(Vacant) AssistantSuperintendentAdministrative & Support Services Director Information, Communications & Technology Services DirectorHuman Resources DirectorInstruction DirectorFinance Chief Safety & Security DirectorProf. Dev. DirectorExceptional Education & Student Services DirectorBudget DirectorPlant Services SpecialistPartnerships & Volunteers Exec. DirectorElementary Ed. ADA Compliance Officer HearingOfficer ManagerGrants Exec. DirectorSecondary Ed CommunicationsOfficer

  19. Proposed RPS Org Chart RPS School Board ChiefAuditor BoardClerk Superintendent Chief Instructional Officer (CIO)(Vacant) Chief ofStaff Chief OperatingOfficer (COO)(Vacant) CoordinatorCommunications,Partnerships, & Volunteers DirectorHuman Resources DirectorFinance DirectorInstruction Exec. DirectorElementary Ed. DirectorPlant Services DirectorBudget DirectorExceptional Education & Student Services Specialist Pupil Placement CoordinatorADA Compliance ChiefSafety & Security Exec. DirectorSecondary Ed Hearing Officer DirectorPupil Transportation & Fleet Management SupervisorSchool Nutrition Services ManagerGrants DirectorProf. Dev.

  20. RPS Staffing

  21. RPS Staffing • Findings: • Current general and special education, and clerical staffing levels satisfy requirements of the Virginia SOQ’s • RPS provides 86 teachers-on-special-assignment to Title I schools • The division does not have an allocation formula for the assignment of special education teachers • The division is slightly understaffed in nursing positions

  22. RPS InstructionalStaffing

  23. Five-Year Student Enrollment Patterns

  24. Five-Year TeacherStaffing Patterns

  25. RPS ElementaryTeacher Staffing Levels

  26. Financial Impact of Austerity Cut (Loss of Class Size Reduction Funds) An austerity reduction of 150 teachers would amount to $7,863,000. This figure was derived using the division’s base teacher salary of $39,712, plus $12,708 (32 percent benefit rate) to obtain a per teacher salary of $52,420, times 150 teachers.

  27. RPS Middle SchoolTeacher Staffing Levels

  28. RPS High SchoolTeacher Staffing Levels

  29. RPS SPED TeacherStaffing Levels

  30. RPS AdministrativeStaffing Levels

  31. RPS AdministrativeStaffing Levels

  32. Factors in AdministrativeStaffing • Virginia SOQ identify minimum staffing levels and each school division may determine appropriate staffing levels based on local conditions • Local conditions/factors include: • School size/physical layout • Academic program complexity • School safety/discipline • Availability of alternate funding sources for additional positions

  33. Factors in AdministrativeStaffing: Student Discipline

  34. Factors in AdministrativeStaffing: Student Discipline

  35. Comparisons in AdministrativeStaffing • Richmond Public Schools and its peer divisions have factored in site conditions in their staffing decisions • In comparing the administrative staffing levels of peer divisions, MGT found the following: • Except for Henrico, elementary schools have one full-time AP, regardless of school size • Middle schools have 2-3 assistant principals • High schools have 3-4 assistant principals • Some divisions also augment their secondary school administrative teams with student deans and/or administrative assistants

  36. RPS Clerical Staffing Levels

  37. RPS ElementaryClerical Staffing Levels

  38. RPS ElementaryClerical Staffing Levels

  39. RPS SecondaryClerical Staffing Levels

  40. RPS Nurse Staffing Levels

  41. RPS NurseStaffing Levels • Staffing levels for nurses are within the 1:750 (nurse-student ratio) recommended SOQ Levels • Staffing levels at RPS high schools fall slightly below the SOQ standard

  42. RPS NurseStaffing Levels

  43. RPS Staffing:Key Recommendations • Monitor staffing levels to ensure continued compliance with Virginia SOQ standards • Continue to utilize teachers on special assignment to provide job-embedded professional development and instructional support • Develop a staffing allocation formula for special education personnel • Hire three additional school nurse assistants

  44. RPS RecruitmentStrategies

  45. RPS RecruitmentStrategies • Findings: • The division does not have a written, comprehensive employee recruitment plan • The timelines for identifying position vacancies are not adequate for effective recruitment activities • The position control function does not currently reside in human resources • The absence of recruitment coordinators from the HR office creates a work flow vacuum during recruitment season

  46. RPS Recruitment Strategies:Key Recommendations • Create a comprehensive recruitment plan for all employee groups • Establish a recruitment and hiring schedule that allows for early identification of potential vacancies • Restore position control function to human resources • Create a principal on special assignment position to assume duties for special education staffing

  47. RPS Staffing StudyFiscal Summary

  48. Questions ?

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