Rochester City School District Department of Human Capital Initiatives OPERATING PLAN 2008-09 School Year November 6, 2008 Dr. Michele Hancock 1
Rochester City School District Priorities and Core Values Vision Ensuring that every child in Rochester has access to world class content taught by world class teachers in schools led by world class leaders Core Values Achievement Improving student achievement through a laser-like focus on teaching and learning with an emphasis on results. Equity - Equitable distribution of resources based on the needs of schools and students. Accountability Use of data to ensure that we hold adults accountable for the success of all students. 2
2008-09 Priorities 1. Goal: Increase academic performance of all students literacy and mathematics curriculum with embedded assessments) Priority Activities: Create first ever Principals Leadership Academy with assistance from SED through a Wallace grant District-wide literacy intervention plan Secondary School reform plan Enhanced summer school Enhanced afterschool program Better service delivery for English Language Learners (ELLs) and students with disabilities Redesign alternative education Metrics: Aggregate ELA scores grades 3-6 will increase by X% over 2007-2008 Aggregate ELA scores grades 7-8 will increase by X% over 2007-2008 Aggregate math scores grades 3-6 will increase by X% over 2007-2008 Aggregate math scores grades 7-8 will increase by X% over 2007-2008 Cohort high school graduation rate will increase by 5% over 2007-2008 2. Goal: Move from Compliance to Performance at the school and Central Office level -Focus on Accountability Metrics: Create a performance management system for district Create benchmark performance for each school and each cluster 3
2008-09 Priorities 3. Goal: Create Higher Quality School Options to provide a portfolio of choice for students and to Better Compete with Surrounding Districts Metrics: TBD 4. Goal: Devolve Additional Decision Making and Resources to Principals while holding them accountable for student achievement and providing high quality service Priority Activities: Restructure human resources to human capital management Move to school-based budgeting 5. Goal: Raise parental involvement and participation Metrics: TBD 6. Goal: Improve Safety and school tone Metrics: TBD 4
Operating Plan - Contents I. Department Overview II. Department Accomplishments / Objectives III. Accountability / Performance Management IV. Organization Chart CONFIDENTIAL DRAFT 5
Operating Plan - Contents I. Department Overview The Department of Human Capital Initiatives is comprised of three interrelated components (administration, management, initiatives). HC administration component consists of compensation, benefits, employee assistance, research and information systems. HC management functions include selection and staff, planning and performance management systems. HC initiatives consists of training and development, organizational and career development. The two key operating principles are to: 1) invest in people to maximize value while managing risk to increase performance capacity of RCSD employees; and, 2) align policies to support the RCSD s shared vision that is, the mission, vision for the future, core values, goals and objectives, and strategies by which the district has defined its direction. II. Department Accomplishments / Objectives To develop strategies that enhance the value of its employees and focus their efforts on RCSD s shared vision. To integrate HR functions through workforce planning that explicitly links to the district s core practices to human capital approaches, i.e., knowledge-sharing within the department and across the organization. To foster committed leadership among HCI employees who act as drivers of continuous improvement and whose styles and substance are in accord with the district s mission and its own character. To recruit, hire, develop, and retain employees with the character, multidisciplinary knowledge and skills to embrace and act on the district s core values and equipped to achieve the district s mission. To assist in building a performance culture that empowers and motivates employees while ensuring accountability and fairness in the workplace. Accomplishment: Initiate the restructuring process of HR management to function as the Human Capital Initiatives Department through execution of policies and practices reflective of strategic planning & alignment, leadership & knowledge management, talent management, and accountability in support of a resultsoriented performance culture. CONFIDENTIAL DRAFT 6
Operating Plan - Contents III. Accountability / Performance Management Measure and assess all human capital administration, management, and initiative systems for mission alignment, effectiveness, and efficiency. Review and evaluate audit information to execute recommendations. Implement actions to improve human capital programs and processes and correct deficiencies. Ensure results are analyzed and reported to senior level management. IV. Organization Chart (See next page) CONFIDENTIAL DRAFT 7
Organizational Structure HCI Departmental Organizational Structure Word Processing Operator Position Control Specialist Chief Human Capital Officer Confidential Secretary Certification Specialist CIT Coordinator (Clerk II Typist) Exec. Dir. Of Coaching & Diversity Sr. Personnel Analyst Sr. Personnel Analyst HCI Director (South Zone Liaison) HCI Director (Northwest Zone Liaison) HCI Director (Northeast Liaison) Recruitment Director (Front Desk Receptionist Benefits Director CONFIDENTIAL DRAFT 8
DEPARTMENT ROLE WITHIN RCSD Department Overview The Department of Human Capital Initiatives is responsible for strategic planning and organizational alignment of human capital best practices through development of a talented diversity-centered leadership workforce exemplifying a results-oriented performance culture of accountability and empowerment. HOW WE DEFINE OUR WORK Strategic Planning and Organizational Alignment 1. Develop integrated human capital work teams to facilitate workforce planning and analysis. 2. Develop a performance plan and budget to include human capital activities and investments for prioritization. Leadership and Knowledge Management 1. Execute and document competency-based career development programs, including various development activities and learning opportunities are being used by employees. 2. Restructure HCI infrastructure that facilitates indexing, processing, and retrieval of information to support knowledge sharing through use of shared technology networks and communities of practices. Performance Culture 1. Expand the diversity outreach plan to increase training and execute innovative approaches to advance employee participation. 2. Design, communicate and implement awards programs aligned with organizational goals, based on clear criteria, tailored to the interests and priorities of the district s workforce. Talent Management Attract, hire and retain applicants who possess needed critical mission competencies utilizing flexible compensation strategies. Accountability Implementation efforts are documented, outcomes reported, and key leaders have one performance element related to HC outcomes. 9
Department Overview SERVICES OVERVIEW BY FUNCTION FUNCTION SERVICE(S) DESCRIPTION Integrated Work Teams 1. Assessment Checklist on Team Effectiveness Principals provide feedback assessment on quality of service from integrated work teams. Performance Plan & Budget Career Development Programs Professional Learning Opportunities 2. Design performance plan and budget 3. Execute existing and new programs, i.e. Principals Leadership Academy Dream School Transformation PD 4. Job-embedded, careeroriented training and development Technology Networks/Community of Practices, Principal Autonomy 5. Implement network system for principal selection & hiring of new teachers Diversity Outreach Plan 6. Increase compositional diversity of the teacher workforce 7. Forums and activities to provide ways to communicate with the workforce about the importance of diversity, Work with HCI employees to develop performance plans and budgets to support department effectiveness and efficiencies. Program candidates assess the effectiveness of existing and new programs via surveys. Employees engage in learning opportunities, i.e., orientation activities, employment seminars, etc. Principals will exercise the responsibility for staffing their schools. HCI will function in a support role. Tracks and analyzes workforce diversity trends HCI Department develops and implements diversity programs to address inclusiveness across all levels of the organization. Awards Program Performance Elements 8. Provide incentives for performing at an exemplary level HCI Department design, communicate, and implement an awards program aligned with RCSD goals, based on a clear criteria, and tailored to the interests and priorities of the workforce. 9. Evaluate human capital A measurement tool to access the five human capital systems, results using scorecards SA/OA, L&KM, R-O PC, TM, and Accountability. CONFIDENTIAL DRAFT 10
II. Division Operations Department Accomplishments / Objectives 2008-09 OBJECTIVES AND ALIGNMENT WITH SUPERINTENDENT PRIORITIES Objective Description Alignment with Superintendent s Priority 1 To develop integrated work teams Work teams collaborate to provide customer-oriented services to schools and the public. Performance Management 2 To develop performance plans and aligned budgets Work units have documented performance goals and objectives linked to the district s mission and objectives. Performance Management 3 To execute and document competency-based career development programs Continually assess effectiveness of existing programs, i.e. TLC, RTAP, STARS, and implement new programs, i.e., Principals Leadership Academy, Orientation and Training Events, and DS Transformation Leadership Program Performance Management 4 To restructure the HCI infrastructure HCI employees share knowledge across all levels of the organization in a systematic and systemic manner. Performance Management 5 To expand the diversity outreach plan Increase training and implement innovative approaches to advance employee participation. Performance Management 6 To design, communicate and implement awards programs Include a wide range of awards, giving supervisors a wide range of tools to recognize performance Performance Management 7 To attract, hire and retain a diverse workforce Use appropriate hiring flexibilities and tools for forecasting and workforce analysis results. Performance Management 8 To analyze, revise and monitor HCI policies, programs, and activities HCI practices are clearly documented, including description of outcomes, measures, milestones, and results Performance Management 11
Department Accomplishments / Objectives 2008-09 SCHOOL YEAR OBJECTIVES: CONSTRAINTS AND RISKS OBJECTIVE CONSTRAINTS CROSS- FUNCTIONAL DEPENDENCIES EXECUTION RISK 1 To execute and document competency based programs Decision- making (partnerships) Teaching and Learning SED Colleges & Universities 2 To analyze, revise and monitor HCI policies, programs, and activities Union negotiations Distrust of the Department All Other Departments Superintendent s Office Board of Education 3 To restructure the HCI infrastructure Resistance to Change Superintendent s Office 4 To expand the diversity outreach plan Politics (Assumptions, Coalitions) All Other Departments Community Board of Education 5 No Risk High Risk 0% 25% 50% 75% 100% CONFIDENTIAL DRAFT 12
II. Division Operations Department Accomplishments / Objectives 2008-09 SCHOOL YEAR OBJECTIVES: MILESTONES / KEY DATES Objective Milestones Key dates 1 To attract, hire and retain a diverse workforce Recruitment from October April Recruitment Fair held in May, 2009 ON-GOING 2 To develop performance plans and aligned budgets Template design by mid September Writing of plans by end of October October 30, 2008 3 To execute and document competencybased career development programs Dream School Transformation Program Rochester Leadership Academy Rochester Teachers Assistance Program Teacher Leadership Collaboratives @ SJFC June 30, 2009 4 5 To create a work-friendly environment. To expand the diversity outreach plan Organize files and systems to be more user-friendly. Alter the physical layout, i.e. display of student art, sitting areas for visitors, open doors to be accessible to employees Written plan by end of December Activities June 30, 2009 December 30, 2008 On-going 6 To design, communicate and implement a recognition awards program for all employees Written plan by end of January Activities winter, spring, summer June 30, 2009 7 To develop integrated work teams Grouping of work teams by mid September October-April, 2008-09 May, 2009 8 To monitor and analyze HCI policies, programs, and activities ON-GOING ON-GOING CONFIDENTIAL DRAFT 13
Operating Plan - Contents I. Department Overview II. Department Accomplishments / Objectives The section includes a review of the key accomplishments, gap areas, and objectives of the department for the first term and FY 2009 III. Accountability / Performance Management The section includes an analysis of the department s performance, including a self evaluation IV. Organization Chart 14
II. Division Operations Department Accomplishments / Objectives 2007-08 SCHOOL YEAR ACCOMPLISHMENTS ACCOMPLISHMENTS Supervised elementary principals and supported decentralizing Extended Day and Saturday programs to promote school ownership of design model given specific parameters. Provided information and resources to schools to seek out and use diversity consultants (ROOTS, Teaching and Learning by Design, Dr. Sonia James- Wilson) to improve, and to reach understanding among constituents o how to develop cultural competency and humility. 15 administrators (principals and APs) attended the National Principal s Institute Continued collaboration with Narazeth College to implement the Rochester Teachers Assistance Program focused on preparing teachers of color to take and pass the NTE (LAST, ATSW, and CST). Continued collaboration with the U of R to implement Year 2 of the Urban Teacher Leadership Academy. Collaborated with James-Wilson and SJFC to establish an Urban Center for urban studies. Facilitated the 3 day Summer Leadership Institute Continued the collaboration with Geneseo College in implementing the Geneseo Young Scholars Academy. SUPPORTING DATA 30 schools participated in the design and implementation of Extended Day or Saturday Programs designed by school faculty. 12 elementary schools increased student achievement. Principals attributed having autonomy to design the learning played a role to increase in student achievement. 8 elementary schools significantly reduced suspensions that can be tracked to students participation with ROOTS and teacher professional development targeted on cultural competence. Three tutorial sessions were offered 2007-08 school year. Twenty teachers enrolled. Thirteen passed the exams. 28 educators completed two-year training on equity, social justice, and collaboration to successfully implement EBSIP based on school improvement needs. School leadership teams began the work on updating their school improvement plans to reflect align with professional development. 60 secondary students participated in a two-week college camp focused on the study of archaeology. 15
Department Culture EXCUSES --> ACCOUNTABILITY OVERALL TEAM RANK Accountability/Performance Management EXPLANATION COMPLIANCE --> PERFORMANCE UNIFORMITY --> DIFFERENTIATION SCALE: 1 10 Excuse-oriented Compliance-driven Uniformity-focused Accountability-oriented Performance-driven Differentiation-focused Comments Box The Department of Human Capital Initiatives 16
Accountability / Performance Management Performance Management Metrics and Indicators OUTCOME INDICATOR 2008-09 ESTIMATE OUTCOME - Outcome indicators are measures of the effectiveness of service delivery. They are not measures of customer satisfaction, but rather measures of the ability of the department to successfully fulfill its mandate. Examples include the percent of special education students who graduate, or the percent of teacher vacancies at the beginning of the school year. VOLUME VOLUME - Volume indicators capture the gross number of customers, service units, end-users that are the beneficiary of the services. Examples include number of students riding the bus, number of new employees hired, or the number of meals served. 17
Accountability / Performance Management Self Evaluation SCALE: 1=Low Quality, 5=High Quality FUNCTION SELF- RANK SERVICE SELF- RANK STRENGTHS OPPORTUNITIES FOR IMPROVEMENT Development and Production of Scorecard 4 Scorecard delivery 3.5 Strong input model from stakeholders for tool development Communication of tools Managing trade-offs between benefits of complexity and simplicity CONFIDENTIAL DRAFT 18