human resources annual report - albemarle county, virginia€¦ · i am pleased to share the...

HumanResourcesAnnualReportOctober 1, 2017 – September 30, 2018

MESSAGE FROM THE DIRECTOR

I am pleased to share the Department of Human Resources School Human

Resources Annual Report. This report provides information on our

workforce, highlights of ongoing initiatives and future objectives. Our work

supports Albemarle County’s Public Schools strategic goal that all Albemarle

County Public Schools students will graduate having actively mastered the

lifelong-learning skills they need to succeed as 21st century learners,

workers, and citizens. Highlights of our work in FY16/17 include:

Completed the conversion of all Local Government and School Division active and terminated employee files from paper to electronic records, which has resulted in significant efficiencies in staff time, cost savings of paper and increased office space. Every HR staff member was involved in this project, including identifying process changes, creating standard operation guidelines and procedures, developing confidentially guidelines and training to learn the new system.

Continued to actively manage our health plan, including implementing a

consumer driven health plan (a high deductible plan option with health

savings account), offering Fitbits at a reduced cost to employees,

entering into a partnership with Mobile Health Consumer app to actively

communicate with employees on health and wellness issues.

Completed the formal selection process for purchase of organization-wide timekeeping system and started implementation work, to include focus on effective development, consistency and oversight for policies, communications and systems integration.

Improved teacher hiring process, including our continued focus on minority recruitment and hiring by working with principals around their hiring practices, continued refinement of the teaching hiring process through the implementation of mandatory screening interviews, and participating in three virtual recruitment fairs in addition to the standard career fairs.

Worked with ACPS central office staff on the personnel implications of the closing of an elementary school

The Human Resources team strives to help employees with all phases of

their Albemarle County careers. We are focused on continuous

improvement, providing a high level of customer service, and partnering

with our employees to obtain a deep understanding of their needs. To

achieve our strategic goal, it is critical that we recruit, retain and develop

the highest quality employees, and we remain focused on that priority.

Lorna Gerome

IN THIS ISSUE

WHO WE ARE 2

TEACHER REPORT 3

ADMINISTRATOR REPORT 8

CLASSIFIED REPORT 10

EXIT SURVEYS 12

COMPENSATION & BENEFITS 12

SAFETY & WELLNESS 13

PROFESSIONAL DEVELOPMENT 15

ANNUAL SERVICE AWARDS 16

EMPLOYEE RECOGNITION &

ENGAGEMENT 16

GOING FORWARD 16

APPENDICES 18

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WHO WE ARE

Albemarle County Public Schools (ACPS)

serves 13,927 students in preschool

through grade 12. Our school division

includes 26 schools, all accredited by the

Virginia Department of Education:

15 elementary schools (PK-5)

5 middle schools (6-8)

1 charter middle school (6-8)

3 comprehensive high schools (9-

12)

1 charter high school (9-12)

1 Vocational-Technical Center

We employ:

1,264 Teachers

1,155 Classified Staff

53 Principals and

Assistant/Associate Principals

57 Other Administrators

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TEACHER REPORT

Recruitment and Selection The Human Resources Department continues

to work towards recruiting, selecting, and

retaining the best talent possible. For the 2017-

2018 school year, the Albemarle County Public

School Division hired 143 teachers. Eleven

percent of the total teaching staff for 2017-

2018 are new hires.

Of the 143 teachers hired:

22 (15%) are minorities

124 (87%) are full-time; 19 (13%) are

part-time

112 (78%) have previous teaching

experience

58 (41%) have 0-3 years of teaching

experience

76 (53%) have five or more years of

teaching experience

81 (57%) have previously taught in

Virginia

31 (22%) are starting their teaching careers

in ACPS

91 (64%) have at least a Master’s degree

112 (78%) are female; 31 (22%) are male

66 (46%) were hired for the elementary

level

68 (48%) were hired for the middle and

high school (secondary) levels

9 (6%) were hired in the Special Services

and ESOL departments

For the fourth consecutive year, teacher

screening interviews played a key role in the

recruitment and hiring process, providing hiring

managers with initial data related to a

candidate’s alignment with school division

beliefs, goals, and priorities. Feedback from

hiring managers indicates screening interviews

allowed them to better select viable candidates

from job pools by selecting those with stronger

screening interviews and allowing for

efficiencies in both their selection process and

use of time. Due to the value added through

the use of screening interviews, they are now a

required part of the recruitment and hiring

process. A little over 1,000 individual screening

interviews were completed with applicants for

teaching positions.

The following chart shows the number of

applicants by level with diversity. The purpose

of this metric is to allow us to gain an

understanding of the number of applicants we

had at each level, as well as allowing for a

continued focus on early recruitment of

minority candidates. The number of

applications indicates that we continue to

welcome a very competitive applicant pool.

The largest applicant pools come from

elementary regular education. Additionally,

New Teacher Hires

2013 2014 2015 2016 2017

127 123 152 143 143

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there has been notable interest in School

Counseling and Fine and Performing Arts. There

is stronger career interest in supporting the

whole student outside of their academic

experience and talents in the areas of art,

music and theater. For example, the bilingual

and nationally recognized theater productions

at Monticello High and the student ran music

studio, like A3 House at Albemarle High.

Racially Diverse Applicants with Diversity

Did Not Report/Declined

to Identify

Minority Applicants

Total Number

75 90 1,014

In an attempt to have applicant pools with a

number of highly qualified candidates, we

focused on posting vacancies slightly earlier

than has been done in prior years. Additionally,

early contract offers were made for some of

the harder to fill positions, most notably in the

area of secondary mathematics. Due to the

early contract offers

and earlier job vacancy

postings, the heavy

teacher hiring months

were in the March-May

timeframe. Hiring

continued through the

start of the school year

due to an increase in

enrollment numbers at

schools. As those

numbers increased,

staffing was allocated

to meet those needs.

All classroom teacher

positions were filled at

the start of the school

year with the

exception of one CTE

position.

High Quality Teachers

The Every Student Succeeds Act (ESSA) requires

100% of those teaching to be endorsed in their

subject area. The Albemarle County Public

School Division had 91.41% of its teachers meet

this requirement for the 2016-2017 school

year. Concerted efforts are made during the

hiring process to ensure that all new teachers

meet licensure requirements, teaching subjects

in which they are endorsed.

Diversity in Recruiting and Staffing We continue to value the importance of a

diverse classroom and to develop the cultural

competency of teachers to best serve all

students. The following chart indicates the

racial distribution of new teachers. We are still

rebuilding from the 2014-2015 school year as

there was a notable exit of Black/African-

American teachers from Albemarle County

Public Schools that year. This concern was a

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focus during the recruitment and hiring season.

For this upcoming year we will focus on early

efforts by building relationships starting in

October.

The first-year minority teachers have come

from across the globe and are graduates of

both public and private Virginia colleges and

universities. These teachers are graduates of

the following schools (undergraduate and

graduate respectively, if applicable):

Culinary Institute of Virginia

Ferrum College

Longwood University

Lynchburg University

Mary Baldwin College

Old Dominion University

University of Virginia

Out of State Schools include:

o Claflin University

o North Carolina Wesleyan College,

North Carolina

o University of North Carolina-

Asheville, North Carolina

We have attracted minority veteran teachers

with both public and private school experiences

as well. Many of these teachers returned back

to K-12 teaching from higher Ed or the non-

profit sector. Below is a list of schools/divisions

from which they came:

Capital Area Head Start

Goochland County Public Schools,

Virginia

Hanover County Public Schools, Virginia

KIPP Austin Comunidad, Texas

Prince William County Public Schools,

Virginia

Roanoke County Public Schools, Virginia

Texas Southern University, Texas

University of North Florida, Florida

We continue to partner with The African

American Teaching Fellows program; it is a

consistent hiring resource outside the

traditional means of recruiting. To date we

have hired 17 Fellows in our schools, of whom

eleven are currently employed with us.

Currently, there are 122 minority teachers in

our schools. Of the 143 teachers hired this year,

22 (15%) are minorities. At present, we now

have eight schools with no minorities on their

teaching staff. We will continue to partner with

the principals in these schools to create

strategies to recruit and retain a more diverse

staff.

We continue our partnering efforts with the

Office of Community Engagement to retain the

community of diverse educators to include two

highlights. The first is an annual networking

event called the “Gathering of Folk.” A highlight

of this event was to celebrate the retirement of

three Black teachers in one year. This is one of

the highest number we have lost in the past 10

years. The second was the implementation of

a Culturally Responsive certification/training.

The training allows teachers to self-assess their

own bias and gaining cultural competency in an

effort to serve our diverse learners and to

create a more inclusive school community to

help retain our diverse educators.

Retirements

From October 1, 2016 through September 30,

2017, 38 teachers retired compared to 28 the

previous year. To be eligible for full Virginia

Retirement System (VRS) retirement with

unreduced benefits, teachers must have at

least 30 years of full-time service in VRS and be

at least 50 years old. Based on current age

distribution data, we can anticipate a steady

increase in the retirement rate in the coming

years. The table below shows teacher

retirements for the past five years. The average

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age of teachers retiring after the 2016-2017

school year was 62.

Teacher Retirements

2013 2014 2015 2016 2017

Number of

Retirees 28 34 38 28 38

Average Age

at Retirement 61 60 62 61 62

The chart below shows the age distribution of

the teaching staff. Thirty percent of the

teachers in the School Division are age 50 or

older.

As of September, 2017, there were 103 full-

time teachers at the pay step of T30 or above.

The average age of the 103 teachers is 60; the

range of ages is 52-68.

Retention

Teacher retention rates over the past five years

have been between 87.8% and 90.6%.

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The graph below provides information on

teacher turnover based on years of teaching

experience in Albemarle County. During 2016-

2017, 52 of the 130 teachers who left the

School Division had less than four years

teaching experience in Albemarle County Public

Schools.

Of the 130 teachers who left the School

Division in the 2016-2017 school year, 38 (29%)

left for retirement, while 92 (71%) left for other

reasons. As the chart below shows, statistics

regarding the numbers of teachers leaving and

the percentage of teachers leaving with less

than four years in ACPS have remained fairly

consistent over the past five years. We remain

concerned with the number of minority

teachers who left the Division last year and will

continue to build on current strategies. We

have a positive return on investment with the

Division’s Instructional Coaching and the

professional development opportunities for our

employees to learn and grow.

The number of teachers

hired for the 2017-

2018 school year

remained steady at

143. Additionally, the

overall number of

educator applications

decreased, especially

for middle school

educators. Twenty-

two percent of the

new teachers hired

were first-year

teachers. Likewise,

29% of the teachers

who left the School

Division did so due to

retirement. Our

primary concerns are the

reduction in qualified applicants and the

retention of minority teachers. Both of these

issues reflect national trends, as the overall

number of students enrolling in teacher

preparation programs continues to decline. We

will continue to explore and implement best

practices to grow a diverse teaching staff.

Exiting Teachers

Year Teachers

Leaving Teachers

Retiring

Percent of

Teachers

Retiring

Teachers

Leaving for

Other Reasons

Percent of

Teachers

Leaving for

Other Reasons

Teachers

Leaving With 0‐3

Years in ACPS

Percent Leaving

with 0-3 Years

in ACPS

2012-13 113 28 25% 85 75% 42 37%

2013-14 132 34 26% 98 74% 50 38%

2014-15 140 38 27% 102 73% 59 42%

2015-16 151 28 19% 123 81% 70 46%

2016-17 130 38 29% 92 71% 52 40%

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ADMINISTRATOR REPORT

Recruitment and Selection

Administrative staff includes principals,

associate and assistant principals, and other

leadership personnel throughout the School

Division who are at or above pay grade 18 and

are identified as exempt employees.

For the 2017-2018 school year, Albemarle

County Public Schools filled seventeen

administrative vacancies, including three

principals, two interim principals, three

assistant principals, one interim assistant

principal, four assistant principal interns, and

four central office positions. All of the school-

based leadership positions were filled by

internal candidates through promotion or

transfer. Three of the four central office

positions were filled by internal candidates

through promotion. The fourth was an external

hire. The positions filled as “interim” were done

in that manner due to the time frame in which

the vacancies occurred. A full hiring process will

occur for these positions during the 2017-2018

school year. The four assistant principal interns

were filled by internal candidates. While the

term “intern” is used, these individuals possess

an endorsement in Administration and

Supervision PK-12 and are expected to perform

all duties of the role of assistant principal

through this developmental position. With the

exception of the interim hires and four

transfers, all school-based administrator

candidates followed a standard hiring process,

which includes the submission of an electronic

portfolio based on the Virginia Standards for

School Leaders and a multi-tiered interview

process. Three central office administrators

were hired through internal transfer or

promotion. The external candidate was hired

through a process similar to that of a school-

based administrator. The chart below shows

external administrative hiring from July 1, 2017

through September 30, 2017.

External Administrative Hires

2013 2014 2015 2016 2017

Principals 1 0 0 0 0

Asst./Assoc. Principals* 1 3 4 3 0

Other Administrators 3 0 2 0 1

Total 5 3 6 3 1

*Includes Administrative Interns placed as Assistant/Associate Principals

Over the past five years, Albemarle County

Public Schools has hired between one and six

new administrators per year from outside the

School Division.

Diversity in Recruiting and Staffing Twenty percent of the administrative

employees are minorities. About 26% of the

principals and assistant principals are

minorities. A continued effort in recruiting and

hiring a diverse administrative team will allow

us to hire administrators to better reflect the

School Division’s changing demographics.

Retirements

The following chart shows the number of administrator retirements for the five-year period from 2013 to 2017.

Administrator Retirements

2013 2014 2015 2016 2017

3 7 2 1 0

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As the graph on the

right illustrates, the

School Division’s

administrative staff is

also impacted by an

aging workforce.

Fifty percent of the

administrators are

age 50 or older.

Based on this data,

we anticipate an

increase in

retirements in future

years. Conversations

and planning of

succession

management are on-

going.

Retention

The retention rate for administrators over the

past five years has been between 88.2% and

97.3%.

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CLASSIFIED STAFF REPORT

Recruitment and Selection

Classified employees include all non-teacher

and non-administrative positions in the School

Division. Examples include all non-

administrative employees in Transportation,

Building Services, Child Nutrition, and

Extended-Day Programs. Office associates,

school nurses, and

teaching assistants

(TAs) are also

considered

classified

employees.

For the 2017-2018

school year, the

Albemarle County

Public School

Division hired 139

classified

employees. While

most teacher and

administrative

hiring occurs July 1

through

September 30,

classified employees are hired throughout the

school year. As the numbers in the table below

indicate, there was an increase in the number

of classified employees hired this year during

the July-September timeframe; our heaviest

hiring period.

Classified Staff New Hires (July-September)

2013 2014 2015 2016 2017

118 115 145 128 139

Classified recruitment this year has been

difficult for many of the support services

departments. The Extended Day Enrichment

Program has faced particular challenges, due to

newly implemented State requirements for a

more skilled workforce.

Diversity in Recruiting and Staffing

The following graph provides a breakdown of

the School Division’s classified staff population.

The School Division continues to recruit and

hire qualified candidates from all ethnic groups.

Nineteen percent of the classified employee

population is Black or African American, along

with numerous other minorities represented in

this table. Continued emphasis on training and

promoting minorities in our classified

population is critical to our diversity efforts.

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Retirements

Since October 1, 2016, 40 classified employees

retired compared to 31 retirements the

previous year.

Classified Staff Retirements

2013 2014 2015 2016 2017

21 23 42 31 40

As the following graph indicates, the largest

number of classified employees are in the 50-

59 age group. It should also be noted that 51%

of the current classified employees are age 50

or older.

Retention/Turnover

The retention rate for classified staff over the

past five years has been between 76.1% and

84.3%.

To help reduce the cost of turnover and

improve morale, we will be focusing on:

Providing continuous training to

employees through expanded

professional development

opportunities.

Surveying employees on aspects of work

satisfaction and areas needing

improvement.

Improving communication within work

groups and among employees through

partnerships with department leaders.

Consistent with national

trends, an area of concern

for the School Division is the

number of classified

employees who are eligible

to retire within the next five

to ten years, as illustrated by

the graph of employee ages.

Thirty-five percent of the

classified employees are at

least 55 years of age.

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EXIT SURVEYS

Survey data was collected for employees

leaving the School Division between October 1,

2016 and September 30, 2017. There were 130

teachers and 241 classified/administrators

exiting, resulting in 371 employees leaving in

total. One hundred and ninety-seven

employees responded to the survey for a rate

of 53%. Overall, of those who completed the

survey, the top reasons for leaving were for

retirement, moving from area and conflicts

with supervisor/management.

The percentage of all employees exiting with 0-

5 years of service was 68%. Of the classified

employees who left the School Division, 39%

were teaching assistants. Teaching assistants

represent 33% of the classified workforce. Of

those, 36% are part-time employees. Measures

to address the turnover of newer employees

are in process. Examples of this work are

employee surveys, individual meetings and

continued follow-up discussions in order to

identify and correct our turnover rate for our

more recent hires. Efforts to meet the demands

of new State regulations for the Extended Day

Enrichment Program resulted in a financial

incentive for employees to stay for the entire

school year. Transportation particularly

benefited from a pay compression adjustment

last year. Additionally, a robust Rewards and

Recognition program is continuing in an effort

to retain bus drivers and transportation

assistants. A review of its impact is ongoing.

Future plans include a stay interview project for

a cross section of all transportation employees

to better understand environmental issues.

COMPENSATION & BENEFITS

Joint Boards Adopted Total

Compensation Strategy

The School Board’s and Board of Supervisors’

Total Compensation Strategy is to target

employee salaries at 100% of our competitive

market median, teacher salaries at the top

quartile, and benefits slightly above the market.

The Joint Boards follow a process to establish

the annual salary increase, teachers’ step and

scale increases, and classified salary scale

adjustment. This year, a flat 2% increase was

given to all eligible classified employees.

After several years of limited salary and scale

increases, we are experiencing pay

compression among some of our

classified/administrative employees. In 2015,

we worked with Titan-Gallagher, an

experienced compensation and human

resources consulting firm, to assist us in

developing solutions for pay compression. Due

to budgetary constraints, we were not able to

implement recommendations to address pay

compression in 2015, but were able to address

compression for employees in the 2016/2017

fiscal year. In May 2017, we implemented the

compression remedy for all Local Government

and the School Division, which impacted a total

of 534 employees.

Long Term Classification Plan

To ensure that positions are appropriately

classified, HR began comprehensive reviews of

all departments on an ongoing basis in July

2004. Priorities are based on identified internal

equity issues, substantial changes in position

descriptions, and market data. This year,

classification reviews were completed for

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positions in Finance, Fiscal Services, County

Attorney’s Office, Emergency Communications

Center, Social Services, Housing, School Division

Office Associate positions, Extended Day

Enrichment Program, and Transportation. For

FY18, we will review Facilities & Environmental

Services (deferred from previous fiscal year),

Parks & Recreation, Building Services, and

Public Safety, which includes Fire Rescue and

Police.

Benefits Administration

The County offers a wide range of benefit

options that promote a healthy lifestyle and

contribute to financial stability. Available

benefits include: medical and dental insurance,

deferred compensation, flexible spending

accounts with a debit card for medical

expenses, optional life insurance, family

medical leave, employee discounts, paid leave

(annual, sick, sick leave bank, etc.), employee

assistance program (EAP), and optional long-

term disability insurance. Full-time employees

receive pension and group life insurance

benefits through the Virginia Retirement

System (VRS). Benefits-eligible part-time

employees receive group life coverage, as well

as employer-paid annuity contributions once

they meet service eligibility criteria. Life

insurance plans for eligible part-time

employees are offered through other vendors.

To facilitate employee understanding and

appreciation of their benefits options, HR

communicates to employees through various

methods including the benefits website, emails,

the benefitsFOCUS electronic newsletter that

keeps employees informed of important

upcoming benefits changes, presentations at

staff meetings, and seminars.

Much of the work in employee benefits this

year focused on our transition to Anthem for

administration of our medical, dental and

pharmacy plans, and the introduction of our

first High Deductible health plan with Health

Savings Account. Projects for the year included:

Completed a medical program evaluation review to assess whether our current health plan meets our objectives for offering quality coverage that is both affordable and sustainable.

Implemented new Consumer Driven High Deductible medical plan with HSA (Health Savings Account). Initial enrollment in this plan (13%) well exceeded expectations.

Partnered with HMS Employer Solutions to initiate an ongoing dependent eligibility review process to ensure that all dependents on our medical plan are eligible for coverage.

Met 1094/1095 tax reporting requirements (required under the Affordable Care Act) for the 2016 calendar year.

Worked with Nationwide Retirement Solutions (457 plan) to facilitate on-site meetings with participants and schedule informational presentations at individual departments and county office buildings. We also created targeted communications for our VRS Hybrid Plan staff. These efforts are intended to facilitate employee retirement savings beyond our pension plan benefits.

SAFETY AND WELLNESS

We continue to expand and improve HR-driven

programs and also assist other departments

with safety and wellness initiatives. The Health,

Wellness and Safety offerings at Making

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Connections have grown in numbers and are

well utilized by employees.

Safety

HR continues to work collaboratively with all

schools and departments on safety efforts,

workers’ compensation claims, and processes

to improve outcomes and control costs. Work

this year focused on:

Training – we continue training on best

practices for managing workers’

compensation claims,

preventing injuries, and

OSHA compliance.

Policies and procedures

– HR manages exposure

incidents and follow-ups

and works

collaboratively with the

Charlottesville

Albemarle Health

Department as these

continue to increase in

volume. Additionally, HR

and IT upgraded the workers’

compensation system to a more user-

friendly format.

Wellness

A variety of wellness programs were offered

and promoted throughout County schools and

departments including:

BeWell Grants pilot program:

o Cvilleathon Bears (Baker-Butler

Elementary) - offered race entry

reimbursement for participants

to complete cumulatively 26.2

miles of races in a season.

o Noon Walk Group

(Transportation) - provided

prizes for participants in group

who meet certain walking

milestones.

o Be Fit (Stony Point Elementary) -

provided small exercise

equipment (hand weights, Bosu

balls, etc.) to be used in fitness

classes coordinated by teacher /

trainer.

o Hula Health (Community Public

Charter School) - build and

decorate hula hoops to use for

physical activity. This was done

concurrently with a student

initiative for the same goal.

Vaccination clinics – The goal of the

program is to provide convenient

options for improving immunity and

staying healthy. Clinics were

coordinated at over 50 sites including

government offices, schools, and fire

rescue stations. 1,818 employees

received the seasonal flu vaccine, and

394 also received Tdap (Tetanus,

Diphtheria and Pertussis) vaccine –

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which was a new addition to the clinic

program this year.

Tobacco cessation programs – In-person

groups and telephonic coaching offered

through the Virginia Department of

Health at no cost to employees. We are

not able to track participation of this

program due to HIPAA.

Blood drives – Coordinated with Virginia

Blood Services, these events support

local blood supplies and community

involvement. We hosted three blood

drives during FY17 with 57 total

participants, and 60 units of blood

products collected.

Weight Watchers Reward program –

BeWell reimburses employees for a

portion of fees based on program

participation. This year 13 employees

earned rewards. We will continue to

promote this program and evaluate the

efficacy as we develop other wellness

initiatives.

Farm to Workplace pilot – Innovation

Grant funding helped provide an intern

to support this program. We partnered

with Local Food Hub to offer a 16-week

program with biweekly deliveries of

locally-sourced produce. The season

was June – September 2017, and we are

collecting feedback via a survey.

Mobile Mammography – We teamed

with UVA Mobile Mammography to

provide on-site mammograms at five

locations, and 49 people were

screened. We are discontinuing this

program due to scheduling problems

and employee feedback.

PROFESSIONAL DEVELOPMENT

System-wide, professional development

activities are offered for teachers and

administrators through the Albemarle Resource

Center (ARC). Because there were very few

professional development opportunities

offered for classified employees, in 2006 the

School Division began providing funding for

classified employees’ professional development

through courses offered by Human Resources'

Organizational Development team. For fall

2016 and spring 2017, School Division classified

employees attended 65 different classes,

totaling more than 452 hours of class time.

Classes included: How to Handle Difficult Work Situations

Finding Joy in Serving Others

Best Practices in Team Development

and Management

Cardio Pulmonary Resuscitation

Compassion Fatigue

Best Practices in Employee Recognition

A Practical Guide to Leading Change

In addition, Human Resources regularly offered

and provided training to hundreds of

employees in the following subject areas: new

employee orientation, on-line annual training,

retirement planning, interviewing (legal issues

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and interviewing skills), safety awareness/OSHA

training, and sexual harassment training.

ANNUAL SERVICE AWARDS

Each year the School Division recognizes

employees for continuous years of service with

the School Division. As in years past, employee

recognition was conducted at the employee's

school or department. Feedback has indicated

that employees greatly value this personalized

form of recognition. All employees receive a

framed certificate at the five-year milestone.

During the 2016-2017 school year, 369

employees were recognized for service

milestones that occurred between July 1, 2016

and June 30, 2017.

EMPLOYEE RECOGNITION AND ENGAGEMENT

Employee recognition and engagement remain

a focus of the School Division. We understand

that recognition is crucial for employee

engagement and quality performance, as well

as individual and organizational success.

Our third year of combining the Annual Service

Awards Program with the We Notice

Recognition Reception was a success. In

addition to the 369 employees who received

service awards, 668 employees received We

Notice awards at this combined ceremony. It

should be noted that 1,131 We Notice award

nominations were actually made on behalf of

these 668 employees, and that in addition to all

schools, both the Transportation and Building

Services departments were represented as

well.

Human Resources also continues to train

managers and supervisors so that they

understand the importance of employee

recognition and engagement; to challenge

them to consider a set of performance criteria

to identify exemplary, deserving behaviors; and

to give them options for recognizing and

rewarding employees, both on an individual

and team basis. We believe that this training

encourages a culture of recognition, reinforces

the connection between recognition and

employee engagement, facilitates the

development of our employees, and ultimately

enhances our services to students.

GOING FORWARD Human Resources is committed to the School

Division mission and our work is aligned to

support the strategic goal. During the upcoming

year, we will work to achieve this by:

New Initiatives

Implementing a hiring strategy for the

growth of Woodbrook Elementary

School and reduction strategy for any

school impacted by potential

redistricting of students.

Implementing an electronic time and

attendance system to improve

compliance and record-keeping. HR

staff will be involved in all phases of this

project, which will impact staff across

both divisions of Albemarle County.

Work includes system design and

configuration, policy review and

Hu

man

Res

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rces

An

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17

revision, integration with existing

systems, and training the entire

workforce on new technology and

approach to timekeeping.

Health screenings / Annual Wellness

screening promotion. HR staff will

facilitate a program that includes

conducting biometric screening events

and integrating biometric data from

Primary Care Providers during annual

wellness checkups.

Employee self-serve information

management. HR is partnering with the

Finance and IT departments to

introduce an online tool that allows

employees to manage for themselves

many aspects of their personal

information, including benefits elections

and payroll options.

Introducing employees to a range of

new tools and programs offered by

Anthem (our new medical vendor).

Partner with new senior leaders to

ensure smooth transitions into their

new roles.

Continued focus:

Addressing the national shortage of

students pursuing teaching credentials

by using competitive strategies to

recruit, hire and retain high quality

teachers.

Continued development and

implementation of an induction and

development plan for new building-level

administrators.

Continued focus on succession

management and planning for school-

based and central office administrators.

Converting all paper personnel and

medical records to electronic format for

greater efficiency. Maximize

investment in electronic records,

including digitizing forms and

streamlining processes to avoid

unnecessary printing.

Mobile Health Challenges – Using our

new app, we can offer challenges for

employees with step goals and other

healthy behaviors to increase employee

engagement.

Meeting market targets for the County’s

total compensation strategy, to include

evaluating market competitiveness of

salary and benefit programs.

Offering a comprehensive toolkit of

training materials to empower

managers to address HR-related issues

on-site. Topics included will be

recruitment, performance management,

policy administration, and regulations.

Recognizing school division employees

who best exemplify our values through

“We Notice”.

Developing the Employee Resources

website with information, tools and

resources to help empower employees

to address their HR-related questions

and issues.

Updating personnel policies to ensure

compliance, clarity, and commonality

with School Board personnel policies.

Working together to ensure that our

employees are situated to best take

advantage of the workforce changes

that we will see over the new few years.

White

Black or

African

American

Hispanic

or Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More Races Male Total White

Black or

African

American

Hispanic

or Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More Races Female Total Grand Total

Agnor‐Hurt Elementary School 11 1 1 0 0 0 0 13 56 7 2 0 0 0 0 65 78

Albemarle High School 57 12 0 1 0 0 1 71 111 18 7 2 0 0 4 142 213

Albemarle Resource Center 2 0 0 0 0 0 0 2 1 1 0 0 0 0 0 2 4

Baker‐Butler Elementary School 6 0 1 0 0 0 0 7 72 3 1 0 0 0 0 76 83

Broadus Wood Elementary School 2 0 0 0 0 0 0 2 33 0 0 0 0 0 0 33 35

Brownsville Elementary School 9 1 1 0 0 0 0 11 71 3 1 0 0 0 2 77 88

Building Services 33 47 6 13 1 0 0 100 15 17 1 6 0 0 0 39 139

Burley Middle School 17 5 0 1 0 0 0 23 33 7 2 0 0 0 1 43 66

Cale Elementary School 11 2 1 0 0 0 0 14 65 5 13 2 1 0 1 87 101

Child Nutrition Program 6 1 0 0 0 0 0 7 79 18 0 1 1 0 1 100 107

Community Engagement 0 2 0 0 0 0 0 2 0 2 1 0 0 0 0 3 5

Community Public Charter Sch 1 1 0 0 0 0 0 2 6 0 0 0 0 0 0 6 8

Crozet Elementary School 4 0 0 0 0 0 0 4 42 1 1 1 0 0 0 45 49

Enterprise Center 2 0 0 0 0 0 0 2 4 0 0 0 0 0 0 4 6

Extended Day Enrichment Prgm 8 1 1 0 0 0 0 10 41 13 3 1 1 0 0 59 69

Federal Programs 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 2 2

Fiscal Services 2 0 0 0 0 0 0 2 1 2 0 0 0 0 0 3 5

Greer Elementary School 9 3 1 0 0 0 0 13 81 10 4 1 1 0 2 99 112

Henley Middle School 17 0 1 0 0 0 1 19 57 1 0 0 0 0 2 60 79

Hollymead Elementary School 3 0 0 0 0 0 0 3 51 3 1 1 0 0 0 56 59

Human Resources 3 0 0 0 0 0 0 3 13 4 0 1 0 0 1 19 22

Instruction 13 2 0 0 0 0 0 15 28 6 2 0 0 0 0 36 51

International and ESOL Program 0 0 1 0 0 0 0 1 4 0 1 0 0 0 0 5 6

Jouett Middle School 15 1 0 0 0 0 1 17 45 3 2 0 0 0 2 52 69

LEAD‐Lrng Eng, Access & Design 31 2 1 0 0 0 1 35 13 0 0 0 0 0 0 13 48

Maintenance Shop 34 3 1 0 0 0 0 38 6 0 0 0 0 0 0 6 44

Meriwether Lewis Elem. School 6 0 0 0 0 0 0 6 39 2 1 0 1 0 0 43 49

Monticello High School 41 7 0 0 0 0 1 49 57 9 3 1 0 0 5 75 124

Murray Elementary School 2 0 0 0 0 0 0 2 29 1 1 0 0 0 0 31 33

Murray High School 6 0 0 0 0 0 0 6 13 0 0 0 0 0 0 13 19

Red Hill Elementary School 4 1 0 0 0 0 0 5 25 0 0 0 0 0 0 25 30

School Board 4 1 0 0 0 0 0 5 2 0 0 0 0 0 0 2 7

Scottsville Elementary School 4 1 0 0 0 0 0 5 30 3 0 0 0 0 0 33 38

Special Services 7 0 0 0 0 0 1 8 44 4 1 0 0 0 0 49 57

Stone‐Robinson Elem. School 6 0 0 0 0 0 0 6 56 5 1 0 0 0 0 62 68

Stony Point Elementary School 4 0 0 0 0 0 0 4 31 1 0 0 0 0 0 32 36

Superintendent's Office 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 3 3

Support and Planning Services 3 0 0 0 0 0 0 3 3 0 0 0 0 0 0 3 6

Sutherland Middle School 12 2 1 0 0 0 0 15 43 2 0 1 1 0 1 48 63

Transportation 69 17 1 2 0 0 0 89 112 21 2 1 1 0 1 138 227

Walton Middle School 14 1 0 0 0 0 0 15 30 4 0 0 0 0 0 34 49

Western Albemarle High School 32 3 3 0 0 0 0 38 67 4 0 0 0 0 1 72 110

Woodbrook Elementary School 3 2 0 0 0 0 0 5 47 3 2 0 0 1 0 53 58

Yancey Elementary School 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1

Grand Total 513 119 21 17 1 6 677 1562 183 53 19 7 1 24 1849 2526

Male Female

Ethnicity by Location ‐ All Employees

Appendix A

White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian or

Pacific

Islander

Two or

More

Races Male Total White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan Native

Native Hawaiian

or Pacific

Islander

Two or

More Races Female Total Grand Total

















Fiscal Services 2 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 2




Human Resources 1 0 0 0 0 0 0 1 5 1 0 0 0 0 0 6 7

Instruction 4 1 0 0 0 0 0 5 3 0 0 0 0 0 0 3 8










School Board 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0








Transportation 2 0 0 0 0 0 0 2 1 1 0 0 0 0 0 2 4





Grand Total 41 9 0 0 0 0 1 51 47 10 2 0 0 0 0 59 110

Ethnicity by Location ‐ Administrators

Male Female

Appendix B

White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More Races Male Total White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More Races

Female

Total Grand Total

















Fiscal Services 0 0 0 0 0 0 0 0 1 2 0 0 0 0 0 3 3




Human Resources 2 0 0 0 0 0 0 2 8 3 0 1 0 0 1 13 15

Instruction 5 0 0 0 0 0 0 5 10 3 1 0 0 0 0 14 19










School Board 4 1 0 0 0 0 0 5 2 0 0 0 0 0 0 2 7








Transportation 67 17 1 2 0 0 0 87 111 20 2 1 1 0 1 136 223





Grand Total 212 93 13 16 1 0 2 337 636 129 28 13 3 0 9 818 1155

Ethnicity by Location ‐ Classified Staff

Male Female

Appendix C

White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More

Races Male Total White

Black or

African

American

Hispanic or

Latino Asian

American

Indian or

Alaskan

Native

Native

Hawaiian

or Pacific

Islander

Two or

More

Races

Female

Total

Grand

Total

















Fiscal Services 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0




Human Resources 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Instruction 4 1 0 0 0 0 0 5 15 3 1 0 0 0 0 19 24

International and ESOL Program 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1









School Board 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0








Transportation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0




Yancey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Grand Total 262 17 8 1 0 0 3 291 880 44 23 6 4 1 15 973 1264

Ethnicity by Location ‐ Teachers

Male Female

Appendix D

White Minority White Minority Probationary Non‐Probationary

Retirement

or Death in

Service Total

Agnor‐Hurt 78 11 2 56 9 12.34 5 2 2 1 5 6.25% 5.00%

Baker‐Butler 83 6 1 72 4 8.69 17 3 6 3 12 15.19% 11.39%

Broadus Wood 35 2 0 33 0 8.60 8 1 3 1 5 17.24% 13.79%

Brownsville 88 9 2 71 6 8.20 12 3 5 4 12 15.58% 10.39%

Cale 101 11 3 65 22 10.24 6 8 9 0 17 16.50% 16.50%

Crozet 49 4 0 42 3 8.32 7 5 4 1 10 20.00% 18.00%

Greer 112 9 4 81 18 6.30 15 5 7 2 14 14.00% 12.00%

Hollymead 59 3 0 51 5 10.46 2 1 0 0 1 1.72% 1.72%

Meriwether Lewis 49 6 0 39 4 8.59 8 3 2 4 9 18.00% 10.00%

Murray Elem 33 2 0 29 2 9.60 2 1 5 1 7 18.92% 16.22%

Red Hill 30 4 1 25 0 9.44 4 1 2 2 5 18.52% 11.11%

Scottsville 38 4 1 30 3 10.49 5 1 1 1 3 10.34% 6.90%

Stone‐Robinson 68 6 0 56 6 8.84 9 2 5 4 11 18.03% 11.48%

Stony Point 36 4 0 31 1 8.45 7 1 4 2 7 21.88% 15.63%

Woodbrook 58 3 2 47 6 7.57 7 1 4 5 10 17.24% 8.62%

Yancey 1 0 0 1 0 31.19 1 3 2 1 6 24.00% 20.00%

Burley 66 17 6 33 10 9.45 4 0 2 1 3 4.62% 3.08%

Community Public Charter School 8 1 1 6 0 3.74 1 0 1 0 1 12.50% 12.50%

Henley 79 17 2 57 3 9.57 10 2 3 7 12 15.00% 6.25%

Jouett 69 15 2 45 7 7.81 3 5 9 1 15 20.00% 18.67%

Sutherland 63 12 3 43 5 9.56 6 2 5 1 8 13.11% 11.48%

Walton 49 14 1 30 4 10.20 5 2 2 1 5 9.80% 7.84%

Albemarle 213 57 14 111 31 8.72 17 10 10 6 26 12.32% 9.48%

Monticello 124 41 8 57 18 7.43 27 5 16 2 23 18.85% 17.21%

Murray High 19 6 0 13 0 11.49 4 1 1 1 3 17.65% 11.76%

Western Albemarle 110 32 6 67 5 10.66 11 0 1 4 5 4.67% 0.93%

Albemarle Resource Center 4 2 0 1 1 14.90 0 0 0 0 0 0.00% 0.00%

Building Services 139 33 67 15 24 8.89 5 6 12 3 21 15.67% 13.43%

Child Nutrition 107 6 1 79 21 8.15 19 9 11 6 26 24.07% 18.52%

Club Yancey N/A N/A N/A N/A N/A N/A N/A 3 7 1 11 100.00% 90.91%

Community Engagement 5 0 2 0 3 14.93 0 0 0 0 0 0.00% 0.00%

Enterprise Center 6 2 0 4 0 5.36 2 1 0 0 1 16.67% 16.67%

Extended Day Enrichment Prgm 69 8 2 41 18 6.08 18 5 12 4 21 30.00% 24.29%

Federal Programs 2 0 0 2 0 21.35 0 0 1 0 1 33.33% 33.33%

Fiscal Services 5 2 0 1 2 17.52 0 0 0 0 0 0.00% 0.00%

Human Resources 22 3 0 13 6 9.68 1 0 1 0 1 4.55% 4.55%

Instruction 51 13 2 28 8 9.41 4 1 4 0 5 11.90% 11.90%

International and ESOL Program 6 0 1 4 1 4.82 1 0 0 1 1 20.00% 0.00%

LEAD‐Lrng Eng, Access & Design 48 31 4 13 0 8.39 2 0 4 0 4 9.09% 9.09%

Maintenance Shop 44 34 4 6 0 8.74 0 0 4 1 5 12.50% 10.00%

School Board 7 4 1 2 0 7.61 0 0 0 0 0 0.00% 0.00%

Special Services 57 7 1 44 5 8.92 10 4 3 0 7 15.22% 15.22%

Superintendent's Office 3 0 0 3 0 18.46 0 0 0 0 0 0.00% 0.00%

Support and Planning Services 6 3 0 3 0 7.72 1 0 0 0 0 0.00% 0.00%

Transportation 227 69 20 112 26 8.46 18 6 20 9 35 15.98% 11.87%

Totals 2526 513 164 1562 287 8.87 284 103 190 81 374 15.14% 11.86%

Appendix E

Employee

Count

9/30/17*

Avg. yrs.

Service

w/ CountyTurnover

(all employees)***

Turnover(excluding Retirees) ***

New hires to the

County

(July 1 ‐ Sept. 30)**

Elementary Schools

Middle Schools

High Schools

School Division StatisticsSeparation of Service (Oct. 1 ‐ Sept. 30)**

Departments

*Dual job employees working in more than one location are counted at each location. Dual job employees working at a single location are only counted once.

**New hires are brand‐new hires to the division and terms are employees who have left the division. Internal movement is not included.

***Turnover equals number of terminated employees divided by actual number of employees that were on staff as of 9/30/16.

Males Females

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