Pre-ConferenceDecember 1, 2010

MASPA 2010 Pre-Conference

Effectiveness and accountability from the HR Office

Intentionally building a cultureContract management

MASPA 2010 Pre-ConferenceCulture:

Focused on our core mission of educating all childrenAllocation of resources aligned with this missionOur most vital and scarce resources are

Dollars Instructional Time

Therefore our priorities must begin with protecting or enhancing instructional time and cost containment

MASPA 2010 Pre-ConferenceCulture: Focus on instructional time and cost

containmentOne place to start:

Determine and communicate real costs of everything Sick Leave, Sick Bank, Personal Leave School Business Leave, IEPC’s, Professional

Development Leave, Paid Sabbatical, etc. Union meetings, grievances, negotiations, etc. during

the work-day Efficiency issues (class size, non-mandated aides, bus

runs, alarm call-ins, event set-ups and take-downs)

MASPA 2010 Pre-ConferenceCulture: Focus on instructional time and cost

containmentAlign decisions and communications with these

priorities Example: Length of school-year in negotiations Example: Fund balance and long-range strategy for it

A culture of shared accountability for the success of our District

MASPA 2010 Pre-ConferenceA culture of shared accountability for the success

of our DistrictAttendance:

A sense of ownership for getting the job done A commitment to maximizing resources

Evaluation: A results-driven commitment to deliver quality services Maximize return on the largest outlay of resources

What gets talked about and measured gets done.

MASPA 2010 Pre-ConferenceContract Management Sick Leave / Sick Bank: Adhere to your rules,

laws, and stick to your contract’s limitations. Monitor and address all provisions which allow

for the absence from teachingAccount for attendance abuses and follow-up

progressivelyAccurately calculate pro-rations and FTE down

to the minute

MASPA 2010 Pre-ConferenceContract Management Schedule B:

Does the role serve a valued purpose Accountability for quality of the services provided

Professional Development funds and prioritiesRepayment of Unemployment CompensationAdd a Termination of Agreement Clause

Is it necessary to have a Handbook?The employee handbook is an excellent place

to bring together employment and job-related information which employees need to know, such as holiday arrangements, company rules and disciplinary and grievance procedures.

It provides a useful source of information to new staff as part of the induction process.

A written employee handbook gives clear advice to employees and creates a culture where issues are dealt with fairly and consistently.

Policies to include:At Will employment statementNon discrimination StatementAmericans with Disabilities ActEqual Employment Opportunity StatementFreedom of Information ActHarassmentSexual HarassmentFamily and Medical Leave ActTechnology UsageWorkers Comp Procedures

Example of an index:

Good Practice:Each year a new handbook is given to

employees on opening day – they sign that it was received and the sheet is put in the personnel files.

Design the handbook to complement the master agreement and it is relevant to all.

In discipline situations, the handbook is used in the absence of a contract and even in groups with contracts – maybe it has more clarity.

Technology usage form is also in the personnel file and addresses the social network issues.