0. APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative
May 6, 2013

1. Project THRIVE Goals and Objectives Achieving HR Excellence and Transforming APS
The district views this Human Capital project as the primary vehicle to refocus our Human Resources organization to deliver services that are operationally sound and, even more importantly, completely aligned with the organization’s strategic objectives and the needs of the core business which is effective instruction. The district wishes to develop a best-in-class Human Resources organization that supports its mission by transcending transactional proficiency and adopting supportive, strategic Human Resources activities as outlined below.
Current state
Future State
Supports the hiring process with qualifications-based screening
Supports hiring managers with competency-based recruiting
On-boards employees with forms and compliance activities
Supports new employees with mentors and coaching
Limited use of evaluations to inform performance discussions
Integrates performance dialogue and professional development with evaluations to enrich careers
Provides a “one –size-fits all” approach for school based staffing
Systems approach that provides a differentiated staffing model that drives the best teachers to the neediest classrooms
Mitigates personnel issues
Cultivates culture through continuous dialogue with employees from hire to retire
Manual and inefficient processes and procedures
Leverage technology to automate and standardize processes for greater efficiency to improve customer service

2. New HR Operating Model Guiding Principles to Align Strategic Priorities
Organize and redesign all elements of HR with customer focus at the forefront
Reduce HR administration tasks for C&I leadership
Standardize, simplify, and automate (where possible) HR processes to drive efficiency
Clearly define roles and responsibilities to drive ownership
Create areas of subject matter expertise to support key HR programs and needs
Develop HR capability that can/will proactively consult with principals and line managers regarding workforce effectiveness
Align HR policies & practices to better meet APS strategic objectives
Develop talent in the HR organization that can sustain the new HR organization capabilities
Re-design/formalize process so it works for the customer.
Setting up centralized centers of expertise
Elevate generalists to consultants
Mr. Gray – Make sure we create process but have content to the appropriate level of detail! (Superintendent thoughts) – include not just the WHAT but the HOW.
Two challenging areas:
Technology – need to keep dialogue going and manage expectations. Don’t want Lawson project to be expected to solve all problems or create efficiencies. LARGE area of concern for APS team – planning to present plan to IT suggesting the time line nad roll out of project (a different option). Have Mr. Gray present. IT’s concern is around funding/contracting but is not set up to meet customer needs.
Need to re-design and address policy – typically find clusters of dysfunction (e.g. sourcing/selection) – heart of the issue is the policy definition. Typically policies can take a long time to get approval for change. APS – Policy is routed in law, Practice/Guideline is how we follow the Policy/Law. MR. GRAY – It is important to challenge the process. Look at things through a different set of lenses. Everything is up for change. J. Thomas A lot of policies written in the early 70s….

3. Chief Human Resources Officer Administrative Assistant Pool
Recommended HR Organization Structure
HR Leadership
Chief Human Resources Officer
Executive Director
Strategic HR Services
Executive Director
Centers of Expertise
Executive Director
HR Operations
Administrative Assistant Pool
4 FTE
= Proposed for 2013

4. Recommended HR Organization Structure
Strategic HR Services
Executive Director
Strategic HR Services
Strategic HR Director
West Region
1 FTE
Strategic HR Director
East Region
1 FTE
Strategic HR Director
North Region
1 FTE
Strategic HR Director
South Region
1 FTE
Strategic HR Director
Operations
1 FTE
= Proposed for 2013

5. Recommended HR Organization Structure
Centers of Expertise
Executive Director
Centers of Expertise
Employee Relations
Manager
1 FTE
Instructional Only*
Talent Director
(Director, Teacher Quality)
1 FTE
Performance Management & Compensation Director
1 FTE
Employee
Relations Officer
1 FTE
Compensation
Manager
1 FTE
Talent
Acquisition Manager
1 FTE
Talent Development Program Analyst
1 FTE
Trainer
1 FTE
Principal/Leader Effectiveness Program Administrator
1 FTE
Teacher
Effectiveness Program Administrator
1 FTE
Classification Specialist
1 FTE
Sourcing Analyst
2 FTE
Principal Mentor
4 FTE
Instructional Mentor
5 FTE
Dotted line to HR for 2013/2014
Teacher Performance Analyst
3 FTE
Recruitment Quality & Measurement Analyst
2 FTE
Talent Acquisition Program Analyst
(Lead Induction Specialist)
1 FTE
= Proposed for 2013 – 2014
= Proposed for Grant funded, expires 9/2014
= Deferred until 2014 – 2015, currently Grant funded, expires 9/2014
* In school year 2014 – 2015, the roles will be expanded to include talent development for non-instructional staff.
= Deferred until

6. Recommended HR Organization Structure
HR Operations
Executive Director
HR Operations
Recruitment
Operations Manager
1 FTE
Call Center Operations
Manager
1 FTE
HR Process & Content Manager
1 FTE
Benefits & Risk Director
1 FTE
HR Technology
Manager
1 FTE
Onboarding Specialist
3 FTE
Customer Service Representative
3 FTE
Employee
Benefits
Manager
1 FTE
Absence Management
Manager
1 FTE
Workers Comp / Unemployment
Manager
1 FTE
Risk Management Administrator
1 FTE
Teacher Credentialing Specialist
2 FTE
Records Management Specialist
4 FTE
Retirement
Benefits
Specialist
1 FTE
Absence
Management
Specialist
2 FTE
Workers Comp / Unemployment Specialist
2 FTE
Applicant Tracking System Analyst
1 FTE
Substitute Services Specialist
1 FTE
Health
Benefits
Specialist
2 FTE
= Proposed for 2013

7. Funding Model* Reduced Cost and Improved Service
FY 2013 budget (current state) is based on actual salaries, for 72 FTEs spread across both HR and C&I, loaded 33%.
FY14 HR budget assumes 2 Race to the Top funded positions move to HR (the blue boxes on the previous slide), 5 RT3 positions stay in C&I (green boxes on previous slide), other grant funded expires (2 positions in C&I that expires 6/30/2012), and 4 positions are left vacant (orange boxes on previous slide i.e. Talent Development Program Analyst, Trainer, and 2 Recruitment Quality and Measurement Analysts).
FY15 HR budget assumes all Rate to the Top grant funding has expired, no new Grant funding, and HR fills the 4 deferred positions, as well as the 5 positions that stayed in C&I All General Funds (assuming no new grants).
The current spent on HR Work is approximately $6.7M.
Proposed spend for FY 2014, is approximately $6.3M, which is a 6% decrease from current state, and accommodates the proposed September 2013 reorganization, as well as improved HR service delivery.
Proposed spend for FY 2015, is approximately $6.6M, which is still less than current state, aligns all HR Work in the HR Function, and further enables HR strategic objectives.
* All salaries have been loaded 33% to accommodate benefits, and other allocated costs.

8. HR Transformation Implementation 3 Phases of Organizational Alignment
January – June 2013
Phase 2
July-June 2014
Phase 3
July forward
Complete Assessment
Design Human Resources Operational model
Recommend new Human Resources organizational structure
Select and fill positions within the new structure for the school year (September 2013)
Implement all HR functions and enable talent in new roles
Launch 3 pillars of new structure
Complete the selection of remaining positions within the new structure (July 2014)

9. HR Transformation Benefits Realization for Atlanta Public Schools
Reduced Cost for the District
Improved Customer Service
Clear Performance Expectations
Efficient And Effective Services
Streamlined and Automated Processes
Improved Sourcing of Talent