1. Pre-Conference December 1, 2010

2. MASPA 2010 Pre-Conference Effectiveness and accountability from the HR Office Intentionally building a culture Contract management

3. MASPA 2010 Pre-Conference Culture: Focused on our core mission of educating all children Allocation of resources aligned with this mission Our most vital and scarce resources are Dollars Instructional Time Therefore our priorities must begin with protecting or enhancing instructional time and cost containment

4. MASPA 2010 Pre-Conference Culture: Focus on instructional time and cost containment One 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)

5. MASPA 2010 Pre-Conference Culture: Focus on instructional time and cost containment Align 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

6. MASPA 2010 Pre-Conference A culture of shared accountability for the success of our District Attendance: 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.

7. MASPA 2010 Pre-Conference Contract 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 teaching Account for attendance abuses and follow-up progressively Accurately calculate pro-rations and FTE down to the minute

8. MASPA 2010 Pre-Conference Contract Management Schedule B: Does the role serve a valued purpose Accountability for quality of the services provided Professional Development funds and priorities Repayment of Unemployment Compensation Add a Termination of Agreement Clause

10. 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.

11. Policies to include: At Will employment statement Non discrimination Statement Americans with Disabilities Act Equal Employment Opportunity Statement Freedom of Information Act Harassment Sexual Harassment Family and Medical Leave Act Technology Usage Workers Comp Procedures

12. Example of an index:

13. 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.