Management of personnel programs continues to be of foremost importance to school districts. A school district is a labor-intensive operation with approximately 75% - 85% of the budget devoted to personnel costs. The goal of any district is to attract and retain the best possible staff within the limits of the budget. Districts should also be concerned that staffing levels are adequate for a quality program, but not excessive. An effective personnel and employee relations program can:

Good communities and school boards want their staffs to be able to perform in a comfortable environment that enhances morale and builds enthusiasm for the job. Finally, a successful district must have a mutually acceptable system that provides for employee participation in the decision making process.

Observations and Recommendations

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1.4.1    Observation

The district is currently overstaffed in most classified and certificated areas in relation to the average staffing and expenditures per pupil in the State of Idaho.

Recommendation

A reduction in staffing would offset the problem of declining enrollment and decreasing revenue and provide the opportunity to re-prioritize the use of funds to enhance other programs. Through the utilization of resignations and retirements the district should develop a plan to reduce the number of classified and certificated staff to more closely reflect the state average for school districts and the state allocation formula. It should be noted that this strategy might not be enough to address decreasing revenues.

In addition, as the district reviews its staffing needs, certification of staff respective to their endorsed areas needs to be addressed. Teachers need to be encouraged to take part in National Board Certification.

1.4.2    Observation

Concerns were expressed about the time management, organization and efficiency of the maintenance department.

Recommendation

It is recommended that the district review current job descriptions and assess the skills, efficiency and time management of the maintenance staff in light of the buildings and grounds that need to be cared for. The department should be reorganized to align with the findings.

1.4.3    Observation

Even though the district is providing inservice and staff development for certificated staff, some reports indicate the efforts may be missing the target.

Recommendation

It is recommended that the district develop a planned inservice schedule that focuses on the goals of the district and meets the needs of staff in their pursuit of district goals.

Some certificated employees were not knowledgeable about the new employee evaluation form or process.

Recommendation

It is recommended that the evaluation system be reviewed for all certified personnel. The district should provide additional inservice and discussions about the new evaluation tool.

There were some concerns expressed about the manner in which the technology inservice was being provided to staff.

Recommendation

It is recommended that the district assess the technology inservice needs of its staff and determine the types of computer technology inservice to be provided. This inservice should be user-friendly, cost effective for the staff, and meet the needs of staff in terms of how to better increase student achievement in the classroom. It should specifically address the need for all certified staff members to attain the skills and competencies necessary to pass the ITC.

The amount inservice being provided for classified staff appears to be limited.

Recommendation

It is recommended that a complete staff development plan be developed for all employees. The district should provide inservice opportunities for the classified staff to learn new job skills and improve their existing skills in relationship to meeting district goals.

Some parents feel there is a lack of clear student behavior expectations and consistent consequences by teachers and especially the principal at Pinehurst Elementary School. Some parents are criticizing the student management skills of the principal and his support for teachers.

Recommendation

The Pinehurst Elementary School principal should expedite the development of a school-wide discipline plan by involving staff and parents and then implement it consistently. A teacher and parent survey should be used to assess the current perception of the principal’s management skills and repeat it a year later.

Several individuals expressed concerns about the maintenance department leadership. Several people have concerns about the maintenance supervisor’s ability and expertise to manage the department as well as successfully supervise the staff. He seems to be a good maintenance (fix-it) person, but maybe lacks the necessary supervisory skills.

Recommendation

Supervisors in any department need to have not only the ability and expertise required of that department, but skills in managing staff. It is recommended that the superintendent review the staffing of the maintenance department to determine if staff assignment is appropriate for the maintenance goals of the district. The maintenance supervisor should receive training in the areas of leadership, communications, and maintenance planning. Confidence of the staff needs to be earned. It is further recommended that the district consider options in addressing the supervision of the maintenance department. A few examples are listed below; however, they are by no means the only options:

Current job descriptions do not meet ADA requirements, nor in some cases match the job the employee is currently assigned.

Recommendation

It is recommended that a thorough review be made of all job descriptions. An update of all job descriptions should be made so they are ADA compliant. Work directly with the employees for input about particulars as they relate to specific duties and responsibilities. It is further recommended that the district develop a process for updating district positions.

It appears that not all classified staff receive the same support from their supervisors and building administrators. There is an inconsistency of who directly supervises whom. An employee with more than one categorical (i.e. special education, Title I, etc.) position may have different job descriptions, when in fact one job description would do for both.

Recommendation

It is recommended that the district combine job descriptions, structure supervisory responsibilities, and simplify the evaluation process when supporting an employee’s growth and development. A plan needs to be in place for uniform and comprehensive evaluation of all classified personnel.

One classified employee felt that the West Shoshone Education Association (WSEA) represents the certified staff, but no one represents the classified. Two classified staff said that certified get three personal days (no permission required), but the classified only get one personal day and must request permission.

Recommendation

Increased communication is recommended to demonstrate that the administration represents the classified personnel. They do have someone who cares about them.

Several comments were made about some teachers who are doing mediocre or poor work in the classroom and who do not exhibit the enthusiasm and commitment to students and the district.

Recommendation

Administrators need to aggressively address the evaluation process and not allow such performance.

The classified sick leave bank has rules that are too liberal regarding maximum use, and this is causing considerable difficulty.

Recommendation

Sick leave banks in some districts have a maximum number of days per person per year (45 days in the district of a team member). In the cited situation the bank has not had to re-assess its members since it began in 1986. It is recommended that rules governing both sick leave banks be changed to place a maximum number of days per person per year to safeguard the bank from depletion.

It appears that staff members have no way of communicating to their peers the results and/or experiences of their inservice opportunities.

Recommendation

It is recommended that the district develop procedures whereby staff members who attend inservice presentations give a presentation to their peers on that particular inservice.

The current negotiation process has followed a traditional format, sometimes resulting in negative connotations and a large investment of time.

Recommendation

It is recommended that the negotiation teams be trained in collaborating negotiation processes such as "Win-Win" Negotiations. An outside facilitator and/or trainer would be an asset to this type of training.