review of the human resources operations of the anchorage

Ed Graff, Superintendent of the Anchorage School District (ASD), requested that the

Council of the Great City Schools (CGCS) provide a high-level management review of the

school district’s Human Resources operations.1 Specifically, he requested that the organization—

Review and evaluate the leadership and management, organization, and operations of the

school district’s Human Resources Department

Develop recommendations that would help the Human Resources department achieve

greater operational efficiency and effectiveness, and enhance its strategic value to the

district.

In response to this request, the Council assembled a Strategic Support Team of senior

managers with extensive experience in human resources from other major urban school systems

across the country. The team was composed of the following individuals. (Attachment A

provides brief biographical sketches for each team members.)

Robert Carlson, Project Director

Director, Management Services

Council of the Great City Schools

David Koch, Principal Investigator Chief Administrative Officer (Retired)

Los Angeles Unified School District

Justo Avila

Chief of Human Resources

Los Angeles Unified School District

Amanda Bailey

Associate Vice President of Human Resources

Morehouse College

1 The Council has conducted nearly 300 instructional, management, and operational reviews in over 50 big-city

school districts over the last 15 years. The reports generated by these reviews are often critical, but they also have

been the foundation for improving the operations, organization, instruction, and management of many urban school

systems nationally. In other cases, the reports are complimentary and form the basis for identifying “best practices”

for other urban school systems to replicate. (Attachment E lists the reviews that the Council has conducted.)

Review of the Human Resources Operations of the

Anchorage School District

Fall 2015

Review of the Human Resources Operations of the Anchorage School District

Council of the Great City Schools 2

Ann Chan

Assistant Superintendent, Academics Operations (Former)

Boston Public Schools

Karen Rudys

Assistant Superintendent, Human Resources

Albuquerque Public Schools

The team conducted its fieldwork for the project during a four-day site visit to Anchorage

on October 13-16, 2015. The general schedule for the site visit is described below. (The Working

Agenda for the site visit is presented in Attachment B.) The team met with the superintendent, the board president, and board member liaison to

the Council on the evening of the first day of the site visit to discuss the expectations and

objectives for the review and to make final adjustments to the work schedule. The team used the

second and third days to conduct interviews with staff members (a list of individuals interviewed

is included in Attachment C), to review documents, reports, and data provided by the district (a

list of documents reviewed by the team is presented in Attachment D), and to observe the

district’s Human Resources operations.

The final day of the visit was devoted to synthesizing and refining the team’s findings

and recommendations, and briefing the superintendent on those draft findings and proposals.

The Council sent a draft of this document to team members for their review in order to

ensure the accuracy of the report and obtain their concurrence with the final recommendations.

This management letter contains the findings and recommendations that have been designed by

the team to help improve the efficiency and effectiveness of the district’s Human Resources

functions and to enhance their strategic value to the school system.

The Anchorage School District

Human Resources Department

The Anchorage School District (ASD) is the largest public school system in Alaska and

the 93rd largest school district in the United States. The district operates more than 100 schools

with approximately 48,000 students and nearly 5,000 staff members. ASD is a dependent school system, as it is a component unit of the municipality of

Anchorage. The district is governed by a seven member Board of Education, which is elected at-

large from the community. The ASD superintendent acts under the direction of the board and is

responsible for running day-to-day district activities. Exhibit 1 below shows the overall district organization and the direct reports to the

superintendent, which include the Chief Human Resources Officer (CHRO), Chief Operations

Officer (COO), the Chief Financial Officer (CFO), and the Chief Academic Officer (CAO).



Exhibit 1. ASD Organization Chart 2015-2016

Source: Prepared by CGCS based on information provided by ASD

Exhibit 2 below displays the organization of the Human Resources (HR) Department.

The Chief HR Officer has four direct reports, in addition to his administrative staff, and a total

staff of 35. The direct reports include –

The Executive Director of Staffing and Operations, with a staff of 20 including an

Assistant Director, six specialists, and 13 administrative assistants.

The Executive Director of Compliance/EEO, with a staff of three specialists and one

administrative assistant.

The Executive Director of Contract Administration, with a staff of two specialists and

one administrative assistant.

The Director of Risk Management and Insurance, with a staff of two claims adjusters and

one medical claims technician.

Exhibit 2. Human Resources Organization Chart

Source: Prepared by CGCS based on information provided by ASD

The

Superintendent

of Schools

Chief Human

Resources Officer

(CHRO)

Chief Operating

Officer

(COO)

Chief Financial

Officer

(CFO)

Chief Academic

Officer

(CAO)

Chief Human

Resources

Officer

Executive Director

Staffing and

Operations

Executive Director

Compliance/EEO

Executive Director

Contract

Administration

Director

Risk Management

& Insurance



Exhibit 3 below displays the Human Resources budget for the 2015-2016 fiscal year, according

to the organizational units shown above.

Exhibit 3. Human Resources Budget – 2015-2016

Organizational

Unit

Budget

Amount

Human Resources Administration $ 296,999

Staffing and Operations 2,186,439

Compliance/EEO 471,460

Contract Administration 184,511

Risk Management & Ins. 929,113

Total Human Resources $ 4,068,522

Source: Prepared by CGCS based on information provided by the ASD

Findings and Observations

The Council’s Strategic Support Team findings and observations are organized into four

general areas: Commendations, Leadership and Management, Organization, and Operations.

Commendations

The recent turnover of a number of upper management positions across the district has

created an opportunity for the administration to explore new approaches to continuing

issues.

The staff of the HR Department was found by the Council team to be hard working,

dedicated, and responsive. For example –

o The team was impressed with the professionalism of the staff of the Compliance/EEO

Unit.

o Work-load balances have improved in the Staffing and Operations Unit due to the

restructuring and cross training of personnel, thereby reducing overtime at the start of

school-year and eliminating work over the Labor Day weekend.

o Front-line staff appears to operate with a sense of urgency.

The HR Department has developed a number of innovations to improve instructional

operations. For example –

o The General Education to Special Education (GETS) program assists General

Education teachers in transitioning to Special Education teachers through tuition

assistance and other supports.

o A substitute teacher pay-rate increase has increased the number of qualified staff in

an expanded sub-pool.



Support-services staff and instructional managers expressed a high level of confidence

and support for the HR Department.2

The Records Management Unit appeared to be efficient, orderly, and is in the process of

digitizing the district’s archival files.

The Payroll Unit, which reports through the Chief Financial Officer, appears to operate

efficiently based on the low Payroll Unit overtime levels and the small number of

payments that must be recalculated each pay period.

HR Department processes and procedures are documented in operating manuals.

The HR Department’s office space employs an “open concept” to facilitate staff

communications.

FAQs for certificated and classified staff positions are posted on the HR website.

Leadership and Management

District staff members do not appear to reflect the diversity of the Anchorage community

or the student body.

The HR Department does not have a business plan with goals, objectives, benchmarks,

milestones, and accountabilities that are aligned with the district’s overall strategic

vision.

The HR Department is not a data-driven organization. For example –

o Data are not used to actuate decisions.

o Basic statistical and management information is not readily available or

regularly analyzed, such as data on–

Turnover rates by job classification

Absentee rates by location and job classification

Substitute usage and cost by job type and location

Vacancy rates by job classification and location

Number and location of out-of-field certified staff

The department maintains recruitment data that relates to field, source and

educational level, but gender and ethnicity data, which should be used by HR to

diversify district staff is maintained by EEO as a compliance function.

2 The team was not able to determine why the same level of satisfaction was not reflected in the comments of

school principals.



o Analytical tools and techniques (such as cost/benefit analysis, risk assessment, and

business-case justifications) are not used.

o HR collects salary and benefits information, but the team did not see evidence that the

department uses this information to establish compensation packages that would be

competitive with external markets.

o Key Performance Indicators (KPIs) are not used to measure, benchmark, and compare

the performance and effectiveness of the Department or its sub-units.

The HR Department does not have standard-reporting mechanisms by which the

superintendent or school board could evaluate its performance and direction. For

example–

o An annual HR performance report is not generated.

o The HR Accountability Report, which typically contains substantial raw data on

department operations, was not prepared for the 2014-15 school year.

There are no service-level standards within the district; employee productivity is not

measured; and there is no attempt to distinguish or identify efforts that add value to

district operations.

The team was presented with a draft Recruitment Plan for the current school year, but,

the HR recruitment staff was not involved in its development and was unaware of its

existence or content.

The district has not adopted or deployed a succession plan for mission–critical positions,

as previously recommended in a Council review of ASD.3

The district has a professional development plan developed by its Professional Learning

Department and programs for its certificated staff, but there is no comparable plan or

programs available for classified support staff.

The HR Department’s communications with district staff members are

inadequate. For example –

o There is no HR communications plan to inform employees of HR services or district

personnel policies.

o The team heard no evidence of regularly scheduled labor-management meetings to

resolve or mitigate issues before they become grievances.

3 Review of the Organizational Structure and Staffing Levels of the Anchorage School District, 6/25/2012



o The team heard no evidence that HR and the teachers’ bargaining unit have

collaborated on developing a program to support teachers who need and could benefit

from improvement plans.

o The Department does not use customer surveys with new or continuing employees, or

use exit interviews to evaluate employee satisfaction with HR services.

o The team heard that embedded organizational silos within HR impede

communications and dampen the ability of staff to resolve known issues and

challenges.

o The team was told that the CHRO does not regularly meet with school principals to

address HR issues or processes that directly affect school-based leaders.

o School principals interviewed by the team indicated that communications from the

HR Department can be confusing and that receiving responses to questions can be

difficult.

The personnel evaluation process does not always incorporate agreed upon performance

expectations and does not contain linkages to professional growth strategies. For

example, the management evaluation process does not tie individual performance to the

district’s strategic plan, goals, or activities.

Organization

The HR Department has recently hired management personnel who did not have previous

HR experience and there is no structured program in place to develop their HR expertise.

This has resulted in a lack of strategic vision of what the HR Department might aspire to

be and a lack of the specific skill sets needed to execute technical work on a daily basis.

The Risk Management Unit, which is part of the HR Department, is not positioned in the

organization to provide a strategic enterprise-level view of the district’s risk exposures

and tolerances.

Operations

While general personnel policies are contained in the Anchorage Board of Education

Policies (Sections 500 and 600), HR management identified a number of these policies

that needed to be updated.

The district has no position-control system to help ensure that only those positions that

are budgeted are filled, as noted in a previous Council review of ASD.4

The district’s workforce planning process does not afford principals the opportunity to

successfully dispute enrollment projections impacting their schools’ staffing levels,

which can result in the unnecessary displacement of teachers.

4 Review of the Student Nutrition Department of the Anchorage School District, December 2011



The team heard a number of concerns relating to HR’s teacher recruitment efforts. For

example--

o HR does not use stakeholder groups to help determine the attributes, qualities, and

characteristics by which to rank teacher candidates for interviews.

o HR has not developed techniques to effectively deal with delays in the annual state

and local budget processes that create challenges for the timely recruitment of the

most desirable candidates, an issue previously identified in a Council review of

ASD.5

o School principals believe their exclusion from recruitment activities and the initial

vetting of teacher candidates has negatively impacted the quality of the hiring pool.

o Following school-level interviews, only HR personnel are authorized to communicate

hiring decisions to candidates, which some principals feel compromises their

authority and delays timely communication with qualified candidates that might

prevent their accepting employment elsewhere.

o HR has not established pipeline programs with local university partners to develop

pre-service teachers in hard to staff areas.

o Hiring decisions are not shared or discussed with stakeholder groups.

The district has a limited orientation for on-boarding new teachers. (Principals claimed

that new teachers are given a bundle of information and sent on their way and Principals

are left responsible for filling gaps.)

School principals interviewed by the team expressed dissatisfaction with the quality and

skill levels of candidates in the classified employment pools.

Both HR and some support departments claim to perform the recruitment, interviewing,

and selection functions for classified staff, which may result in inefficient and redundant

processes—or gaps.

The HR Department has not fully utilized available technology to improve operational

efficiency and effectiveness. For example--

o Certificated personnel actions (“502 forms”) are computerized while actions

involving classified positions are not.

o The applicant tracking system does not automatically feed the HRIS system, which is

creating bottlenecks in the on-boarding process for new hires.

o The district does not have on-line employee self-service for routine changes in staff

information; e.g., name, address, phone, e-mail, dependents, etc.

5 Review of the Organizational Structure and Staffing Levels of the Anchorage School District, 6/25/2012



o The HR Department uses a menu system to guide phone inquiries to the

right areas, but the team did not see evidence that the system is capable of

or used for monitoring or tracking call resolutions.

Recommendations

The Council offers the following recommendations and proposals to improve the HR

Department’s leadership and management, organization and operations, and its strategic value to

the district:

1. Develop additional strategies and recruitment efforts to diversify the district’s workforce to

better reflect the makeup of the community.

2. Develop a strategic Business Plan for the Department, with the participation of staff and

other stakeholders, which is specifically linked to the district’s Strategic Plan, and contains

measureable goals, objectives, timelines, and lines of accountability.

3. Create a data-driven organization that relies upon fact-based and analysis-centric

justifications for decisions, including the use of tools and techniques such as--

a. Basic HR statistics, metrics, and management information, e.g., disaggregated turnover

rates, absentee rates, substitute usage, vacancy rates, and recruitment data

b. Cost/benefit analysis, risk assessment, and business case justification

c. Root cause analysis to address operational problems

d. Salary surveys to measure competitiveness and equity

e. Key Performance Indicators (KPIs) and benchmarks to measure and compare

performance and effectiveness.

4. Create regular, and standardized reporting mechanisms to keep the superintendent and

school board informed as to the Department’s direction, activities, progress, successes as

well as shortcomings.

5. Establish departmental service-level standards and employee productivity measures.

6. Working with stakeholders, create a workforce planning/recruitment/selection/placement

master plan that includes--

a. A personnel cycle calendar that provides an annual workforce forecasting process, the

early identification of needs and allocations, and timely authorization for the issuance of

new employment contracts



b. Clearly defined procedures and processes for the recruitment, selection, and placement of

all staff

c. A plan to build relationships and maintain pipeline programs with local university

partners to increase the numbers of pre-service teachers in hard to staff areas

d. Processes for reporting hiring results to stakeholder groups.

7. Conduct succession planning for mission-critical positions.

8. Design and implement a districtwide professional development plan that engages all

employees (certificated and classified) and includes--

a. A comprehensive orientation and job specific on-boarding process for new hires

b. On-going professional development to enhance job skills and promotional opportunities

for continuing employees

c. A process for analyzing and correlating employee evaluation data with school

performance results to provide direction for professional development programs.

9. Set up a centralized tracking system to monitor participation in training provided to all staff.

10. Develop and execute an HR communication plan that provides for –

a. Dissemination of federal and state laws, school board policies and administrative

procedures relating to staffing formulas, recruitment, salary schedule placement, leave

programs, required training, promotional opportunities, and employee benefits in a clear

and user-friendly manner

b. Regular meetings with school principals to address their concerns

c. Labor-management meetings to resolve or mitigate issues before they become grievances

d. Collaboration with the teachers’ bargaining unit to develop a program to support teachers

who may be in need of an improvement plan

e. Surveys of employee satisfaction and exit interviews

f. Regular department-wide staff meetings to facilitate internal communications.

11. Re-vamp employee evaluation instruments and processes to incorporate expectations,

performance measures, and professional growth strategies and train supervisors on the

effective use of evaluation procedures.



12. Ensure that HR functions have qualified people, with the applicable skill sets, in the

appropriate positions.

13. Re-position the Risk Management unit so that it provides a strategic enterprise-level view of

the district’s risk exposures and tolerances.

14. Update personnel-related school board policies as appropriate.

15. Establish a districtwide automated position-control system.

16. Develop a comprehensive strategy for improving the quality and skills of candidates in the

classified employment pools.

17. Review and evaluate district systems for recruiting, interviewing, and selecting classified

staff, and eliminating inefficient and redundant processes.

18. More fully utilize available technology to improve operational efficiency and effectiveness.

For example-

a. Computerize personnel actions (“502 forms”) for classified positions.

b. Create an automated interface between the applicant-tracking system and the HRIS

system.

c. Implement an on-line employee self-service application for routine changes and updates

to staff information; e.g., name, address, phone, e-mail, dependents, etc.

d. Acquire and implement an automated call-management system for the HR Department

that tracks call resolutions.



ATTACHMENT A. STRATEGIC SUPPORT TEAM

Robert Carlson

Robert Carlson is Director of Management Services for the Council of the Great City Schools.

In that capacity, he provides Strategic Support Teams and manages operational reviews for

superintendents and senior managers; convenes annual meetings of Chief Financial Officers,

Chief Operating Officers, Transportation Directors, and Chief Information Officers and

Technology Directors; fields hundreds of requests for management information; and has

developed and maintains a Web-based management library. Prior to joining the Council, Dr.

Carlson was an executive assistant in the Office of the Superintendent of the District of

Columbia Public Schools. He holds doctoral and masters degrees in administration from The

Catholic University of America; a B.A. degree in political science from Ohio Wesleyan

University; and has done advanced graduate work in political science at Syracuse University and

the State Universities of New York.

David W. Koch

David Koch is the former Chief Administrative Officer for the Los Angeles Unified School

District (LAUSD). The LAUSD is the nation’s second largest public school system. Mr. Koch’s

responsibilities encompassed virtually all non-instructional operations of the District, including

finance, facilities, information technology, and all of the business service functions. Mr. Koch

also served the LAUSD as Business Manager, Executive Director of Information Services, and

Deputy Controller. Mr. Koch was also Business Manager for the Kansas City, Missouri Public

School District and was with Arthur Young and Company prior to entering public school

service. He is a graduate of the University of Missouri and a Certified Public Accountant in the

states of California, Missouri, and Kansas. Currently a resident of Long Beach, California, Mr.

Koch provides consulting services to public sector clients and companies doing business with

public sector agencies.

Justo Avila

Justo Avila is the Chief of Human Resources for the Los Angeles Unified School District.

Amanda Bailey

Amanda Bailey is the Associate Vice President of Human Resources for Morehouse College in

Atlanta. She was formally the Chief Human Resources Officer for the Broward County Public

Schools, the sixth largest school district in the nation. In this role, Ms. Bailey oversaw Human

Resources functions for over 41,000 employees. Ms. Bailey has previously served as the Director

of Compensation, Employee & Labor Relations and led negotiations for all represented

employees comprising 90% of the school district’s employee population. Ms. Bailey has nearly

twenty years of Human Resources experience in all HR functions specifically in Talent

Acquisition, Employee/Labor Relations, EEO Compliance, and Training/Employee

Development. Ms. Bailey has served in HR Leadership roles for various private- and public-

sector employers such as American Express, Sun-Sentinel Publishing Company, University of



Rhode Island, and the National Labor Relations Board, Region 1. She earned a graduate degree

from the University of Rhode Island in HR Management/Labor & Industrial Relations and

earned a bachelor’s degree in English Literature from Florida Atlantic University.

Ann Chan

Ann Chan is the former Assistant Superintendent, Academics Operations for Boston Public

Schools (BPS). Previously, Ms. Chan was the Assistant Superintendent of Human Resources for

BPS. She was also Chief Talent Officer for the Seattle Public Schools as well as Director of

Human Resources Operations with the Chicago Public Schools. In these roles, she managed the

strategic alignment of all human resources functions to the core goals of the school district.

Overall Ms. Chan has over 20 years of human resources experience both in public and private

sector. Prior to joining the public sector, Ms. Chan worked for the Sheraton Hotel chain in

Chicago, covering all functions of human resources from hiring to benefit plans to employee

relations with a focus on customer service toward all employees.

Karen Rudys

Karen Rudys is the Assistant Superintendent, Human Resources for the Albuquerque Public

Schools. Ms. Rudys has over 20 years of leadership experience in Human Resources

administration, training, and technical expertise with fourteen years of progressive Human

Resources responsibility in an educational setting focused on dispute resolution, compliance and

staffing, benefits and compensation, and labor relations. Ms. Rudys has worked in the

Albuquerque Public Schools Human Resources Department since 2001. Prior to the Assistant

Superintendent position, Ms. Rudys was the Executive Director of Employee Relations and

Staffing and Chief Negotiator for eight bargaining units. Ms. Rudys worked for over 15 years in

the private sector as an HR Generalist with a focus on labor relations; employment law; and

training/employee development. Ms. Rudys has a master’s degree in Organizational

Management; a master’s degree in Educational Leadership; bachelor’s degree in Education and a

bachelor’s degree in International Relations.



ATTACHMENT B. WORKING AGENDA

Strategic Support/Technical Assistance Team Human Resources Operations

Anchorage School District October 13-16, 2015

Contacts Todd Hess

Chief Human Resources Officer [email protected]; 907-243-6400

Working Agenda

Subject to Change as Required

Tuesday, October 13 Team Arrival 6:15 p.m. Team to Meet in Hotel Lobby Captain Cook Hotel 939 W 5th Ave (907) 276-6000 6:30 p.m. Dinner Meeting Ed Graff Simon & Seafort’s Superintendent 717 West Third Avenue Others TBD 907.277.7727 907-575-6153

Wednesday, October 14

7:00 - 7:45 a.m. Continental Breakfast Requirements Anchorage School District Internet Connectivity 5530 E. Northern Lights Blvd. White Board/Flip Charts LCD Projector 8:00 - 8:45 a.m. Team Interview Michael Graham

Chief Academic Officer Mike Henry Ex. Dir., Secondary Education Glen Nielsen Ex. Dir., Elementary Education

9:00 - 9:45 a.m. Team Interview Thomas Roth Chief Operating Officer Michael Nero Director of Facilities Charles Moore Director Transportation

mailto:[email protected]



James Anderson Director Student Nutrition 10:00 - 10:45 a.m. Team Interview Mark Foster Chief Financial Officer Mike Fleckenstein Ex. Dir., Information Technology Andrew Chiup Director, Applications Katie Rutledge Director, Payroll 11:00 - 11:45 a.m. Team Interview Todd Hess

Chief Human Resources Officer

12:00 - 1:00 p.m. Working Luncheon Including Mr. Hess if required

1:00 - 1:45 a.m. Team Interviews Susan Schmidt http://www.asdk12.org/employment/ Executive Director 2:15 - 3:00 p.m. Team Interviews Margo Bellamy http://www.asdk12.org/eeo/ Executive Director Compliance/EEO Peggy Perkins EEO Specialist Andrew Ball ADA Compliance Spec. Meghan McManamin Leave Specialist 3:15 - 4:00 p.m. Team Interview Deborah Engles

Director Risk Mgmnt & Insurance

4:15 - 5:00 p.m. Team Interviews Mike DInges

Executive Director Contract Administration

Beth Vollstedt Benefits Specialist Nan Yoon Retirement Specialist

5:15 p.m. Team Discussion of Work Plan for Balance of Site Visit

Thursday, October 15

7:00 - 7:45 a.m. Continental Breakfast 8:00 - 9:00 a.m. Team Interviews Beth Knorr Specialist/Staffing






Secondary. Joy Chastagner

Specialist/Staffing Elementary

9:15 - 10:00 a.m. Team Interviews Ginger Moser HR Specialist/Staffing Classified Corrine Hewitt HR Specialist/TAs & Temps 10:15 – 11:00 a.m. Team Interview Peggy Rankin Assistant Director Staffing & Operations

11:00 - 11:45 a.m. Team Tour Records Mgmnt

Sub Dispatch Project Manager

12:00 - 1:00 p.m. Working Luncheon

1:00 - 1:45 p.m. Team Interviews ACE, AEA, APA Representatives

2:00 - 2:45 p.m. Team Interviews Locals 71, 959 and TOTEM Reps.

3:00 - 4:30 p.m. Team Interviews Building Principals

(Randomly Selected From Zones & Across Grades)

Team Discussion of Work Plan for Balance of Site Visit

Friday, October 16 7:00 - 7:45 a.m. Continental Breakfast 8:00 – 12:00 Noon. Team Meeting Discussion of Findings &

Recommendations

12:00 - 1:00 p.m. Working Luncheon & Debriefing Ed Graff Superintendent

1:00 p.m. Adjourn & Depart



ATTACHMENT C. DISTRICT PERSONNEL INTERVIEWED

Kameron Perez-Verdia, President, Board of Education

Pat Higgins, Member, Board of Education

Ed Graff, Superintendent

Michael Graham, Chief Academic Officer

Mike Henry, Ex. Dir., Secondary Education

Glen Nielsen, Ex. Dir., Elementary Education

Thomas Roth, Chief Operating Officer

Michael Nero, Director of Facilities

Charles Moore, Director Student Transportation

James Anderson, Director Student Nutrition

Mike Fleckenstein, Ex. Dir., Information Technology

Andrew Chiup, Director, Applications

Raylene Erickson, Payroll Coordinator

Todd Hess, Chief Human Resources Officer

Susan Schmidt, Executive Director

Margo Bellam, Executive Director, Compliance/EEO

Peggy Perkins, EEO Specialist

Andrew Ball, ADA Compliance Spec.

Meghan McManamin, Leave Specialist

Deborah Engles, Director, Risk Management & Insurance

Mike Dinges, Executive Director, Contract Administration

Beth Vollstedt, Benefits Specialist

Nan Yoon, Retirement Specialist

Beth Knorr, HR Specialist/Staffing Secondary

Joy Chastagner, HR Specialist/Staffing Elementary

Ginger Moser, HR Specialist/Staffing Classified

Corrine Hewitt, HR Specialist/TAs & Temps

Peggy Rankin, Assistant Director, Staffing & Operations

Jennifer Palinko, Anchorage Council of Education

Andy Holleman, Anchorage Education Association

Kersten Johnson, Anchorage Principals Association

Dale Miller, Teamsters Local 959

Bill Meers, Public Employees Local 71

Tim Morgan, Teamsters Local 959

Jerry Koetje, Principal

Nancy Brain, Principal

Dan Barker, Principal

David Legg, Principal

Tina Johnson-Harris, Principal

Lucas Saltzman, Principal

Sherry Ellers, Principal



Brendon Wilson, Principal

Bonnie Goen, Principal

Ruth Dene, Principal

Clare Fulp, Principal

Ben Hardwick, Principal



ATTACHMENT D. DOCUMENTS REVIEWED

Comprehensive Annual Financial Report, Anchorage School District, for the

Fiscal Year Ended June 30, 2014





ASD Organization Chart, 9/9/2015

Human Resources Organization Charts, 9/9/2015

Anchorage School District Active Board Policies

ASD Human Resources: IFAS Data Entry, Revised 9/8/15

ASD Human Resources: IFAS Data Entry—Sub Dispatch, revised 5/5/15

ASD Human Resources: Recruitment, Revised 8/3/15

ASD Human Resources: Classified HR Specialists, Revised 7/10/15

ASD Human Resources: Front Counter Workflow- Personnel Change Requests,

Revised 2/26/13

ASD Human Resources: Front Counter Procedures, Revised 4/8/13

ASD Human Resources: Classified Administrative Assistants Manuals, Revised

9/1/15

ASD Human Resources: Records Administrative Assistant, Revised 8/26/15

Risk Management Overview, 2014-15

2013-2014 Risk Management Budget and Actual Expenditures

2014-2015 Risk Management Budget and Actual Expenditures

2015-2016 Risk Management Budget

2013-2014 Human Resources Budget and Actual Expenditures

2014-2015 Human Resources Budget and Actual Expenditures

2015-2016 Human Resources Budget

ASD Student/Visitor Incident Report Form

Job Descriptions –

o Assistant Director of Human Resources Staffing and Operations, Revised

6/16/15

o Chief Human Resources Officer, Revised 2/17/12

o Claim Adjuster, Revised 1/22/14

o Director of Risk Management and Insurance, Revised 7/15/15

o Executive Director, Contract Administration, Revised, 4/3/15

o Executive Director, Compliance/Equal Employment Opportunity, Revised

2/2013

o Executive Director, Human Resources Staffing and Operations, Revised

1/5/15

o Executive Secretary Human Resources, Revised 5/19/15

o Administrative Assistant, Human Resources, Revised 1/28/14

o Specialist EEO Compliance, 9/10/15

o EEO Specialist, Revised 9/10/15



o Specialist, Human Resources, Revised 6/16/15

o Specialist, IFAS Support, Revised 1/14/14

o Specialist, Insurance, Revised 2/14/14

o Specialist, Leave Management, Revised May 2013

o Specialist, Retirement, Revised 3/4/14

o Technician, Claims-Medical Only, Revised 12/19/13

Adjusting Worker Compensation Claims Guidelines, Undated

Workers’ Compensation Handbook, 7/1/15

Administrative Guidelines: Working with Transgender and Gender

Nonconforming Students and Employees, Revised September 8, 2015

2015-16 Checklist of Administrative Duties and Annual Mandatory Non-

Discrimination Training Topics, 8/2015

2015-2016 ASD Required and Mandatory Trainings - New Employee, 8/5/2015

Guidelines for Maintaining Appropriate Adult/Student Boundaries, July 2009,

2014

Review of the Organizational Structure and Staffing Levels of the Anchorage

School District, Submitted by the Council of the Great City Schools, 6/25/2012

Fact-Finding Conference (FFC) Guidelines

Language Access Plan, Revised 10/2013

ASD Employer Audit Response Document, PERS #111, TRS #701, 9/23/2015

ASD Employer Audit Response Document, Special Activity Agreements,

9/23/2015

Breastfeeding Accommodations in the Workplace, September 11, 2013

Guidelines for Dealing with Rude, Aggressive and Hostile Customers During

Face-to-Face and Telephone Meetings

Human Resources and the CGCS 2012 Organizational Review, December 19,

2014

2014/2015 Employee Demographic Report, June 26, 2015

State Social Security Administrator, Audit Report, April 19, 2013

ASD Leave Rights And Responsibilities, 7/15

Guidelines for Investigating Complaints of Workplace Discrimination and

Harassment, 8/2014

Guidelines for Responding to Incidents of Student-to-Student Name-Calling,

Harassment & Bullying in Classrooms, August 2010

ASD Internal Audit Report. 2014-01, Special Activity Agreements, February 24,

2014

Service Animal Administrative Guidelines, 5/27/2015

Sexual Harassment Investigation Guidelines

Student Grievance Process, 6/07

Witness Confidentiality Statement, 9/2014

Recruitment, Selection, and Retention Guide, September 2015 (Draft)

Human Resources Substitute Status Report, 2014-2015 School Year

Human Resources Accountability Report, December 2013

Leadership Succession Planning, June, 2015 (Draft)

HR Administrative Handbook for Hiring Managers and Supervisors



ATTACHMENT E. COUNCIL REVIEWS

History of Council Strategic Support Teams of the Council of the Great

City Schools

The following is a history of the Strategic Support Teams provided by the Council of the

Great City Schools to its member urban school districts over the last 15 years.

City Area Year

Albuquerque

Facilities and Roofing 2003

Human Resources 2003

Information Technology 2003

Special Education 2005

Legal Services 2005

Safety and Security 2007

Research 2013

Anchorage

Finance 2004

Communications 2008

Math Instruction 2010

Food Services 2011

Organizational Structure 2012

Facilities Operations 2015


Atlanta

Facilities 2009

Transportation 2010

Austin


Baltimore


Birmingham


Operations 2008

Facilities 2010


Financial Operations 2015

Boston


Curriculum & Instruction 2014

Food Service 2014

Bridgeport

Transportation 2012

Broward County (FL)


Food Services 2009



Transportation 2009


Buffalo

Superintendent Support 2000


Curriculum and Instruction 2000

Personnel 2000

Facilities and Operations 2000

Communications 2000

Finance 2000

Finance II 2003

Bilingual Education 2009


Caddo Parish (LA)

Facilities 2004

Charleston


Transportation 2014

Charlotte- Mecklenburg



Transportation 2013

Cincinnati




Chicago

Warehouse Operations 2010

Special Education I 2011

Special Education II 2012


Christina (DE)


Cleveland

Student Assignments 1999, 2000

Transportation 2000


Facilities Financing 2000


Transportation 2004




Theme Schools 2009

Columbus



Facilities Financing 2002

Finance and Treasury 2003



Budget 2003



Food Services 2007

Transportation 2009

Dallas

Procurement 2007

Staffing Levels 2009

Dayton



Finance 2001

Communications 2002


Budget 2005


Denver


Personnel 2001




Common Core Implementation 2014

Des Moines

Budget and Finance 2003

Staffing Levels 2012


Detroit


Assessment 2002

Communications 2002

Curriculum and Assessment 2003

Communications 2003

Textbook Procurement 2004

Food Services 2007


Facilities 2008

Finance and Budget 2008


Stimulus planning 2009


Fresno


Guilford County




Facilities 2004




Hillsborough County

Transportation 2005

Procurement 2005


Transportation 2015

Houston


Capitol Program 2010


Procurement 2011

Indianapolis

Transportation 2007



Jackson (MS)

Bond Referendum 2006

Communications 2009

Jacksonville

Organization and Management 2002

Operations 2002


Finance 2002


Finance 2006

Facilities operations 2015

Budget and finance 2015

Kansas City



Finance 2005

Operations 2005

Purchasing 2006


Program Implementation 2007

Stimulus Planning 2009

Little Rock


Los Angeles



Finance 2005



Business Services 2005

Louisville

Management Information 2005

Staffing study 2009

Memphis





Miami-Dade County

Construction Management 2003

Food Services 2009

Transportation 2009

Maintenance & Operations 2009

Capital Projects 2009


Milwaukee

Research and Testing 1999


School Board Support 1999


Alternative Education 2007




Minneapolis


Finance 2004

Federal Programs 2004

Nashville

Food Service 2010


Newark


Food Service 2008

New Orleans

Personnel 2001

Transportation 2002


Hurricane Damage Assessment 2005


New York City


Norfolk

Testing and Assessment 2003


Orange County


Palm Beach County

Transportation 2015

Philadelphia



Food Service 2003

Facilities 2003

Transportation 2003




Budget 2008

Human Resource 2009


Transportation 2014

Pittsburgh


Technology 2006

Finance 2006


Portland


Procurement 2010

Operations 2010

Prince George’s

County

Transportation 2012

Providence

Business Operations 2001

MIS and Technology 2001

Personnel 2001




Reno

Facilities Management 2013

Food Services 2013

Purchasing 2013

School Police 2013

Transportation 2013


Richmond

Transportation 2003





Rochester

Finance and Technology 2003

Transportation 2004

Food Services 2004


San Diego

Finance 2006

Food Service 2006

Transportation 2007

Procurement 2007

San Francisco

Technology 2001

St. Louis






Textbook Procurement 2004


St. Paul


Transportation 2011

Seattle





Transportation 2008


Maintenance and Operations 2008

Procurement 2008

Food Services 2008


Toledo


Washington, D.C.

Finance and Procurement 1998

Personnel 1998

Communications 1998

Transportation 1998

Facilities Management 1998


Legal and General Counsel 1998

MIS and Technology 1998



Transportation 2005


Common Core Implementation 2011

Wichita

Transportation 2009

review of the human resources operations of the anchorage

Documents