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PUT TITLE HEREAttendance Support

Project Update

Presentation to COSBOOctober 2008

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Status Update

Project ObjectivesOur ApproachOverview of Key Tools DevelopedKey FindingsAttendance Support Implementation Plan

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Project ObjectivesReview and assess existing attendance management systems and policies and their impact on absenteeism in key performing Ontario school boardsResearch, analyze and develop recommendations and options as they pertain to Attendance Management Best Practices for the District School Boards of OntarioEnsure that solutions would help boards:

Increase management capacityReduce unnecessary costs related to absenteeismSupport student achievement through the development of a healthy work culture and consistent staff attendance

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Project Approach

Investigation of leading practices structured through:

•Survey Review

•Interview Guides / Questionnaires

•Board & External Org Interviews

Results / minutes are captured in

•Excel Interview Template

Results used to refine:

•Attendance Support Framework

•Attendance Support Maturity Model

Results used to develop:

•Final Report

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Overview of Tools Developed - Interview Guides

Provides a framework for discussion of Attendance Support Questions aligned with leading practices in both official languagesCan be re-used by boards in self-assessmentIncluded in the appendix of the report

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Overview of Tools Developed – Attendance Support Framework

The Framework is a basic conceptual structure used to describe a complex issueStructure used consistently throughout the report and becomes a common language3 phases in the Attendance Support “life-cycle” : Planning, Monitoring and Evaluating5 leading practice categories in each phase of the framework

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Attendance Support Framework Cont.

Each category across each phase contains 10 – 15 leading practicesBoards can quickly get a sense of “what good looks like”

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From Framework to Maturity Model

Content and structure from the Attendance Support Framework used to develop a tool for measuring leading practice adoption“Maturity” levels are characterized by the number of leading practices adopted vs the number of “typical” challenges still existing

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Attendance Support Maturity Model4 Maturity Levels:

Implementing – leading practices still being identified or initiatedBuilding – partially adopted, foundation being built – still evaluatingRefining – implemented to a significant extent, have been evaluated and are just being refined (usually annually)Mature – leading practices have been adopted to the full extent, have been refined over a period of years

Maturity Model can be used for:

Self Evaluation – Where are we? How far do we need to go?

Planning and prioritizing – What should we do next?

Common language and vision – How do we define improvement? Are we on the same page?

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Planning Phase - Key IssuesPolicy & Guidelines

Unsure of what contents should be Don’t want to risk interference with collective agreements

Roles & ResponsibilitiesLimited buy-in from Exec Committee – HR-drivenLimited capacity in HR to design / planLimited involvement or interest from Principals / Supervisors

Culture & EnvironmentCulture of employees’ right to use maximum number of sick daysUnion refusal to participate in planning Assumption that program seeks to violate human rights

Wellness & BenefitsUnsure of what programs would improve attendanceLimited visibility between program managers

Data Analysis & ReportingSystem and codes not flexibleCurrent reporting not useful or timelyData not reliable

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Planning Phase – Leading PracticesPolicy & Guidelines

Clearly defined thresholds for intervention, processes, flow charts, guiding principlesRequires collaboration and “endorsement “by stakeholders Initiatives are included in multi-year Board improvement plan

Roles & ResponsibilitiesAccountability for Management is clearly defined in policy Attendance Committee includes all stakeholders (union reps, Principals, etc)Principals and supervisors required to play a significant role

Culture & EnvironmentManagement training focused on timeliness and consistency of policy enforcement to ensure employee compliance and eventual erosion of entitlement cultureThird-party intervention / analysis of employee needs – (no HR or Mgmt involvement)Communication Plans designed for positive and consistent messageIntervention process and training assumes that employee requires support for illness/disability first and foremost (less focus on communicating or initiating punitive) steps

Wellness & BenefitsPerform analysis/ benchmarking of organizational wellness, then set targetsDesign benefits and wellness programs according to analysis and employee feedback

Data Analysis & ReportingPerform system review + retrain Align absence codes with collective agreement languageDesign reports for how you will manage employees (and management) and attach them to the policy

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Monitoring Phase – Key Issues

Policy & GuidelinesPolicy and procedure monitored / applied only on an ad-hoc basis

Roles & ResponsibilitiesLimited Principal/Supervisor involvement and accountability in monitoringLimited contact between employees and management during absenceLimited capacity within HR to monitor, coordinate, coach, act as “sentinel”, etc

Culture & EnvironmentInconsistent management styles / approach / communication

Wellness & BenefitsDifficulty identifying trends related to attendanceManagement perceptions of attendance support or RTW programs are not always positive

Data Analysis & ReportingData not timely or consistent (misuse of “other” coding category, inconsistent coding for supply teachers for PD sessions).Creating and interpreting reports requires advanced technical skillsLimited Site-based self-service reporting availableReports not being incorporated into management processesNo benchmarks to measure improvements

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Monitoring Phase - Leading PracticesPolicy & Guidelines

Policy and procedure material distributed to all employees. Policy applied on a consistent basis through monitoring and support of management as well as employeesRefresher training for employees and management is ongoing

Roles & ResponsibilitiesEnsuring Principal/Supervisor involvement and accountability through training and personal coaching/planningEmployees must report absence to Principals./Supervisors (Sentinel) in addition to using SmartFind Express (supply auto-dispatch system) Dedicated resource in HR to coordinate Attendance Support initiatives and act as coach

Culture & EnvironmentManagement is supported by standard templates, real-time coaching and peer supportActions of management are monitored for consistency through trainingProactive employee intervention when trends have been identifiedSatisfaction and Commitment Surveys conducted

Wellness & BenefitsUtilization of programs is measured against attendance trendsEducation and statistics provided to all management to improve any negative perceptions of attendance support or RTW programs

Data Analysis & ReportingSystem automatically flags employees with paterns of absenteeismEmployees Data entry is site-based and monitored by HR for accuracy (corrected immediately)User-friendly reports available to management, shared with unions and incorporated into committee meetings

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Key Findings – Evaluation Phase Issues

Policy & GuidelinesLimited ability to evaluate effectiveness of policy, program or compliance with policy

Roles & ResponsibilitiesDifficulty evaluating individual management or departmental performance in supporting AttendanceLimited capacity or accountability for performing and reporting on evaluation.

Culture & EnvironmentCulture and environment varies and is difficult to evaluate changes or improvements.

Wellness & BenefitsLimited experience in drawing correlation between wellness / benefits use and attendanceNo baseline for wellnessNo wellness program

Data Analysis & ReportingAttendance Data not segmented, detailed or accurate enough to analyzeLimited access to financial data necessary for conducting cost benefit analysisNo benchmarks

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Key Findings – Evaluation Phase Leading Practices

Policy & GuidelinesEvaluate management and employee feedback through committee Measure the number and type of program-related grievances,

Roles & ResponsibilitiesEvaluate absence data entry accuracy / compliance by facility + circulate report to all Principals / Facility ManagersEvaluate caseload and performance of HRSurvey quality of support provided to managers by HRIn the planning phase dedicate a resource to coordinate the evaluation process

Culture & EnvironmentEvaluation of satisfaction and commitment surveys

Wellness & BenefitsEvaluate usage and satisfaction of programs as well as providersEvaluate LTD and RTW for signs of change

Data Analysis & ReportingEvaluate attendance by group not on annual result but month by month comparison with previous year.Annual cost avoidance used to validate funding for program / resourceEnsure attendance tracking system configuration and other system (financial) data requirements are identified in the plan and someone is accountable for reporting

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Attendance Support Implementation PlanDon’t expect returns on investment or changes in culture in the first year;Be patient, be consistent and continue to communicate, communicate communicate; andEnsure the plan is formal , has been approved by the Board and has been incorporated into the multi-year improvement plan

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Develop Attendance Support Committee

Perform (Self)-Assessment & Benchmarking

Develop Attendance Support Policy and Processes

Develop Roadmap + Annual Plan

Develop Communication Plan + Support Tools

Ensure Resource Alignment & Capacity

Refine attendance tracking and reporting systems

Roll-out Education & Training

Roll-out / coordinate with services (ie. Wellness, RTW, etc)

Ongoing Monitoirng of Perfomance and Compliance

Ongoing Communication

Satisfaction & Cultural Surveys

Ongoing evaulation of Program Effectiveness

Refine Program for next year

BENEFIT REALIZATION

Year 3

Monitoring

Implementation

Evaluation & Refinement

Assessment & Planning

Year 1 Year 2PLANNING IMPLEMENTING

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Questions