Substitute Teacher Services and Outsourcing Relationships IASBO May 8th

Transcription

1 Substitute Teacher Services and Outsourcing Relationships IASBO May 8th

2 Outsourcing Substitutes is a Professional Approach WE USE THE LARGEST EMPLOYER OF SUBSTITUTE TEACHERS NATIONWIDE. Places qualified talent in more than one million classrooms a year. Currently servicing over 4,200 schools across 35 states including 9 districts in Indiana. Over 200 million student learning days have been taught by a Kelly Educational Staffing substitute teacher. National placement rate over 98%. Proven track record with large-volume clients handle more than 11,000 absences per day during a school year.

3 Reduction of time spent by in-house Processes Not Hiring Individual Employees allows for admin staff to focus on other priorities. Managing Relationship allows for focus on performance and moves time away from: -Performance evaluation of new staff -Training new employees -Hiring process and paperwork -Payroll/Paperwork/interviewing 13-3

4 Reduction of time spent by in-house Processes Cont. IMPACTS STUDENT ACHIEVEMENT Why Outsource Educational Staffing? CREATES COST SAVINGS & OPERATIONAL EFFICIENCIES Correlates to your School District s mission/focus on teaching methods. Assist in decreasing substitute teacher usage through centralization of hiring substitutes throughout the year. Proactively manages teacher absenteeism via Administrator web site and consultative services. Company monitors and tracks grant and special funding expenditures. REMOVES ADMINISTRATIVE BURDEN Reallocate scarce resources on core responsibilities for your employees. Provides automated, web-based scheduling solution PLUS a dedicated Customer Service Team for all scheduling and absence modification needs. 13-4

5 Outsourcing Services Potential Benefits Allows the school to focus on its core competence Service is cheaper to outsource than perform in-house Provides access to latest scheduling technology Reduces tasks of employment services (in-house) Potential Risks Loss of direct control of quality Jeopardizes employee loyalty Exposure to data security and customer privacy Dependence on one supplier compromises future negotiation leverage. Additional coordination expense and delays if outsourcing company is not efficient. 13-5

6 Administrative Benefits PAYROLL MANAGEMENT No payroll costs No unemployment costs No workers compensation No healthcare costs (ACA) ABSENCE MANAGEMENT Effective utilization of substitute resources Every absence tied to a full-time teacher record or vacancy GRANT MANAGEMENT FUNCTIONALITY Electronically charge absences to specific grants Decrease cost to general fund budget ADMINISTRATIVE No recruiting and screening costs No training cost Reduced time on HR s issues (i.e., performance, incidents) Reallocate staff functions Reduction in liability CONSULTANT Analyze and reduce absenteeism trends Provide district reporting for forecasting

7 Admin Benefits Cont. Scheduling Costs Eliminated for District Management Administrators time for handling employee incidents (HR, workers compensation, unemployment) Administrators time handling performance issues and counseling/terminating substitute teacher No Substitute Available, Unfilled Classroom Compensation to full time teachers or para-professionals Combining classrooms or study hall, lost learning days Principal/administrator cost to substitute Automated scheduling system Annual maintenance agreement Hardware/software upgrades Monthly usage fees System Administrators Salary/benefits of substitute coordinator Salaries of secretaries/principals calling substitutes Liability of overtime for secretaries scheduling substitute teachers outside of school hours.

8 Outsourcing Considerations Employee Support Service What to Consider When Choosing? Contact vendor clients for references Specifications prepared with end user input Evaluate performance on a periodic basis Employee Development Service Experience with particular industry important Involve high levels of management in vendor identification and selection Contact vendor clients for references Use employees to evaluate vendor performance 13-8

9 Outsourcing Considerations Facilitator Service Focus on Process Knowledge of alternate vendors important Involve end user in vendor identification References or third party evaluations useful Have user write detailed specifications Professional Service Involve high level management in vendor identification and selection Reputation and experience very important Performance evaluation by top management 13-9