Frisco School District: Leading Leave Compliance In Texas Brenna - - PowerPoint PPT Presentation

Frisco School District: Leading Leave Compliance In Texas

Brenna enna Rose Presenter Benefits Manager Jessica ica Gilber ert Presenter Leave Specialist David id Glickm kman an Moderator CEO

Today’s Agenda

• Overview of Frisco, TX
• The Growing Frisco Independent School District (FISD)
• FISD’s Original Leave Management Program
• FISD’s Leave Management Program… 2.0!
• The Results
• Goals & Looking T
• The Future

Today’s Key Takeaways

• Gain an understanding of the unique challenges of leave

management in the education sector, and in a workplace with continuous growth

• Review the outcomes of Frisco’s movement to a software solution

to manage leave, from both a qualitative and quantitative stand

• Learn from Frisco’s unique story of the restructuring of their leave

management program, and apply some of their lessons to your

• wn leave management programs

Frisco, Texas

• Former small farm town turned upscale

North T exas suburb

• Frisco Independent School District (FISD) is

the largest est employer

• yer in the city
• Frisco is unique due to its astonish
• nishing

ing growth wth

• 2000-2009, fastest-growing US city
• 2014 & 2017, 2nd fastest-growing US city

Frisco, Texas’ Growing Population

50,0 ,000 100,000 150,000 200,000 ,000 Apr 2 Apr 2010 Jul 2013 Jun 2014 May 2015 Jul 2016 Jan 2017 Feb b 2017 Au Aug g 2017 Feb b 2018 Ma May 2018 Ci City y Popu

• pulation
• n

>50% populati ation

• n growth

h in the last 8 years! s!

The Growing Frisco Independent School District

Approxim imat ately ly 10% annual l employee e growth!

FISD Employees Statistics

• 79% Female, 21% Male
• Average Age: 44.5

F M

FISD’s Original Leave Management Program

The Unique Challenges Of Leave Management In A Growing School District

• Uniqu

que e Work Sched edul ules: es: 26 unique work calendars for the 2018-2019 school year

• Large Staff

ff, , Multiple tiple Location tions: : 42 elementary schools, 17 middle schools, 10 high schools, 3 3 special campuses, 15 support departments

• Above-Ave

verag rage Leave Volum lume e

• Constant

nstant Add ddition ion Of New Employ ployee ees: Average 4 4 new campuses and 600 600-80 800 new employees are hired each h year

• Every

y Sing ngle le Absence e → Disruption: ruption: Almost all absences require substitutes to fill their place for the day missed

Team Structure

• Benefits Department has been responsible for all leave processes as of

September 2013

• Benefits Department is under the Human Resources jurisdiction
• One staff member dedicates about 80%

80% of her time to leave management

• One supervisor assists and handles leave exhaustion situations

Historic Leave Statistics By School Year

200 40 400 600 800 1000

*Benefits Department took over leave management in September 2013 **First full year Benefits Department managed leave ***Software solution implemented in September 2015

Personal l Leave eave

Discr scretio tionary y Leave Non Non-Discr iscretio ionar nary y Leave FMLA T emporary y Disab sabili ility ty Leave ADA/ A/AD ADAAA AAA 3 Day Maximum um 3 Day Maximum um 12 Work rk Weeks ks 180 Calend ndar Days ys Varies ies

FISD’s Leave & Pay Policies

FISD’s Leave & Pay Policies

LOCAL DAY

• Yearly accrual
• Roll over
• Max accumulation
• 3 day rule

LOCAL L DAY

• Yearly accrual
• Roll over
• Max accumulation
• 3 day rule

STATE DAY

• Yearly accrual
• Roll over
• No max
• 3 day rule

SICK LEAVE BANK

• Optional
• Membership
• Utilization rules
• Lifetime max

EXTENDE NDED D SICK LEAVE VE COMPENSA NSATIO ION N

• By request
• Utilization rules
• 10 day max
• Compensation

deducted

WORKERS’ COMPENSA NSATIO ION

• Income benefits (TIBS,

Impair, Supplemental, Lifetime)

• Medical bills
• Death & burial

PAID LEAVE E RUN UNS S CONCUR URRENTL ENTLY WITH TH APPROV OVED ED FML/TD TDL

DISA SABILITY BILITY INSU SURAN RANCE CE

• Optional enrollment
• Separate from FISD
• Payroll deducted
• LT with ST options
• Employee & vendor claim

How Leave Was Managed

• Excel

l spreadsh adshee eets

• DOL documen

ents

• Word-of
• f-mou
• uth
• AESOP

SYST STEMS MS

• Leave reque

uests receiv ived later in proce cess than n reco commended nded

• Manua

ual l generatio ion n of leave letters

• Limite

ited FMLA LA knowle ledge → notifica ificatio ions ns not proce cessed in requir uired timeframe

PROCESS CESSES

• Befor

fore e Benef efit its Depar artmen tment took k over er leave ve managemen ement, t, HR Direct ector

• r proc
• cessed

essed all leave ve

TEAM AM

• Training

ining

• Consis

nsistency ncy

• Federal,

l, State, Loca cal, l, & Distric ict Poli lici cies

Compliance mpliance

• Coordina

natio ion/Int n/Integratio ion

• Proce

cess

• Case Management

nt

Effi ficie ciency cy

• Overpayment

nt

• Exce

cess of leave

• Time & Commun

unic icatio ion

Cost st

• Lawsuit

uits

• Compla

laint ints & Grievance nces

• Compli

liance nce, agreement nt, follo low through ugh

Risk k & E & Expo posur sure

District Concerns Drive A Need For Change

FISD’s Leave Management Program… 2.0!

The Search For A Solution

KEY CRITERI ERIA

A system em that assumes es minimal l leave e knowled ledge Automatio mation of all proces esses ses and documen ents A system em that follo lows ws all key FMLA requiremen ments

THE E SEARCH RCH PROCESS CESS

Visit to a neighborin ing school l district ict Call l with vendor to understan and solutio ion & integratio ation options

THE E OPTIO IONS

Outsource ce Insource ce with exter ernal l softwar ware e solutio ion Insource ce and develo lop own system em

Challen allenges es

Historica ical l Data Syste tem m Integration tion Training ning Leave Polici icies Leave Renova vation tion

Challenges Of Moving To A Software Solution

Growing Pains: Challenges Of Moving To A Software Solution

Challenge: Data & Workarounds

• Risk was a big issue as there were numerous federal requirements potentially not being met
• Integration with their own absence system

Challenge: Lack Of History & Workarounds

• Limited historical data as leave had been handled by different department
• FISD decided to ‘start over’ when they made the switch to a software system

Challenge: Changing The Leave Process

• FISD created new processes from intake, to case management, to RTW
• Less is done via mail, and more through email

The Solution: Centralization of Data From Chaos…

Spread eadsheets eets TCP Time me Clock ck Plus Email mail The e Benefit fits HUB Aesop Las aserfi fich che Phone Calls lls & Conver versat atio ions E-Fin inance ce

… To Compliance!

Rolling Out The Change

• Benefits T

eam presented at the “Principal’s Meeting”

• Trained secretaries who enter absence data
• Numerous meetings with participating departments

(PR, RM, AESOP manager, TCP implementation staff)

• Benefits T

eam continuously meets with the highest leave-usage departments (Child Nutrition, Transportation and Custodial Services) to advise the entire department on leave policies and procedures

• Information added to the employee handbook and

benefits guide

The Results

The Results: Increased Confidence

• Confidence levels have soared

ed with the implementation of the system!

• Federal, state and local leave laws all part of

implementation, and now part of the leave process

• Vendor continues to monitor all leave law updates,

and accordingly updates the software → No law degree necessary in FISD’s Benefits Department!

The Results: ROI → MAJOR Time Savings!

• Auto-generation of leave correspondence and distributed via district

email

• Automated intake – easy to process the cases, and the automated

workflow creates all necessary next steps and reminders

• No longer need to spend time researching leave laws
• Integration of work calendars and time cards allow for automatic

determination of eligibility and entitlement

• Recordkeeping is done automatically, and securely
• Ability to manage 10% annual employee and leave growth

The Results: ROI → Cost-Savings

• Leave Exhaustion

stion: eliminated staff taking leave beyond their

• entitlement. Notifications to the Benefits Department allows issues

to be addressed immediately.

• Short-Term

erm Disa sabil ility ity Claim ims: The software’s correspondence package includes paperwork to prompt staff to process their claim

• Return

rn to Work: Employees returning to work quicker, due to more efficient processes and better communication

• Colle

lection ion of Benefit Premiums: The Benefits Department is able to better stay on track of the collection of benefit premiums, so that the district does not absorb additional costs

The Results: Improved Compliance

• Processing more cases than ever before – shown right in

the system!

• Determined that there were requirements being missed,

prior to adopting a software solution

• The volumes being processed, and the amount of policies

being managed, proved to the administration that compliance was critical

• No cases slip through the cracks; the moment a request is

received it goes into the system where it’s securely stored

The Results… By The Numbers!

Historic Leave Statistics By School Year

39 195 237 304 297 54 387 783 580 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014* 2014-2015** 2015-2016***

LEAVE STATISTICS PRE-IMPLEMENTATION

*Benefits Department took over leave management in September 2013 **First full year Benefits Department managed leave ***Software solution implemented in September 2015

580 671 780 2015-2016*** 2016-2017 2017-2018

LEAVE STATISTICS POST-IMPLEMENTATION

***Software solution implemented in September 2015

2013/2014 2014/2015 2015/2016 Total 387 783 49 387 783 49 Total Case Count

LEAVE CASELOAD PRE-IMPLEMENTATION

580 671 730 2015/2016 2016/2017 2017/2018

LEAVE CASELOAD POST-IMPLEMENTATION

Total

Leave Caseload Analysis

• Steady incline as the population of the district continues to rise, and FISD

processes more leave cases with the system

• Peaks in cases seen at points that correspond to where FISD was with their

leave management program:

• Sharp increase in caseload once Brenna and her team took over leave
• Steady incline in cases in line with employee growth

23 585 1 607 3 100 200 300 400 500 600 700 OTHER/UNKNOWN PREGNANCY MILITARY ILLNESS/INJURY ADOPTION

LEAVE REASON PRE-IMPLEMENTATION 2013-2015

546 4 118 1316 153 200 400 600 800 1000 1200 1400 PREGNANCY MILITARY EXIGENCY MEDICAL - WORK RELATED (ILLNESS, INJURY, TREATMENT, APPOINTMENT) MEDICAL - SERIOUS HEALTH CONDITION, TREATMENT, APPOINTMENTS BONDING/ADOPTION/FOSTER CARE

LEAVE REASON POST-IMPLEMENTATION 2015-2018

4 4 5 5 7 10 18 26 33 74 74 75 83 109 109 114 115 131 153 179 263 546 100 200 300 400 500 600 ENDOCRINE HEMATOLOGIC MILITARY EXIGENCY EAR: HEARING DISORDER LYMPHATIC SKIN DISORDERS DIABETES EYE DISORDER KIDNEY: URINARY RESPIRATORY DIGESTIVE BEHAVIORAL HEALTH NEUROLOGIC CIRCULATORY INFECTIOUS DISEASE CANCER OTHER GENITAL REPRODUCTIVE MUSCULOSKETAL: UPPER EXTREMITIES BONDING/ADOPTION/FOSTER CARE MUSCULOSKETAL: LOWER EXTREMITIES NO RESPONSE PREGNANCY

LEAVE BY CONDITION: POST-IMPLEMENTATION

Leave Reason & Condition Analysis

• Increase in data volume & accuracy
• When comparing pre and post implementation for leave reason, an

increase in specific and accurate information is shown

• FISD’s reporting on the nature of condition allows for the potential to drill down

into medical serious health condition cases to discover where there may be

• concern. This allows us to target interventions more effectively.
• Where will medical insurance be more important?
• Where will wellness programs be needed?

8534 31 7 2548 11120 8657 46 3087 11790 6582 38 2251 8871 2000 4000 6000 8000 10000 12000 14000 CASE MANAGEMENT ENTITLEMENT EXHAUSTION OTHER ACCOMMODATION PRINT & SEND TOTAL WORKLIST ITEMS

COMPLE LETE TED WORKLIST LIST ITEM EMS S POST-IMPLE IMPLEMEN ENTATI TION N

2015-2016 2016-2017 2017-2018

200 400 600 800 1000 1200 1400 1600 2015-2016 2016-2017 2017-2018

INI NITIAL WORKLIST ST ITEMS – POST IMPLEMEN MENTATION ION

Print & Send Worklist Items

Worklist Items Analysis

• Increased volume in what FISD can process
• Worklist reports allows FISD to analyze the current workload of their team, and

justify hiring new staff members to their team

• Ability to utilize the software’s reporting function to discover insights such as

the number of initial correspondence packages (including the notice of eligibility) that were sent out

• The large volume of tasks that FISD is able to process with such a small team

shows the increasing efficiency of adopting a software

20 40 60 80 100 120 2015-2016 2016-2017 2017-2018

Leave Cases For Highest Leave Volume Departments

Child Nutrition Custodial Transportation

Leave Volume By Department Analysis

• Reporting allows FISD to discover leave volumes based on location,

department, and many other variables

• Reports by location showed FISD that their schools all had a relatively equal

leave volume

• Reports by location also showed that there were 3 departments that had

higher leave volumes, due to the nature of the job and the average employee age for those departments

Contin tinuou

• us

94% Intermit ermitten tent 6%

INTERMI ERMITTE TENT NT VERS RSUS US CONTINU INUOUS OUS LEAVE VE POST- IMPLE LEMEN ENTATI TION

Continuous Intermittent

200 400 600 800 1000 1200

LEAVE VE BY POLICY CY POST-IMPLE IMPLEMEN ENTATI TION ON

In loco parentis Other Foster child Adopted child Spouse Parent Biological child Self Total 1 2 3 7 63 108 255 1690 1 2 3 7 63 108 255 1690 200 400 600 800 1000 1200 1400 1600 1800

LEAVE RELATIONSHIP POST-IMPLEMENTATION

Approved , 3418, 66% Cancelled , 670, 13% Denied - Not eligible , 620, 12% Denied - Other , 232, 4% Pending - Certification , 245, 5%

3 Year Total = 5,185 *2.42 per case average

MEDI DICAL CAL CERT RTIFIC IFICATION ION REVI VIEW POST ST-IMP IMPLEMENTA TATION ION

Other Leave Statistics Analysis

• Reporting allows FISD to drill down on really specific areas, such as finding out

if more of their leaves are intermittent or continuous

• A greater variety of policies being managed than ever before
• Medical certification review process demonstrates the number of leaves being

approved versus those that are not accepted

Looking To The Future!

Recent Enhancements To FISD’s Leave Management Program:

• Board of Trustees recently approved a fulltime leave specialist to

ensure compliance… Jessica!

• The Benefits Team will be looking for a new Benefits Specialist as

Jessica transitions to being the Leave Specialist

• Hope to eventually allow self-service for staff to request leave online

Looking To The Future: FISD’s Goals

• Supervis

isor vs. Emplo loyee ee

• “What to expect when your…”

TRAININ NING

• Informal

al → Formal al

• Elect

ctronic ic form

INTAKE

• Maximize

mize leave e team m effici icien ency cy

• “Why” and “So what now”

REPORTING RTING & AN ANALYTICS TICS

• Strengthen

en notificat ficatio ions

• ESL

COMMUN UNICA ICATIO TION

• Single

e intake ke source ce

• Integrat

ate e Occ & Non-Occ Occ

IDAM

• Estab

ablish lish guidelin lines es

• Utiliz

lize e softwa ware

ACCOMM MMODATIO TIONS NS

Thank You! Any Questions?