Frisco School District: Leading Leave Compliance In Texas
Brenna enna Rose Jessica ica Gilber ert David id Glickm kman an Presenter Presenter Moderator Benefits Manager Leave Specialist 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 o 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 own 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 oyer in the city Frisco is unique due to its astonish onishing ing • growth wth 2000-2009, fastest-growing US city • 2014 & 2017, 2 nd fastest-growing US city •
Frisco, Texas’ Growing Population 200,000 ,000 150,000 100,000 >50% populati ation on growth h in 50,0 ,000 the last 8 years! s! 0 Apr 2 Apr 2010 Jul 2013 Jun 2014 May 2015 Jul 2016 Jan 2017 Feb b 2017 Au Aug g 2017 Feb b 2018 May 2018 Ma City Ci y Popu opulation on
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 1000 800 600 40 400 200 0 *Benefits Department took over leave management in September 2013 **First full year Benefits Department managed leave ***Software solution implemented in September 2015
FISD’s Leave & 3 Day Maximum um Discr scretio tionary y Leave Personal l Leave eave Pay Policies 3 Day Maximum um Non Non-Discr iscretio ionar nary y Leave FMLA 12 Work rk Weeks ks T emporary y Disab sabili ility ty Leave 180 Calend ndar Days ys ADA/ A/AD ADAAA AAA Varies ies
FISD’s Leave & LOCAL DAY Pay Policies EXTENDE NDED D SICK WORKERS’ LOCAL L DAY STATE DAY SICK LEAVE BANK LEAVE VE COMPENSA NSATIO ION -Yearly accrual COMPENSA NSATIO ION N - Yearly accrual - Yearly accrual - Optional - Income benefits (TIBS, Impair, Supplemental, - Roll over - Roll over - Membership - By request -Roll over Lifetime) - Max accumulation - No max - Utilization rules DISA SABILITY BILITY INSU SURAN RANCE CE - Utilization rules - Medical bills -Max accumulation -3 day rule - 3 day rule - Lifetime max - Optional enrollment - 10 day max - Death & burial - Separate from FISD - Compensation -3 day rule - Payroll deducted deducted - LT with ST options - Employee & vendor claim PAID LEAVE E RUN UNS S CONCUR URRENTL ENTLY WITH TH APPROV OVED ED FML/TD TDL
How Leave Was Managed PROCESS CESSES • Excel l spreadsh adshee eets • Befor fore e Benef efit its Depar artmen tment took k over er • DOL documen ents • Leave reque uests receiv ived later in leave ve managemen ement, t, HR proce cess than n reco commended nded • Word-of of-mou outh Direct ector or proc ocessed essed all • Manua ual l generatio ion n of leave • AESOP leave ve letters • Limite ited FMLA LA knowle ledge → notifica ificatio ions ns not proce cessed in SYST STEMS MS requir uired timeframe TEAM AM
District Concerns Drive A Need For Change • Training ining Compliance mpliance • Consis nsistency ncy • Federal, l, State, Loca cal, l, & Distric ict Poli lici cies • Coordina natio ion/Int n/Integratio ion Effi ficie ciency cy • Proce cess • Case Management nt • Overpayment nt Cost st • Exce cess of leave • Time & Commun unic icatio ion • Lawsuit uits Risk k & E & Expo posur sure • Compla laint ints & Grievance nces • Compli liance nce, agreement nt, follo low through ugh
FISD’s Leave Management Program… 2.0!
THE E SEARCH RCH THE E KEY CRITERI ERIA PROCESS CESS OPTIO IONS A system em that Visit to a assumes es minimal l neighborin ing school l Outsource ce The Search For A leave e knowled ledge district ict Solution Call l with vendor to Automatio mation of all Insource ce with understan and proces esses ses and exter ernal l softwar ware e solutio ion & documen ents solutio ion integratio ation options A system em that Insource ce and follo lows ws all key develo lop own FMLA requiremen ments system em
Historica ical l Data Leave Syste tem m Renova vation tion Integration tion Challenges Of Challen allenges es Moving To A Software Solution Leave Training ning Polici icies
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 •
Spread eadsheets eets Email mail The Solution: Centralization of Phone Calls lls & Data From Chaos… Conver versat atio ions Las aserfi fich che Aesop TCP Time me Clock ck E-Fin inance ce The e Plus Benefit fits HUB
… 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
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