El Rancho Unified School District Report

Human Resources Department Review June 17, 2024 El Rancho Unified School District Michael H. Fine Chief Executive Officer June 17, 2024 Marco Villegas, Superintendent, Ph.D. El Rancho Unified School District 9333 Loch Lomond Drive Pico Rivera, CA 90660 Dear Superintendent Villegas: In December 2023, the El Rancho Unified School District and the Fiscal Crisis and Management Assistance Team (FCMAT) entered into an agreement for FCMAT to conduct a review of the district’s Human Resources Department. The agreement stated that FCMAT would perform the following: 1. Review operational processes and procedures in the Human Resources Department and make recommendations for improved efficiencies, if any. 2. Evaluate the workflow and distribution of functions within the department and make recommendations for improved efficiencies, if any. This final report contains the study team’s findings and recommendations. FCMAT appreciates the oppor- tunity to serve the El Rancho Unified School District and extends thanks to all the staff for their assistance during fieldwork. Sincerely, Michael H. Fine Chief Executive Officer Michael H. Fine • Chief Executive Officer 1300 17th Street – City Centre, Bakersfield, CA 93301-4533 • Tel. 661-636-4611 • Fax 661-636-4647 www.fcmat.org Table of Contents Table of Contents About FCMAT ..................................................................................................iii Introduction .......................................................................................................v Background ............................................................................................................................v Study and Report Guidelines .............................................................................................v Study Team .............................................................................................................................v Executive Summary .......................................................................................6 Findings and Recommendations................................................................2 Operational Processes and Procedures ............................................................2 Overview ................................................................................................................................2 Staff Training ..........................................................................................................................3 Customer Service .................................................................................................................6 Communication .....................................................................................................................7 Human Resources Department Communication with the Business Office ..........7 Information Systems ............................................................................................................9 Workflow and Distribution of Functions ...........................................................12 Yearly Operational Calendar ...........................................................................................12 Board Policy .........................................................................................................................12 Job Descriptions .................................................................................................................19 Leave Management ...........................................................................................................21 Recruitment, Selection and Hiring Practices .............................................................23 Screening Process ............................................................................................................28 Fiscal Crisis and Management Assistance Team El Rancho Unified School District i Table of Contents Reference Checks .............................................................................................................28 Appendices ....................................................................................................30 Appendix A — Study Agreement ....................................................................................................................................31 Appendix B — Human Resources Yearly Operational Calendar Example .................................................................................................36 Fiscal Crisis and Management Assistance Team El Rancho Unified School District ii About FCMAT FCMAT’s primary mission is to assist California’s local TK-14 educational agencies to identify, prevent, and resolve financial, human resources and data management challenges. FCMAT provides fiscal and data management assistance, professional development training, product development and other related school business and data services. FCMAT’s fiscal and management assistance services are used not just to help avert fiscal crisis, but to promote sound financial practices, support the training and development of chief business officials and help to create efficient organizational operations. FCMAT’s data management ser- vices are used to help local educational agencies (LEAs) meet state reporting responsibilities, improve data quality, and inform instructional program decisions. FCMAT may be requested to provide fiscal crisis or management assistance by a school district, charter school, community college, county office of education, the state superintendent of public instruction, or the Legislature. When a request or assignment is received, FCMAT assembles a study team that works closely with the LEA to define the scope of work, conduct on-site fieldwork and provide a written report with findings and recommendations to help resolve issues, overcome challenges and plan for the future. 90 80 70 60 50 40 30 20 10 0 FCMAT has continued to make adjustments in the types of support provided based on the changing dynamics of TK-14 LEAs and the implementation of major educational reforms. FCMAT also develops and provides numerous publications, software tools, workshops and professional learning opportunities to help LEAs operate more effectively and fulfill their fiscal oversight and data management responsibilities. The California School Information Services (CSIS) division of FCMAT assists the California Department of Education with the implementation of the California Longitudinal Pupil Achievement Data System (CALPADS). CSIS also hosts and maintains the Ed-Data website (www.ed-data.org) and provides technical expertise to the Ed-Data partnership: the California Department of Education, EdSource and FCMAT. FCMAT was created by Assembly Bill (AB) 1200 in 1991 to assist LEAs to meet and sustain their financial obligations. AB 107 in 1997 charged FCMAT with responsibility for CSIS and its statewide data management work. AB 1115 in 1999 codified CSIS’ mission. seidutS fo rebmuN About FCMAT Studies by Fiscal Year 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 Fiscal Crisis and Management Assistance Team El Rancho Unified School District iii About FCMAT AB 1200 is also a statewide plan for county offices of education and school districts to work together locally to improve fiscal procedures and accountability standards. AB 2756 (2004) provides specific responsibili- ties to FCMAT with regard to districts that have received emergency state loans. In January 2006, Senate Bill 430 (charter schools) and AB 1366 (community colleges) became law and expanded FCMAT’s services to those types of LEAs. On September 17, 2018 AB 1840 was signed into law. This legislation changed how fiscally insolvent dis- tricts are administered once an emergency appropriation has been made, shifting the former state-centric system to be more consistent with the principles of local control, and providing new responsibilities to FCMAT associated with the process. Since 1992, FCMAT has been engaged to perform more than 1,400 reviews for LEAs, including school districts, county offices of education, charter schools and community colleges. The Kern County Superintendent of Schools is the administrative agent for FCMAT. The team is led by Michael H. Fine, Chief Executive Officer, with funding derived through appropriations in the state budget and a modest fee sched- ule for charges to requesting agencies. Fiscal Crisis and Management Assistance Team El Rancho Unified School District iv Introduction Introduction Background The El Rancho Unified School District is located in the city of Pico Rivera, California. Governed by a five-member board, it provides educational programs and services to approximately 7,628 students from transitional kindergarten through grade 12 (TK-12). According to Ed-Data.org, the district has experienced a decrease in enrollment of approximately 304 students each year since the 2018-19 fiscal year. Additionally, the 2022-23 unduplicated pupil percentage — which includes students who are foster youth, eligible for free or reduced-priced meals, or identified as English learners, counting each eligible student only once even if they meet multiple criteria — was reported at 86.33%. The district’s Human Resources Department comprises approximately eight staff members. According to the district, the department serves more than 1,141 certificated and classified employees. Study and Report Guidelines In December 2023, the El Rancho Unified School District and the Fiscal Crisis and Management Assistance Team (FCMAT) entered into an agreement for FCMAT to conduct a review of the district’s Human Resources Department. FCMAT visited the district on February 6 and 7, 2024, to conduct interviews with district and school staff, collect data and review documents. Following fieldwork, FCMAT continued to review and analyze docu- ments. This report is the result of those activities. FCMAT’s reports focus on systems and processes that may need improvement. Those that may be func- tioning well are generally not commented on in FCMAT’s reports. In writing its reports, FCMAT uses the Associated Press Stylebook, a comprehensive guide to usage and accepted style that emphasizes con- ciseness, clarity and plain language. In addition, this guide discourages the use of jargon and capitalizes relatively few terms. Study Team The study team was composed of the following members: Marcus Wirowek Jennifer Nerat FCMAT Intervention Specialist FCMAT Intervention Specialist Cassady Clifton FCMAT Technical Writer Each team member reviewed the draft report to confirm accuracy and achieve consensus on the final recommendations. Fiscal Crisis and Management Assistance Team El Rancho Unified School District v Executive Summary Executive Summary El Rancho Unified School District’s Human Resources Department plays a pivotal role in supporting the district through staff recruitment, professional development, and ensuring legal compliance. However, it faces significant challenges due to deficiencies in staff training and cross-training, which hinder operational efficiency and legal compliance. The HR staff's lack of regular, formal training results in a reliance on out- dated practices and increases the risk of noncompliance with recent laws and regulations. Cross-training within the Human Resources Department is essential to operational continuity and improv- ing efficiency. However, staff with the longest tenure are stationed at a different location from new human resources staff members. This physical separation impedes effective training and collaboration, which in turn affects departmental efficiency and staff morale. Additionally, this arrangement creates confusion for employees and the public because they do not know where human resources staff are located. Improving customer service and communication within the Human Resources Department is imperative for fostering positive relationships with both internal and external partners. To achieve this, the district needs to set clear expectations for responsiveness and establish regular feedback mechanisms. Implementing a customer service survey to gather input would help the department assess its effectiveness and identify areas for improvement, ensuring that it meets employees’ needs. Improving communication and coordination between the Human Resources and Business Services depart- ments is critical for optimizing operations across the district. The departments have a poor relationship and do not hold regular meetings. Establishing regular interdepartmental meetings with predefined agenda items would promote communication, collaboration, problem-solving, and relationship-building. This prac- tice would help minimize inefficiencies and improve data accuracy, leading to smoother operational pro- cesses and better overall performance. The Human Resources Department lacks a yearly operational calendar, which leads to confusion, delays, and errors in completing tasks. Implementing a well-structured calendar that clearly assigns tasks and aligns with the initiatives of other departments can significantly enhance the department’s accountability, efficiency, and compliance with legal requirements. This approach would help ensure that all activities are conducted timely and effectively, reducing the likelihood of errors and improving overall performance. The district has severely outdated board policies that require immediate and thorough review. Board policies are the foundation of a local educational agency’s (LEA’s) governance, outlining the LEA’s goals, procedures, and responsibilities. These policies provide a structured framework for decision-making and daily operations, ensuring that the agency operates efficiently and effectively within established guide- lines. Outdated policies pose significant risks, including legal, financial, and reputational consequences. Therefore, it is essential to regularly review and revise these policies to ensure legal compliance and main- tain community trust. The district has not reviewed and revised the job descriptions for the Human Resources Department in more than 10 years. Moreover, some other district job descriptions have not been updated for more than 30 years, with some dating all the way back to 1980. Accurate job descriptions are essential for clearly defining roles, recruiting qualified candidates, and ensuring compliance with employment laws. Outdated job descriptions can result in confusion, inefficiencies, and legal risks. It is imperative that the district immediately reviews and updates all job descriptions to reflect current organizational needs and legal requirements. Efficient leave management hinges on well-trained human resources staff, clear policies, and effective collaboration with payroll personnel. The district’s staff have not received adequate training, and the board Fiscal Crisis and Management Assistance Team El Rancho Unified School District 6 Executive Summary policy on leaves for certificated, classified and management staff has not been updated since 1994. Such an outdated policy can result in legal noncompliance and operational inefficiencies. To address these issues, the district needs to implement comprehensive training programs and revise its board policy. Additionally, improving access to leave information and collaboration between human resources and payroll staff are crucial for effective leave management and ensuring organizational success. Recruitment practices are vital for maintaining operational continuity and attracting top talent. The dis- trict has a lengthy recruitment process marked by poor communication from human resources staff to hiring managers and candidates. These issues can result in missed opportunities and increased costs. To enhance recruitment effectiveness and organizational efficiency, it is essential to establish transparent, efficient recruitment processes. This includes involving hiring managers in screenings and reference checks and providing clear guidelines and timelines. Ensuring compliance with relevant laws and regulations regarding reference checks is crucial to avoid legal liabilities. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 1 Findings and Recommendations Operational Processes and Procedures Findings and Recommendations Operational Processes and Procedures Overview Human resources functions are essential to a school district’s daily operations, affecting every level of the organization. The Human Resources Department is responsible for coordinating all aspects of personnel services, including employee recruitment, selection, onboarding and training. Human resources staff help with employee evaluations and management processes and oversee employee benefits and salaries. They also develop and implement policies and procedures to ensure compliance with collective bargaining agreements and labor laws and regulations. A school district relies on its Human Resources Department to effectively manage personnel matters and develop a high-performing workforce. Effective human resources departments are skilled in communication, conflict resolution, and employee development. They proactively provide guidance on workplace policies and practices while actively seeking feedback from employees to foster a supportive work environment. They also promote positive employee relations and a fair and respectful work environment, all of which contribute to a school district’s long-term success and fiscal solvency. The Human Resources Department consists of eight staff. The department’s structure as of the time of fieldwork is shown below in figure 1. 2023-24 El Rancho Unified School District Human Resources Department Organizational Chart Figure 1. Organizational chart of the district’s Human Resources Department. Source: Adapted from district-provided information. At the time of fieldwork, the director of the Human Resources Department was on leave, and both the data processing clerk position and one of the personnel secretaries positions were vacant. The personnel assis- tant oversees and supports the personnel secretaries, both of whom were hired within the last 18 months. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 2 Findings and Recommendations Operational Processes and Procedures Staff Training Local educational agencies must ensure that Human Resources Department staff receive comprehensive training in their assigned areas of responsibility, complemented by clear direction and consistent oversight from managers. Staff must have the knowledge and skills to perform human resources functions effectively and stay informed about the latest legal requirements and board policies. Proper training not only improves employee competence but is also essential for efficient and effective operations. Providing training for new employees sets the foundation for success. Human resources staff should attend regular training sessions that cover best practices, new laws, and the latest regulations and requirements for personnel functions, including the department’s own policies and procedures. Developing and imple- menting a training schedule as soon as human resources staff are hired ensures that the department can continue to provide technical support to the district and helps fill knowledge gaps. This enables staff to per- form their duties effectively and in alignment with district standards. In addition to providing training during onboarding, it is best practice for the Human Resources Department to select annual trainings for staff and include them in a written plan for staff development. This ensures that staff receive the knowledge they need to better support the district and fully understand their many job requirements. Moreover, employees feel appreciated and valued when their employer invests in them by providing quality training that is tailored to their individual needs. Ongoing training can help with employee retention, boost morale, and increase the LEA’s capacity and effectiveness. During interviews, Human Resources Department staff indicated they do not receive regular, formal train- ing that is tailored to their specific roles. They also lack desk manuals that provide detailed instructions for completing routine tasks, and there is no comprehensive handbook outlining department policies and procedures. In addition, when staff are hired or assigned to positions within the department, they receive only minimal training from their colleagues. Human resources staff indicated that their colleagues are not always available to provide training or help because they are either managing their own workloads or working in another location, making them less accessible (for more details, see the “Customer Service” subsection of this report). Consequently, staff have to self-train in various procedures and rely on the department’s established past practices to guide their work. Human resources staff expressed uncertainty about whether the department’s procedures are legally compliant, particularly regarding leaves of absence (for more details, see the “Leave Management” subsec- tion of this report). They believe they must adhere to past practices, even when these contradict updated regulations and may not be legally compliant. Human resources staff would benefit from regular ongoing training, which could help correct these issues. Additionally, developing a department handbook to doc- ument policies and procedures would also improve efficiency and ensure continuity of operations during staff absences. Over the past four years, the district has provided human resources staff with various professional develop- ment sessions, as shown in table 1 below. Table 1. Overview of professional development events attended by El Rancho Unified School District Human Resources Department staff from 2020-21 to 2023-24. Year Professional Development/Description Frontline software orientation webinar (Recruiting and Hiring Module) 2023-2024 Frontline software online training tutorials for all district employees (Absence Management Module) Fiscal Crisis and Management Assistance Team El Rancho Unified School District 3 Findings and Recommendations Operational Processes and Procedures Year Professional Development/Description Leaves workshop conducted by legal counsel 2022-2023 Frontline software online training tutorials for all district employees (Absence Management Module) Frontline software (absence management module) 2021-2022 Frontline software online training tutorials for all district employees (Absence Management Module) Frontline software online training tutorials for all district employees (Absence Management Module) Frontline software implementation training (Central Module) 2020-2021 Presentation of Human Resources Department memorandums Source: Reproduced from district-provided information. Although opportunities for training on Frontline software have been provided annually, human resources staff are still unfamiliar with how to use the Frontline Absence Management Module to check both employee leave balances and their own. Staff were also uncertain whether they had system access to this information. Human resources staff must have a working knowledge of the legal requirements for human resources administration as established in the Education Code and federal and state regulations. It is also crucial for human resources staff to thoroughly understand the district’s board policies and collective bargaining agreements, which drive local practices. Human resources staff indicated they are uncertain about whether the district’s board policies comply with federal and state regulations, and many are unfamiliar with the provisions outlined in the district’s collective bargaining agreements. Human resources staff attributed their lack of training to two main causes: (1) local training events usually hosted by the Los Angeles County Office of Education (LACOE) were suspended during the pandemic; and (2) the human resources administration did not support staff’s attendance at the events that did occur. Staff also indicated that they were unaware of other professional development opportunities offered by organizations such as School Services of California and California School Business Officials (CASBO). They also do not subscribe to reputable email listservs or publications that provide regular updates on human resources issues and laws. This lack of training and knowledge is concerning, given the highly technical nature of human resources and the constantly evolving legal landscape. Errors in managing aspects such as employee leaves can have serious repercussions for employees and result in significant costs for the district. In addition to addressing its own training needs, the Human Resources Department needs to provide district managers with regular interdepartmental training on important topics including employee evalua- tion and discipline procedures, employee leave administration, and hiring protocols. This approach would ensure that all managers execute their responsibilities correctly and in accordance with district personnel processes. Documents provided by the district indicate that in 2023-24, the Human Resources Department has con- ducted training for school administrators and department managers on employee evaluations and sexual harassment prevention. Training on disciplinary procedures was also provided, but it was not clear who attended it. During interviews, managers reported a lack of guidance and training on the hiring process, including protocols for conducting reference checks and administering employee leaves of absence. Hiring managers expressed concerns about inconsistencies in handling personnel matters. They stated that past practice is always followed, even when it conflicts with rules, regulations, board policies or industry best practices. This adherence to past practices suggests that human resources staff lack adequate train- Fiscal Crisis and Management Assistance Team El Rancho Unified School District 4 Findings and Recommendations Operational Processes and Procedures ing. The outdated practices and inconsistent handling of employment matters leave the district vulnerable to complaints or legal claims. Cross-Training Cross-training involves training employees to perform tasks beyond their job descriptions. This practice offers numerous advantages that can improve a school district’s overall performance. For instance, it ensures continuity of operations by enabling a second individual to step in and perform another employee’s duties when the primary employee is unavailable. Additionally, having multiple employees trained for the same tasks provides a built-in system of checks and balances, allowing for the detection and correction of errors or irregularities. Furthermore, cross-training promotes a deeper understanding of the roles and responsibilities within a school district, fostering collaboration and improving communication among employees. It also contributes to continuity during employee transitions because cross-trained employees can readily assume additional responsibilities as needed. This not only bolsters operational efficiency but also mitigates the impact of turnover by empowering employees to adapt to changing demands and challenges. Cross-training also plays a vital role in reducing turnover by providing opportunities for skill development and growth, thereby increasing employee retention over the long term. Cross-training is not designed to make employees interchangeable or replace the need for specific knowledge, skills, and abilities. Rather, it enables school districts to sustain operations during crises and short-term employee absences. To imple- ment effective cross-training, each employee needs to develop and document standard operating proce- dures for their major tasks and responsibilities, ideally in a desk manual. Most of the knowledge required to manage human resources functions for certificated staff is held by one person in the district’s Human Resources Department. This leads to inefficiencies and is not aligned with best practices. It is imperative that the department make cross-training in certificated functions a priority and an expectation for all staff immediately. Without such cross-training, the department risks significant disruption in essential operations, such as credential monitoring, when this employee is absent. More detailed information on how the Human Resources Department divides duties between those related to certificated employees and those related to classified employees can be found in the “Job Descriptions” subsection of this report. Recommendations The district should: 1. Ensure the Human Resources Department develops an annual written training plan so staff can better support the district and improve operational efficiency. 2. Ensure Human Resources Department staff regularly attend training on relevant TK-12 public school issues. 3. Seek training opportunities through LACOE and other organizations. 4. Subscribe to email listservs and publications to keep updated on industry best practices and regulatory changes. 5. Create a handbook for the Human Resources Department that details policies and procedures. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 5 Findings and Recommendations Operational Processes and Procedures 6. Provide Human Resources Department staff with access to board policies and collective bargaining agreements to increase their understanding of how these documents affect department practices and procedures. 7. Provide district management staff with annual and other ongoing professional development related to personnel issues. 8. Immediately develop and implement a cross-training plan for Human Resources Department staff in functions related to certificated employees. Customer Service It is essential that schools and departments be given the opportunity to offer feedback on the service pro- vided by the Human Resources Department. This practice not only facilitates the development of best prac- tices but can also increase efficiency and boost morale. Furthermore, it encourages collaboration among employees and promotes a deeper understanding of the various roles and their interconnectedness. Obtaining feedback could help the Human Resources Department to develop relationships with district staff, ultimately resulting in better customer service. Conducting an annual customer service survey is a common and effective method to identify opportuni- ties to improve customer service. Such a survey would provide the Human Resources Department and district leaders insights into the quality of customer service being delivered. Without this feedback, it is difficult for the district and human resources leadership to accurately assess and implement the necessary improvements. Improving customer service needs to become a top priority for the district’s Human Resources Department. A crucial first step is for the governing board, superintendent, and director of human resources to estab- lish a clear expectation of excellent customer service. Adopting a standard that requires human resources employees to return telephone calls and emails promptly is essential for delivering efficient and effective service. Interviews indicated that the Human Resources Department is often perceived as unhelpful, leading staff and management to avoid interacting with it when possible. Management also expressed feeling unsup- ported, particularly in disciplinary matters. They reported a lack of resources to discipline staff, and cited instances in which human resources staff informed them that employees would not be disciplined, even when it seemed appropriate and consistent with board policy. Interviews indicated that staff are unsure about where to seek help because the Human Resources Department has moved a few times, and the moves were not communicated to district staff. Initially, the department moved because of mold issues in the previous office, a problem that has since been resolved. The district’s Human Resources Department is divided between two locations, leading to confusion among both new and current employees. Assigning human resources staff to two separate locations is not conducive to efficient district operations. More experienced staff, focusing solely on certificated staffing, are located in one office, while newer, less experienced staff who manage classified staffing are in another. This separation has made newer staff reluctant to seek assistance, leading to a noticeable disconnect and lack of communication between the two human resources sites. Interviews also indicated that the department's morale has declined because of by the physical separation of its staff. Scheduling Human Resources Department meetings every two weeks would be beneficial, especially for a Human Resources Department that operates across two locations. Regular meetings are essential for main- Fiscal Crisis and Management Assistance Team El Rancho Unified School District 6 Findings and Recommendations Operational Processes and Procedures taining clear communication and efficient operations. They help ensure that all department staff are kept informed about district policies, updates, and ongoing projects. Additionally, these gatherings can help foster relationship-building and a unified departmental culture despite the separation. They also provide a valuable platform for addressing challenges, sharing information, conducting training, and ensuring that all employees receive consistent support and resources. Centralizing the Human Resources Department into a single location would be advantageous for the district, provided there is space to accommodate this change. Regardless, ensuring that both staff and the public have a clear understanding of where to find the Human Resources Department would significantly improve interactions and lessen confusion. Communication Clear, consistent and open communication is essential for the smooth operation of an LEA. Communication can take various oral or written forms. Oral communication may occur through phone conversations or in-person interactions, either one-on-one or in group settings like meetings. Written communication encom- passes a variety of formats, including memos, emails, policy and procedure manuals, board policies and administrative regulations, forms, handbooks, and desk manuals, among others. Fostering an organizational culture that prioritizes open communication promotes knowledge-sharing, collaboration and transparency, all of which are vital to the long-term success of an LEA. Communication issues were frequently highlighted in interviews with district staff. Staff stated that the Human Resources Department often fails to notify managers when employees are changing or transferring schools. For example, one manager noted that, after a transfer was initiated at the start of the year, the vacated position — a teaching role — remained unfilled for over a year. Consequently, students assigned to that class were taught by a substitute for the entire school year. Moreover, staff stated that the Human Resources Department did not start the recruitment process until a few weeks after the employee had moved to the new school. Human resources management was not informed about the reasons for or the purpose of the delay. Staff also stated that the Human Resources Department often fails to follow through on assigned tasks and does not respond in a timely manner. Managers and staff outside the department are unclear about the roles and responsibilities of human resources staff, and the department has not communicated the systems available to help employees. Consequently, many staff members expressed feeling unsupported when addressing human resources issues. Human Resources Department Communication with the Business Office Effective collaboration between the Human Resources and Business Services departments is crucial because many essential tasks and functions depend on their joint efforts. However, staff indicated a signif- icant lack of coordination between these departments. Regular meetings that once facilitated cooperation have been discontinued. When meetings are held, staff stated that they often devolve into finger-pointing over who is responsible for various issues. This was observed during interviews with management, who blamed one another for specific problems. The dysfunction within the departments is due to improper workflows and inadequate training, which compromise efficiency and damage the reputations of both departments in the eyes of district staff. It is crucial for management to take the lead in fostering better collaboration and communication between Fiscal Crisis and Management Assistance Team El Rancho Unified School District 7 Findings and Recommendations Operational Processes and Procedures these departments. Improved collaboration can improve efficiency, accuracy, timeliness, customer service, ultimately reducing problems and issues. Management needs to schedule regular interdepartment meetings between the Human Resources and Business Services departments to ensure effective communication and coordination. These meetings should include standing agenda items such as: • New hires. • Effective dates of separations. • Leaves of absence. • Workflow. • Process improvements. • Position control. • Payroll. Staff should be able to suggest agenda items, and each meeting should be memorialized with meeting minutes. Additionally, actions taken because of these meetings should be tracked and reviewed to ensure accountability. This ongoing review will help identify areas needing further attention and contribute to the efficiency of both departments. In addition, the Human Resources and Business Services departments lack a joint calendar for major events and responsibilities, despite their interconnected functions such as hiring, payroll and position con- trol. Because employee salaries and benefits typically make up 85-90% of a district’s budget, these depart- ments are deeply intertwined. Therefore, it is imperative for human resources and business services staff to collaborate closely to ensure the district operates as efficiently as possible. FCMAT’s Fiscal Health Risk Analysis (FHRA) tool helps districts assess their fiscal health. The FHRA includes 20 sections, each containing questions tied to the common indicators of risk or potential insol- vency. These indicators have been identified in districts that neared fiscal insolvency and required assis- tance from outside agencies. The district would benefit from using Section 19 of the FHRA, titled “Position Control,” to monitor and implement best practices for its Human Resources and Business Services depart- ments. Below are the questions pertaining to human resources and business services functions: 19.2 Does the district analyze and adjust staffing based on staffing ratios and enrollment? 19.3 Does the district reconcile budget, payroll and position control regularly, at least at budget adoption and interim reporting periods? 19.4 Does the district identify a budget source for each new position before the position is authorized by the governing board? 19.6 Do managers and staff responsible for the district’s human resources, payroll and budget functions meet regularly to discuss issues and improve processes? If a district cannot answer “Yes” to all the questions above, it risks failing Section 19 of the FHRA. At the time of fieldwork, the district could not answer “Yes” to these questions. Recommendations The district should: Fiscal Crisis and Management Assistance Team El Rancho Unified School District 8 Findings and Recommendations Operational Processes and Procedures 1. Ensure Human Resources Department staff fully understand and adhere to the district’s expectations to provide efficient, timely communication and excellent customer service to both applicants and employees. 2. Establish a districtwide standard timeline for answering emails and telephone calls, specifying that if a complete response will be delayed, the initial reply must include an estimated time for the full response. 3. Implement a customer service survey to identify, address and support areas needing improvement. 4. Ensure that the Human Resources Department conducts meetings every two weeks and memorializes each with an agenda and minutes. 5. Ensure that the Business Services and Human Resources departments meet at least monthly, with increased frequency during financial reporting periods, and memorialize each meeting with an agenda and minutes. Information Systems For a local educational agency (LEA) to operate efficiently and effectively, it requires access to reliable and integrated information systems that deliver accurate and consistent data across its departments and functions. These systems are essential for collecting, analyzing, maintaining, and reporting data for both local use and state and federal reporting. In the context of human resources, the systems need to effec- tively manage payroll and personnel details, including credentials, seniority, evaluations, leave balances, and demographic information. Once the data is collected and entered into the LEA’s database, it should be easily accessible and shared with other information systems, avoiding the need for redundant data entry. Integrated systems facilitate timely information sharing and minimize the risk of human error. The district’s Human Resources Department uses a variety of information systems to support its operations. Human resources staff use the Human Resource System (HRS) to input employee profiles, which include pay information that the Business Services Department uses for payroll processing. PC Products comple- ments the HRS employee database by facilitating data queries and generating reports. Human resources staff also use various Frontline software modules to manage data related to absence management, person- nel records, and recruitment and hiring functions. The Frontline Absence Management Module, designed to track employee leaves, is not integrated with HRS and has not been fully enabled due to ongoing staff transitions and the extensive time and effort required for implementation. At the time of fieldwork, the module’s functions were limited, allowing employ- ees to only enter their absences and view the total leave taken. As a result, employees must rely on their paychecks to view their current leave balances. If the module were fully operational, it would enable both employees and human resources staff to access up-to-date leave balances. The module’s limited function- ality creates inefficiencies, potential errors, and confusion. Internal Controls The term “internal control” refers to the procedures and protocols used by an LEA to protect its assets and ensure efficient operations. Internal control is the primary mechanism for preventing and/or deterring illegal acts or fraud. Proper internal control provides reasonable assurance that operations are effective and effi- cient, that the financial information produced is reliable, and that the LEA complies with all applicable laws and regulations. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 9 Findings and Recommendations Operational Processes and Procedures A strong internal control framework relies on effective control activities, which are directly influenced by policies and procedures to protect assets by preventing and detecting misuse. Segregation of duties is a key control activity that involves distributing the responsibilities for processing transactions involving LEA assets among several individuals. This includes (1) authorizing transactions, (2) recording related transac- tions, and (3) executing the transactions. A practical example of this is in processing employee payments, where segregation of duties ensures that different individuals manage the authorization, recording, and execution of payroll transactions. This practice creates multiple levels of authorization in the payroll pro- cess, which helps safeguard the LEA’s assets. Interviews suggested that human resources staff can override and change employee payroll information within HRS. This indicates a lack of adequate segregation of duties and internal controls, which jeopardizes data integrity and increases the risk of recording inaccurate information. This, in turn, could compromise the accuracy of employee compensation. Staff indicated that the district conducts semiannual reviews of autho- rization and access levels for its personnel and payroll information systems, this oversight process needs to be more stringent and conducted more frequently to ensure sound internal controls. The district would benefit from using Section 14 of the FHRA, titled “Information Systems and Data Management,” and Section 15, titled “Internal Controls and Fraud Prevention,” to monitor and implement best practices for internal controls and system access. Below are the questions pertaining to information systems found in these sections. 14.1 Does the district use an integrated financial and human resources system? 14.4 Is the district using the same financial system as its county office of education? 14.5 If the district is using a separate financial system from its county office of education, is there an automated interface that allows data to be sent and received by both the district and county financial systems? 14.6 If the district is using a separate financial system from its county office of education, has the district provided the county office with direct access so the county office can provide oversight, review and assistance? 15.2 Are the district’s financial system’s access and authorization controls reviewed and updated upon employment actions (e g., resignations, terminations, promotions or demotions) and at least annually? 15.3 Does the district ensure that duties in the following areas are segregated, and that they are supervised and monitored?: ... Payroll … Human resources (i.e., duties relative to position control and payroll processes) If a district cannot answer “Yes” to all the questions above, it risks failing Sections 14 and 15 of the FHRA. At the time of fieldwork, the district could not answer “Yes” to some of these questions. Recommendations The district should: 1. Train Human Resources Department staff to run report queries in HRS and PC Products so data can be used to support human resources functions. 2. Confirm that Frontline Absence Management is fully functional if it will be used to track absences and leave balances. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 10 Findings and Recommendations Operational Processes and Procedures 3. Immediately review and, if necessary, update the Human Resources Department staff’s access to HRS payroll functions to ensure segregation of duties. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 11 Findings and Recommendations Workflow and Distribution of Functions Workflow and Distribution of Functions Yearly Operational Calendar The purpose of a yearly operational calendar is to organize and plan the execution of the staff’s tasks and responsibilities within a department. These calendars should assign specific tasks to each position, provid- ing clear guidance to employees and improving accountability and efficiency. This can also help to ensure compliance with legal and regulatory requirements. The district’s Human Resources Department lacks a yearly operational calendar, which is essential for noti- fying staff of important deadlines, recruitment events, and annually required governing board agenda items specific to human resources. Some staff also expressed uncertainty about who in the department is respon- sible for certain tasks; this contributes to delays, errors, and overlooked responsibilities with potentially serious consequences for the district. To address these issues, the Human Resources Department needs to develop and implement a calendar that includes clearly assigned tasks. This will ensure that all employees understand their responsibilities and complete tasks efficiently and timely. Additionally, these assignments should be aligned with other departments’ dates and initiatives because of the interconnected nature of the district’s operations. A sample calendar is provided in Appendix B of this report. Meetings with other departments, such as business services, should also be included in the development of the Human Resources Department’s yearly operational calendar. These meetings facilitate departments’ relationship-building and collaboration on important projects and initiatives, the communication of essential information, and a better understanding of the organization. This can also help inform human resources-re- lated policies and initiatives and contribute to the department's long-term success and efficiency. Recommendations The district should: 1. Develop and implement a yearly operational calendar for the Human Resources Department. 2. Ensure that Human Resources Department staff are adequately trained in their assigned tasks and/or functions. 3. Share the Human Resources Department’s yearly operational calendar with other departments to foster communication, coordination and collaboration. Board Policy In most LEAs, the governing board is responsible for creating and adopting written policies that establish the guidelines and limits under which staff may act. Education Code (EC) 35100-35401 defines the powers and duties of a governing board to adopt and implement these policies. Board policies provide a clear and consistent framework that helps LEAs ensure compliance with legal requirements. These policies are shaped by various laws, including the Education Code, Government Code, Public Contract Code, Code of Federal Regulations, as well as by case law and individual LEA practices. Furthermore, board policies are formal statements that outline the LEA’s goals, expectations, and proce- dures in various areas such as student discipline, personnel management, and fiscal operations. These policies provide direction and define responsibilities, thereby fostering stability and continuity. They also Fiscal Crisis and Management Assistance Team El Rancho Unified School District 12 Findings and Recommendations Workflow and Distribution of Functions play a crucial role in promoting transparency and accountability by clearly communicating the governing board’s expectations and the LEA’s guidelines to administrators, teachers, staff, parents, students and the local community. This helps everyone understand the decision-making process and encourages participa- tion in it. To be effective, board policies must include all requirements mandated by laws or regulations and should use language that the LEA can fully implement. These policies should not contain any provisions beyond the LEA’s legal authority. Given the rapidly evolving legal landscape, it is imperative for LEAs to regularly review and revise their board policies to ensure compliance with all legal requirements. This practice not only builds community confidence but also helps protect the organization from legal challenges and ensures that the governing board, superintendent, and staff are working diligently to maintain legal compli- ance and mitigate risks. LEAs that fail to keep their board policies up to date are at risk for: • Legal consequences: Outdated policies can expose an LEA to violations of federal and state laws and regulations. For example, noncompliance with student safety laws could lead to the LEA being found liable if a student is harmed. Similarly, failing to follow employ- ment laws might result in legal action against the LEA. • Financial consequences: Outdated policies can put an LEA at financial risk. For example, noncompliance with federal or state laws might lead to lost funding or fines. Additionally, lawsuits over policy violations could incur legal fees and other related costs. • Reputational consequences: Outdated policies can damage an LEA’s reputation among staff, parents, students and the local community. For example, failure to follow laws or poli- cies related to student safety can erode community trust and attract negative publicity. Conducting an annual review of board policies is essential for maintaining compliance with the law and ensuring effective, efficient operations. Regularly adopting and revising board policies to include legal changes, best practices, and industry standards helps LEAs mitigate risks, promote efficient operations, and provide a safe, equitable learning environment for all students. FCMAT reviewed the district’s per- sonnel-related board policies and found that most have not been reviewed or revised in more than three decades. Of the approximately 179 board policies, 139 were last updated in 1994. Table 2 lists these poli- cies along with the dates of their last revision. Table 2. List of personnel-related board policies and their revision dates at Rancho Unified School District. Series 4000: PERSONNEL Board Policy # Last Revised All Personnel Concepts and Roles 4000 2/22/1994 Drug and Alcohol-Free Workplace 4020 2/22/1994 Nondiscrimination in Employment 4030 8/18/2020 Complaints Concerning Discrimination in Employment 4031 8/27/2009 Reasonable Accommodation 4032 9/13/2007 Employee Use of Technology 4040 2/4/2014 Certificated Personnel Recruitment and Selection 4111 4/18/2013 Affirmative Action 4111.1 2/22/1994 Legal Status Requirement 4111.2 2/22/1994 Certification 4112.2 2/22/1994 Staff for Limited-English Proficiency Programs 4112.22 2/22/1994 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 13 Findings and Recommendations Workflow and Distribution of Functions Series 4000: PERSONNEL Board Policy # Last Revised Certificated Personnel Special Education Staff 4112.23 2/14/2008 Teacher Qualifications Under the No Child Left Behind Act 4112.24 9/13/2007 Oath or Affirmation 4112.3 2/22/1994 Health Examinations 4112.4 2/22/1994 Criminal Record Check 4112.5 9/13/2007 Personnel Records 4112.6 2/22/1994 Employment References 4112.61 2/22/1994 Employment of Relatives 4112.8 2/22/1994 Signed Statements 4112.9 2/22/1994 Assignment 4113 2/14/2008 Temporary Modified and Alternative Duties Return to Work Program 4113.4 4/11/2000 Transfers 4114 2/22/1994 Evaluation/Supervision 4115 2/14/2008 Probationary/Permanent Status 4116 9/23/1997 Resignation 4117.2 2/22/1994 Personnel Reduction 4117.3 2/22/1994 Dismissal 4117.4 10/13/2011 Decision Not to Rehire 4117.6 2/22/1994 Suspension/Disciplinary Action 4118 2/22/1994 Rights, Responsibilities and Duties 4119 2/22/1994 Civil and Legal Rights 4119.1 9/13/2007 Sexual Harassment 4119.11 8/18/2020 Duties of Personnel 4119.13 2/22/1994 Codes of Ethics 4119.21 2/22/1994 Unauthorized Release of Confidential/Privileged Information 4119.23 2/22/1994 Political Activities of Employees 4119.25 10/13/2011 Employees with Infectious Disease [sic] 4119.41 2/22/1994 Exposure Control Plan for Bloodborne Pathogens 4119.42 2/22/1994 Universal Precautions 4119.43 2/22/1994 Temporary and Part-Time Personnel 4120 2/22/1994 Substitute Teachers 4121 2/22/1994 Temporary Athletic Team Coaches 4127 2/22/1994 Staff Development 4131 2/22/1994 Inservice Education/Visitations; Conferences 4131.3 2/22/1994 Professional Growth 4131.5 2/22/1994 Publication or Creation of Materials (includes copyrights and patents) 4132 2/22/1994 Travel Expenses 4133 2/22/1994 Soliciting and Selling 4135 2/22/1994 Nonschool Employment 4136 2/22/1994 Tutoring 4137 2/22/1994 Mentor Teachers 4138 2/22/1994 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 14 Findings and Recommendations Workflow and Distribution of Functions Series 4000: PERSONNEL Board Policy # Last Revised Certificated Personnel Peer Assistance and Review Program 4139 4/11/2000 Agreement 4141 2/22/1994 Concerted Action/Work Stoppage 4141.6 2/22/1994 Negotiations/Consultation 4143 2/22/1994 Public Notice — Personnel Negotiations 4143.1 2/22/1994 Complaints 4144 2/22/1994 Salary Guides 4151 2/22/1994 Salary Checks and Deductions 4152 2/22/1994 Health and Welfare Benefits 4154 2/22/1994 Awards and Recognition 4156.2 2/22/1994 Employee Property Reimbursement 4156.3 2/22/1994 Employee Safety 4157 2/22/1994 Work-Related Injuries 4157.1 4/11/2000 Employee Security 4158 2/22/1994 Leaves 4161 2/22/1994 Classified Personnel Classified Personnel 4200 2/22/1994 Recruitment and Selection 4211 4/18/2013 Affirmative Action 4211.1 2/22/1994 Legal Status Requirement 4211.2 2/22/1994 Qualifications Appraisal/Examination 4211.21 1/17/2008 Eligibility Lists 4211.3 2/22/1994 Selection Interviews 4211.4 2/22/1994 Refusals of Employment and Withholding of Names 4211.5 2/22/1994 Appointment and Conditions of Employment 4212 2/22/1994 Staff for Limited-English Proficiency Programs 4212.2 2/22/1994 Oath or Affirmation 4212.3 2/22/1994 Health Examinations 4212.4 2/22/1994 Security/Credit Check* 4212.5 9/13/2007 Personnel Records 4212.6 2/22/1994 Employment References 4212.61 2/22/1994 Employment of Relatives 4212.8 2/22/1994 Signed Statements 4212.9 2/22/1994 Assignment/Classification 4213 2/22/1994 Promotion/Demotion/Reclassification 4213.2 1/17/2008 Temporary Modified and Alternative Duties Return to Work Program 4213.4 4/11/2000 Transfer/Reassignment 4214 2/22/1994 Evaluation/Supervision 4215 1/17/2008 Probationary/Permanent Status 4216 2/22/1994 Retirement 4217.1 2/22/1994 Resignation 4217.2 2/22/1994 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 15 Findings and Recommendations Workflow and Distribution of Functions Series 4000: PERSONNEL Board Policy # Last Revised Classified Personnel Layoff/Rehire 4217.3 2/22/1994 Dismissal/Suspension/Disciplinary Action 4218 10/13/2011 Civil and Legal Rights 4219.1 9/13/2007 Sexual Harassment 4219.11 8/18/2020 Duties of Personnel 4219.13 2/22/1994 Codes of Ethics (see 4119.21) 4219.21 2/22/1994 Unauthorized Release of Confidential/Privileged Information 4219.23 2/22/1994 Political Activities of Employees 4219.25 10/13/2011 Employees with Infectious Disease [sic] 4219.41 2/22/1994 Exposure Control Plan for Bloodborne Pathogens 4219.42 2/22/1994 Universal Precautions 4219.43 2/22/1994 Substitutes 4221 2/22/1994 Limited-Term Employment 4221.1 Policy Unavailable Short-Term Employees 4221.2 2/22/1994 Emergency Appointments 4221.3 2/22/1994 Civic Center Assignments 4221.4 2/22/1994 Teacher Aides/Paraprofessionals 4222 9/13/2007 Summer School Assignments 4224 2/22/1994 Temporary Athletic Team Coaches 4227 2/22/1994 Inservice Education/Visitations; Conferences 4231.3 2/22/1994 Publication or Creation of Materials (includes copyrights and patents) 4232 2/22/1994 Travel Expenses 4233 2/22/1994 Soliciting and Selling 4235 2/22/1994 Nonschool Employment 4236 2/22/1994 Agreement 4241 2/22/1994 Concerted Action/Work Stoppage 4241.6 2/22/1994 Negotiations/Consultation 4243 2/22/1994 Public Notice — Personnel Negotiations 4243.1 2/22/1994 Complaints 4244 2/22/1994 Salary Guides (see 4151) 4251 2/22/1994 Salary Checks and Deductions 4252 2/22/1994 Health and Welfare Benefits 4254 2/22/1994 Awards and Recognition 4256.2 2/22/1994 Employee Property Reimbursement 4256.3 2/22/1994 Employee Safety 4257 2/22/1994 Employee Security 4258 2/22/1994 Leaves 4261 2/22/1994 Personal Illness/Injury Leave 4261.1 11/14/2018 Management, Supervisory and Confidential Personnel Management, Supervisory and Confidential Personnel 4300 2/22/1994 Recruitment and Selection 4311 1/17/2008 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 16 Findings and Recommendations Workflow and Distribution of Functions Series 4000: PERSONNEL Board Policy # Last Revised Management, Supervisory and Confidential Personnel Affirmative Action 4311.1 2/22/1994 Legal Status Requirement 4311.2 2/22/1994 Oath or Affirmation 4312.3 2/22/1994 Health Examinations 4312.4 2/22/1994 Criminal Record Check 4312.5 9/13/2007 Personnel Records 4312.6 2/22/1994 Employment References 4312.61 2/22/1994 Employment of Relatives 4312.8 2/22/1994 Signed Statements 4312.9 2/22/1994 Load/Scheduling/Hours of Employment 4313.1 2/22/1994 Promotion/Demotion/Reclassification 4313.2 2/22/1994 Temporary Modified and Alternative Duties Return to Work Program 4313.4 4/11/2000 Transfer/Reassignment 4314 2/22/1994 Evaluation/Supervision 4315 2/22/1994 Staff Evaluating Teachers 4315.1 9/23/1997 Early Retirement Consultancy Contract 4317.12 1/17/2008 Resignation 4317.2 2/22/1994 Personnel Reduction (Layoff/Rehire) 4317.3 2/22/1994 Civil and Legal Rights 4319.1 9/13/2007 Sexual Harassment 4319.11 8/18/2020 Duties of Personnel 4319.13 2/22/1994 Codes of Ethics (see 4119.21) 4319.21 2/22/1994 Unauthorized Release of Confidential/Privileged Information 4319.23 2/22/1994 Political Activities of Employees 4319.25 10/13/2011 Employees with Infectious Disease [sic] 4319.41 2/22/1994 Exposure Control Plan for Bloodborne Pathogens 4319.42 2/22/1994 Universal Precautions 4319.43 2/22/1994 Temporary Athletic Team Coaches 4327 2/22/1994 Staff Development 4331 2/22/1994 Inservice Education/Visitations; Conferences 4331.3 2/22/1994 Publication or Creation of Materials (includes copyrights and patents) 4332 2/22/1994 Travel Expenses 4333 2/22/1994 Soliciting and Selling 4335 2/22/1994 Nonschool Employment 4336 2/22/1994 Complaints 4344 2/22/1994 Compensation and Related Benefits 4350 2/22/1994 Salary Guides 4351 2/22/1994 Salary Checks and Deductions 4352 2/22/1994 Extra Pay for Extra Work 4353 2/22/1994 Health and Welfare Benefits (see 4154) 4354 2/22/1994 Tax Sheltered [sic] Annuities 4355.1 2/22/1994 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 17 Findings and Recommendations Workflow and Distribution of Functions Series 4000: PERSONNEL Board Policy # Last Revised Management, Supervisory and Confidential Personnel Awards and Recognition 4356.2 2/22/1994 Employee Property Reimbursement 4356.3 2/22/1994 Employee Safety 4357 2/22/1994 Employee Security 4358 2/22/1994 Leaves 4361 2/22/1994 Vacation/Holidays 4362 2/22/1994 Source: District-provided information. *Although the district’s website refers to this board policy as “Security/Credit Check,” the title of the policy itself is “Criminal Record Check.” The district’s board policies are significantly outdated, with some dating back to 1994. FCMAT could not determine whether any board policies have been updated or revised since their initial approval. As a result, the district would benefit from using Section 16 of the FHRA, titled “Leadership and Stability,” to monitor and implement best practices for board policy revision and adoption. Below are the questions pertaining to board policies found in this section: 16.5 Does the governing board adopt and revise policies and administrative regulations annually? 16.6 Are newly adopted or revised policies and administrative regulations implemented, communicated and available to staff? 16.7 Do all board members attend training on the budget and governance at least every two years? If a district cannot answer “Yes” to all the questions above, it risks failing Section 16 of the FHRA. At the time of fieldwork, the district could not answer “Yes” to these questions. After reviewing or revising its board policies, the district will need to communicate any changes or updates to employees in a clear and timely manner. Effective methods include employee meetings, memos, and updated handbooks. Clear communication helps prevent confusion and ensures that all employees under- stand their rights and responsibilities. Recommendations The district should: 1. Collaborate with appropriate departments to review and revise its board policies, especially those within Series 4000: PERSONNEL, and communicate any changes to staff. 2. Conduct an immediate, thorough review of all board policies to ensure compliance with all relevant laws. 3. Review board policies annually to ensure they align with legal requirements, industry standards and best practices. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 18 Findings and Recommendations Workflow and Distribution of Functions Job Descriptions School districts are required by the California Education Code, as well as other state and federal employ- ment laws including the Fair Labor Standards Act and Americans with Disabilities Act (ADA), to develop and maintain job descriptions for all staff positions. These laws mandate that employers properly classify posi- tions and compensate employees based on their job duties and responsibilities. Accurate job descriptions are integral to effective personnel management and play a key role in recruitment, ensuring that candidates are hired into positions for which they are qualified based on their knowledge, skills and abilities. Each job description should provide candidates and employees with a clear understanding of the position and its responsibilities. A comprehensive job description should include the following major elements: • Job Title: The job title should accurately reflect the position and its authority and responsi- bilities. This can help ensure compliance with state and federal employment laws, such as those pertaining to wage and hour regulations and overtime eligibility. • Purpose: The job’s purpose should be clearly defined, including the position’s overall goals and objectives. This can help ensure that the position is properly classified and compen- sated in accordance with applicable employment laws and regulations. • Duties and Responsibilities/Essential Functions: A thorough description of the position’s specific duties and responsibilities should be included, outlining the tasks and func- tions that the employee will be responsible for. This can help ensure that the position is classified correctly and that employees are paid in accordance with their job duties and responsibilities. • Minimum Qualifications: The minimum qualifications required for the position should be stated clearly, including the education, experience, credentials or certifications necessary for the job. This can help ensure compliance with employment laws related to hiring and equal employment opportunity. • Preferred Qualifications: Any preferred qualifications, such as additional education or experience that may be beneficial for the position, can also be included if they do not dis- criminate against any classes of people who are protected under employment laws. • Working Conditions: A description of the working conditions associated with the position should be included, such as the physical demands of the job, work schedule, and any other relevant information. This can help ensure compliance with employment laws related to workplace safety and with accommodations for employees with disabilities. Use of these elements can help school districts ensure that they comply with legal requirements and guide- lines. School districts can also use their job descriptions to set goals and objectives to align each employ- ee’s performance with the organizations’ goals and desired outcomes. Furthermore, job descriptions can help identify areas where an employee may need more training or development. They also serve as a tool for management to ensure that employees meet performance expectations. Management can help employ- ees who are not meeting the requirements outlined in their job descriptions by giving them feedback and coaching to improve their skills. Regular updates to job descriptions are essential to keep them aligned with current organizational needs, rather than past requirements. Thus, it is imperative to list governing board approval or revision dates on job descriptions to ensure they are being kept up to date. While job descriptions need to include the essen- tial duties of the position, they should also offer flexibility to allow for the assignment of duties not explicitly listed. A well-crafted job description provides candidates with information about job requirements, estab- Fiscal Crisis and Management Assistance Team El Rancho Unified School District 19 Findings and Recommendations Workflow and Distribution of Functions lishes expectations for employee evaluation, and discourages employees from shifting their responsibilities to others. Comprehensive job descriptions are vital for maintaining compliance with the Americans with Disabilities Act, which requires that employers make reasonable accommodations for employees with disabilities. Job descriptions should state the essential functions of a position, including tasks that cannot be removed without changing the job’s nature. Accurate job descriptions can help school districts determine reasonable accommodations for employees with disabilities that do not compromise the fundamental duties of the positions. School districts should avoid listing requirements that are not essential to the job. The Americans with Disabilities Act (ADA) requires the use of an interactive process in which employers engage in a dialogue with employees or job applicants with disabilities to determine whether a reasonable accommodation can be made that would enable them to perform the essential functions of the job. The interactive process is an ongoing conversation that involves sharing information about the employee's lim- itations and the job’s requirements, as well as accommodations that may be effective. The goal is to identify an accommodation that enables the employee to perform their job without creating an undue hardship on the employer. Employers can be held liable for their failure to engage in the interactive process and/or to provide reasonable accommodations. Current job descriptions need to be established for each type of work performed by classified employees in accordance with Education Code 35020. The job descriptions should comply with relevant employment laws and regulations, including ADA requirements. Accurate and up-to-date job descriptions are important to help employees understand the responsibilities, requirements, and expectations of their position. The district provided FCMAT with job descriptions for positions within the Human Resources Department; however, these are not available on the district’s website. During interviews, human resources staff indi- cated that the job descriptions are being updated, a process that began approximately one year ago. Table 3 below details the job descriptions in the Human Resources Department and their status at the time of fieldwork. Table 3. Overview of job descriptions and their statuses within El Rancho Unified School District’s Human Resources Department. Job Title Status Teacher Support Coordinator No date listed Personnel Assistant Last reviewed in 2014 Credential Analyst Last revised in March 2007 Personnel Secretary Last reviewed in 2014 Data Processing Clerk Last reviewed in 2014 Source: District-provided information. It has been at least ten years since the district last reviewed and revised the job descriptions for the Human Resources Department. FCMAT found that this issue is not confined to human resources; some district job descriptions date back to 1980. Job duties and responsibilities can change over time because of advances in technology, shifting district needs, evolving industry standards, and other factors. As a result, outdated job descriptions may not accurately indicate each position’s current requirements, potentially leading to confusion about responsibilities among district staff and job applicants. Furthermore, staff stated that some of these job descriptions have caused issues during state and federal reviews because they reference obsolete state policies. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 20 Findings and Recommendations Workflow and Distribution of Functions The Human Resources Department divides duties between those related to certificated employees and those related to classified employees. The credentials analyst job description specifically involves work related to certificated personnel, while the personnel secretary job description includes responsibilities for both certificated and classified personnel. Despite this, the secretaries are only processing classified employees. This division of labor limits the type of service that staff can provide to both internal and exter- nal customers. Consequently, if the credentials analyst is on vacation or leave, the department’s ability to serve certificated employees is compromised. To address this issue, the district would benefit from reallo- cating job duties to enable other staff members to process certificated employees as well. Recommendations The district should: 1. Immediately conduct a thorough review of all job descriptions, and revise them as necessary. 2. Assign duties related to both classified and certificated staff to all personnel secretary positions. Leave Management Leave management is the process of managing various types of leave requests, including holidays, sick leaves, vacation, emergencies and parental leave. This process involves following a set of rules established by the LEA, such as board policies, administrative regulations, and relevant state and federal laws, as well as collective bargaining agreements. Ensuring compliance with state and federal laws, collective bargaining agreements, and disability cov- erages for leaves is complicated, and errors can have significant consequences for both the LEA and its employees. Therefore, leave management duties need to be assigned to positions that can oversee the process from start to finish. This helps staff develop expertise in leave management, which in turn enables them to provide employees with the support and resources needed to navigate the leave process smoothly. Extended leave, whether for a new child or a serious illness, can be a stressful time for employees. It is crucial they be given the information needed to make informed decisions. In LEAs, the Human Resources Department plays a crucial role in ensuring compliance with legal regula- tions and managing employee leaves. To apply leave policies consistently, fairly and accurately, human resources staff need to be highly trained and knowledgeable in the intricacies of leave management. LEAs should ensure that staff receive cross-training on both certificated and classified staff leaves and receive annual updates or training on leaves of absence. Inadequate training or outdated knowledge can result in improper or even unlawful processing of leaves, which can expose the LEA to significant legal risks and liabilities. Some human resources staff indicated that they have not received any training on leaves of absence. Additionally, the district’s board policy on leaves for certificated, classified and management staff has not been updated since 1994. These issues could lead to noncompliance with legal requirements when pro- cessing leaves. Providing training to all Human Resources Department staff is crucial for maintaining smooth operations and timely handling of leave requests. More importantly, it helps ensure that leaves of absence are pro- cessed in accordance with the law. Training multiple staff members in leave management also promotes Fiscal Crisis and Management Assistance Team El Rancho Unified School District 21 Findings and Recommendations Workflow and Distribution of Functions efficient and accurate handling of leave requests. This approach not only provides the necessary support to employees but also minimizes disruptions by enabling staff to cover for colleagues who are absent. Best practice dictates that both human resources and payroll staff collaborate closely when processing leaves. Human resources staff work with the employee to ensure the leave is applied and processed cor- rectly, while payroll staff ensure that the employee is paid in accordance with the law, the respective collec- tive bargaining agreement, and board policy. Section 9, of FCMAT’s FHRA, titled “Employee Benefits,” could be particularly beneficial for the district in monitoring best practices for benefits, specifically regarding leave management. Below is the question related to leaves included in this section: 9.5 Does the district track, reconcile and report employees’ compensated leave balances? If a district cannot answer “Yes” to this question, it is at risk of failing Section 9, thereby increasing the dis- trict’s overall risk of insolvency. Interviews indicated that despite previous training (as discussed within the “Staff Training” subsection of this report), human resources staff are not proficient in using Frontline for leave tracking and process- ing. They would benefit from additional training on Frontline’s leave tracking module. Additionally, human resources staff reported lacking access to employees' leave information and accruals. This issue was fur- ther highlighted during interviews with district staff, who provided varying responses about who has access to this information. The district needs to ensure that human resources staff have adequate access to the leave data needed to effectively manage and process leaves. Moreover, it is essential for human resources and payroll staff to meet regularly to review and discuss leaves and ensure they are processed correctly. A lack of coordination can lead to errors in leave process- ing, resulting in overpayments or underpayments to employees, among other issues. Given the complexity and time demands of leave management, it is vital that the Human Resources Department staff receive adequate support. Providing additional training, ensuring access to necessary leave data, and fostering collaboration between human resources and payroll staff can help improve operational efficiency. These measures will not only create a more effective Human Resources Department but also improve customer service. Recommendations The district should: 1. Develop and support ongoing professional training for human resources staff on managing leaves of absence. 2. Regularly review and revise board policies in accordance with any recent changes in law, and keep staff informed of these updates. 3. Provide human resources staff with training on Frontline. 4. Ensure that human resources staff have the appropriate level of access to employees’ leave information and accruals within Frontline. 5. Schedule regular joint meetings of the human resources and payroll staff to ensure that leaves are reconciled according to the standards outlined in FCMAT’s FHRA. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 22 Findings and Recommendations Workflow and Distribution of Functions Recruitment, Selection and Hiring Practices Recruiting staff is a critical function of the district’s Human Resources Department that must be conducted in a legal, efficient and timely manner. This ensures services and operational support for students continue without interruptions, positions are fully staffed to alleviate the workload of existing employees, and the district remains competitive in attracting highly qualified candidates. Furthermore, a well-managed process respects candidates’ time and efforts, contributing to the organization’s reputation for professionalism and competence. An effective recruitment process involves actively seeking qualified candidates for open positions. This typ- ically involves posting job vacancies, initiating direct contact with qualified candidates, developing partner- ships with programs that encourage pathways to employment, and implementing strategies to attract pools of qualified candidates. Such an approach is particularly crucial for hard-to-fill positions, which require targeted and adaptive measures that are responsive to current workforce trends. Selection procedures include screening applicants, selecting candidates for consideration, conducting interviews, performing reference checks, and extending offers of employment. Depending on the position, LEAs may also have testing requirements and additional screening activities during this stage. Best prac- tice is for the hiring manager to be involved in the screening process to directly assess a candidate’s expe- rience and qualifications. The hiring manager’s expertise and understanding of the job’s specific require- ments are crucial in determining whether a candidate is qualified. During interviews, internal hiring managers expressed frustration with the Human Resources Department’s recruitment, selection and hiring practices. They highlighted several issues, including: • Significant delays in approving and posting vacancies, scheduling interviews, notifying candidates, and onboarding. • Poor communication from the Human Resources Department to hiring managers and candidates. • A lack of transparency regarding recruitment milestones, which are tracked by human resources staff but not shared with hiring managers. • Exclusion from participating in the screening process. • The requirement that hiring managers conduct reference checks for candidates. • The lack of training on how to conduct reference checks. The district’s hiring and onboarding procedures are outlined in table 4 below. Table 4. Overview of the hiring and onboarding processes and the staff and/or departments respon- sible for each at El Rancho Unified School District. Process Staff Responsible Identify vacancy/need for a position School or department hiring manager Submit personnel requisition electronically via School Stream platform School or department hiring manager School or department manager Human Resources Department Route personnel requisition through a multistep approval process involving six Business Services Department to seven approvers Educational Services Department for positions that are categorically funded Human resources director Credential analyst for certificated positions Prepare posting Personnel secretary for classified and unclassified positions Fiscal Crisis and Management Assistance Team El Rancho Unified School District 23 Findings and Recommendations Workflow and Distribution of Functions Process Staff Responsible Post position • Certificated positions: open to internal and external applicants until filled • Classified positions: posted internally for six calendar days* before Credential analyst for certificated positions being opened to external candidates Personnel secretary for classified or unclassified positions • Unclassified positions: posted internally and externally for six calendar days • Administrative positions: posted internally for six calendar days Screen applicants Not defined Determine interview logistics Not defined Conduct interviews Not defined Perform reference checks School or department hiring manager Credential analyst for certificated positions Extend job offer and send regrets to unselected candidates Personnel secretary for classified and unclassified (e.g., confidential) positions Complete clearance process (e.g., background check and fingerprint) Not defined Obtain governing board approval Personnel assistant Source: District-provided information. *Per Article XVII, Transfers, Section 2, Lateral Transfers of the district’s contract with Classified School Employees Association (CSEA), Chapter 107. Problematic Recruitments Following are two recent examples of problematic recruitments. Example #1 - Clerk/Typist Replacement Vacancy (Classified Position) According to interviews with staff and documents provided by the district, a school submitted a personnel requisition to hire a replacement clerk/typist for a vacant position in October 2023. However, the position was not posted for internal candidates until January 25, 2024, three months later. It closed on February 1, 2024, without any applicants. This posting complied with the district’s CSEA contract, which requires that positions be posted internally for transfers and promotions for six calendar days before opening to external applicants. The position was then reposted for external applicants on February 21, 2024, and closed on February 28, 2024. Testing for the position occurred on March 12, 2024, and interviews were conducted on March 20, 2024. A candidate was finally selected for onboarding, with governing board approval sched- uled for April 16, 2024. The entire hiring process spanned 171 days (approximately 5 and a half months), as detailed in table 5 below. Table 5. Overview of hiring processes and their timelines at El Rancho Unified School District. Process Timeline Personnel requisition approval/Posting preparation 3 months Posting 34 days* Applicant screening to candidate testing 12 days Candidate testing to candidate interviews 8 days Candidate approval and onboarding 27 days Total 171 days Source: District-provided information. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 24 Findings and Recommendations Workflow and Distribution of Functions *The position was posted for a total of 14 days with 20 days between the internal and external postings. The problems with this recruitment stemmed from several factors: the lengthy approval and preparation process for posting, the brief duration the job was posted, and the extended period between candidate selection and governing board approval. The practice of adhering to the CSEA contract’s internal posting requirement further exacerbates these delays, prolonging the recruitment and filling of classified vacancies. Example #2 - Teacher Vacancy (Certificated Position) Staff interviews indicated that a special education teacher - moderate severe stated their intention to retire effective November 2023. Although the district was informed of this impending retirement in August 2023, the Human Resources Department did not post the position until after the governing board approved the retirement at the December 2023 board meeting. Best practice is to proactively hire for positions known to be difficult to recruit for, which is especially pertinent in this case given the shortage of special education teachers. As of the time of fieldwork, the district had yet to fill the position and was relying on contracted services to meet student needs, thereby incurring higher costs. Improving the Recruitment Process The district acknowledges that its recruitment and hiring processes do not meet its needs and often result in the loss of well-qualified candidates due to lengthy delays. Additionally, Human Resources Department staff recognize that they lack procedures for keeping hiring managers informed about the status of recruit- ments. To increase efficiency and establish a cohesive recruitment process for both certificated and clas- sified positions, the district needs to revise the processes that are contributing to these significant hiring delays. It is essential to establish clear, detailed written procedures and timelines for recruitment. This will help ensure that human resources staff and hiring managers fully understand their roles and the steps involved in the process. To address challenges and align with best practices, the district needs to develop a standard recruitment flowchart. Figure 2 on the following pages provides an example of a recruitment process flowchart, which presumes the district is filling a position that has already received governing board approval. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 25 Findings and Recommendations Workflow and Distribution of Functions Recruitment Process Flowchart Example School or department hiring manager creates requisition via LEA’s position control process. Business Services Department ensures that the position is adequately funded. Human Resources Department determines whether there are any current eligibility or re-employment lists. Human Resources Department establishes expected recruitment timelines. Human Resources Department creates job posting and opens recruitment. Human Resources Department conducts initial screening of applicants to ensure they meet the position’s minimum criteria. Applicants need secondary screening? YES No School or department hiring 2 manager conducts secondary screening of applicants. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 26 Findings and Recommendations Workflow and Distribution of Functions 1 Applicants need testing? YES No Human Resources Department Human Resources Department tests applicants. develops interview list. Human Resources Department conducts the required rounds of interviews. Human Resources Department conducts background check and speaks with references. Human Resources Department extends offer of employment. Figure 2. Example of a recruitment process flowchart. Source: FCMAT. Note: This flowchart presumes that the LEA’s governing board has already approved the position. The district can use figure 2 to help revise its recruitment process. Involving staff from various levels in this process is crucial, as their expertise will contribute to creating a transparent, efficient, and user-friendly recruitment process. The flowchart should clearly identify the individuals responsible for each task and outline the expected timeframes for completion. This clarity will not only facilitate smoother operations but also ensure accountability among staff. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 27 Findings and Recommendations Workflow and Distribution of Functions Recommendations The district should: 1. Post classified positions concurrently to transfer, promotional and external candidates to shorten the recruitment timeline. 2. Develop a recruitment flowchart that outlines the responsibilities of specific staff members for each step and the expected or target timeframes for their completion. 3. Ensure that the Human Resources Department keeps hiring managers up to date on active recruitments by developing a communication and tracking tool that outlines milestones and the expectations associated with them. Screening Process During interviews, hiring managers expressed concerns about being excluded from the applicant screening process. They believe this leads to missed opportunities to consider qualified candidates who are prema- turely screened out by human resources, particularly for technical positions for which it is difficult to discern whether an applicant meets the criteria. The best practice involves human resources staff conducting the initial screening to ensure candidates meet the position’s minimum qualifications, as stated in the job description. The hiring manager of the department with the vacancy should then perform a secondary screening to evaluate applicants’ expe- rience and its alignment with the job responsibilities and other established, uniformly applied criteria. Candidates who successfully pass this secondary screening should then be advanced to the first round of interviews. Recommendations The district should: 1. Consider revising its screening procedure so that designated Human Resources Department staff conduct an initial screening of applicants to verify that they meet the minimum qualifications. 2. Establish predefined criteria and standard methods for evaluating applicants before recruiting for each position. Reference Checks Reference checks can provide useful information about job applicants. However, some employers expressed concerns about the possibility of defamation lawsuits from former employees if they provide negative information during these checks. To address these concerns, California and several other states have enacted laws that protect employers from defamation claims made by former employees. Under California law, truthful communications about a current or former employee’s job performance or qualifications are considered privileged if they are based on credible evidence and made without malice, as outlined in Civil Code 47(c). This includes responses to questions such as, “Would you rehire this employee?” Additionally, following the enactment of Assembly Bill 2770, effective January 1, 2019, employ- ers are permitted to disclose whether a decision not to rehire was based on the employer’s determination Fiscal Crisis and Management Assistance Team El Rancho Unified School District 28 Findings and Recommendations Workflow and Distribution of Functions that the former employee engaged in sexual harassment. However, California employers are restricted from accessing a broad range of criminal records, including arrests that did not result in a conviction. Given these legal complexities, it is essential for all LEAs to maintain a consistent, legally defensible process for conducting and responding to reference checks. Information obtained informally from nonemployment sources should not be used in employment decisions. During interviews, managers voiced concerns about a new requirement from the Human Resources Department that school or department managers perform reference checks for potential hires. Staff indi- cated that they have not received written procedures or guidance on conducting these checks, which could lead to inconsistencies in the process. The best practice is to clearly communicate the reference check process and designate specific personnel to perform it. This could include both human resources staff and hiring managers or supervisors, provided there is a clear understanding of the circumstances under which each party is to conduct a reference check. Additionally, it is crucial for the district to use standardized ref- erence check forms that clearly outline when and how they should be used, along with consistent opening statements and questions. Such standardization is essential to create a legally defensible process. Recommendations The district should: 1. Develop, review and update as needed reference check forms for classified, certificated, and management positions, and ensure these forms include guidance and procedures for a legally defensible reference check process. 2. Provide training to all Human Resources Department staff and managers on when and how reference checks are to be conducted, and ensure the correct forms are used consistently. Fiscal Crisis and Management Assistance Team El Rancho Unified School District 29 Appendices Workflow and Distribution of Functions Appendices Appendix A — Study Agreement Appendix B — Example of Human Resources Yearly Operational Calendar Fiscal Crisis and Management Assistance Team El Rancho Unified School District 30 Appendices Appendix A — Study Agreement Appendix A — Study Agreement Fiscal Crisis and Management Assistance Team El Rancho Unified School District 31 Appendices Appendix A — Study Agreement Fiscal Crisis and Management Assistance Team El Rancho Unified School District 32 Appendices Appendix A — Study Agreement Fiscal Crisis and Management Assistance Team El Rancho Unified School District 33 Appendices Appendix A — Study Agreement Fiscal Crisis and Management Assistance Team El Rancho Unified School District 34 Appendices Appendix A — Study Agreement 12/21/23 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 35 Appendices Appendix B — Human Resources Yearly Operational Calendar Example Appendix B — Human Resources Yearly Operational Calendar Example Please click here or see page 41 for acronym definitions. August 1 August 15 September 5 September 19 • Warrants • Resolution: Adoption of the Appropriation (“Gann”) Limit for the • Warrants Business Services • Warrants • Warrants District • 45-Day Revised Budget • Unaudited Actuals • Unaudited Financials Educational Services • NPS Placement • Independent Study (if needed) • Consolidated Application • Certificated and Classified Staff • Certificated and Classified Staff Report • Certificated and Classified Staff Report • Certificated and Classified Staff Human Resources • Quarterly Williams Report (April- Report • Resolution: Week of the Report June) Administrator • Minutes Report Out • Superintendent Employment • Minutes Superintendent • Minutes • Minutes Agreement • Location and Grade Configuration • Interim Superintendent Employment Agreement • Annual Committee Assignments Board Workshop Closed Session Governing Board (LCAP/fiscal efficiency) • Strategic Planning and Board • Superintendent Council-School • Student Board Member Oath Priorities (4:30 PM) Site Council (3-16 minutes) • Outdoor Learning and Nutritional Spaces • Teacher of the Year • Strategic Planning • Beginning of School Staffing Governing Board Study Session • Organizational Priorities • High School Credit Analysis • Technology Report Update (certificated and classified) • Strategic Action Plan • Summer School 2024 – Summary • ROP Report (annual) • Study Session Planning for 2024-25 Fiscal Crisis and Management Assistance Team El Rancho Unified School District 36 Appendices Appendix B — Human Resources Yearly Operational Calendar Example October 3 October 17 November 7 December 5 • Warrants • Warrants • 1st Interim Financial Report and Business Services • Warrants • Warrants • LCAP and Budget Charter School (due to COE by 12/15) • Resolution: Sufficiency Action Instructional Materials Educational Services • Annual School Site Safety Plans (due by the 8th week of instruction) (must be board-approved by March 1) • LCAP and Budget • Certificated and Classified Staff • Certificated and Classified Staff • Certificated and Classified Staff Report • Certificated and Classified Staff Report Human Resources Report • Quarterly Williams Report (July- Report • CDE Foundation Agreement September) (Solutions Roundtable) • Student Reports • Student Reports • Student Reports • Student Reports Superintendent • Minutes • Minutes • Minutes • Minutes Closed Session Closed Session • Superintendent Evaluation • Superintendent Evaluation Closed Session Closed Session Governing Board • Review of Proposed Board Meeting • Negotiations • Benefits Summary • Superintendent Evaluation Schedule for 2024-2025 School • ESSER II Year • Student/Program Recognition • Student/Program Recognition • Student Reports • Student Services (attendance • Student Enrollment Update trends and chronic absenteeism) • Student/Program Recognition Governing Board (including IDA patterns) • California Assessment of Student • California Assessment of Student • Student and Program Recognition Study Session • Certificated Staffing for our Schools Performance and Progress Results Performance and Performance • The State of Transitional • Nutrition Services Update Kindergarten in ERUSD • Strategic Planning Fiscal Crisis and Management Assistance Team El Rancho Unified School District 37 Appendices Appendix B — Human Resources Yearly Operational Calendar Example Responsible Party December 19 January 16 February 6 N/A Business Services • Warrants • Warrants • Warrants • Coordinated Comprehensive Early Educational Services Intervention Services Review • Certificated and Classified Staff Report • Certificated and Classified Staff • Certificated and Classified Staff • Quarterly Williams Report Report Human Resources Report (October-December) • Calendar Committee • Calendar Committee Recommendations Recommendations (if ready) • Student Reports • Minutes • Student Reports • Student Reports Superintendent • Administration of Oath to Newly- • Minutes • Minutes Elected Board Members (election years only) • Board Reorganization (annual) • Superintendent Mid-Year • Board Meeting Schedule Evaluation • Reports: CSBA Annual Education Governing Board • Reports: CSBA Annual Education • Reports: CSBA Annual Education Conference Conference Conference • Student/Program Recognition • Student/Program Recognition • Student/Program Recognition Governing Board Study Session • Student Reports • Student Reports • Student Reports Fiscal Crisis and Management Assistance Team El Rancho Unified School District 38 Appendices Appendix B — Human Resources Yearly Operational Calendar Example February 20 March 5 March 19 April 16 • Warrants • Warrants • Warrants • Warrants • 2nd Interim-Financial District and • Declaration Of Obsolete Surplus • Budget Planning Calendar • Declaration of Surplus and Business Services KIPP • CBOC Annual Report • GASB 45 OPEB Financial Authorization to Dispose (due to COE by 3/15) • All Annual Contracts Need to be Information • Audit Report • Auditor Report due to Board Provided to Board for Approval • CBOC Annual Report • Indian Education Agreement ($2,500) Annual Grant (if awarded) • Health and Wellness Advisory Educational Services • Dual Language Immersion Update • School safety plans Update (must be approved by March 1) • Certificated and Classified Staff • Certificated and Classified Staff • Certificated and Classified Staff Report Report Report • Non-Reelect Probationary and • Bus Driver Recognition • Certificated and Classified Staff • Annual Declaration of Need for Human Resources Temporary Teacher • Resolution: Teacher Week Report Fully Qualified Educators (due by March 15) • Resolution: Classified Employees • Substitute Pay Rate Change • Calendar Committee • Resolutions: Reduction in Week Recommendations Workforce • Resolution: School Nurse Superintendent • Minutes • Minutes • Minutes • Minutes • Joint Meeting with Personnel • Recruitment for Student Board Governing Board • Board Graduation Assignments Commission Member, 2024-25 School Year • Student Reports • Student/Program Recognition • Student/Program Recognition • Student Reports • ACSA Every Student Succeeding • Region 6 ACSA Administrator of • Student/Program Recognition • Health and Wellness Advisory Awards the Year Governing Board Study Session • Student Reports Committee Update • Student Reports • Dual Language Immersion Update • Annual Art Show at the District • Student/Program Recognition • California Healthy Kids Survey Office Announcement • Health and Wellness Advisory Committee Fiscal Crisis and Management Assistance Team El Rancho Unified School District 39 Appendices Appendix B — Human Resources Yearly Operational Calendar Example May 7 May 21 June 4 June 18 • Warrants • Warrants Business Services • Warrants • Warrants • First Read: Budget • Public Hearing and Approval of (public hearing) Budget • First Read: LCAP (public hearing) • First Read: Single Plans for Student Achievement • Approval of Single Plans for Educational Services • LCAP Update • Federal Addendum and California Student Achievement School Dashboard Local Indicators • Approval of LCAP (annual) (Study Session items for agenda with LCAP hearing) • Certificated and Classified Staff • Certificated and Classified Staff Report • Certificated and Classified Staff Report • Certificated and Classified Staff Human Resources • Recognition of Teacher of the Year Report • Recognition of Classified Employee Report Honorees and Reception • Closed: Negotiations (leaves) Honorees and Reception (district and schools) Superintendent • Minutes • Minutes • Minutes • Minutes Closed Session • Resolution: Notice of Board • Superintendent Evaluation Member Election Specification of • Superintendent Agreement Closed Session Election Order (election years only) Study Session • Assistant Superintendent and Closed Session • Student Advisory Council Closed Session Governing Board Superintendent Employment • Superintendent Evaluation Recognition • Superintendent Evaluation Agreements Closed Session and Report Out Study Session and Discussion • Superintendent Evaluation • Assistant Superintendent and • Labor Management Initiative – Board Superintendent Employment Member Foundational Knowledge, Agreements (discussion) Participation and Support • Student/Program Recognition • Student Reports • Student Reports Board Discussion Governing Board • Student/Program Recognition • Classified Employee of the Year • Study Sessions • Study Session Calendar Study Session • Student Reports Reception • Hanover Emerging Bilingual • LCAP (preview) Findings Fiscal Crisis and Management Assistance Team El Rancho Unified School District 40 Appendices Appendix B — Human Resources Yearly Operational Calendar Example Acronyms Used ACSA – Association of California School Administrators GASB – Governmental Accounting Standards Board CBOC – Citizens’ Bond Oversight Committee IDA – Inter-/Intradistrict Agreement CDE – California Department of Education LCAP – Local Control and Accountability Plan COE – County Office of Education NPS – Nonpublic School CSBA – California School Boards Association OPEB – Other Post-Employment Benefits ERUSD – El Rancho Unified School District ROP – Regional Occupational Program ESSER – Elementary and Secondary School Emergency Relief Fiscal Crisis and Management Assistance Team El Rancho Unified School District 41