Page 130 - Superintendent Annual Report 24-25

union-management meetings. These meetings provided a proactive forum for discussing upcoming priorities,
potential issues, and critical updates on District operations. In FY25, these meetings expanded to include all
recognized unions, highlighting the District’s focus on transparent communication and collaboration.

EMPLOYEE SALARY ACTIONS

The goal of the Department of Compensation and Employee Information Services (CEIS) is to attract and reward
a highly skilled workforce by ensuring District employees are compensated competitively, in alignment with the
labor market, and within the funding restrictions set by the State. These efforts include benchmarking District
jobs against similar roles in other organizations, determining appropriate pay levels, and recommending
adjustments that allow the District to remain competitive for top talent.

CEIS, in collaboration with the Human Resources Information Management (HRIM) team, processed salary
increases approved by the School Board for over 23,000 regular and 15,000 temporary positions. As the largest
employer in Palm Beach County, the District’s diverse workforce consists of multiple employee groups, most
represented by separate bargaining units. Through strategic collaboration with the Department of Labor
Relations and the Payroll Department, these teams efficiently implemented union bargaining provisions while
meeting the agreed-upon objectives and timelines for each employee group.

In addition to managing large-scale salary adjustments for both bargaining and non-bargaining employees,
CEIS and the HRIM team oversaw the hiring of over 20,000 employees and job-change transactions. Notably,
87% of these were processed within three days, surpassing the 80% target. This commitment to excellence
ensured that thousands of employees transitioned smoothly into new or changing roles throughout the District.

PROFESSIONAL STANDARDS

The goal of the Office of Professional Standards (OPS) is to enhance staff capabilities in alignment with the
District’s vision to educate, affirm, and inspire all students by fostering a supportive environment. In FY25,
OPS launched key initiatives to empower school and District administrators to address progressive discipline
concerns and improve employee coaching. Milestones included the implementation of streamlined processes,
the launch of the OPS portal tile, and the introduction of new training resources, all contributing to the contin-
uous improvement of the work environment for school and District leaders. These efforts resulted in quicker
resolutions, improved support for administrators, and a more effective approach to staff development. These
initiatives reflect OPS’s commitment to continuous improvement, collaboration, and exceptional service.

Innovations and Achievements:

• OPS Tile Launch
The OPS portal tile introduces tailored checklists and templates that provide administrators with step-
by-step guidance for managing progressive discipline and work-related issues. This resource ensures a
consistent and efficient process for addressing concerns across the District.
• Case Management and Increased Resolutions
With an increase in case intakes, OPS significantly improved case closure times by providing targeted
training for school and District administrators. These trainings have equipped leaders with the tools to
resolve disciplinary issues quickly and supportively.
• Training and Resources for Effective Coaching
OPS introduced accessible training materials on verbal coaching and progressive discipline. These
resources empowered administrators to coach their staff more effectively, fostering a positive and
supportive work environment while promptly addressing challenges.

130 SUPERINTENDENT ANNUAL REPORT