Recruit, Retain, and Reward Educators

Develop a comprehensive approach to staff retention that includes personalized/differentiated pathways for professional learning and microcredentialing, as well as supporting development and career goals through the teacher professional growth plan.

Objective:
Students will be educated by a high-quality and diverse workforce that supports continuous growth.

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Evidence 2021 – 2022:

• The teacher retention rate for the 2021-22 school year was 86%, a 3% decrease from the baseline year.
• Developed a Teacher Career Ladder that provides compensation and opportunities for advancement for teachers without leaving the classroom.
• To assist provisionally licensed teachers in defraying costs associated with teacher preparation, HCPS pursues grant opportunities, partners with colleges and universities, and provides direct financial support.
• HCPS is developing an in-house program to offer courses needed for provisionally licensed teachers to obtain full licensure free of charge. Courses will be taught by HCPS educators and tailored to reflect Henrico County’s teaching philosophies and practices.

Develop and implement a plan to actively recruit and retain a diverse workforce, including bilingual staff.

Objective:
Students will be educated by a high-quality and diverse workforce that supports continuous growth.

Evidence 2020 – 2021:

• Leveraged virtual hiring events to recruit teachers and employees during the pandemic.
• Reassessed pay structures for critical shortage areas leading to extended contract hours for school nurses and the addition of signing and referral bonuses for transportation staff.
• HCPS seeks out and awards incentive grants at schools experiencing difficulty recruiting highly qualified teachers. For example, STEM grants provide incentives for science and math teachers at identified schools upon completion of first, second and third years of teaching.
• Created and budgeted for longevity adjustments for teachers with 10 or more years of service in HCPS.

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Evidence 2021 – 2022:

• Talent Ambassador position created in the Division of Human Resources to focus on recruiting a retaining a highly qualified and diverse workforce. Watch the Feb. 22 presentation to the school board on recruitment and retention.
• HCPS salary and benefits packages are competitive with or slightly higher than most neighboring school districts.
• HCPS compensates teachers for covering classes during their planning periods.
• HCPS partners with Virginia Commonwealth University and the University of Richmond to cultivate teacher candidates through residency programs that provide on-the-job training for teacher candidates while they complete required coursework. Residency participants become HCPS new hires upon completion of their program.
• HCPS supports “grow your own” programs (Teachers for Tomorrow, Teacher Scholars) to identify and encourage students who are interested in pursuing a career in education. These students are guaranteed a job with HCPS in one of the identified critical shortage areas after completing colleges.

Include diverse groups of educators in division and school decision-making processes.

Objective:
Students will be educated by a high-quality and diverse workforce that supports continuous growth.

Evidence 2020 – 2021:

• Aligning with research, the Office of Equity, Diversity and Opportunity implemented staff affinity groups to assist with attracting diverse candidates, reducing turnover and increasing employee morale. The groups promote the district and facilitate networking, mentorships, and other opportunities for professional and personal development with others with a shared likeness.

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Develop and implement a staff safety and wellness plan, including support for physical and mental health.

Objective:
Students will be educated by a high-quality and diverse workforce that supports continuous growth.

Evidence 2020 – 2021:

• Enhanced virtual training for HCPS employees regarding COVID-19 awareness and prevention.
• Provided KN95 face masks for staff, plexiglass desk shields, and other Personal Protective Equipment (PPE) throughout the COVID-19 pandemic.
• Partnered with Richmond and Henrico Health Departments to prioritize COVID-19 vaccinations for HCPS employees
• Created classroom layouts that allow for maximum physical distancing, and assigned seats to support contact tracing, if needed.
• Secured new equipment and enhanced procedures to thoroughly clean school buses and other vehicles between uses.
• Reviewed more than 500 mechanical systems with an engineering consultant and building-automation experts to determine necessary mechanical system changes. Reviews incorporate recommendations of the Centers for Disease Control as well as the American Society of Heating, Refrigerating and Air Conditioning Engineers.
• Upgraded filters in accordance with system capabilities and designs.
• Developed self-screening health procedures for HCPS employees and students.
• Offered flexibility of telework when possible to help reduce the spread of coronavirus as well as anxiety among staff.

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Evidence 2021 – 2022:

• Provided KN95 face masks for staff, plexiglass desk shields, and other Personal Protective Equipment (PPE) throughout the COVID-19 pandemic.
• Partnered with Richmond and Henrico Health Departments to prioritize COVID-19 booster vaccinations and testing for HCPS employees.
• Secured take-home COVID-19 test kits for HCPS staff.
• Offered COVID leave to employees who became ill without depleting their existing sick or annual leave totals.
• Created classroom layouts that allow for maximum physical distancing, and assigned seats to support contact tracing, if needed.
• Added four additional “Wellness Fridays” for HCPS staff in the spring semester staff to a mental and physical break from the challenges of teaching and learning in a pandemic.
• Central Office staff worked in schools to provide relief for unfilled substitute requests. Additionally, stakeholder partners, such as the University of Richmond and Henrico County Government, volunteered to provide substitute coverage in our schools and reduce teacher workload.

Implement a leadership tracking system to support the development and hiring of school administrators.

Objective:
Students will be educated by a high quality and diverse workforce that supports continuous growth.

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Explore the feasibility of reducing student-to-staff ratios.

Objective:
Students will be educated by a high quality and diverse workforce that supports continuous growth.

Evidence 2020 – 2021

• The HCPS FY2023 general fund budget adopted by the School Board on 4/21/22 includes 142.5 more full-time equivalent (FTE) positions than the FY2022 adopted budget.

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