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2010 WASA Management Review - Recommendation Action Report, January 10, 2012

Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

C1

Consider electronic means for gathering feedback

C2

Reconsider targeted publications to specific audiences

C3

Build media relationships and clear response processes to media contacts

C&I1 Increase Leadership Team effectiveness C&I1 Improve Cabinet Team Dynamics

X X

C&I2 Continue alternative programs, summer school and on time graduation efforts C&I3 Expand elementary challenging option programs to north end

1.1.a

The district uses Zoomerang in a variety of ways for internal and external audiences. For the last two years, the district's community budget survey has helped inform the Fiscal Advisory Council process. The district has used Zoomerang and paper to administer Educational Effectiveness Survey for the last three years. This was a practice many years ago when there was funding to produce three different versions of the same newsletter and when there was funding to hire a writer and designer to do that layout work. Such customized publications are not supportable with the current level of communications funding and staff. The communications department is able to "target" some audiences using electronic methods, i.e., grouping InTouch subscribers into interest areas with specific information being provided to them. Audiences also now are able to self-select social media information sources. The Board/Superintendent Protocol delegates media response authority. District communications staff respond to all media inquiries and present district information to media representatives in a variety of ways. Face-toface meetings with reporters are sought and are frequent. Instructional leadership planning has included a principal advisory team. Agenda and professional development planned for the year. Cabinet reorganized to eliminate one associate superintendent and add a third executive director to supervise schools. Annual Cabinet retreat expanded to three days to add to effective organizational dynamics. Midyear Cabinet half day workshop is dedicated to continuous improvement evaluation and planning. On-time graduation committee in place. Extended day and year programs funded for 2011-12. Summer school planned and funded for 2012. Continued monitoring of student pass rate, dropout and graduation trends disaggregated by ethnicity and special population. Implement AVID program at two north end elementary schools. Develop new elementary challenge program for Hawthorne elementary school targeting grade 3 in year one. Page 1 of 9

1.2.a

2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

CRC1 Bring administrative services together into one facility F1 Develop districtwide system for fee waivers. Finance and technology departments should work together to upgrade to the latest version of IFAS. Continue work to reduce job injuries

4.1.a

The district's new Community Resource Center is scheduled to open in late summer, 2013 and will bring educational and operational services together into one facility, giving patrons one, improved point of access. Further alignment of district fines and fees is planned for the 2011-12 school year. Fines, fees and waivers will be aligned for equity among schools. The upgrade to Sungard Business PLUS occurred during the 2010-11 fiscal year. The district is self-insured and a member of the Puget Sound Workers Compensation Trust, a cooperative pool between numerous school districts. The districts' ratings within the pool have steadily improved, confirming attention to accident prevention and active claim settlement.

F2

F3

F4

Consider alternative cash handling processes for food services. I ncrease the proportion of fees and fines that are collected

F5 F6

Allow some schools to process refunds Encourage Snohomish County to consider the benefit of bidding for banking services Evaluate the benefit of using procurement cards within ASB Purchasing staffing is minimal and further reductions should not occur Develop a backup approval system for critical approvals related to health and safety needs X

F7 F8 F9

X X X

Food services cash handling processes are reviewed annually by the state auditors who have expressed little or no concern. Current transfer processes have been re-evaluated and considered cost effective, providing good checks and balances. Expanded use of current software products and adding a textbook inventory system will align with student records and improve the collection of fines. This would have little benefit based upon current fiscal processes and staffing levels. Future consideration will be given. The district has worked closely with the treasurer's office to improve automation of fiscal transactions and minimize banking services costs. We will continue to encourage the mutual benefit of a formal bid process following the stabilization of the banking industry. Issuing ASB procurement cards has nominal benefits in concert with other purchasing options. Reduction to current purchasing staffing level is not advised or planned. Finance staff provide backup for the purchasing staff to ensure critical purchase needs are met and that checks and balances are in place.

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

F10 Consider the costs and the benefits of producing the comprehensive annual financial report, levels of classified staffing and campus security guards

F11 Further train managers and department staff related to department and district budgets IT1 Plan technology upgrades to align with resource availability IT2 Create a funding plan to replace aging desktop systems

3.4.c

X X

2.3.c 4.2.a

IT3

Safeguard the resources for technology plan success

4.2.a

The additional time and effort of preparing a CAFR is outweighed by increased transparency to our local community and more complete fiscal information for the national bond rating agencies. The taxpayers benefit from improved bond ratings resulting in lower tax rates. Staffing levels for security and office staffing were reviewed by the 2010-11 Fiscal Advisory Council (FAC) with no recommendation for reduction. This recommendation will be considered in 2011-12 by the FAC as we face further state reductions. Training of (and delegation to) lower level administrative staff in the areas of budget development and approvals will be explored, and implemented as appropriate. All technology initiatives will be identified, analyzed and prioritized. Resource needs will be identified before initiatives are authorized. This district maintains a long-term capital expenditure plan that identifies how resources will be used over numerous years. Replacing desktop computers was dependent upon 2010 building improvement and technology levy. The levy provided resources to replace aging technology throughout the district as per the current board-approved Technology Plan. Future replacements cycles are planned, partially funded, and dependent upon future voter approved levies/bonds, capital reserves and/or general fund operating dollars. The Information Systems and Facilities departments historically have maintained an eight-year capital expenditure plan that is updated quarterly. Itemizing how available funds are used safeguards resources for their dedicated purposes.

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

IT4

Create annual plans and assessments to deliver and analyze the effectiveness of technology training for all staff

2.3.c 2.3.d

Goal 5 of the 2010-13 Technology Plan states that by the spring of 2013, 80% of all administrators and teachers will demonstrate proficient adaptive and transformative uses of technology. The annual evaluation procedure will include the Annual Everett Public Schools Technology Leadership and Proficiency Survey for Administrators and the Annual Everett Public Schools Technology Integration and Proficiency Survey for Teachers. The IT department meets regularly with curriculum leadership and holds regularly scheduled meetings with other departments including finance, food and nutrition, human resources, transportation, communications.

IT5

Keep the IT Department in the loop when making plans that impact that departments work and staff load Establish an automated work order system for maintenance program Implement swing shift for maintenance program

M1 M2

X X

4.1.a 4.1.a

An automated work order system was implemented in summer 2011. This is currently cost prohibitive. The estimated annual cost for a night crew of four is $94,000. The current maintenance program would not benefit significantly enough to offset the additional cost of another shift. Maintenance department will study potential costs and benefits of a formal preventative maintenance program, and make recommendations for further consideration. Because of budget constraints, no new maintenance supervisory levels are planned. This is a priority for these departments.

M3

Implement preventative maintenance program Review maintenance supervisory levels Refine communications between Capital Projects, Operations, and school building customers Establish temporary summer help program for maintenance work Hire additional custodial supervisor X X

4.1.a

M4 M5

4.1.a 2.2.a

M6

4.1.a

M7

4.1.a

The estimated cost for summer help is $75,000. Because of budget constraints, no summer staff have been added. This will be evaluated annually for cost benefit. The estimated annual cost of an additional custodial supervisor is $90,000. Because of budget constraints, no additional custodial supervisors have been added. This will be evaluated annually for cost benefit. Page 4 of 9

2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

M8 M9

Establish in-depth training program for custodial staff Initiate monthly meeting for swing shift custodians

X X

3.4.c 4.1.a

M10 Create a system to gather data, assess productivity, create bench-marks, etc. for custodial program M11 Consider a cleaning program that simplifies communication for ELL staff M12 Reconsider how to cover custodial absenteeism PD1 Continue work on cultural competence X X

4.1.a

Each hour of training for entire custodial staff will cost approximately $2,000 to $2,500. Additional training will be evaluated for cost benefit. Each hour for entire custodial staff costs approximately $2,000 to $2,500. Initially, this meeting has been scheduled for two times each year. Adding additional meetings will be evaluated, based upon results of current meeting schedule and cost benefit. This recommendation will be evaluated in more detail by custodial and maintenance staff. Instructions for cleaning supplies are now supplied in different languages. Additional strategies to simplify communications will be researched and implemented as appropriate. Using substitutes to cover absences was significantly reduced four years ago with a significant budgetary savings. This recommendation will be reconsidered on a regular basis. During the 2010 -11 school year, the superintendent's leadership team participated in three workshops (a total of 7-1/2 hours) dedicated to increasing cultural awareness, competence and proficiency. Caprice Hollins and Ilsa Govan of Cross Cultures Connections facilitated the workshops focused upon: 1) providing a framework on how to address issues of equity and race; 2) creating common language for entering into discourse; and 3) increasing understanding of diverse experiences and perspectives. On Aug. 12, 2011, the leadership team completed four hours of training devoted to the topic of Institutional Privilege and Developing Equity Teams. In addition, teachers were provided two training opportunities during the 2010-11 school year focused on: 1) Culturally Responsive Classroom Practices 2) Screening Curriculum for Anti Bias and Multicultural Content

3.1.a

4.1.a

3.1.a

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

SB1 Commend Snohomish County for its support of district investments and banking needs SB2 Increase central office visits to schools and departments; increase in-person, on-site training opportunities

The superintendent's leadership team will continue to engage in additional professional development during the 2011-12 school year to further develop cultural proficiency and specific strategies to better engage students, parents and community members of diverse cultural backgrounds. Letter of commendation sent October 2011.

In 2010-11, the superintendent visited schools 194 times. The Instructional Leadership Team meeting structure was adjusted to increase the number of school visits. The Cabinet team's popular "waffle breakfasts" for school staff are more frequent and are organized to recognize a school staff for their team achievements -- i.e., student achievement and successful transition into remodeled facility. School board summer workshop reviewed agenda structure and annual plan. Additional meetings scheduled for study sessions. Board reinforced expectation that routine business be contained in consent agenda. Board agenda structure revised to focus larger percent of board time on student achievement policy and strategic priority monitoring. Agendas include more recognition ceremonies at board meetings -- of staff and students. Parliamentary procedure training aimed at improved level of decorum in meetings. Deputy superintendent position necessary for long-term quality, stability of operational functions. Interim step (three executive directors) implemented for near term improvement of focus on school leadership development. System implemented with Policy 1715 (renumbered to 1622). Board president reviews director requests. Board scheduled time at summer workshop to review; director requests placed on board agendas.

SB3 Focus on educational achievements of students and staff

SB4 Focus on professional achievements of staff and effective working relationships that are supporting student learning SB5 Consider the possibility of restoring the Deputy Superintendent position

SB6 Develop a system to prioritize, track and monitor director requests. Review the process and appropriate response level of such requests with the board president.

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

SB7 Establish process and systems to encourage respectful and trusting working relationships among and between board members and between each board member and the superintendent.

The Board-Superintendent team continually seeks to improve its internal relationships by sharing a common focus, a common code of conduct and a common governing philosophy. This is sought by regularly reviewing; the annual Board Goals; the Board-Superintendent Operating Protocol; and the ends/policy governance model. While a member may not agree or comply with the focus, code and philosophy, there is clarity about where a working majority of the board stands on these defining topics. Guidelines will be developed with revised delegation of authority policy and procedures.

SB8 Develop clear guidelines and ways to communicate about when and under what conditions the district will use its fund balance to balance the operating budget SE1 Timely response to staff questions Training and materials for math instruction SE2 Distribute Procedural Guide SE3 Staff professional development

X X

X X

SE4 The staff and the accomplishments within Special Education deserve commendation rather than condemnation. SE5 Clarify guidelines for student placement

The department has a 24-hour turnaround goal for responding to staff questions. A Special Services staff member is on the district math committee to ensure communications and coordination of staff curriculum and training needs. Each member of the Special Services staff has received a Procedural Guide. Each staff member participates in job-alike collaboration, meeting and training sessions -- similar to the grade- or subject- level meetings in schools. The Special Education department has been supported by the district. Special Education staff are included in collaborative teams. This inclusion and support has helped the department improve its efficiencies and meet the needs of students. Staff have clearer and more universal understanding of the guidelines for student placement as a result of regular meetings, job alike group work sessions, training and awareness of how to use the Procedural Guide. Ongoing training is provided by a board-certified behavioral analyst.

SE6 Develop training for behavior management

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

SE7 Display district plan in classrooms SE8 Develop training for paraprofessionals SE10 Build productive relationship with bargaining units X X

3.2.a

Each teacher has a district plan as a reference tool. Displaying the plan is not appropriate in every classroom. An annual training schedule is in place for parapros. Efforts continue to build partnership relationship with each bargaining unit. Examples include regular prior consultation on policy and procedure development, joint committee on calendar development, partnering on new evaluation model, representation on district committees: Fiscal Advisory, Equity & Access, formalization of Presidents Council, regular interaction between group leaders and superintendent. More professional development is being provided to better meet school needs. Examples include success in embedding formative assessment in EEA assessment language, survey of needs of classified staff and using unpaid teacher leave time for appropriate training, wide use of clock hours to support individual school improvement efforts, specific training in using PLC time with 8-Step process, plans to calendar more time for PLCs in next bargain. Since the WASA report was written, the state has withdrawn significant resources; however, a more responsive model for elementary schools in classified staffing has been developed allowing schools to balance NERC against classified time. Cabinet considers requests for additional staffing on a case-by-case basis, taking individual circumstances into account. A revised allocation model is pending. The current strategic planning cycle includes annual evaluation and modification components. Work to align the budget process with the goals and priorities in the new strategic plan is underway. See individual items T3, T4, T7, and T8 for status of recommendations. Transportation costs would increase if Durham provided this service.

SE11 Consider ways for individual schools and departments to develop and deliver specific and needed professional development opportunities

3.3.a

SE12 Consider school demographics when making staff assignments

4.1.a

SP1 Annual evaluation and modification of strategic plan SP2 Align the budget with the new strategic plan T1 Consider recommendations contained in items T3, T4, T7, and T8 T2 Consider having Durham provide busing for highly capable (HC) program students

X X

3.5.a 4.1.a Varies X 4.1.a

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2010 WASA Management Review - Recommendation Action Report, January 10, 2012
Ref. Code Recommendation Summary Action No Action ModStrategic ified Plan Ref. Action Explanation/Description

Reference code key: C=Communications; CRC=Community Resource Center; C&I=Curriculum and Instruction; F=Finance; IT=Instructional Technology; M=Maintenance; PD=Professional Development; SB=Superintendent/Board; SE=Special Education; SP=Strategic Plan; T=Transportation

T3

Consider having Durham provide busing for homeless students

4.1.a

Consider having all phone calls related to busing go directly to Durham dispatcher T5 Involve educational staff in bus driver training for special needs students T6 Consider GPS system, student electronic IDs, and cameras on every bus T7 Consider forming safety advisory committee T8 Institute automated system for field trips T9 Require Durham to bill time approved by district as indicated in routing software T9 Consider plan to allow emergency communications to all drivers simultaneously T10 Consider giving Durham read only access to Versatrans information

T4

4.1.a

This has been considered and proposed to Durham. At this time, Durham is not able to meet the requirements of the program and frequency of changes in a cost effective manner. District staff prefer to be the first point of contact for phone calls related to busing so they are better informed of emerging issues and questions. The district does include educational staff in training of bus drivers for specific special student needs. GPS units and cameras will be provided on all buses provided by the transportation vendor under the requirements of the new five-year contract beginning fall 2012. Electronic student IDs are not proposed. Staff from law enforcement, parents, and city/county public works will be added to the safety advisory committee. District staff are evaluating the feasibility of adding this capability to the Versatrans routing and planning software. The current system of reviewing actual documentation of route travel times is more accurate than relying on estimated times generated by routing program. This idea is being considered as part of the district's overall emergency communications system plan. This is scheduled to be implemented soon, although will not significantly speed up route change communications with drivers parking at satellite locations in the north and south ends of the district.

X X

1.2 4.1.a

X X X

4.1.a 4.1.a 4.1a

2.2.a

2.2.a

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