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Agenda

Topic

Page

1 Process Overview
.

2 Key Themes Identified


.

3 Levers to Impact Service


.

4 Business Issues by Lever


.

5 Trends / Views of All Submissions


.

Asks at a Glance

Asks against Strategic Plan

11

Asks by Type

13

6 Next Steps
.

15

APPENDIX
1 Top 20 Asks Prioritized by Division

16

Process Overview
When trying to impact service within various areas of the District, we need to
assess the key levers that impact each service, including those related to
leadership,
business
model, process, tools/enablers, Description
and staf
Activity
Phase

Define &
Document

Analyze
WE ARE
HERE

Org. Submissions

All departments submitted a worksheet that documented stakeholders,


services, defined what great service looked like (via success measures),
document current state, and articulated opportunities / concerns

Planning Meetings
(1:1)

Meetings were held between Budget Managers / Directors / Exec.


Directors + Assistant Superintendents + Deputy Superintendent

Compile,
Consolidate, and
Understand all
asks

Submissions and 1:1 Planning Meeting information for all departments


compiled into single document, and cross-referenced against budget
teams documentation of asks

Division
Prioritization

Assistant Superintendents were asked to (work with their leadership


team to) prioritize all departments needs/asks across their divisions

Review Division
Prioritization and
Views

Division prioritizations and various views / groupings of data discussed


and analyzed during small cabinet and ops cabinet meetings

Prioritize Asks to
Execute on as
Funds are made
Available

Independent from analysis of available funds, leadership prioritizes asks


/ needs across the district

Determine Current
/ Immediate
Funding
Availability

Understand the funds available in order to determine the initial asks /


needs that are able to be funded

Prioritize
(By next week)

Identify Funding
Sources for
Unfunded

Continue to identify funding sources to fund2other high priority district


needs and initiatives

Key Themes
Need
1 to identify optimal administrative / support staff model
2
Automation
needs exceed current DoTS capacity

Improving
service level to stakeholders is top of mind for many departments
3
We 4
need a sustainable model and schedule to deliver PD / training needs

5
Equipment
/ Vehicles are dated, and are creating process inefficiencies / additional cos
6
Supervision
capacity is a growing concern across many departments

Impacting our ability to Improve Service


When trying to impact service within various areas of the District, we need to
assess the key levers that impact each service, including those related to
leadership, business model, process, tools/enablers, and staf
1
Staf
Staf Leadership
Leadership

STRATE
GY

Goals
Delivery
Model
Service
Level
Commitmen
ts
Budget

2
Business
Business Model
Model

3
Process
Process

EXECUTI
ON

4
a

Tools
Tools // Enablers
Enablers

4
b Staf
Staf Execution
Execution

Continuous
Improvement

Capacity
Capacity (incl.
(incl.
Skillsets)
Skillsets)

5
OUTPUT

Service
Service
4

Examples of Business Issues Related to BUSINESS


MODEL
Business Issue

Impact

Buildings are not as clean as


they could be due to low
frequency of cleaning

3 day cleaning frequency reduces the service life of building infrastructure.


Carpet, furniture, and building fixtures wear faster when cleaning is not
performed on a daily basis
Studies show that school cleanliness has impact on student performance on
standardized tests
Negative public perception and customer satisfaction of building cleanliness

Data and reporting demands


are greatly exceeding team
capacity

Departments are unable to use data to make timely decisions due to extremely
slow turnaround times for data requests

Lack of accountability measures


throughout District for budget
spending and fiscal awareness

Some departments asking for contingency funds when dollars exist in their
budgets - dollars that could have been used to benefit the district went unused
Many departments over-spending their budgets

High attrition and vacancy


rates exist within the district

If not addressed, many talented employees will leave the district, creating
significant cost to recruit, and train replacements

All Unified coaching positions


are volunteer (unpaid)
positions

Equity, sustainability / continuity of program and SpEd community satisfaction


at risk

Insufficient lunch time in


schools for students to be able
to purchase and consume a
meal

Students who are eligible for FRL or want to purchase meals may be unable to,
as cafeteria is unable to meet a large student rush in small windows of time

No model or solution to serve


students whose families waive
ELL services and decide to
attend a non-ELL service school

District is not meeting state and federal legal requirements to provide ELL
services to students that have waived services at an ELL support school
Those students that waived ELL services may not be receiving the supports they
need to succeed

Relevant materials to teach to


the common core are not
available for teachers

Teachers forced to search online for materials to help support them in teaching,
creating inconsistency and inequity
Some PTAs are funding materials, which leads to inequity across the district
Splintering
to vendors making individual deals5with schools, which will be
*Business Issues shown do not represent all business
issuesdue
identified
difficult to course correct if continued

Examples of Business Issues Related to PROCESS


Business Issue

Impact

Registration process is
extremely manual, and when
combined with lack of quality
control in process, leads to
vulnerability to manual error

Long lines and increased wait times for families during enrollment periods
Manual errors could cause data in reporting to be inaccurate

Advanced Learning appeals


process (and policy) is too
loose, leading to high volumes
of appeals every year

Every appeal needs to be reviewed manually, consuming large amounts of


team's time that could be used on other value-added activities

Extremely manual processes for


Advanced Learning applications
processing and testing are
unsustainable with growing
number of applicants every
year

Level of services to students is slowed due to manual process


Additional cost for department in manual efforts every year
Start of school / learn process also affected

Inefficient budget process due


to dated system that is not
integrated with other critical
district systems

High levels of inefficiency in budget process as data does not integrate with
other district systems

Waitlist management process


and timing is not conducive to
meeting Start of School timing

Start of school timing and having students in correct schools is at risk if process
and timing are not revised

Poor systems, controls, and


process in HR are limiting the
department from providing
timely, efficient, and quality
service

New employees are not able to be staffed and on-boarded in timely manner
Many hours of manual effort, which is time sensitive, and can lead to manual
error
Reports and information are not provided in a timely way to address urgent
needs
Sub-reimbursement trend is rising at extremely high rates

*Business Issues shown do not represent all business issues identified

Examples of Business Issues Related to TOOLS /


ENABLERS
Business Issue

Impact

Aging equipment (incl.


computer refresh, video
equipment, fingerprinting
equipment, etc.) in several
departments is creating
inefficient business processes
and use of resources

Aging equipment is causing department to not be able to deliver on service


commitments when equipment needs to be serviced

Aging fleet of vehicles for


leading to inefficiencies in
service delivery for several
departments (many vehicles
over 20 years old)

Ability to respond to maintenance needs in timely manner


High cost to maintain and operate vehicles

Enterprise and business


applications are not up to date
or being used to maximize
potential due to limited
resources

Departments are not as efficient with their use of systems as they can be,
creating many work-arounds, and inconsistencies in process

Inefficient budget process due


to dated system that is not
integrated with other critical
district systems

High levels of inefficiency in budget process as data does not integrate with
other district systems

Poor access to timely data

Inability to make timely decisions to serve schools and students


Grants design is heavily dependent on accurate and timely student information impacts the ability to successfully procure grant funding

*Business Issues shown do not represent all business issues identified

Examples of Business Issues Related to STAFFING


Business Issue

Impact

Backlog and list of open


internal controls issues is
growing faster than it can be
resolved

Many urgent issues, audit findings are unmet / unresolved

Insufficient supervision for staf


for several departments (e.g.
Custodial Services, Nutrition
Services, Safety & Security,
Special Ed.)

Work load for supervisors is creating high turnover in a key position. Work load is
not sustainable over the long term
Staff not receiving appropriate levels / frequency of feedback to ensure strong
performance

No dedicated resource to
ensure data and system
security

Risk of regulatory, ethics, legal implications if incident occurs

Staffing levels do not allow


district to take advantage of
significant capital investments
in buildings for energy
efficiency

Lost opportunities for energy / cost savings

Ability to recruit and retain


high quality talent that have
the analytical abilities to
succeed, and school district
knowledge

High costs (time and resources) associated with training and developing new
staff only to see them leave

No recruiting capacity to
provide a high level of service
and satisfy the recruiting needs
of the district

Many needs in language immersion (ELL), SPED, and identification of diverse


candidates go unmet

Warehouse staf capacity


unable to continue to scale up
with growth in schools

Inability to maintain 3 day SLA commitment to schools for delivery of food and
supplies
High cost for overtime hours

*Business Issues shown do not represent all business issues identified

At a Glance - Where Needs Exist by Theme &


Department (# of Asks)
Admin

Automation
/
Technology

Service Level
Improvement

PD / Training

Equipment /
Vehicles

Supervision
Capacity

Other

HR

Capital,
Facilities,
Enrollment

16

Operations

Teaching &
Learning

49

Superintende
nt

15

Deputy

Business &
Finance

11

24

61

29

20

106

*Other includes those that do not fit into any of the other categories (e.g. replacing positions due to
grant/revenue loss, non-staff needs not related to equipment, etc. Teaching & Learning
9 Asks do not include
textbook adoptions

At a Glance - Where Needs Exist by Theme &


Department ($)
Admin

Automation
/
Technology

Service Level
Improvement

PD / Training

Equipment /
Vehicles

Supervision
Capacity

HR

Other

$407,500

Capital,
Facilities,
Enrollment

$1,433,644

Operations

$869,236

Teaching &
Learning

$8,230,241

Superintende
nt

$50,840

Deputy

$1,473,844

Business &
Finance

$1,078,047

$702,704

$6,983,432

$13,331,26
2

$2,444,268

$1,716,900

$1,079,434

$13,543,35
2

*Other includes those that do not fit into any of the other categories (e.g. replacing positions due to
grant/revenue loss, non-staff needs not related to equipment, etc. Teaching & Learning
10 Asks do not include
textbook adoptions

Number of Asks Against Strategic Plan


1.1
Common
Core

1.2
Induction,
Mentoring,
Career
Ladders

1.3
Early
Learning

33

2.1
2.2
Stewardship Sustainable
Budget

2.3
Integrate
Systems

3.1
School
Culture

3.2
Comms.

3.3
Partnerships

30

10

HR
Capital,
Facilities,
Enrollment
Operations

Teaching &
Learning
Superintende
nt

Deputy

Business &
Finance
7

*There may be overlap or asks counted twice if they were related to more than 1 goal/strategy
11

Number of Asks Against Strategic Plan


1.1
Common
Core

1.2
Induction,
Mentoring,
Career
Ladders

1.3
Early
Learning

2.1
2.2
Stewardship Sustainable
Budget

2.3
Integrate
Systems

3.1
School
Culture

3.2
Comms.

3.3
Partnerships

$5,996,4
40

$1,831.7
44

$290,84
0

$220,84
0

HR
Capital,
Facilities,
Enrollment
Operations

Teaching &
Learning
Superintende
nt

Deputy

Business &
Finance
$5,335,3
14

$440,49
0

$150,00
0

$348,02
0

$2,070,2
90

*There may be overlap or asks counted twice if they were related to more than 1 goal/strategy
12

Asks by Type
We grouped asks by Type as a prioritization factors to look into:

PERFORMANCE
PERFORMANCE ENABLERS
ENABLERS
COMPLIANCE
COMPLIANCE //
OPERATIONAL
OPERATIONAL
REDUNDANCIES
REDUNDANCIES

Investments that allow teams to work more efficiently and


productively for services that are currently provided

Investments that address legal, regulatory, contractual


compliance issues or preventative measures

REVENUE
REVENUE GENERATORS
GENERATORS //
COST
COST REDUCERS
REDUCERS

Investments that allow the district to generate additional revenue or


reduce expenditures

DIVISION
DIVISION IMPROVEMENT
IMPROVEMENT
PRIORITIES
PRIORITIES

Investments that allow divisions to improve their level of service through


offering additional / new services, or a related to a service that should
have been provided (e.g. compliance training), but has not historically
been provided

DIVISION
DIVISION IMPROVEMENT
IMPROVEMENT
PRIORITIES
PRIORITIES

All other division asks that do not fall into any of the 5 categories listed
above

13

Asks by Type
Count

Performa Complian
Rev.
Division
Other
nce
ce /
Generator Improvem Division
Enabler Operation / Cost
ent
Priority
al
Reducer Priority
Redundan
HR
cy

Performa Complian
Rev.
Division
Other
nce
ce /
Generator Improvem Division
Enabler Operation / Cost
ent
Priority
al
Reducer Priority
Redundan
cy

Capital,
Facilities,
Enrollment

Operations

Teaching &
Learning

Superintende
nt

Deputy

Business &
Finance
150

43

67

17

$27,187,4 $11,056,7
$8,374,10
$397,324
$719,824
57
45
7

14

Next Steps
Prioritization of asks / needs across district
Better understand the timing of high priority asks / needs
Identifying appropriate funding sources for high priority asks / needs

15

T&L Top 20 Prioritized


Org.
Name

Need

SPED

DHH Expansion

Context

Deaf & Hard of Hearing Expansion - 1.0 Supervisor to provide districtwide oversight.
Currently supervision is decentralized at a building level. A regional Special Ed
Supervisor provides informal oversight in collaboration with building administrators.
1.0 Itenerant teacher to provide itenerant services needed for hard of hearing
students in neighborhood schools. Add one DHH preschool program 1 teacher, 2
assistants, materials and IEP time
SPED
Special Education
To centralize management and supervision of Transition programs. 1.0 Supervisor
Transistion Program
and 0.5 registrar
SPED
Compliance Manager Manger to ensure that Special Ed maintains the compliance requirements as directed
in the revised comprehensive corrective action plan
ELL
Funding for ELL
OUT OF COMPLIANCE as of 4/15 on this issue. State and federal law require us to
support / services in provide services if parents are waiving services to attend a non-ELL school. How do
non-ELL schools
we provide services and where is the funding for additional staffing and access to
core content materials for ELL teachers?
College & 0.4 Director of
A portion of this position used to be funded by the Levy. When Janet Blanford left, the
Career
College and Career
Levy discontinued the funding. In FY2014-15, Org 42 (Shauna Heath) used one-time
Readiness Readiness
funds, however those are no longer available.
College & 1.7 FTE for Staff
0.6 Manager Health Ed, 0.6 Manager Intervention and Prevention, 0.5 office
Career
funded on High
specialist (funded from HSGI grant, which expires after this year)
Readiness School Grant
C&I
STAR Mentor Mgr
Current position is funded through one-time funds, but needs to be funded through
Position
more stable funds
C&I
1 FTE - Assessment
This positions is currently funded through one-time funds
support
Early
1.0 FTE-Manager of
We are focusing on preschool initiatives as a district, and the Pre-school work-load
Learning Preschool
has been increasing
Executive 1 FTE - Additional
Currently each EDS is responsible for 18-20 direct reports which is high relative to the
Director Executive Director of models examined that achieve the best results for deeper supports at the schools,
of Schools Schools positions
strong work with staff and community, and more effective response to issue, crisis,
etc. By expanding to 6 EDS, the opp. for both regional work and grade-band work
could exist, allowing strong PLC function w/in the Principal corp.
C&I 2 FTE to coordinate Currently funded with one-time funds. Necessary for successful rollout
assessme with amplify to build
nt
out assessments
(District level
16
assessment

Divisio
n
Priority
1

20152016
Ask
$468,49
3

Ongoing
Cost
$468,49
3

$183,01
0
$160,09
3

$183,01
0
$160,09
3

3
4

$67,480 $67,480

$172,85 $172,85
5
5

$60,000 $60,000

$60,000 60,000

$120,00
0
$175,00
0

10

11

$120,00
0
$525,00
0

$214,00 $214,00
0
0

T&L Top 20 Prioritized


Org.
Name

Need

Context

C&I
Stipend at each
Data stipend at each school to pay for coordinator, extra time Centrally based
assessme school for assessment assessment coordinator position (working with Shawn) Centrally based registrar/data
nt
coordinator and
position (working w/ college & career) Central-based data coaches/coordinators (2
centrally based data positions to manage & support benchmarks, push in to support data work at school
position
sites)
C&I Amplify tools for roll- Amplify (verify w/ Eric that funding is encumbered for second cohort, training, and
assessme out
support for all users) WAKids roll out to more schools
nt
*K-2 screening/progress monitoring (need to identify roll out plan)
C&I
Elementary Progress This is an ongoing cost of admin time and additional work to manage the EPR. The
Report
cost includes both time and the reporting software for students progress reports.
Advanced Automation for the
The nomination process is antiquated, inefficient, and subject to error. It is no longer
Learning nomination process
a viable process for an applicant pool that grows roughly 10% annually (currently
(and entire
5.409). Process is vulnerable to FERPA violations, which occurred in November 2014)
application process)
Physical Funding for High
High schools must offer 1 course in PE for each grade in high school. Currently not
Education School P.E. Specialists meeting compliance with the Physical Education waiver process and acedmic
(10 to be in
assurances.
compliance)
Internatio 1.2 FTE and Stipends Want to continue the Team Leadership group to continue developing and monitoring
nal
for Team Leadership teachers' professional learning. Received a one-time allocation of $140,000 for FY
Education Group Participants
2015, and need to make this an ongoing commitment. Except for the stipends to six
teachers, it will be distributed out as FTE to schools' budgets: .4 FTE Elem, .4 FTE
Middle & .4 FTE High
Math
Stipends for C&I PLC For a staff member at schools who can be a point person to help other staff follow
members
through from PD sessions and guide them on how to use amplify data.
Math
PD for teachers on
Provide 4 half day PD sessions for all staff where they may receive training on
data analysis
Amplify data, and also understand how to best utilize the data in PLCs and
instructional planning + how to plan for instructional changes using data

17

Divisio
n
Priority
13

20152016
Ask
$485,00
0

Ongoing
Cost
485,000

14

$50,000 50,000

15

$60,000 Will shift


to PS
$80,000

16

17

$450,00 $450,00
0
0

18

$145,08
0

19

$270,00 $270,00
0
0
$94,500 $94,500

20

Operations Top 20 Prioritized


Org.
Name

Need

Context

Coordinat
ed School
Health
Coordinat
ed School
Health
Media
Operation
s
Safety
and
Security
Truancy &
Discipline
Services
Truancy &
Discipline
Services

0.6 FTE - Coordinated Families & Education Levy funds no longer available to support this position
School Health Exec.
Director
MTSS Behavior lead Position to be split with Special Ed to work cross-departmentally (total need =
$161,000)

Divisio
n
Priority
1

20152016
Ask
$125,88
8

Ongoing
Cost
$125,88
8

$80,500 $80,500

0.2 FTE - Manager


Instructional TV &
Media Center
1 FTE - Safety
Assistant Manager

High School Graduate Initiative Grant funded .2 FTE of Manager but grant is not
continuing into FY 2016. Need a full time manager with growing demand for media
support for both central departments and schools.
The span of control is 56 employee evaluations distributed throughout 96 different
sites, creating supervision challenges

$24,651 $24,651

$86,000

0.2 FTE for Program


Manager

Currently funded 0.2 from HSGI grant, which is expiring in September 2015. 0.8 is
already funded. Both truancy and student discipline activities are mandated by law.
The job cannot be accomplished with 0.8 FTE when the HSGI grant ends.
Currently funded from HSGI grant, which is expiring in September 2015. The office
cannot function without this position. The position was eliminated 5 years ago and
placed in the HSGI grant in a misguided attempt to save baseline dollars. This
position is responsible for supporting BECCa implementation required by state law.
Last year there were 138 petitions; this year so far there have been 400
The need for vehicle replacement is imperative for the safe transport of students and
the safety of our staff (per RCW 28A.335.010, policy 3412, 6600SP, and 6640SP)

$26,270 $26,270

$56,809 $56,809

$100,00
0

Need to enhance and augment the capability of software we have already purchased
to take advantage of the capabilities and improve service levels

$110,00 $110,00
0
0

Pay for coaches in the metro league trails that of all other districts, making it difficult
to recruit and retain talented coaches

$200,00
0

Need software upgrade to activate full capabilities of software

10

$60,000

SPARC grant funding ends September 30th. Funds needed to retain 0.2
Behavior/Emotional support supervisor, 0.2 Manager Electronic PD/Media (already
18
listed under Media Operations), & 0.8 Health Ed trainer

11

$101,19 $101,19
1
1

1.0 FTE for Office


Specialist III

Safety
and
Security
Transport
ation

Critical Response
Vehicles / Fleet /
Equipment
1 FTE - Project
Manager to work with
DoTS for configuring
VersaTrans
Athletic
Hourly coaching
Departme increases
nt
Transport Software upgrades for
ation
VersaTrans
Coordinat 1.0 FTE to replace
ed School SPARC grant funds
Health

Operations Top 20 Prioritized


Org.
Name

Need

Media
Operation
s
Coordinat
ed School
Health
Safety
and
Security
Warehous
e

0.5 FTE - Video


Restore position to historical level (from .5 FTE to 1.0 FTE) after conversion of the
Operations Specialist old .5 Instructional Broadcast Manager position. Needed to meet increasing demand
for web and video services.
0.5 FTE - Coordinated The number of programs under coordinated school health has grown. Administrative
school health admin support is needed
support
Quick Reference
No funding for the updating, printing and distribution of quick reference guides
Guides for emergency
situations
1 FTE - Warehouse
With the district planning to open four additional schools in the coming two years,
Employee
warehouse staff (currently 6 employees) will not be able to meet the demand for food
and supplies. We continue to struggle to get the work completed that we have
committed to on a daily basis
Upgraded
No current budget for repairs. Fingerprinting system is 8 yrs old and is past its
Fingerprinting system expected useful life

Safety
and
Security
Athletic
Stipend pay for
Departme coaches of unified
nt
program

Safety
1 FTE - Office
and
Specialist III
Security
Athletic
Funding to develop
Departme full time Athletic
nt
Director positions at
(10) High Schools

Context

Divisio
n
Priority
13

Ongoing
Cost
$48,553

14

$34,046 $34,046

15

$30,000

16

$71,244

17

$15,000

Currently all the coaches are listed as volunteers. In the review of athletic coaching
salaries for the high school and middle school programs; the Unified Sports coaches
should also start receiving stipends. SpEd coaches need to be treated the same as
GenEd coaches.
The volume of documentation and office coordination has expanded significantly.
Prior to budget cuts in the mid-90's, this office had clerical support.

18

Majority of Athletic Directors have split responsibilities in schools, which limits


opportunities for required meetings / trainings to support their roles

20

19

20152016
Ask
$48,553

19

$56,809

Business & Finance Top 20 Prioritized


Org.
Name

Need

Asst. Sup. Increase Audit


Business Response Manager's
& Finance hours from 20-30
hours per week
Asst. Sup. Need intensive audit
Business response support (via
& Finance contract) to resolve
growing backlog of
open internal control
issues
Asst. Sup. Financial Advisor
Business Contract
& Finance
Asst. Sup. Tax Advisor Contract
Business
& Finance
Budget
1 FTE - Reinstate a
Central Budget
Manager

Accountin
g
Accountin
g

New Technology Computers


1.0 FTE for Accounts
Payable - Employee
Reimbursements
Accountin 1.0 FTE for Accounts
g
Payable - Vendor
Accountin 1.0 FTE to reconcile
g
credit card accounts
Budget

1 FTE - Additional
School Budget
Analyst

Accountin 1.0 FTE for ASB

Context

Audit requirements and work is growing faster than we are able to address it

Divisio
n
Priority
1

2015- On2016
going
Ask
Cost
$19,686

This contract is needed to assist with special investigations and/or special projects.

$21,600

This contract is needed to provide financial advising on ad hoc topics such as the
Federal Reserve Building

$25,000

This contract is needed to address several outstanding tax issues including the use of
independent contractors

$35,000

This position will be integral in developing budget processes and procedures for the
District. They will work to better integrate District-wide planning efforts with budget
development, provide manager training and community outreach. They will also
provide the support and skills needed to improve the two main publications from the
department; the Budget Book and the Budget Instructions Book
The Accounting department would like to start a plan to replace a couple computers
each year as they get old and become obsolete
Insufficient staff to process invoices timely due to addition of schools and related
staff with no increase in support staff

$141,31 $137,31
8
8

$2,000

$56,000 $55,000

Insufficient staff to process invoices timely and reconcile vendor accounts

$56,000 $55,000

Point of Sale system not receiving resources; district cannot process payments by
credit card without a POS; p-cards and credit card payments receipts cannot be
monitored with current staff
In 2008, the budget department had 6 school analysts who were responsible for 88
schools. Now, the department has only 5 school analysts responsible for 97 schools.
The department needs an additional budget analyst to provide timely and meaningful
customer service to all schools and central departments
20
Insufficient staff to monitor activities as well as handle ongoing training needed for

$84,200 $83,200

10

$103,14 $103,14
8
8

11

$71,000 $70,000

$2,000

Business & Finance Top 20 Prioritized


Org.
Name

Need

Grant
Services

1.0 FTE - Funding for


a grant writer

Grant
Services

Grant
Services
Risk
Mgmt
Risk
Mgmt
Risk
Mgmt
Risk
Mgmt
Budget

Context

Grant requests will increase as funding issues continue and additional needs are
identified. Lack of dedicated grant writing staff is a major hindrance. Having an inhouse grant writing expert will negate the need to educate contracted grant writers
on the needs of the district as well as its goals, objectives and significant
programming
0.3 FTE for Senior
This position is integral part of the grant compliances small team of staff who ensure
Budget Technician
district compliance with Title IIA. This position was previously funded with Title 2A
funds, but these were cut in 2015. this positions helps to confirm funds are used
correctly and minimize the risk of penalties from the Federal govt.
Cost Analyst Upgrade This upgrade is for the current Cost Analyst (Grade 24/Step 11) to move up to an
to Assistant Grants
Assistant Grants Manager position. Mr. Yees job responsibilities have changed in both
Manager
scope and in importance
Light Duty Pool
New Legal Mandate

Divisio
n
Priority
13

20152016
Ask
$96,757

Ongoing
Cost
$96,757

14

$22,817 $22,817

15

$11,978 $11,978

16

$300,00
0

Legally mandated
Legally mandated safety training for all district staff
safety training (wages
for training time)
1 FTE - Clerical
Richard and Shelly are currently spending a considerable amount of time performing
Support for Enterprise clerical work. Would allow them to free up time to work on many of the compliance
Risk Management
needs not currently performed
Injury on Duty Leave CBA requirement
Pool

17

$400,00
0

18

$86,229

19

$400,00
0

Integrative Budget
Development
Technology System

20

$1,850,
000

The budget technology platforms are out of date and experience much inefficiency.
Budget development, maintenance and control, has never been well integrated into
our ERP system while the district focused on fundamental functionality instead. This
leads to an exceptional amount of clerical and data reconciliation tasks which take
away from higher level analysis and reporting work. The current system also does
not provide internal spending controls and several district employees have been
hired without budget available

21

HR Top 20 Prioritized
Org.
Name

Need

Human
Funding for
Resources advertising and
posting jobs

Human
1.0 Business Analyst
Resources
Human
1.0 FTE HR Business
Resources Partner
Human
2.0 FTE Call Center
Resources Specialists
Human
1.0 FTE Recruitment
Resources and Orientation
Coordinator
Human
1.0 Substitute
Resources Program Coordinator
Human
1.0 FTE Hard to Fill
Resources Recruiter

Human
0.5 FTE Compliance
Resources Analyst (NCLB / HQs)
Human
1.0 Talent
Resources Management Admin
Support
Human
1.0 FTE Office
Resources Specialist
Human
1.0 FTE Compliance
Resources Analyst (Title VII, Title
IX, ADA, etc)
Human
1.0 FTE Labor /
Resources Employee Relations
Specialist

Context

$0 allocated in current 2014-15 budget for recruitment, advertising, sourcing, etc.


Currently, we have the ability to only use our current website for posting and any free
sites. We can leverage sites such as LinkedIn and Career builder. We will be able to
target passive applicants (those not currently looking for jobs) as well as active
applicants. $80, 000 is a relatively light investment considering how much we will be
required to pay each time we engage with a search firm
Business process continuity. Business process redesign. Data architecture and
infrastructure. Data reporting and gathering. User acceptance testing.
Coordinating satellites HR work (nutrition services, facilities, athletics)

Divisio
n
Priority
1

20152016
Ask
$80,000

Ongoing
Cost?
$80,000

$95,000 $95,000

$80,000 $80,000

4
5

$110,00 $110,00
0
0
$65,000 $65,000

$50,000 $50,000

$65,000 $65,000

$32,500 $32,500

$60,000 $60,000

Assisting EEs (inquiries, help) and back office function

10

$40,000 $40,000

Legal, local federal, CPR tracking and reviews.

10

$65,000 $65,000

Monitor the workload Grievance/Complaint database. Coordinate investigations and


follow-up. Standardize approaches to the investigatory practices. Track past
practices. Conduct quality control.

12

$55,000 $55,000

Maintaining EE data files and Assisting EEs (inquiries, help)

Gather data for Affirmative action/ EEOC reporting, EE exit interviews, properly train
& support staff during the induction process.
Standardize the processes and train school personnel how to best utilize, screen,
interview and retain subs
Custom recruitment for hard to fill. Focus on strategies to acquire SPED, language
immersion, Montessori, diversity. Screen applicants for minimum qualifications.
Reference checking. Salary negotiation. Adherence to recruitment and selection
standards.
Mandatory Training Tracking, Review and Implementation of NCLB / HQs
administer and manager process flow of four major disciplines within HR

22

DoTS Top 20 Prioritized


Org. Need
Name
DoTS

DoTS

DoTS

DoTS

DoTS

Context

Division 2015On-going
Priority 2016
Cost?
Need
New Service:
Implementing a full, robust LMS (and fully supporting it with appropriate and trained
1
$475,000 $475,000
Implementation,
staff) can revolutionize how SPS offers classes to students, and how SPS provides
support, maintenance opportunities for Professional Development for staff and instructors. It is long
and operations of a
overdue.
modern Learning
Management System It will position students well for Higher Education, where eLearning and Distance
(LMS) and Classroom Education are common. This project is being funded in FY15-17 by reallocating
Data System (CDS) to funding from other BEX IV initiatives. Beyond that, there is no funding identified for
support
licensing and maintenance. Funding of this starting in FY16 would allow other
staff/instructor PD,
projects to retain their funding, and would assist in a more rapid deployment across
and to support
the District.
eLearning for all
students
Implementation of a The SPS policy for Site Based Management makes it extremely difficult to establish
2
$2,161,06 $2,161,06
Tier 2 CSS and TSS
and support standards, and develop a consistent service model for the District. In
4
4
support for
addition, the shortage of technical staff results in schools hiring staff to do their own
Classroom/Lab
thing with either school funds or PTSA funding. Additional "Field Technical Staff"
services and
(Technology Support Specialists and Computer Support Specialists) support is a
classroom
recurring recommendation from the School Leadership Survey. This is viewed as
productivity tools and critical to providing a higher level of demanded customer service and
Instructional
training/information to all schools.
technology (Desktop
& Mobile computers,
A/V Equipment, etc.)
Solutions for Data and Demands greatly exceed team capacity. Immature governance/prioritization process.
3
$210,000 $210,000
Information reporting Emergency requests interrupt planned work and our ability to focus on longer term
services
more sustainable strategies like increased/improved self-service technologies. Ad
hoc data silos exist. Expanded and more "student centric" reporting capabilities, and
more access to student data via the ADW is a recurring recommendation from the
School Leadership Survey.
1 Information Security No FTE dedicated to the security of our systems. Need someone to structure and
4
$156,144 $156,144
Officer
address all aspects of a comprehensive Security Architecture, and the changing
security threats. Hiring an Information Security Office for SPS was one of the major
recommendations from the 2014 CELT Report.
System Center
With the proliferation of additional equipment across the District, and the need for
5
$86,529 $86,529
Configuration
increased customer service via Remote Support, Direct configuration/imaging,23
Manager Position
Inventory Sysetm/Logistics, etc. It is critical to have a system for this service that

DoTS Top 20 Prioritized


Org. Need
Name
DoTS

DoTS

DoTS

DoTS

DoTS

Division 2015On-going
Priority 2016
Cost?
Need
3 Additional FTE for
Staff responsible for upgrades and modernization to new services models is the same
6
$413,662 $413,662
Systems and Central staff supporting current operational activities. Limited funding to hire consultants or
Operation Services
contract support. We literally beg vendors for free support
(focused on Network
Routing and Switching
Support)
Computer Operations Currently being performed by a very qualified College Tech. Needs to be supported
6
$86,529 $86,529
Support Analyst to
by a full-time DoTS Staff for stability and longevity.
support Central Data
Facility
Mobile Device
The increase of wireless across the District, and the proliferation of mobile devices
7
$87,432 $87,432
Management
has resulted in the need for improved mobile device management. SPS requires an
individual who is responsible for this service, uses the Meraki Mobile Device
Management service, etc. This person would also provide backup support to other
areas in Networks/Telecom that are critically short staffed. The School Leaders
Survey indicates the importance of the new Wireless Network across the District, and
the importance of that for education. With the deployment of thousands and
thousands of additional mobile/wifi devices (and more to come in FY16, 17, etc.) ...
providing the right level of service to the schools requires a robust Mobile Device
Management solution and lead.
Additional Web
Significant focus on restricting with new services is needed to assure we are
8
$130,016 $130,016
Support staff
providing access to ALL our stakeholders. Mobile access either via an APP or mobile
enabled website is critical.

Additional resources
for Training and
Improvements /
Enhancements for
Teaching & Learning
Applications
(primarily
PowerSchool)

Context

The District has about 1/5 of the Web support staff it had at its peak. There are
literally no web personnel to address modernization, new features, etc.
Improvements in SOURCE and access to Web Information & Communication was a
recommendation in the School Leadership Survey. This request goes hand-in-hand
with the deployment of new web technologies (LMS and CMS).
Staffing limits and lack of redundancy within the architecture make it difficult to
address upgrades to latest revisions in a timely manner resulting in annual
upgrades to the major application. Additional technical (DoTS) staffing and user
staffing are required to achieve the major improvements and benefits that are
needed in the District. Additional PowerSchool Professional Development (PD) for
School Employees (Staff and Instructors), and improvements to the overall
24
PowerSchool support were identified as a recurring recommendation in the latest
School Leaders Survey.

$245,000 $245,000

DoTS Top 20 Prioritized


Org. Need
Name
DoTS

DoTS

Context

Notes / Questions

Division 2015On-going
Priority 2016
Cost?
Need
Software and
Hardware and Software Vendors increase their licensing Increase that is estimated is
11
$125,000 $131,000
Hardware Annual
and maintenance costs annually be 3% to 6% (typically). 5% of $2.5M
Maintenance/Licensin Current licensing is approximately $2,500,000.
g costs
New Service: Support SPS customers believe that DoTS is funded to support
DoTS is recommending that
12
$225,000 $35,000
and Maintenance of these rooms, and it is a black eye on the District and TSS (within DoTS) be
Classroom and
on DoTS. DoTS has one technician to support all of the assigned and resourced to
Meeting space at
users at JSCEE, so supporting these rooms is not possible fully support these critical
JSCEE
without additional staff. The condition of the JSCEE
facilities.
Training and Conference Rooms continues to be an issue,
and has been flagged by several customers recently via
emails. A Briefing Paper has been submitted regarding
this request.

25

Capital, Facilities, Enrollment Top 20 Prioritized


Org.
Name

Need

Custodia 3 Facility Supervisors


l
for Evening Shift
Services
Property 2 Building Rental
Mgmt
Coordinators

Context

Supervision is 1 to 73 employees. Workload is creating high turnover, and is not


sustainable. Creates low satisfaction survey scores. Principals rarely get face time
with supervisors
currently only 2 staff for 945 registered and approved users with 66k permitted
events. Over 40 invoices/day. Potential lost revenue and staff turnover due to
workload. There is impact on the audit findings and the need to comply with audit
findings as well
currently only 1 staff member handling 118 leases, with 39 organizations. Potential
lost revenue and staff turnover due to workload

Divisio 2015n
2016
Priority Need
1
$338,961

Ongoing
Cost?
$338,961

$150,000 $150,000

Property 1 Accounting
Mgmt
Specialist to support
leasing operations
Critical Replace Maintenance Average age of maintenance fleet is over 20 years old. Vehicles are well past service
Maint. Vehicles
life, inefficient, and expensive to keep safe and operational. Vehicles are beginning to
fail at a high rate
Grounds Lease 4 additional
district vehicles too old to run and maintain /health safety/ lease is 6,250 per vehicle
vehicles
annually/District Wide/ currently org has 42 vehicles over 15 year old

$70,567

$1,200,00
0

$25,000

Custodia Lease 4 additional


l
vehicles
Services
Critical Additional Work Order
Maint. materials for
increased workload (if
new staff are
approved)
Grounds District Staffing to
manage and maintain
athletic complexes
Custodia Materials and
l
Supplies to increase
Services preventative
maintenance
Resourc 1 Resource
e
Conservation
Conserv Specialist
ation
Custodia Increase cleaning

district vehicles too old to run and maintain /health safety/ lease is 6,250 per vehicle
annually/District Wide/ currently org has 42 vehicles over 15 year old

$25,000

update materials to 30% of trades staff, this includes the new staff

$738,124

$60,000

Currently after hours events are staffed by a Parks employee. We would prefer to
have a District Employee staffed to better manage and protect a valuable district
asset
Preventative maintenance to replace systems before failure

10

$350,000 $350,000

11

$250,000 $250,000

Increase staffing level to support schools in meeting current city of Seattle


requirement of composting at all school locations and a 60% diversion rate for
recycle. History has demonstrated these positions pay for themselves in increased
energy savings and avoided costs
26
3 day cleaning standard does not support student learning and increased test scores.

12

$100,000 $100,000

13

$1,475,00 $1,475,00

Capital, Facilities, Enrollment Top 20 Prioritized


Org.
Name

Need

Custodia Technical and


l
hardware to utilize
Services and update from field
Custodia PD for tech and
l
hardware to utilize
Services school dude offsite
Resourc 3 Increased staffing
e
for Building Controls
Conserv Technicians
ation

Context

Notes / Questions

Divisio 2015n
2016
Priority Need
15
$15,000

Save time and resources using technology to process


School Dude information on site
Save time and resources using technology to process
School Dude information on site
Due to staffing levels facilities is not able to properly
support the districts significant capital investment in
digital building control systems. Impact is higher
utility bills. We miss out on energy grant rebates that
we are eligible for that need to be submitted within a
given timeframe (possibly hundred of thousands).
Manipulating controls affects indoor air quality, which
affects fresh air and CO2. Chance of saving 1-2
million from efficiencies
To understand how housing impacts enrollment

Enrollm Contract with


ent
consultant to assist in
Planning housing study to
improve enrollment
projections
Enrollm Technology upgrades Need more powerful computers and additional data
ent
- more powerful
storage
Planning computers to process
large data sets
Enrollm Class size reduction Requested by school board / superintendent
ent
study
Planning

Currently have 4 controls


techs. Digital controls in
place at every school. Want
to take this from 4 to 7.

Comp or extra time to two


analysts for 100 hours at
$50 per hour.

27

Ongoing
Cost?

16

$10,000

17

$350,000 $350,000

$10,520

$5,000

$5,000