Appendix A
Status of Recommendations and Savings
Status of Recommendations and Savings
Rec # Recommendation Implementation
StatusTSPR's Projected
Five-Year Savings (Costs)Actual Savings
(Costs) To DateCISD's Projected
Five-Year Savings (Costs)Comments Chapter 1 District Organization and Management 1 Prepare more detailed board minutes. p. 24 In Progress $0 $0 $0 After much discussion and efforts to encourage increased public partici-pation in board meetings including newspaper advertisements, Web page announcements and promotion by word of mouth the board concluded that the community was satisfied with the present level of communication and decided to continue documenting official board minutes as it has in the last four years. The board will make adjustments in the future if needed. 2 Ensure that all board members meet continuing education requirements in accordance with state law. p. 26 Complete $0 $0 $0 Board members comply with state law and are in the process of completing all continuing education hours for 2002-03. Board members individually report training hours to the Texas Association of School Boards (TASB) and retrieve reports that summarize the hours they earn each year. 3 Hold central office board meetings in the new high school cafeteria, and conduct at least one board meeting a year in Dove Creek and Knickerbocker. p. 27 Complete $0 $0 $0 CISD's board held its budget hearing on August 29, 2001 in the new high school cafetorium. The district published a quarter page advertisement 10 days prior to the hearing to announce the meeting to the community; however no one in addition to district officials attended. District board members, the superintendent and administrators continue to promote increased public attendance at board meetings, and have implemented a contingency plan to use the distance learning lab if public participation increases for any given board meeting. 4 Subscribe to TASB's "Policy On-Line" service. p. 28 Complete ($4,700) ($5,000) ($5,000) The district received board approval to subscribe to the TASB online policy service in October 2001. The district maintains local board policy on its Web site. The superintendent and Technology coordinator oversee all policy updates. The district also limits access to the Web site access to the superintendent, Technology coordinator and three additional campus and administrative staff. 5 Develop a long-range strategic plan that integrates the DIP and CIP and links the plan to the budget with alternative scenarios for growth. p. 30 Complete $0 $0 $0 The district's site-based decision-making committees cooperated with the superintendent to develop a long-range strategic plan for the district. CISD retains its commitment for continued discussions regarding alternative growth scenarios including facility development and the purchase and lease of available land. 6 Incorporate specific performance measures into the superintendent's performance evaluation instrument. p. 35 Complete $0 $0 $0 The board and the superintendent continue to collaborate on specific performance measures to include in the superintendent's annual performance evaluation instrument. The district is using an evaluation instrument developed by the Commissioner of Education and has not added any new local elements to the 2002-03 evaluation form for 2002-03. 7 Evaluate central office staff annually. p. 36 Complete $0 $0 $0 The superintendent evaluated all central office staff in spring 2002 using the TASB Personnel Management evaluation instruments and plans to continue this annually. The superintendent said that this process took a lot of time especially in a small district where staff strengths and challenges are generally known without a formal evaluation. The superintendent said that the evaluation tools create physical records of employee evaluations that will help the district if new administrators are hired or staff members move and request a copy of their evaluations. 8 Recruit a volunteer community involvement liaison to coordinate a quarterly district newsletter and seek innovative and cost-efficient steps to reach out to the community and parents. p. 43 Complete ($6,000) ($240) ($1,200) The district uses the Web site created in fall 2001 to cost-effectively and efficiently communicate with parents and the community. The district also sends newsletters home with students' report cards and mails them separately when necessary. The postage for these mailings cost the district approximately $40 every six weeks for an annual total of $240. 9 Use high school students to develop a district Web page. p. 45 Complete $0 ($3,000) ($3,000) On October 5, 2001, the district launched an interactive Web site that provides the public with information on board policy, district and local news, school calendars and district administrative information and contacts. The librarian and counselors included web pages with links to state and national databases. The district modified implementation of this recommendation and is designating additional funds of $10,000 that it received from a Telecommunications Infrastructure Fund grant to provide extensive technology training including Web design to the computer teacher. The district has future plans to include qualified high school students in the maintenance of the district's Web site. Chapter 1 Total ($10,700) ($8,240) ($9,200) Chapter 2 Educational Service Delivery 10 Explore innovative ways to offer advanced courses to small numbers of students including distance education and sharing teachers who can teach advanced courses with neighboring districts. p. 60 Complete ($11,340) ($5,000) ($25,000) The district initiated distance-learning services in September 2001, although it decided not to share teachers for advanced placement (AP) courses with other districts. CISD offers AP English and AP biology courses on a scheduled basis as well as dual credit courses in government and economics through Howard College. Students who complete these courses receive high school credit as well as six hours of college credit. The district is one of a select few statewide participants in the PLAN pilot program designed to enhance student performance on the American College Test (ACT). Using baseline tests given in grade 10, the district develops an educational and career plan for participating students in preparation for college entrance exams. 11 Create intervention teams at the elementary and secondary schools to refine, enhance, develop and monitor pre-referral practices. p. 65 Complete $0 $0 $0 The elementary school principal created an intervention team of teachers and professional staff. The intervention team developed and implemented a prereferral intervention plan for students identified with classroom challenges. The elementary school principal monitors implementation to ensure that all students are processed through the intervention plan. In 2002-03, the secondary school implemented an inclusion model to serve students in special education. Regular education and special education staff regularly communicate about prereferral needs and, because of the availability of academic modifications due to inclusion, students with challenges but not identified for the special education program also benefit. Increased professional development at this level has also provided teachers with more intervention strategies to use with students in efforts to reduce special education referrals. 12 Examine the over-representation of specific student groups in special education and ensure that all students are properly assessed and identified. p. 67 Complete $0 $0 $0 The district reduced the percentage of students served in special education programs in 2001-02 to 14.7 percent from 22 percent in 2000-01. The district credits its elementary intervention plan, the additional professional development it provides to special education staff and the secondary school's decision to provide inclusion services for students with achieving this reduction and appropriately providing prereferral and identification services. The district also used the special education teachers to train the regular education teachers in the process of inclusion. Monitoring these processes also resulted in a reduction of unnecessary paperwork. 13 Fully implement the Texas State Plan for the Education of Gifted/Talented Students. p. 70 Complete ($11,000) ($4,000) ($20,000) Both the elementary and high schools comply with the state's Gifted and Talented (G/T) Plan. In July 2002, the board decided to hire a full-time principal for middle school students in grades 6, 7 and 8. This principal now actively cooperates with the elementary and high school principals to ensure a smooth transition of services for all students including those in the G/T program. The middle school principal is making strides to ensure the middle school complies with the state's G/T plan by attending pertinent workshops and providing required staff development for teachers. The board approved a $4,000 salary increase for this individual to become the middle school principal. The superintendent said that the district already had discussed this possibility and would have pursued this option without this recommendation to provide the best instructional environment available for all CISD middle school students and to ensure no students "fall through the cracks." 14 Develop Campus Improvement Plans that address state mandates governing compensatory fund management. p. 75 Complete $0 $0 $0 The district's 2000-01 and 2001-02 audit reports noted that the District Improvement Plan (DIP) complied with state mandates governing compensatory fund management. The district included academic strategies and detailed budgetary information in the 2002-03 Campus Improvement Plans (CIPs) that exceeded state mandates. The superintendent personally conducted research to ensure that the district not only complied with but exceeded state requirements for compensatory education and said that implementation of the state mandated compensatory education external audit cost the district $17,000 in 2002 compared to $8,000 in 2001. 15 Request that the Texas Department of Transportation install signs restricting speed in front of the high school. p. 78 Complete $0 $0 $0 The Texas Department of Transportation (TxDOT) denied the district's request for restricted speed limit signs for the areas in front of both the elementary and high schools in December 2001. TxDOT also denied a speed zone study of these areas and directional signs to the high school stadium because too many signs were already posted on the designated corner. The district has no further options or plans to pursue these signs. Chapter 2 Total ($22,340) ($9,000) ($45,000) Chapter 3 Financial Management 16 Establish a Budget Planning Committee to identify the district's goals and financial constraints for the next five years and prepare a budget calendar. p. 90 Complete $0 $0 $0 The superintendent handles the majority of the budget information and established a committee including all three principals, the Transportation director, Maintenance staff and the Athletic director to assist with these duties. The superintendent solicits and receives input from these committee members before developing a prioritized budget for board review and approval. The superintendent includes a detailed budget report in the board's monthly agenda packet and presents oral updates at each meeting. 17 Provide each administrator with a monthly budget report. p. 91 Complete $0 $0 $0 District administrators receive verbal and written budget information at least once a month. The business manager also provides additional information and report explanations to administrators upon request. The district received a superior financial rating according to TEA's Financial Accountability System Resource Guide for 2001-02. The superintendent cooperates with the business manager and the district's accounting firm on a monthly basis to ensure that the administrators and board stay up-to-date on the district's finances. 18 Identify opportunities for obtaining grants and submit the applications to secure the funding. p. 96 Complete $205,000 $115,500 $300,000 The middle school principal served as the district's half-time grant writer until July 2002 when the district assigned him full-time responsibility for the middle school. The middle school principal continues to actively seek grant funding. The superintendent works with teachers and administrators interested in applying for specific grants and has prioritized grant writing and grant funding opportunities districtwide. As a result of grants, the district realized funds in excess of $115,000 in 2001-02 - (a $50,000 PS10 Telecommunications Infrastructure (TIF) Grant, a $33,000 Rural Economic Action Plan Grant, a $27,000 Coca Cola Grant, a $3,000 Tech Prep Grant and a $2,500 Tech Prep Grant). 19 Offer direct deposit of paychecks to employees. p. 98 Complete $0 $0 $0 The district initiated direct deposit for employee paychecks in September 2001 and cooperated with the depository bank to ensure a smooth transition for employees choosing this payroll option. The superintendent reports that employees who use direct deposit are satisfied with the services. 20 Establish a committee of staff and administrators to assess the state employee health insurance plan and help determine the district's course of action. p. 103 Complete $0 $0 $0 The Texas Teacher Retirement System (TRS) is responsible for the new state plan. The district started the sign-up process for TRS ActiveCare in April 2002. District staff distributed and returned all required health care information for both TRS and Blue Cross/Blue Shield. This process included attendance at informational workshops regarding the state's health insurance plans. The district noted that it recorded significant staff hours to transition to the new state insurance plan. 21 Close the clearing fund accounts, restructure the remaining clearing accounts into zero balance accounts and sweep all undedicated funds into local maintenance accounts each night to maximize interest income. p. 106 Complete $76,725 $10,313 $34,375 The district implemented this recommendation by maximizing its investments in the state's TexPool accounts. CISD is averaging 2.5 percent in interest income. This amount exceeds what the district would have earned from cash investments placed into Crockett National Bank CDs proposed as a modified offer to the district in lieu of sweep accounts. The superintendent keeps abreast of TexPool's daily interest rates. 22 Perform a physical inventory and maintain fixed assets data in the RSCCC fixed asset module. p. 107 Complete ($226) $0 $0 The district continuously updates the 2002-03 physical inventory and finished audits for the previous years. The district is carefully maintaining records of districtwide fixed assets and expects to reconcile actual assets with recorded data on an annual basis. 23 Enter requisitions On line directly into RSCCC and have deliveries made to each campus. p. 112 Rejected ($12,000) $0 $0 After careful consideration, and due to the small size of the district, the superintendent decided to maintain administrative control of purchasing requisitions using a streamlined paper process. The district uses an internal control process to ensure all requisitions contain the correct purchase codes. Chapter 3 Total $269,499 $125,813 $334,375 Chapter 4 Operations 24 Establish a meals per labor hour standard and staff accordingly. p. 119 In Progress $67,235 $0 $0 Although the district has not reduced staffing levels and does not regularly use meals per labor hour (MPLH) figures, administrators are now more closely monitoring cafeteria payroll expenditures, overtime and absenteeism. The district achieved an increase in MPLHs from five to eight for its two full kitchens and has employed additional strategies to help recapture food service operation expenditures. 25 Encourage increased meal participation. p. 121 Complete $45,108 $0 $50,000 The district increased meal participation by more than 35 percent in 2001-02. The district hired a new Food Service manager, developed new menus, raised food prices sequentially in 2001-02 and 2002-03 and completed construction of the secondary cafeteria. The district reports increased monthly revenues from its Food Service operations although expenditures increased because of salary and facility costs. The district is discussing the possibility of a food purchasing cooperative with region 15. 26 Regularly assess meal prices to set prices at cost-recovery level. p. 123 Complete $30,140 $5,000 $25,000 The district has realized some savings since it regularly began assessing meal prices. CISD raised meal prices in 2001-02 and 2002-03 effectively placing the Food Service operation above the cost-recovery threshold. The district anticipates increased savings as it completes all Food Service improvements. 27 Enter into a countywide food-purchasing cooperative. p. 125 Complete $54,000 $0 $0 Region 15 is actively discussing creation of a food purchasing cooperative, in which CISD has already agreed to participate and help plan. At this time, the district cannot assess five year savings since the cooperative is still in the planning stages and is not yet available. 28 Purchase point-of-sale software for food services. p. 126 Complete ($2,389) ($800) ($800) The high school and elementary school use a point-of-sale system that the district purchased in 2001-02. Food Service staff and central administrators report time savings, improved reporting and an increase in available operational data to analyze overall costs. The district did extensive research prior to system software purchase and procured software and training at a total cost of $800, well below report suggested costs. 29 Reactivate the facilities planning committee and develop a long-range facilities master plan. p. 132 Complete ($5,000) $0 $0 The district site-based decision-making committees and the superintendent included annual goals in the 2001-02 and 2002-03 DIP and CIPs. The committees and the superintendent participate in an ongoing development process for a facilities master plan that will include a reactivation of the facilities planning committee. The district passed a $1.5 million bond referendum to fund the cafetorium construction project with the assistance of the facilities planning committee. The district values the input of this committee in future endeavors and is focusing efforts on maintaining its maintenance schedule. 30 Develop and maintain a facilities inventory. p. 133 Complete $0 $0 $0 The district obtained the necessary facilities inventory information which is maintained in the central administrative office. 31 Use a work order tracking log to monitor the cost, timeliness and performance of maintenance services. p. 135 Complete $0 $1,000 $5,000 After hiring a maintenance director in 2002, the district reduced reliance on contracted services for a variety of maintenance repairs. The district realized savings despite the salary expenditure. The director monitors costs and timeliness of repairs. 32 Hire an additional full-time custodian for the district and train custodians to care more effectively for the campuses. p. 136 Complete ($103,420) ($24,000) ($120,000) The district hired a full-time custodian in July 2001, and gave the custodian appropriate in-house training. Administrators report that both the elementary and secondary campuses are extremely clean and well maintained. The superintendent said CISD staff, parents and students are also happy with these services. 33 Participate in the State Energy Conservation Office (SECO) LoneSTAR program to reduce energy costs. p. 138 Complete $0 $0 $0 The district entered into an agreement with the Texas General Land Office to begin receiving energy services from West Texas Utilities, the actual energy providers, in January 2002. To date, WTU has not regulated its billing procedures nor provided any reports on services provided or on the district's usage. The district received a bill in October 2002 for the district's energy use for the months of January, February and March 2002. The district continues to cooperate with the Texas General Land Office to resolve problems with the energy provider. 34 Construct a fence around the bus lot. p. 142 Complete ($4,300) ($5,800) ($5,800) The district reviewed its original plans and constructed a larger fence that will better address current and future transportation needs for the district. 35 Document maintenance performed on each vehicle. p. 143 Complete $0 $1,000 $5,000 In May 2001, the district hired a new Transportation director who developed and maintains detailed documents for each vehicle. The district reports that the Transportation director is knowledgeable about the business aspects of the Transportation Department and performs routine maintenance and repairs on the buses himself. The district purchased material and the Transportation director recovered all the bus seats himself at a significantly lower cost than if this project had been contracted to an outside company. The district expects to realize additional savings in the area of maintenance and repairs. 36 Implement a formal pre- and post-trip inspection procedure for buses. p. 144 Complete $0 $0 $0 The district has not only implemented the inspections, but the Transportation director additionally involves students in routine clean up after field trips and assigns accountability to student groups using the buses. The district said that despite the fact that its buses are older, their condition makes them comparable to new buses. 37 Reduce the spare bus ratio and adopt a bus procurement plan to replace buses every 12 years or 200,000 miles. p. 146 Complete ($22,000) ($41,848) ($62,773) The district purchased a new activity bus in 2001 for $62,773 and negotiated a three-year payment plan. The new Transportation director maintains records projecting bus procurement and has a detailed replacement plan. 38 Coordinate with other districts in Tom Green County to provide expanded driver training. p. 148 Complete ($600) ($300) ($600) The district contacted Region 15 to explore additional training offerings for a group of districts and currently provides bus driver training and refresher courses through the region at a cost of $50 for a four-hour refresher course and $300 for a 20-hour new driver training course. 39 Update the district's technology plan annually. p. 150 Complete $0 $0 $0 The district has a board-approved technology plan through 2004 that documents detailed equipment acquisitions and associated expenditures budgeted from a $50,000 Telecommunications Infrastructure Fund grant. The district has already purchased 20 computers for the faculty, new Pentium IVs at a cost of $22,980 and an additional server for $5,095. The district is completing a wireless lab for students that will include 25 compact laptops and a rolling cart. 40 Develop a disaster recovery plan for technology. p. 153 Complete $0 ($1,000) ($1,000) The district contracted with Region 15 for disaster recovery services and sends all data electronically to the region once a week. The Technology director coordinates these off-site storage services in conjunction with the superintendent. 41 Purchase switches that take full advantage of the fiber optic connection between schools. p. 154 Complete ($3,500) $0 $0 The district replaced initial equipment with switches that were in place at the time of the review and is maximizing switch use for fiber optic telecommunications between the elementary school and the secondary school. 42 Track technical support work orders to monitor the effectiveness of technical support. p. 154 Complete $0 $0 $0 The Technology director monitors all repair and help desk requests to assess response effectiveness and, along with the Technology teacher, has increased professional development hours to provide enhanced technical support to teachers and staff. 43 Adopt policy that requires district approval for all software on district computers. p. 155 Complete $0 $0 $0 The district updated existing Technology policy to limit administrator access and effectively control software use, requests and purchases. Chapter 4 Total $55,274 ($66,748) ($105,973) Grand Total $291,733 $41,825 $174,202