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 DateGCISD's Projected
Five-Year Savings (Costs)Comments Chapter 1 District Organization and Management 1 Expand the annual strategic plan to a five-year strategic plan, and link the plan to the budget and other district planning documents. p. 26 Complete $0 $0 $0 In August 2002, the board adopted a 2002-07 district improvement plan. During the summer of each year, GCISD organizes groups of parents, students, administrators and community members. Once these groups are assembled, they begin the planning process by incorporating community visions. This information is passed on to the campuses and departments for inclusion in their plans. The district's site-based decision-making committee has rolled all of this into the district's strategic plan. 2 Develop an administrative manual for key functional areas, and train all staff in their application. p. 28 In Progress $0 $0 $0 Administrators are reviewing the administrative procedures, and plan on completing and publishing a manual by May 2003. In reviewing these procedures, the district made several staffing changes, such as the creation of a PEIMS school coordinator position, as mentioned in Recommendation #4. 3 Include reason for separation as part of the formal exit interview process and track the results. p. 34 Complete $0 $0 $0 During 2001-02, the district adopted the TASB Personnel Services Exit Interview Form that includes reason(s) for separation. In 2002-03, the district modified the form to more adequately meet their needs, and is currently building a database to track this information. The district created an employee benefits committee to discuss employee concerns. As a result, the committee discovered that employee benefits were a major issue. TASB conducted a comprehensive benefits and salary study, which resulted in a significant change in salaries and benefits. Consequently, turnover rates among teachers have declined. The only unrelated exception was a complete turnover in the coaching staff. Chapter 1 Total $0 $0 $0 Chapter 2 Educational Service Delivery 4 Review the PEIMS school data submission process, establish written guidelines and redefine the job responsibilities of PEIMS school data operators. p. 47 Complete $0 ($27,300) ($136,500) In 2002, GCISD created a district Public Education Information Management System (PEIMS) school coordinator position that coordinates and trains all campus-based PEIMS school personnel in the district. For the first time in 2002, GCISD's PEIMS school submissions were commended by the Texas Education Agency for zero student identification errors. 5 Identify students currently below the Texas Learning Index value of 85 for special preparation efforts and performance incentives. p. 49 Complete $0 ($8,500) ($8,500) The district implemented a comprehensive assessment system that includes benchmark testing, tutorials and data disaggregation programs for tracking student performance data. GCISD is using benchmarks to assess students each quarter. The district is also making adjustments to the curriculum in an effort to serve its students better. These improvements have gained importance in anticipation of the third-grade social-promotion laws that become effective with the 2003 TAKS tests. All schools have available compensatory education programs from the Special Populations Cooperative. These programs assist students scoring below the 85 index in all testing areas. The Transportation Department has made arrangements for students to participate in tutorials. The Food Service Department is providing snacks for the afternoon tutorials. Primarily, expenditures have been reallocated so that there was no need for additional funds, but there was a one-time cost for the purchase of software and a scanner for the benchmark testing. This long-range planning process helped the district identify future programmatic needs. This data is being used to identify weaknesses to ensure that all goals are met. 6 Supplement distance learning opportunities and share teachers that can teach advanced courses with neighboring districts. p. 50 Complete ($11,340) ($13,692) ($13,692) The district offers dual enrollment classes via distance education through Howard College-West Texas Training Center. In 2001-02, the district was short one Spanish teacher. To compensate for this absence, the district entered into an agreement with Junction ISD for a distance learning class. The district had to pay tuition to Howard College and shared the cost of the teacher with Junction ISD. For 2003-04, GCISD has hired a Spanish teacher to fill the vacancy. Novice ISD has approached the district and asked for a distance education Spanish class for their students. 7 Establish a vertical alignment between middle school and high school mathematics. p. 51 In Progress $0 ($2,283) ($2,283) The district has implemented a comprehensive alignment for all core subject areas including mathematics for grades K-12. On August 15, 2002, the middle school and high school staff met to begin vertically aligning the core subjects between the two schools. The school leadership team was also involved in the process. A one-time cost was charged for the services of a curriculum specialist to consult on the alignment. The original cost was $25,000, but Region 15 had contributed in the bulk of this, leaving the district's obligation only $2,283. 8 Ensure that the goals and objectives of gifted and talented education established in the District Improvement Plan are implemented. p. 61 Complete ($6,000) ($43,000) ($215,000) In 2002-03, the high school established a gifted and talented Humanities class and advanced placement courses in all core subjects in grades 6-12. The district hired a full-time teacher for the gifted and talented (GT) class. They also use an additional regular class-room teacher-one class per day-to serve both inter-mediate and primary grades. All gifted, AP and Pre-AP teachers are attending GT workshops and summer institutes to fulfill the state's requirements. 9 Expand the career and technology program by establishing more relationships with area colleges and trade schools and by sharing teachers and courses with neighboring districts. p. 65 Complete $0 ($18,300) ($91,500) GCISD added an At-Risk/Career & Technology counselor position. The cost recognizes only a local portion of the expense. The remainder of the cost was paid for by a combination of grants, allot-ments and compensatory education funding. The high school added dual credit courses with Howard College and Angelo State University (ASU), which also includes the ASU "Up and Coming Scholar Program." The middle school offers a course titled "Job Fair," which allows students to consider and investigate future careers. 10 Incorporate performance measures for at-risk students into district and campus improvement plans. p. 68 Complete $0 $0 $0 As a result of its strategic planning methodologies incorporated under Recommendation #1, GCISD revised its entire planning process. The district adopted a Compensatory Education Program. According to the superintendent, these changes have made the greatest impact on the educational service delivery to at-risk students. The district improve-ment plan now includes performance standards, and as a result of re-examining the compensatory programs, the district decided to add an at-risk counselor position. The Special Populations Cooperative has also been expanded to include special programs for at-risk students, which means that the cooperative is addressing all special needs students and the compliance-related programs. 11 Develop a community-wide safety committee that includes members from law enforcement, fire safety, health care, social services and the community to share information, skills and resources related to school and public safety. p. 73 Complete $0 $0 $0 The district formed a crisis management and planning committee that will update the crisis management plan for the 2002-03 school year. In cooperation with local law enforcement groups, certain members of the committee and the administration will be attending specialized training. For example, near the middle school campus, a person was seen carrying a gun. The campus immediately went into a lock-down procedure. During this process, the district discovered that there were some weaknesses in their communication system. As a result, every member of the district leadership team has an emergency communication device to use during a potential crisis, linking school authorities with each other and with law enforcement. Chapter 2 Total ($17,340) ($113,075) ($467,475) Chapter 3 Financial Management 12 Develop and implement detailed, comprehensive, written procedures for cash receipts, cash disbursements, accounts payable and payroll. p. 83 In Progress $0 $0 $0 This recommendation will be completed with the District Administrative Manual mentioned in Recommendation #2. 13 Store blank check stock in a locked cabinet or a locked office at all times and limit access to individuals with check-writing authority. p. 84 Complete $0 $0 $0 The day after the review was released, the district began storing checks in a locked vault. This vault remains locked at all times. 14 Develop and implement documented records retention guidelines. p. 86 Complete $0 ($600) ($1,000) The district submitted its plan to the Texas State Library and Archives Commission in October 2002. A consultant assisted the district in developing their plan. The training was completed in September 2002 for district and school employees. 15 Develop written, detailed budgeting procedures that can be integrated with a comprehensive district financial manual. p. 87 Complete $0 $0 $0 The district conducted budget training in April 2002 for all school principals and department supervisors. The training included a Power Point presentation, discussions of the budget calendar, and an explanation about how the coding systems work. This will be continued each year, but the initial procedures have been distributed. 16 Allocate utilities, maintenance and janitorial costs to applicable departments and campuses. p. 88 Not Implemented $0 $0 $0 The district has had difficulty implementing this recommendation because the district contracts for janitorial services, and the utility costs aren't broken out by building. The district is concerned that the costs to implement this step might currently outweigh the benefits. However, administrators said they will review this issue again next year. 17 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. 91 Complete $0 $0 $0 During the spring semester of each year, the district forms a benefits committee made up of district employees from all areas of the district's operation. The district chose the TRS Care plan, added life insurance, and now provides an option for long-term disability. This committee makes a recommendation to the school board for the upcoming budget year. This committee is now exploring the need for child care for staff and students. 18 Develop a fiscal plan of action to replenish the general operating fund balance to optimum levels. p. 93 In Progress $0 $0 $0 As of 2001-02, the district's fund balance has reached optimum levels. The board is considering the adoption of a formal written plan to promote continual maintenance of the fund balance at optimum levels (as stipulated in the TEA's School FIRST system, which is a financial rating and accountability system becoming effective in 2004). The district is also considering an investment plan that will keep the fund balance earning interest at market rates. 19 Develop written fixed asset policies and procedures and distribute them to staff members involved in the accounting and management of fixed assets. p. 94 In Progress $0 $0 $0 The senior director of Business and Finance is currently working with an external auditor to develop policies and procedures to ensure proper accounting of fixed assets. When the administrative manual is completed, this procedure will be included. 20 Form a committee of superintendents, Regional Education Service Center representatives and representatives from the Texas Education Agency to explore the opportunities for shared financial services. p. 97 In Progress $0 $0 $0 GCISD participates in Regional Purchasing Coops through Region 15, and they are currently exploring a food service coop with the Region 15 for the upcoming 2003-04 school year. Chapter 3 Total $0 ($600) ($1,000) Chapter 4 Operations 21 Establish performance measures and a monitoring plan for the custodial services contract. p. 104 Complete $0 $28,000 $140,000 In July 2002, the janitorial contract was revised to remove certain unnecessary items-for example, dusting teachers' desks, thus encouraging employees to be more responsible for the cleanliness of their own workplace. This reduced the staff hours required under the contract, and reduced the contract amount by $28,000 this year. The contractor conducts daily walk-throughs. The contractor has a tiered level of management that also supervises the work. The district also implemented
e-mail access to the contractor so that communication could be improved. Overall, the campus employees seem more pleased with the cleanliness of the schools.22 Conduct a facilities study and incorporate results into a long-range facilities master plan. p. 105 Complete ($8,000) ($39,000) ($39,000) In 2002, the district hired consultants from the Texas Association of Superintendents and Administrators and Chapman, Harvey Architects, Inc. to help construct a comprehensive facility master plan. This plan contains a number of components, including how the QZABs mentioned in Recommendation #23 might be used, as well as some of the energy management issues in Recommendation #25. 23 Pursue Qualified Zone Academy Bond funding for renovation of the elementary/intermediate school. p. 108 In Progress $0 $0 $0 The Facility Improvement Committee and board met on October 12, 2002 to determine strategy in pursuing financing for school buildings. The district is working with financial and legal specialists to assist them in applying for these funds. 24 Implement an automated system to manage work orders, and develop priority codes. p. 110 In Progress $0 $0 $0 GCISD implemented an e-mail work-order system in 2002 that allows faculty members to send requests to the maintenance department. Once the work is complete, the department sends an e-mail back to the originating person to ensure that they are satisfied. Maintenance is currently reviewing an Internet-based system and developing priority codes. Overall, the principals said that work is being done more quickly and they are more satisfied with the process. 25 Update energy audit and participate in the State Energy Conservation Office energy conservation loan program. p. 111 In Progress $0 $0 $0 In 2002, the district entered into an interlocal agreement with the General Land Office to take advantage of large-group buying power for the purchase of electricity. GCISD is currently working with SECO to reevaluate the analysis that was completed in 1997-98. 26 Create signs that direct visitors to the parking lot, student loading and unloading zones, school entrance and main offices for each campus. p. 112 In Progress $0 $0 $0 As of the beginning of the 2002-03 school year, signs have been placed throughout the district, including parking lot signs for middle school, intermediate and primary schools. As part of the five-year master planning process, the district is looking at the traffic patterns in and around the schools, and is evaluating how to better regulate the traffic and ensure child safety. Administrators said they are holding off on any major work on intermediate and primary schools until the Facility Improvement Process is complete. However, they are applying for grants through the Texas Department of Transportation to upgrade the street signs around the schools. 27 Evaluate the job description for the director of Technology and Operations and prioritize primary functions in conjunction with the technology plan. p. 117 Complete $0 $0 $0 Effective with the 2001-02 school year, the director of Technology is no longer responsible for Operations. These responsibilities were delegated to the supervisor of Maintenance. 28 Require the Technology Task Force to update GCISD's technology plan and tie it to the district strategic plan. p. 118 Complete $0 $0 $0 The technology plan has been included in the five-year strategic planning process. 29 Upgrade four of GCISD's five servers with a hard disk system that supplements tape backups. p. 120 Complete ($3,500) ($4,500) ($4,500) The district replaced hard drives in all its servers during the spring 2002. 30 Store backup tapes at an off-site location to ensure the integrity of the disaster recovery process. p. 121 Complete $0 $0 $0 The elementary schools' servers back-up the high school and administrative servers nightly, and vice versa. The district also sends a weekly back-up to Region 15 for student and financial data. There is no additional cost to the district for backing up this information at Region 15. 31 Develop a transportation operations and maintenance handbook. p. 124 In Progress $0 $0 $0 In September 2002, the department completed the Transportation Operations Manual and is waiting on board approval. The department is now working on the Maintenance Manual. 32 Adopt a fleet procurement plan to replace one bus annually based on miles operated, years of service and cost of maintenance. p. 126 Complete $0 $0 $0 A fleet procurement plan has been included in the district's strategic plan. The plan is for the district to replace one bus the first year, two buses the following year, and so forth. 33 Aggressively seek to identify all students eligible for free and reduced-price meals. p. 131 Complete $55,568 $0 $100,000 The district is now using a Direct Certification process. Also, the elementary school had an application drive in 2002-03, and the Food Service Department had a district-wide application drive. Currently the district's count of students eligible for free and reduced- price meals is about 40 to 50 students above 2001-02. This should result in an increase of approximately $600 in compensatory education and Title I funds per student, or conservatively about $25,000 per year. 34 Develop strategies to increase breakfast participation at both campuses. p. 133 Complete $14,430 $0 $0 Starting with the 2001-02 school year, the Food Service Department implemented the complimentary breakfast program for all students Pre- K-12. Everyone eats free, but federal dollars are sufficient to offset all additional costs. The district did not add any additional staffing. 35 Increase employee productivity and reduce associated payroll costs. p. 137 Complete $168,701 $4,500 $22,500 The meals per labor hour has increased due to the complimentary breakfast program. Through attrition, the district was able to hire a part-time employee to replace a full-time position. The salary study, however, showed that salaries were very low in the food service area in comparison to local competitors. 36 Establish an equipment replacement plan based on priority. p. 138 Complete ($10,000) $0 $0 As part of Facilities Improvement Plan mentioned in Recommendations #22 and #25, the consultant assessed major equipment and created a detailed item list describing the date of purchase, condition and similar details. As new construction or renovations are done, these items will be included in the projects. This will help the district assess when major equipment is due to be replaced. 37 Conduct surveys of students, parents and faculty about food quality, quantity, price, variety, nutrition and other areas of food operations and implement corrective action where needed. p. 139 Complete $0 $0 $0 The district partnered with an Angelo State University Graduate Level Marketing class to conduct a survey of students, teachers and parents to gain valuable feedback for the Food Services Department. Also, beginning in January 2003, the Nutrition Department is joining the Student Health Advisory Committee to provide nutritional education for parents and students. This issue that has been brought to the district's attention because of child diabetes issues. 38 Develop and implement a plan to recognize cafeteria staff who obtain certification. p. 141 In Progress ($3,000) $0 $0 GCISD adopted the TASB pay scale, and beginning in 2003-04, the business office plans to tie annual raises to certification. 39 Compile and distribute accurate, detailed and useful school-specific financial and performance reports to cafeteria managers on a quarterly basis. p. 142 Complete $0 $60,000 $300,000 The senior director of Business and Finance gives monthly profit and loss statements to director of Food Services and the board. The director of Food Services then meets with cafeteria managers. There are several initiatives to reduce costs, such as eliminating waste by changing the way food is served; using disposable utensils; and going to lighter more durable serving dishes. As a result, the food service fund is nearing self-sufficiency. Chapter 4 Total $214,199 $49,000 $519,000 Grand Total $196,859 ($64,675) $50,525