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EXECUTIVE SUMMARY
Executive Summary Overview
Summary of Costs and Savings by Recommendation (Exhibit 5)

In March 2001, Texas Comptroller Carole Keeton Rylander began a review of the Veribest Independent School District (VISD) as part of a six-district project that also included reviews of the neighboring San Angelo, Wall, Grape Creek, Water Valley and Christoval school districts. These six districts are located near each other in Tom Green County. Based upon six months of work, this report identifies VISD's exemplary programs and suggests concrete ways to improve district operations. If fully implemented, the Comptroller's 53 recommendations could result in net savings of $769,238 over the next five years.

Improving the Texas School Performance Review

Soon after taking office in January 1999, Texas Comptroller Carole Keeton Rylander consulted school district officials, parents and teachers from across Texas and carefully examined past reviews and progress reports to make the Texas School Performance Review (TSPR) more valuable to the state's school districts. With the perspective of a former teacher and school board president, the Comptroller has vowed to use TSPR to increase local school districts' accountability to the communities they serve.

Recognizing that only 51 cents of every education dollar is spent on instruction, Comptroller Rylander's goal is to drive more of every education dollar directly into the classroom. Comptroller Rylander also has ordered TSPR staff to share best practices and exemplary programs quickly and systematically with all the state's school districts and with anyone else who requests such information. Comptroller Rylander has directed TSPR to serve as a clearinghouse of the best ideas in Texas public education.

Under Comptroller Rylander's approach, consultants and the TSPR team will work with districts to:

  • Ensure students and teachers receive the support and resources necessary to succeed;
  • Identify innovative ways to address the district's core management challenges;
  • Ensure administrative duties are performed efficiently, without duplication, and in a way that fosters education;
  • Develop strategies to ensure the district's processes and programs are continuously assessed and improved;
  • Challenge any process, procedure, program or policy that impedes instruction and recommend ways to reduce or eliminate obstacles; and
  • Put goods and services to the "Yellow Pages Test": government should do no job if a business in the Yellow Pages can do that job better and at a lower cost.

Finally, Comptroller Rylander has opened her door to Texans who share her optimism about the potential for public education. Suggestions to improve Texas schools or the school reviews are welcome at any time. The Comptroller believes public schools deserve all the attention and assistance they can get.

For more information, contact TSPR by calling toll-free 1-800-531-5441, extension 5-3676, or see the Comptroller's Website at www.window.state.tx.us .

TSPR in Veribest ISD

VISD is located in Tom Green County approximately 8 miles east of San Angelo on FM Highway 380. Veribest is a farming community that was originally named Mullins. After a conflict arose when the Post Office discovered another Texas town with the same name, a contest was held to find another name. Veribest was selected after a resident spotted a bread package by that name in a store.

VISD includes a high school, middle school and elementary school and serves a second campus location, The Roy K. Rob (RKR) Posted Adjudication Center, for 12- to 17-year-old males who have been convicted of a non-violent felony and have drug and/or alcohol abuse problems. The district is served by the Texas Education Agency's (TEA) Regional Education Service Center XV (Region 15) in San Angelo.

The Comptroller's office contracted with Gibson Consulting Group Inc., an Austin-based firm, to assist with the review. The team interviewed district employees, school board members, parents, business leaders and community members and held a public forum on March 27, 2001 at the Veribest High School from 5 p.m. to 8 p.m. To obtain additional comments, the review team conducted small focus group sessions with, teachers, administrators and board members. Details from the public forum and focus group sessions appear in Appendix A. The Comptroller's office also received letters and phone calls from parents, teachers and community members.

In an effort to ensure that stakeholders had an opportunity to give input, TSPR sent surveys to teachers, parents and students. A total of 80 respondents answered surveys: 11 teachers, 65 parents and four students completed written surveys. Details from the surveys appear in Appendices B through D.

The review team also consulted two databases of comparative educational information maintained by the Texas Education Agency (TEA)-the Academic Excellence Indicator System (AEIS) and the Public Education Information Management System (PEIMS).

VISD selected "peer districts" for comparisons based on district similarities in student enrollment, student performance, community and student demographics. The districts chosen were Coolidge, Novice, Water Valley and Panther Creek.

Exhibit 1 compares the demographic characteristics of VISD, its peer school districts, Region 15 and the state.

Exhibit 1
Demographics of VISD, Peer Districts,
Region 15 and State Student Populations
2000-01
  Enrollment African American Anglo Hispanic Other Economically
Disadvantage
Water Valley 315 0.6% 79.4% 18.4% 1.6% 38.7%
Veribest 272 0.7% 61.4% 36.0% 1.9% 30.5%
Coolidge 251 23.9% 43.0% 33.1% 0.0% 72.1%
Panther Creek 217 0.0% 86.6% 12.4 % 0.9% 37.8%
Novice 98 2.0% 82.7% 15.3% 0.0% 75.5%
Region 15 50,694 3.6% 47.8% 47.9% 0.7% 53.5%
State 4,071,433 14.0% 42.0% 41.0% 3.0% 49.2%
Source: TEA, PEIMS 2000-01.

During its six month review, TSPR developed recommendations to improve operations and save taxpayers $798,438 over five years. Cumulative net savings from all recommendations (savings minus recommended investments or expenditures) would reach $769,238.

A detailed list of estimated costs and savings by recommendation appears in Exhibit 5. Many TSPR recommendations would not have a direct financial impact but would improve the district's overall operations.

Acknowledgments

The Comptroller's office and Gibson Consulting Group Inc. wish to express their appreciation to the VISD Board of Trustees, retired Superintendent Dr. Ed Grimm and incoming Superintendent Mr. Lane Jackson, as well as district employees, students, parents and community residents who helped during the review.

Veribest ISD

In 2000-01, VISD served a population of 272 students, with 61.4 percent Anglo and 36 percent Hispanic. Nearly 31 percent of the student body of the district is considered to be economically disadvantaged.

The district's annual budget is $2.2 million for 2000-01. In that year, VISD ranks in the middle of the peer districts regarding property tax rate and property value per pupil(Exhibit 2).

Exhibit 2
VISD Adopted Tax Rate and Taxable Property Value
Compared to Peer Districts
2000
District Adopted
Tax Rate 		Taxable Property
Value/Pupil
Coolidge $1.696 $78,016
Veribest $1.500 $186,363
Novice $1.500 $241,995
Water Valley $1.500 $181,785
Panther Creek $1.260 $203,706
Source: Comptroller's Office, Property Tax Division 2000.

On August 16, 2001, the Texas Education Agency released the TAAS results for the 2000-01 school year. VISD received an overall Academically Acceptable Rating, down from a Recognized Rating in 1999-2000. Because this information came late in the review process and the cumulative test results will not be available until November 2001, the data presented throughout the rest of this report reflects 1999-2000 information.

The percent of VISD students passing TAAS was highest among its peers in math, second highest in reading, second lowest in writing and second highest in all tests taken and above the regional and state averages in all categories (Exhibit 3).

Exhibit 3
Percent of VISD, Region 15 and State
Students Passing TAAS, All Levels
1999-2000
Entity Reading Writing Math All Tests
Water Valley 92.3 91.2 90.4 85.7
Coolidge 93.4 86.5 90.4 87.8
Novice 90.7 100.0 95.3 88.6
Veribest 94.5 89.6 95.5 89.2
Panther Creek 96.8 91.7 94.7 90.8
Region 15 88.5% 89.3% 89.8% 82.2%
State 87.4% 88.2% 87.4% 79.9%
Source: TEA, AEIS 1999-2000.

While VISD had the second highest percent of students passing all test taken at 89.2 percent, a rate that is 7 percent higher than Region 15 and more than 9 percent higher than the state average, the district is faced with a number of challenges:

  • Regaining control of district finances;
  • Planning for the future of Veribest High School; and
  • Encouraging community involvement.

Key Findings and Recommendations:

Regain control of district finances.

Develop a target balance for the general fund and manage to it. VISD's fund balance has steadily declined since 1997. An inadequate fund balance puts the district at risk of financial crisis should there ever be a need for an immediate, emergency source of funds. The district should develop a realistic budget and control expenditures by having all departments identify expenditures that can be reduced and placing a line item in the budget to increase the fund balance by a minimum of 10 percent per year. By controlling expenditures, the district can increase its fund balance to an optimum level.

Monitor the budget closely and tighten the system of internal controls. VISD staff should closely monitor the budget and keep the board informed of the district's financial position. Detailed procedures describing the steps for all critical accounting functions and preparing bank reconciliations in a timely manner will allow the district to detect immediately and investigate any errors or irregularities.

Incorporate specific performance measures into the superintendent's evaluation. The district is facing a number of challenges including student enrollment, a declining fund balance and a need for future facility planning. The district should set specific, measurable goals for the superintendent and hold him accountable for accomplishing those measures.

Reduce staff and develop staffing formulas for all employee categories. VISD's staff over the last five years has increased at more than twice the rate of student enrollment. The district has no staffing formula and, with a declining fund balance, cannot afford to continue this rate of increase. Developing staffing guidelines for all categories of employees will enable the district to increase or reduce staff positions fairly when the student population increases or declines.

Establish evaluation measures for cafeteria operations. VISD's cafeteria is not a self-supporting function, and the district does not use any performance measures to evaluate its operation. Using assessment tools to evaluate its efficiency and effectiveness will help the cafeteria become more productive and self-sufficient.

Establish purchasing procedures that comply with state law. VISD does not seek competitive bids in accordance with TEA guidelines. The goal in purchasing is to obtain the best goods available at the lowest prices. By obtaining bids and quotes for purchased goods and services, the district will ensure that they are meeting purchasing requirements set by state law and obtaining items at reasonable prices.

Plan for the future of Veribest High School.

Review the opportunities and challenges of operating Veribest High School. Due to a lack of a strong high school experience, several important aspects of the curriculum and the overall educational plan were not in place when the school started in 1996-97. Some of these problems persist today. A committee made up of school and community members should be established to consider all options and come up with a plan of action.

Implement a strategic planning process linked to the budget. VISD does not have a long-range strategic plan to guide decisions or link district goals to planned expenditures. Strategic planning enables districts to define goals and objectives, establish priorities and determine specific implementation steps. Linking the planning to the budget adds accountability and ensures that district resources are focused on achieving its goals.

Develop a facilities master plan that addresses all facility needs over next five to seven years. One of the most critical issues facing VISD is their facilities, and the district is without a long range plan. A long range facilities plan that addresses the high school and all other buildings will ensure that facility needs are met.

Participate in Lone Star program through the State Energy Conservation Office (SECO) for reducing energy costs. VISD has not taken advantage of energy management programs that could save the district in energy costs. SECO offers a number of programs and services that could help the district conserve energy and save money.

Encourage community involvement.

Encourage the public to attend school board meetings. Many parents and teachers do not believe the board encourages community participation. Posting meeting notices on the Internet and in businesses and stores throughout the area will help the district to communicate to the public that they are a valuable part of the educational process.

Post VISD's policies and school news on the district's Web site. VISD does not put its policies or school news on its Web site and district news is limited to a weekly newsletter published by the high school English class. VISD should use their Web site for communicating school policies, board decisions as well as current and upcoming activities in their district to parents and community members.

Establish partnerships with area businesses. VISD does not routinely solicit donations from or encourage partnerships with businesses in Tom Green County. The district is small and has few businesses within its boundaries. By encouraging the employers of parents to participate in district projects, VISD can bring in needed support for the district's operation and student programs.

Exemplary Programs and Practices

TSPR identified numerous "best practices" in VISD. Through commendations in the chapters, the report highlights model programs, operations and services provided by VISD administrators, teachers and staff. Other school districts throughout Texas are encouraged to examine these exemplary programs and services to see if they could be adapted to meet their local needs. TSPR's commendations include the following:

  • VISD's reading initiative maintains high expectations for students. VISD has implemented Accelerated Reader, a computerized program that helps the teacher develop individual plans and assists students in their reading. Reading Renaissance is another program used by the district that gradually increases the difficulty level and encourages students to take books home to read with their parents.
  • VISD ensures that services are provided for special education students by participating in the Small Schools Cooperative. By participating in the cooperative, VISD receives many quality services such as expert diagnosticians, therapists and psychologists, training materials and literature, and periodic updates to current state and federal regulations to help meet the needs of their students.
  • VISD's emergency crisis management plan effectively prepares the district for emergencies. VISD established a crisis management plan that provides a methodology and emergency evacuation plans for dealing with situations like tornadoes, fire, bomb threats and inclement weather. The plan has emergency phone numbers and a chain of command list that can be easily accessed by faculty and staff.
  • Mandatory direct deposit streamlines the payroll process and reduces costs. VISD requires that all employees are paid through direct deposit which saves money by streamlining the payroll process and is convenient for employees.
  • VISD's technology plan provides a guide for success. VISD has a thorough technology plan that articulates the mission, identifies goals and contains strategies to achieve objectives. Additionally, each strategy has a timeline, an estimation of cost and a person assigned to it to encourage success.
  • Grant funds are used to purchase and integrate new computers for student learning. VISD effectively uses grant funds to support its technology needs by purchasing new computers and upgrading its T-STAR satellite and its cable to support distance learning.
  • VISD inexpensively tracks bus fuel use. VISD uses a gas card system for fueling buses, where separate gas cards are used for each bus. This system provides a report on fuel use for each vehicle. The rates charged by the gas cards are competitive and the reports help identify problems with the buses.

Savings and Investment Requirements

Many TSPR's recommendations would result in savings and increased revenue that could be used to improve classroom instruction. The savings identified in this report are conservative and should be considered minimums. Proposed investments of additional funds usually are related to increased efficiencies or savings or improved productivity and effectiveness.

TSPR recommended 53 ways to save VISD $798,438 in gross savings over a five-year period. Reinvestment opportunities would cost the district $29,200 during the same period. Full implementation of all recommendations in this report could produce net savings of $769,238 by 2005-06.

Exhibit 4
Summary of Net Savings
TSPR Review of Wall Independent School District
Year Total
2001-02 Initial Annual Net Savings
2002-03 Additional Annual Net Savings
2003-04 Additional Annual Net Savings
2004-05 Additional Annual Net Savings
2005-06 Additional Annual Net Savings

One Time Net (Costs)/Savings 		$78,038
$165,725
$165,725
$165,725
$165,725

$28,300
TOTAL SAVINGS PROJECTED FOR 2001-2006 $769,238

A detailed list of costs and savings by recommendation appears in Exhibit 5. The page number for each recommendation is listed in the summary chart for reference purposes. Detailed implementation strategies, timelines and the estimates of fiscal impact follow each recommendation in this report. The implementation section associated with each recommendation highlights the actions needed to achieve the proposed results. Some items should be implemented immediately, some over the next year or two and some over several years.

TSPR recommends that the VISD board ask its administrators to review these recommendations, develop an implementation plan and monitor its progress. As always, TSPR staff is available to help implement its proposals.