Appendix A
Status of Recommendations and Savings
Chapter 1 District Organization and Management
Rec #
General Recommendation
Implementation Status
TSPR's Projected Five-Year Savings (Costs)
Actual Savings (Costs) to Date
VISD's Projected Five-Year Savings (Costs)
Comments
1
Implement a strategic planning process that links the District/Campus Improvement Plan to the budget. p. 22 Complete $0 $0
$0
The district now includes compensatory education and the Gifted and Talented program among its goals and objectives in the district/campus planning process. The District/Campus Improvement Plan now is tied to the budget. Beginning in 2002-03, the principal meets three days per week with the campus site-based committee to discuss the fund/function components of the budget. The district's financial goal is to be debt-free by 2004-05. Because of limited funds, the district's two priorities are to pay the bills and give teachers what they need to provide quality education to the students. In short, the campus and district plans now provide for budget decisions throughout education at Veribest ISD.
2
Encourage the public to attend school board meetings and ensure that adequate time is allowed to hear all public concerns. p. 24
Complete
$0
$0
$0
VISD now actively encourages the public to attend board meetings. To prove this, VISD eliminated its public-speaker time limit for open forum and posts board meeting agendas in three locations within the community: the post office, the administration building door and the gymnasium. Yet, even with these changes, the district has only had five community members attend its board meetings since
July 2001.
3
Provide VISD's board with meaningful, well-organized information for each board meeting. p. 25
Complete
$0
$0
$0
Board packets now include an agenda, explanatory notes and other pertinent information. The district also sends an information sheet to board members one week before each board meeting.
4
Prepare more detailed board minutes and improve the format. p. 28
Complete
$0
$0
$0
The superintendent implemented a new form that makes note taking easier and more accurate. In December 2001, the district began posting board-meeting minutes on the district's Web site. Board members received training on the new form by the Service Center in November 2001.
5
Use timed agendas to better manage board meetings.
p. 29
Complete
$0
$0
$0
Since implementing the new form, the district has not experienced bogged-down meetings. The board president also keeps the meetings on task and moving ahead by attending to the business at hand.
6
Place board policies on the district's Web site. p. 29
In Progress
$0
$0
$0
The district's Web Master class is in the process of placing board policies on the district's Web site. The district maintains a copy of board policies in the central office and in the principal's office. The district also initiated a community newspaper that includes board minute information.
7
Ensure that all board members are aware of continuing education requirements. p. 31
In Progress
$0
$0
$0
The district now vigilantly monitors the status of training credit hours for board members. Each month, the district reviews board training for the following month. The board members would have received all of their training credits this year but were not able to because the district lacked the funds to send them to the conference in Dallas. However, a representative from First Southwest presented information to board members about bonds. Board members will receive training locally via distance learning in November 2004.
8
Incorporate specific performance measures into the superintendent's performance evaluation to improve accountability. p. 34
Complete
$0
$0
$0
In November 2001, the board adopted a new superintendent evaluation and appraisal instrument that the Texas Association of School Boards approved. This instrument identifies all criteria needed to adhere to the Texas School Performance Review's recommendation.
Develop staffing formulas for all employee categories and reduce staff accordingly. p. 38
Complete
$544,374
$194,833
$651,500
The district now uses TEA's F.I.R.S.T. to gauge its ratios and staffing levels. Based on its review of its staffing levels, the district reduced staff by six positions.
10
Develop an employee handbook and distribute it to all employees. p. 39
Complete
$0
$0
$0
The district developed an employee handbook that the board approved in August 2002. District administrators trained the staff on the handbook through in-service days.
11
Establish performance criteria for non-teaching staff members and school administrators and conduct regular employee evaluations. p. 40
Complete
($500)
$0
$0
In January 2002, the district finalized evaluation instruments for all staff, including an instrument for bus drivers.
12
Post news and bulletins on the district's Web site. p. 43
Complete
$0
$0
$0
The district's technology coordinator now updates the Web site monthly and periodically posts news worthy items on it. Community volunteers gather information for the newsletter and Web site.
13
Establish partnerships with area businesses. p. 43 Not Implemented
$0
$0
$0
VISD chose not to implement this recommendation because businesses within and around the Veribest community are few. A Vocational Education program offers VISD students a work-study program, but not within the district.
Chapter 1 Total
$543,874
$194,833
$651,500
Chapter 2 Educational Service Delivery
Rec #
General Recommendation
Implementation Status
TSPR's Projected Five-Year Savings (Costs)
Actual Savings (Costs) to Date
VISD's Projected Five-Year Savings (Costs)
Comments
Review PEIMS data collection methods and establish a system to verify the accuracy of PEIMS data before submitting it to TEA. p. 54
Complete
$0
$0
$0
The district now uses trained PEIMS personnel to collect and enter the data. The district pays a fee for a Region 15 representative to come to the district and check the PEIMS data for accuracy before the district submits the data to TEA. The superintendent, principal and teachers also review the PEIMS information for accuracy.
15
Employ fully certified teachers in their appropriate areas to the extent possible. p. 55
Complete
$0
$0
$0
All teachers in the district now hold certificates. Two teachers passed their Excets and the VISD hired a certified science teacher when the coach left the district.
16
Closely review all opportunities and challenges regarding the operation of Veribest High School. p. 56
Complete
$0
$0
$0
Each teacher and all board members set a goal to emphasize math and science. VISD offers AP classes, dual credit courses and distance learning. The distance learning allows the district to share Math and Science teachers with other districts. District leaders felt that the multi-grade classrooms recommendation would save the district money, but do not think the multi-grade teaching provides an adequate instructional setting. The district expressed comfort with the existing class sizes.
17
Develop functional curriculum guides and a curriculum management plan that includes all instructional programs. p. 58
Not Implemented
($600)
$0
$0
The district's new assistant principal plans to address this recommendation in the near future.
18
Effectively communicate with the Small Schools Cooperative to improve services. p. 64
Complete
$0
$0
$0
VISD non-renewed the past Small Schools Cooperative (Co-op) director and instead hired a new director in February 2002. The superintendent communicates daily with the Co-op, to which the district pays $200,000 annually.
19
Develop and implement pre-referral practices to ensure that all students are adequately served. p. 65
Not Implemented
$0
$0
$0
The district's pre-referral practice consists of teachers evaluating students for referral to the Co-op and regular state-mandated referrals. VISD also initiates parent participation through conferences. The superintendent believes it is better to refer the students for Special Education services than to let special testing decide whether the student actually needs the services.
20
Fully implement the Texas State Plan for the Education of Gifted/Talented Students. p. 68
In Progress
($6,000)
$0
$0
VISD's new principal fully implemented the Texas State Plan for the Education of Gifted/Talented (G/T) Students. The district is on track to identify approximately 5 percent of its students. G/T program committees are in place to process the nominations. Region 15 is assisting testing procedures. VISD plans to co-op its curriculum, share G/T field trips with other districts and incorporate distance learning in the curriculum. The district will offer the gifted and talented program as a pullout program, three-days per week by May 2003.
21
Update the school-to-career program to meet TEA recommendations. p. 71
Complete
$0
$0
$0
The district updated the school-to-career program and placed all of the information on its Web site. The district now offers dual credit courses.
22
Develop district/campus improvement plans that provide detailed information regarding compensatory funds to comply with state mandates. p. 74
In Progress
$0
$0
$0
VISD's administrators, teachers and site-based committees are revising district/campus improvement plans and targeting the specific areas where they need to spend compensatory education funds.
23
Practice tornado and fire evacuation drills. p. 77
Complete
$0
$0
$0
During September 2001, the VISD administration met to discuss the importance of fire drills and emergency education. The district now conducts monthly fire drills and emergency evacuations.
24
Install fire alarms in all portable buildings. p. 78
Not Implemented
($2,340)
$0
$0
VISD applied for, but did not receive, a renovation grant to fund the installment of an alarm system in all portable buildings. As such, the district cannot afford an alarm system; however, it purchased compressed air horns that sound loudly and clearly throughout all portables.
Chapter 2 Total
($8,940)
$0
$0
Chapter 3 Financial ManagementRec #
General Recommendation
Implementation Status
TSPR's Projected Five-Year Savings (Costs)
Actual Savings (Costs) to Date
VISD's Projected Five-Year Savings (Costs)
Comments
25
Transmit direct deposit payroll data to the bank electronically. p. 87
Complete
$0
$0
$0
VISD began electronically depositing checks to individual banks in December 2001.
26
Form a committee of superintendents, Region 15 representatives and representatives from the Texas Education Agency to explore the opportunities for shared financial services. p. 90
Complete
$0
$0
$0
Area superintendents, Region 15 representatives and TEA representatives meet on a monthly basis to explore opportunities for shared financial services. The committee studies existing co-ops' services and explores the possibilities of creating other shared services. VISD shares nursing services with a neighboring district and a technology coordinator with Hawley ISD.
27
Develop a target balance for the general fund and manage to it. p. 92
Complete
$0
$0
$0
VISD now manages its budget and expenses with the help of a cash flow chart. The district had a $93,000 general fund balance deficit, but erased the deficit through staff reductions, retired district debt, and actually increased its general fund balance to $324,000. VISD set its general fund balance target at $500,000.
28
Monitor the budget closely and prepare budget amendments in a timely manner. p. 94
Complete
$0
$0
$0
Because the district realized the seriousness of its financial situation, it cut the budget by more than 5 percent. The superintendent and business manager now closely monitor the budget with the help of a cash flow chart and prepare budget amendments in a timely manner. The superintendent also ensures adherence to the budget by signing all purchase orders. The business manager presents a monthly budget report to the board to show what percentage is spent. The board approves all budget amendments and agenda items.
Develop and document procedures for critical accounting functions. p. 95
Complete
$0
$0
$0
The district changed business managers and Region 15 trained the new business manager to develop procedures for critical accounting functions. The district regained control of its financial situation by using the following prioritized checklist: (1) reconciliation of bank statements, (2) budget awareness and (3) receipt and disbursement. VISD also has sold weighted average daily attendance to Austin ISD for two years.
30
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. 100
Complete
$0
$0
$0
The district participates in the state employee health insurance plan.
31
Strengthen controls for the reconciliation of bank statements. p. 102
Complete
$0
$0
$0
The district now works diligently with Region 15 regarding reconciliation of bank statements and now reconciles statements each month. VISD's auditor oversees and evaluates the reconciliation process.
32
Store cash receipts in a fireproof safe that is locked at all times. p. 103
Complete
($300)
($93)
($93)
In 2002, VISD purchased a fireproof safe and keeps it locked at all times. Only the business manager, the principal and the principal's secretary know the safe's combination. Two different people count cash receipts daily. The district sends cash to the bank daily.
33
Develop a system to tag, track and account for district fixed assets. p. 106
Complete
$0
$0
$0
The district's auditor developed a system to tag, track and account for fixed assets. The fixed assets list includes, but is not limited to, items worth $5,000.
34
Establish procedures to comply with state purchasing laws. p. 110
Complete
$0
$0
$0
The district fully complies with state purchasing laws. VISD obtains bids or quotes from at least three different companies and uses the state bid list and the service center's co-op. The superintendent requires the use of purchase orders for all procurements, which he signs. The board approves all purchases valued at $10,000 or more. The district also maintains a vendor list in the central office.
Chapter 3 Total
($300)
($93)
($93)
Chapter 4 Operations
Rec #
General Recommendation
Implementation Status
TSPR's Projected Five-Year Savings (Costs)
Actual Savings (Costs) to Date
VISD's Projected Five-Year Savings (Costs)
Comments
35
Develop a facilities master plan that addresses all facility needs over the next five to seven years. p. 117
In Progress
($6,000)
$0
$0
The district is working on a facilities master plan. VISD surveyed teachers about future facilities needs, sites and enrollment growth, and then sent the responses to the board, but it has not held community meetings. The district is attempting to align facility needs with enrollment growth. The district is building a 17,800 square-foot facility to house a high school.
36
Develop and maintain a facilities inventory. p. 118
In Progress
$0
$0
$0
See comments for Recommendation 35.
37
Contract maintenance and repair for hazardous situations to outside professionals. p. 120
Complete
($10,000)
$0
$0
The superintendent said that VISD does not compromise the safety of students or employees by allowing unqualified personnel to perform repairs. While district maintenance staff performs minor repairs, professionals perform maintenance and repair for hazardous situations.
38
Participate in the Lone Star program administered by the State Energy Conservation Office to reduce energy costs. p. 121
Complete
$0
$0
$0
After visiting with area school superintendents, VISD decided to implement its own energy-saving plan. The district uses teachers, maintenance staff and administrators as “watt watchers.” These staff members ensure that thermostats are set properly. The district believes that setting a later date in August to start school will help cut energy costs. WTU Retail Energy visits the district and provides an energy conservation program. The district conducts random energy usage checks throughout its facilities. VISD also is contemplating the use of a private company to install a controlled heating and cooling system.
39
Involve schools in energy conservation. p. 122
Complete
$0
$0
$0
See comments for Recommendation 38.
40
Develop a disaster recovery plan for technology. p. 127
Not Implemented
$0
$0
$0
VISD officials believe that its size does not warrant a disaster recovery plan, but they contracted two individuals to update the district's technology plan and equipment, and to oversee repairs. VISD backs up, saves and mirrors its server daily. Region 1 houses RSCCC and other data such PEIMS, finance and payroll.
41
Develop minimum performance standards for personal computers and track vital statistics to ensure that obsolete equipment is retired. p. 128
In Progress
$0
$0
$0
The district's contractors are developing minimum performance standards for personal computers. VISD uses TIF grants to purchase new computers, but the district cannot purchase computers as needed without grants because of tight funds. The district uses all of its computers in some capacity.
42
Purchase refurbished buses and develop a bus replacement plan. p. 132
Not Implemented
$40,500
$0
$0
While VISD officials realize the need for better buses, they found that affordable refurbished buses are in no better shape than their existing buses. The district traded a bus with San Angelo ISD (SAISD) for a bus that SAISD was putting on auction.
43
Coordinate an expanded driver training program with other districts in Tom Green County. p. 133
Complete
($600)
$0
$0
Region 15 provides bus driver training for VISD.
44
Adopt a program to perform regular preventative maintenance inspections on each school bus in the fleet. p. 134
Complete
$0
$0
$0
The district's transportation director/mechanic now inspects the buses and checks belts, tires and fluids on a daily basis. The director also meets with drivers daily to examine bus exteriors. The buses undergo 5,000-mile oil and belt changes.
45
Establish evaluation measures and track data to analyze cafeteria operations. p. 142
In Progress
($460)
$0
$0
VISD officials developed an evaluation instrument for cafeteria staff and encourage the staff to attend training sessions and seminars.
46
Implement a staffing productivity measure and reduce cafeteria staffing accordingly. p. 144
Complete
$85,877
$11,656
$52,455
In May 2002, the district reduced its cafeteria staff by one position.
47
Purchase a point-of-sale system for food services. p. 146
Not Implemented
($2,400)
$0
$0
VISD attempted a co-op arrangement, but it increased district costs. The district has not considered purchasing a point-of-sale system, but plans to revisit this recommendation in the future.
Annually assess meal rates to ensure that costs are recovered for full-price meals. p. 147
Complete
$36,177
$6,237
$29,939
At the start of 2002-03, the district increased all meal prices as follows: Elementary from $1.00 to $1.25; Secondary from $1.25 to $1.50; and Adult from $2.00 to $3.00.
49
Turn off the vending machines 30 minutes before the first cafeteria serving time until 30 minutes after the last cafeteria serving time. p. 148
Complete
$0
$0
$0
As of January 2002, VISD's principal places tape over the money deposit slots of vending machines one hour before the cafeteria serving time until one hour after the last cafeteria time. The district does not turn them off because that effort is too labor intensive.
50
Use daily attendance information by grade to determine the amount of food to prepare for daily lunch menus. p. 149
Complete
$0
$0
$0
Every day, each teacher fills out an attendance slip that provides spaces for the number of students eating plus the teacher. From this slip, cafeteria personnel calculate an average number of meals to prepare daily.
51
Annually conduct a survey of VISD students to find out what food items they would like to be served for lunch. p. 150
Complete
$0
$0
$0
The board opted for a suggestion box instead of an annual survey. Not surprisingly, students' favorite foods (pizza and burritos) do not meet USDA requirements.
52
Aggressively seek to identify and qualify all eligible students for free- or reduced-price meals. p. 151
Complete
$70,300
$0
$0
The superintendent said the district went on a mission with this recommendation and enlisted the assistance of teachers, the principal and campus secretaries. The district sent letters to parents explaining the importance of identifying and qualifying all eligible students for free- or reduced-priced meals. As a result, the district increased the percentage of qualified students to 40 percent in 2001-02 and to 43 percent in 2002-03. 53
Enter into a countywide food-purchasing cooperative. p. 152
Not Implemented
$21,210
$0
$0
The district examined this recommendation and found that it could purchase food cheaper from Ben E. Keith.
Chapter 4 Total
$234,604
$17,893
$82,394
Totals
TSPR's Projected Five-Year Savings (Costs)
Actual Savings (Costs) to Date
VISD's Projected Five-Year Savings (Costs)
$769,238
$212,633
$733,801
