TSPR Wall Independent School District

Appendix A
Status of Recommendations and Savings

Rec # General
Recommendation Implementation
Status TSPR's Projected
Five-Year Savings (Costs) Actual Savings
(Costs) to Date WISD's Projected
Five-Year Savings (Costs) Comments

Chapter 1 District Organization and Management

1 Develop a summary reporting format to present financial, management and program-related information to the board. p. 21 Complete $0 $0 $0 In September 2001, superintendent began generating board reports from the district's financial software, which had not been used in the past.

2 Prepare more detailed board minutes. p. 22 Complete $0 $0 $0 In September 2001, the secretary began developing more detailed board minutes.

3 Develop a long range strategic plan and link the plan to the budget and other district planning documents. p. 26 Complete $0 $0 $0 In October 2001, the district developed a long range strategic plan for land, facilities, finance, personnel and the curriculum. The board also developed a board calendar to follow each month.

4 Develop and implement a set of standard operating procedures for key functional areas and train staff in their application. p. 27 Complete $0 $0 $0 In October 2001, the district began documenting the operating procedures of key personnel jobs.

5 Evaluate the fiscal agent fee pricing structure and determine if the district is recouping all its costs. p. 28 Complete $0 $0 $0 The district looked at the fee structure of several cooperatives, including its own. The district then decided to split its cooperative into three smaller ones, but kept its original fee structure.

6 Evaluate all employees' performance annually. p. 33 Complete $0 $0 $0 The superintendent started evaluating support staff in October 2001.

7 Develop a formal recruiting strategy to track the district's recruiting success. p. 34 Complete $0 $0 $0 Although the district has not had to hire many teachers in the past, when it does need to hire, the superintendent and principals try to hire teachers who do their student teaching at WISD.

Chapter 1 Total $0 $0 $0

Chapter 2 Educational Service Delivery

8 Promote the importance of high performance for all student groups through specific objectives in the District Improvement Plans. p. 49 Complete $0 $0 $0 The high school counselor is working to increase the number of Hispanics and other sub-groups who complete the Advanced High School Plan. WISD reflected these objectives in its campus and district improvement plans for 2002-03.

9 Develop a coordinated series of curriculum guides and update curriculum guides every four years. p. 51 Complete ($18,000) ($1,210) ($1,210) The high school counselor, who also serves as the curriculum leader, worked in conjunction with the Regional Education Service Center XV (Region 15) to develop the curriculum guides in September 2002.

10 Create a pre-referral system to discourage unnecessary student referrals to special education. p. 59 In Progress $0 $0 $0 The director of Special Education developed a pre-referral form to be used by the committee at each school. The request for a pre-referral usually begins at the school level, but if more advice is needed, the committee calls the Small Schools Cooperative and meets with the diagnostician and director of Special Education.

11 Meet the requirements laid out in the Texas State Plan for the Education of Gifted/Talented Students. p. 61 Complete ($6,000) ($1,200) ($1,200) Starting with the high school, the district revamped the Gifted/Talented (G/T) program to comply with the state G/T plan during 2001. Prior to the change, the G/T program was a pullout program. WISD eliminated the specialist position responsible for teaching G/T students because all teachers are now G/T certified and the students are now taught in their classrooms.

12 Strengthen the district's school-to-career program. p. 66 Complete ($30,000) ($6,000) ($24,000) The district now offers two more Tech Prep classes in the high school.

13 Develop Campus and District Improvement Plans that comply with state mandates for compensatory funds. p. 69 Complete $0 $0 $0 The district developed an exemplary campus improvement plan (CIP) for elementary in 2001-02. Other districts use this plan as a guide because WISD auditors picked it as the best plan they had seen.

14 Develop a community safety committee to tap into area resources and share information. p. 75 Complete $0 $0 $0 The safety committee, made up of the County Sheriff, the local fire chief and school administrators, convened and shared information concerning the safety of the school during 2001-02. WISD delivered all floor plans to the local fire and law enforcement agencies. The district now working with the Fire Department to get multiple, larger outlets for the district's use.

15 Review and revise school handbooks and disciplinary management plans to ensure that students, staff and parents are provided a common set of expectations and consequences. p. 76 Complete $0 $0 $0 The principals used the Texas Association of School Boards' model to revise the 2002-03 handbook.

16 Carry out drug searches at all school levels using the Sheriff's Department-certified dogs. p. 77 Complete $6,000 ($1,440) ($1,440) The local Sheriff's Department conducted several drug searches for the district during 2001-02. The district still contracts for a private service.

17 Work with local law enforcement, the Texas Department of Public Safety and the community to study the intersection of U.S. Highway 87 and Loop 570. p. 78 Complete $0 $0 $0 The district wrote a letter to the Department of Transportation, which conducted work on Loop 570 to make it safer. The State Highway Patrol are there everyday during peak traffic times.

Chapter 2 Total ($48,000) ($9,850) ($27,850)

Chapter 3 Financial Management

18 Develop and implement detailed, comprehensive, written policies and procedures for financial and accounting operations. p. 88 Complete $0 $0 $0 During 2002, the superintendent instructed personnel to develop a monthly calendar and draft of list of their major responsibilities. The superintendent incorporated these responsibilities into a new procedures manual.

19 Prepare and distribute accurate, timely and useful budget reports to principals and department heads monthly. p. 89 Complete $0 $0 $0 The superintendent generated new reports for the board during 2001-02. Principals also have access to the reports when they need them.

20 Provide additional internal controls over cash disbursements. p. 89 Complete $0 $0 $0 The district now stamps and locks the checks in a fire-proof safe on a daily basis.

21 Develop a fiscal plan of action to replenish the general operating fund balance to optimum levels. p. 92 Complete $0 $0 $0 The district is in the process of building the fund balance each year. The new audited figures were not available during the time of this report, but the district believes it increased the fund balance.

22 Develop a budget calendar and comprehensive budget planning and development procedures. p. 93 In Progress $0 $0 $0 During 2002, the district developed a formal budget planning and development process that it ties to the strategic plan.

23 Implement a staffing allocation formula and reduce staffing to meet the formula allocations. p. 95 Complete $1,345,639 $265,000 $1,325,000 The district reduced staff by seven employees and saved $265,000.

24 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. 99 Complete $0 $0 $0 The board approved the district's enrollment in the state employee health and insurance plan during 2001-02 and 2002-03.

25 Develop and implement detailed policies and procedures for the acquisition, recording, use and disposal of property, plant, equipment and inventory. p. 100 Complete $0 $0 $0 The district now uses vouchers for its disposed property.

26 Examine existing manual, administrative processes for potential use of bar code technology and the ability to support requirements with the Athena Library Management System. p. 101 In Progress $0 $0 $0 The district continues to research hardware and software options for bar coding capability.

27 Periodically compare the delinquent tax rolls to vendor files and withhold payment to vendors who are delinquent on tax payments. p. 102 Not Implemented $0 $0 $0 The district relies on the Appraisal District to collect taxes. The Appraisal District has hired a law firm. WISD has the lowest amount of uncollected taxes in the area.

28 Amend the district investment policy; invest dollars in higher yielding instruments and formally designate the business manager as an investment officer. p. 105 Complete $0 $0 $0 The board approved the new business manager as the district's investment officer in spring 2002, and instructed the manager to seek the highest yields on all investments. The business manager began working full-time in January 2002.

Chapter 3 Total $1,345,639 $265,000 $1,325,000

Chapter 4 Operations

29 Develop and maintain a facilities inventory. p 114 Complete $0 $0 $0 The administrative assistant measured all district buildings and the provided the district with a written inventory of all buildings.

30 Involve schools in energy conservation. p. 116 Complete $4,015 $803 $4,015 The district has e-mailed all employees regarding the need for everyone to conserve energy and mentions energy conservation at all staff meetings. The student council made signs for light switches that remind students to turn off the lights. WISD's utility costs now run about $1.09 per square foot.

31 Improve server room air-conditioning in order to protect the life of server components and secure the server room door. p. 120 Complete ($8,500) $0 $0 The district added a separate air-conditioner to the server during summer 2002. It also placed a lock on the door.

32 Follow the district's 14 year bus procurement and replacement plan. p. 125 Complete $0 $0 $0 The board approved, and the district administrators implemented, the plan in 2001-02.

33 Issue cellular phones to all bus drivers on routes. p. 126 Complete ($4,500) ($240) ($240) The district purchased a cell phone for one driver whose route is isolated. All other drivers carry their personal cell phones.

34 Prepare policies and procedures governing the practice of taking buses home. p. 127 Complete $0 $0 $0 The district now ensures that drivers cover the buses when they not on the property.

35 Provide expanded driver safety training. p. 128 Complete ($600) ($120) ($600) The district takes advantage of all training that Region 15 offers.

36 Develop strategies to increase the number of students identified as eligible for free and reduced-price meals. p. 131 Complete $88,550 $2,000 $10,000 During 2001-02, the principals sent letters and applications to all district families two additional times during the year, which encouraged the families to sign up their eligible children for free and reduced-price meals.

37 Establish Meals Per Labor Hour standards and modify staffing levels at each campus to meet industry recommendations. p. 134 Complete $0 $0 $0 In 2001-02, the district eliminated staff to meet the Meals Per Labor Hour guidelines.

38 Stagger lunch serving times to accommodate all grade levels. p. 135. Complete $34,020 $0 $0 WISD now staggers all lunch serving times and no longer experiences problems with overcrowding.

39 Compile and distribute accurate, detailed and useful campus-specific financial and performance reports to cafeteria managers on a quarterly basis. p. 137 Complete $0 $0 $0 The district began compiling and distributing campus-specific financial and performance reports to cafeteria managers in spring 2002.

40 Solicit input from students, parents and faculty regarding food quality, quantity, price, variety, nutrition and any other areas of food operations and implement corrective action where needed. p. 138 In Progress $0 $0 $0 WISD distributed surveys regarding several areas of food quality and operations in the high school.

41 Develop and implement a plan to recognize cafeteria workers who complete certification classes. p. 140 Not Implemented ($4,000) $0 $0 The district did not implement this recommendation because it requires the director of Food Services to complete certification classes.

Chapter 4 Total $108,985 $2,443 $13,175

TOTAL $1,406,624 $257,593 $1,310,325

Rec #	General Recommendation	Implementation Status	TSPR's Projected Five-Year Savings (Costs)	Actual Savings (Costs) to Date	WISD's Projected Five-Year Savings (Costs)	Comments
Chapter 1 District Organization and Management
1	Develop a summary reporting format to present financial, management and program-related information to the board. p. 21	Complete	$0	$0	$0	In September 2001, superintendent began generating board reports from the district's financial software, which had not been used in the past.
2	Prepare more detailed board minutes. p. 22	Complete	$0	$0	$0	In September 2001, the secretary began developing more detailed board minutes.
3	Develop a long range strategic plan and link the plan to the budget and other district planning documents. p. 26	Complete	$0	$0	$0	In October 2001, the district developed a long range strategic plan for land, facilities, finance, personnel and the curriculum. The board also developed a board calendar to follow each month.
4	Develop and implement a set of standard operating procedures for key functional areas and train staff in their application. p. 27	Complete	$0	$0	$0	In October 2001, the district began documenting the operating procedures of key personnel jobs.
5	Evaluate the fiscal agent fee pricing structure and determine if the district is recouping all its costs. p. 28	Complete	$0	$0	$0	The district looked at the fee structure of several cooperatives, including its own. The district then decided to split its cooperative into three smaller ones, but kept its original fee structure.
6	Evaluate all employees' performance annually. p. 33	Complete	$0	$0	$0	The superintendent started evaluating support staff in October 2001.
7	Develop a formal recruiting strategy to track the district's recruiting success. p. 34	Complete	$0	$0	$0	Although the district has not had to hire many teachers in the past, when it does need to hire, the superintendent and principals try to hire teachers who do their student teaching at WISD.
	Chapter 1 Total		$0	$0	$0
Chapter 2 Educational Service Delivery
8	Promote the importance of high performance for all student groups through specific objectives in the District Improvement Plans. p. 49	Complete	$0	$0	$0	The high school counselor is working to increase the number of Hispanics and other sub-groups who complete the Advanced High School Plan. WISD reflected these objectives in its campus and district improvement plans for 2002-03.
9	Develop a coordinated series of curriculum guides and update curriculum guides every four years. p. 51	Complete	($18,000)	($1,210)	($1,210)	The high school counselor, who also serves as the curriculum leader, worked in conjunction with the Regional Education Service Center XV (Region 15) to develop the curriculum guides in September 2002.
10	Create a pre-referral system to discourage unnecessary student referrals to special education. p. 59	In Progress	$0	$0	$0	The director of Special Education developed a pre-referral form to be used by the committee at each school. The request for a pre-referral usually begins at the school level, but if more advice is needed, the committee calls the Small Schools Cooperative and meets with the diagnostician and director of Special Education.
11	Meet the requirements laid out in the Texas State Plan for the Education of Gifted/Talented Students. p. 61	Complete	($6,000)	($1,200)	($1,200)	Starting with the high school, the district revamped the Gifted/Talented (G/T) program to comply with the state G/T plan during 2001. Prior to the change, the G/T program was a pullout program. WISD eliminated the specialist position responsible for teaching G/T students because all teachers are now G/T certified and the students are now taught in their classrooms.
12	Strengthen the district's school-to-career program. p. 66	Complete	($30,000)	($6,000)	($24,000)	The district now offers two more Tech Prep classes in the high school.
13	Develop Campus and District Improvement Plans that comply with state mandates for compensatory funds. p. 69	Complete	$0	$0	$0	The district developed an exemplary campus improvement plan (CIP) for elementary in 2001-02. Other districts use this plan as a guide because WISD auditors picked it as the best plan they had seen.
14	Develop a community safety committee to tap into area resources and share information. p. 75	Complete	$0	$0	$0	The safety committee, made up of the County Sheriff, the local fire chief and school administrators, convened and shared information concerning the safety of the school during 2001-02. WISD delivered all floor plans to the local fire and law enforcement agencies. The district now working with the Fire Department to get multiple, larger outlets for the district's use.
15	Review and revise school handbooks and disciplinary management plans to ensure that students, staff and parents are provided a common set of expectations and consequences. p. 76	Complete	$0	$0	$0	The principals used the Texas Association of School Boards' model to revise the 2002-03 handbook.
16	Carry out drug searches at all school levels using the Sheriff's Department-certified dogs. p. 77	Complete	$6,000	($1,440)	($1,440)	The local Sheriff's Department conducted several drug searches for the district during 2001-02. The district still contracts for a private service.
17	Work with local law enforcement, the Texas Department of Public Safety and the community to study the intersection of U.S. Highway 87 and Loop 570. p. 78	Complete	$0	$0	$0	The district wrote a letter to the Department of Transportation, which conducted work on Loop 570 to make it safer. The State Highway Patrol are there everyday during peak traffic times.
	Chapter 2 Total		($48,000)	($9,850)	($27,850)
Chapter 3 Financial Management
18	Develop and implement detailed, comprehensive, written policies and procedures for financial and accounting operations. p. 88	Complete	$0	$0	$0	During 2002, the superintendent instructed personnel to develop a monthly calendar and draft of list of their major responsibilities. The superintendent incorporated these responsibilities into a new procedures manual.
19	Prepare and distribute accurate, timely and useful budget reports to principals and department heads monthly. p. 89	Complete	$0	$0	$0	The superintendent generated new reports for the board during 2001-02. Principals also have access to the reports when they need them.
20	Provide additional internal controls over cash disbursements. p. 89	Complete	$0	$0	$0	The district now stamps and locks the checks in a fire-proof safe on a daily basis.
21	Develop a fiscal plan of action to replenish the general operating fund balance to optimum levels. p. 92	Complete	$0	$0	$0	The district is in the process of building the fund balance each year. The new audited figures were not available during the time of this report, but the district believes it increased the fund balance.
22	Develop a budget calendar and comprehensive budget planning and development procedures. p. 93	In Progress	$0	$0	$0	During 2002, the district developed a formal budget planning and development process that it ties to the strategic plan.
23	Implement a staffing allocation formula and reduce staffing to meet the formula allocations. p. 95	Complete	$1,345,639	$265,000	$1,325,000	The district reduced staff by seven employees and saved $265,000.
24	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. 99	Complete	$0	$0	$0	The board approved the district's enrollment in the state employee health and insurance plan during 2001-02 and 2002-03.
25	Develop and implement detailed policies and procedures for the acquisition, recording, use and disposal of property, plant, equipment and inventory. p. 100	Complete	$0	$0	$0	The district now uses vouchers for its disposed property.
26	Examine existing manual, administrative processes for potential use of bar code technology and the ability to support requirements with the Athena Library Management System. p. 101	In Progress	$0	$0	$0	The district continues to research hardware and software options for bar coding capability.
27	Periodically compare the delinquent tax rolls to vendor files and withhold payment to vendors who are delinquent on tax payments. p. 102	Not Implemented	$0	$0	$0	The district relies on the Appraisal District to collect taxes. The Appraisal District has hired a law firm. WISD has the lowest amount of uncollected taxes in the area.
28	Amend the district investment policy; invest dollars in higher yielding instruments and formally designate the business manager as an investment officer. p. 105	Complete	$0	$0	$0	The board approved the new business manager as the district's investment officer in spring 2002, and instructed the manager to seek the highest yields on all investments. The business manager began working full-time in January 2002.
	Chapter 3 Total		$1,345,639	$265,000	$1,325,000
Chapter 4 Operations
29	Develop and maintain a facilities inventory. p 114	Complete	$0	$0	$0	The administrative assistant measured all district buildings and the provided the district with a written inventory of all buildings.
30	Involve schools in energy conservation. p. 116	Complete	$4,015	$803	$4,015	The district has e-mailed all employees regarding the need for everyone to conserve energy and mentions energy conservation at all staff meetings. The student council made signs for light switches that remind students to turn off the lights. WISD's utility costs now run about $1.09 per square foot.
31	Improve server room air-conditioning in order to protect the life of server components and secure the server room door. p. 120	Complete	($8,500)	$0	$0	The district added a separate air-conditioner to the server during summer 2002. It also placed a lock on the door.
32	Follow the district's 14 year bus procurement and replacement plan. p. 125	Complete	$0	$0	$0	The board approved, and the district administrators implemented, the plan in 2001-02.
33	Issue cellular phones to all bus drivers on routes. p. 126	Complete	($4,500)	($240)	($240)	The district purchased a cell phone for one driver whose route is isolated. All other drivers carry their personal cell phones.
34	Prepare policies and procedures governing the practice of taking buses home. p. 127	Complete	$0	$0	$0	The district now ensures that drivers cover the buses when they not on the property.
35	Provide expanded driver safety training. p. 128	Complete	($600)	($120)	($600)	The district takes advantage of all training that Region 15 offers.
36	Develop strategies to increase the number of students identified as eligible for free and reduced-price meals. p. 131	Complete	$88,550	$2,000	$10,000	During 2001-02, the principals sent letters and applications to all district families two additional times during the year, which encouraged the families to sign up their eligible children for free and reduced-price meals.
37	Establish Meals Per Labor Hour standards and modify staffing levels at each campus to meet industry recommendations. p. 134	Complete	$0	$0	$0	In 2001-02, the district eliminated staff to meet the Meals Per Labor Hour guidelines.
38	Stagger lunch serving times to accommodate all grade levels. p. 135.	Complete	$34,020	$0	$0	WISD now staggers all lunch serving times and no longer experiences problems with overcrowding.
39	Compile and distribute accurate, detailed and useful campus-specific financial and performance reports to cafeteria managers on a quarterly basis. p. 137	Complete	$0	$0	$0	The district began compiling and distributing campus-specific financial and performance reports to cafeteria managers in spring 2002.
40	Solicit input from students, parents and faculty regarding food quality, quantity, price, variety, nutrition and any other areas of food operations and implement corrective action where needed. p. 138	In Progress	$0	$0	$0	WISD distributed surveys regarding several areas of food quality and operations in the high school.
41	Develop and implement a plan to recognize cafeteria workers who complete certification classes. p. 140	Not Implemented	($4,000)	$0	$0	The district did not implement this recommendation because it requires the director of Food Services to complete certification classes.
	Chapter 4 Total		$108,985	$2,443	$13,175
	TOTAL		$1,406,624	$257,593	$1,310,325