TSPR Water Valley Independent School District

Appendix A
Status of Recommendations and Savings

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

Chapter 1 District Organization and Management

1 Develop a long-range strategic plan incorporating alternate growth scenarios. p. 23 In Progress $0 $0 ($5,500) The superintendent attended the Texas Association of School Board (TASB) workshop on strategic planning. If the district decides to use TASB, it will cost approximately $5,000 plus expenses. Because a number of the board members may change as the result of the May 2003 elections, this issue may not be fully addressed until after the elections.

2 Provide additional training to board members in the areas of school finance and district planning. p. 26 In Progress ($2,500) $0 $0 The board members attended training at both TASB and Region 15. Six of the seven board members attended the School FIRST training held at Region 15. No additional money was added to the budget for this training.

3 Prepare more detailed board minutes. p. 28 Complete $0 $0 $0 The district now adds more information to the minutes, particularly for those no-action items not previously explained. The district also keeps information sent to board members in the book with the minutes for additional clarification.

4 Use timed agendas to better manage board meeting length and time spent in executive sessions. p. 29 Not Implemented $0 $0 $0 The administration said a board member who increased time spent on agenda items has now left office. The current president controls the agenda and, as a result, meetings last only two hours.

5 Incorporate specific performance measures into the superintendent's performance evaluation instrument. p. 32 Rejected $0 $0 $0 At its December 2002 meeting, the board examined the superintendent evaluation instrument and decided it was adequate for the district's needs.

6 Increase communication with SBDM committees in developing school budgets and staff decisions by defining levels of authority within the SBDM process. p. 34 Not Implemented ($1,250) $0 $0 While there were two site-based committees, because of the elimination of one of the principals, only one committee now operates for the entire district. This committee receives copies of all related board policies and participates as an advisory group to the principal, superintendent and the board.

7 Establish performance criteria for non-teaching staff members and school administrators and use a performance evaluation guide to provide employees with feedback on their annual performance. p. 38 Complete $0 $0 $0 Every employee, including the superintendent, has a job description, and evaluations are based upon the job descriptions. In addition, the superintendent said all staff are evaluated annually.

8 Develop a WVISD Education Foundation and track all contributions received by the district. p. 41 Not Implemented $0 $0 $0 Water Valley Exes Association, which was operational at the time of the review, serves as the district's Education Foundation.

9 Upgrade the district newsletter and use the high school journalism teacher to produce it. p. 42 Complete $0 $0 $0 The district does not have a journalism class or teacher, however, the superintendent said he now receives input for the newsletter via e-mails from community members, campus personnel and booster clubs. He used to produce the newsletter about once a month and now prepares one every two to three months.

Totals-Chapter 1 ($3,750) $0 ($5,500)

Chapter 2 Educational Service Delivery

10 Develop an instructional plan that specifically addresses the needs of students who have been retained. p. 54 In Progress $0 $0 $0 Administrators said that student retention is an ongoing part of the Campus/District Improvement Plan. The district is educating the parents of 2003 third graders about the social promotion laws that become effective with this testing cycle. The district plans to offer remediation through tutorials after school to ensure that anyone who does not pass the TAKS will be afforded every opportunity to move to the next grade level with their class.

11 Explore multi-age classes for grades 2 and 3 and for grades 4 and 5. p. 56 Complete $162,548 $0 $0 The district reviewed the options as recommended but the board did not support implementation.

12 Ensure the accuracy of PEIMS data by providing the PEIMS data coordinator and PEIMS data entry operator with appropriate training and time. p. 58 Complete $0 $0 $0 Region 15 provides ongoing training to the PEIMS coordinator and to campus-based PEIMS data entry operators. WVISD staff regularly participates in all workshops. Region 15 representatives said the WVISD office staff have been working diligently to correct the PEIMS data reporting problems that occurred in 2000. The most recent submissions to Region 15 were greatly improved. The district credits campus-based staffing changes and a well-trained office staff for the improvements.

13 Adopt the state's recommended high school graduation program as the district standard for Water Valley High school students and ensure that appropriate data is reported through PEIMS to the Texas Education Agency. p. 59 Not Implemented $0 $0 $0 According to the principal and the superintendent, the district will comply with state law concerning the Recommended High School Program; however, the district has not been aggressively implementing this program. The administration said there is little benefit to the recommendation and are concerned that implementation will increase the dropout rate for at-risk students.

14 Improve communication and coordination to ensure that special education teachers have appropriate support from the Small Schools Cooperative and school staff. p. 63 Complete $0 $20,000 $100,000 After the contract of the prior Small Schools Cooperative director expired, a new director was hired in February 2002. The new director has improved communications. In addition, the overall cost for the new director reduced the district's costs for participation in the cooperative by $20,000 annually. Additional savings will be realized through a reduction in cooperative overhead costs not shown here.

15 Provide special education support services to the vocational and the regular education teacher. p. 64 Complete $0 $0 $0 The new Small Schools Cooperative director has improved support services, accomplishing this recommendation at no additional cost to the district.

16 Establish campus intervention teams at each school to develop and monitor pre-referral practices. p. 66 Complete $0 $0 $0 When a teacher refers a child, the principal meets with the parents and teacher to discuss the referral. At that time, all options are considered and all strategies used thus far are explored. Children are referred for testing only after this thorough analysis.

17 Fully implement the Texas State Plan for the Education of Gifted/Talented Students. p. 68 In Progress $0 $0 $0 The 1998 Texas Education Agency's District Effectiveness and Compliance (DEC) report recommendations have been addressed. In August 2001, the district revised its Gifted/Talented Program Plan. Administrators told the review team that gifted components are now being added to the curriculum guides.

18 Offer a more balanced school to career program that mirrors current job market needs. p. 71 Complete $0 $0 $0 The labor market studies are now used to help direct the Career and Technology programs. For example, in addition to some of the traditional agricultural offerings, landscape design is now being offered.

19 Document specific compensatory education objectives, strategies and funding sources in campus improvement plans. p. 73 In Progress $0 $0 $0 The district added some of the compensatory education components to the campus improvement plan (CIP) and had its plans audited for the first time this year. The primary audit finding was that WVISD had not included the compensatory education budget in its CIP. As a result, a number of the tests could not be performed. District administrators said they are working to improve the plan for the coming year based on those findings.

20 Provide additional training for the special education teacher that is currently in charge of the Alternative Education Center. 75 Complete $0 $0 $0 Beginning in 2001-02, the district contracted with the Fairview AEP Cooperative to provide services to special education students in the program.

21 Provide Crisis Management Manual and training to the elementary school principal and staff. p. 76 Complete $0 $0 $0 During 2001-02, the principal provided the manual to staff. In October 2002, the district took all staff to team training at Region 15.

Totals-Chapter 2 $162,548 $20,000 $100,000

Chapter 3 Financial Management

22 Establish a fund balance management policy and develop administrative procedures to follow the status. p. 88 In Progress $0 $0 $0 Six of the seven board members and the superintendent attended the School FIRST training and found that the district had a fund balance in excess of 150 percent. The district has determined that it will place any amount of more than the 150 percent into a designated fund to ensure that the district remains within the School FIRST guidelines. A specific fund balance policy, however, has not yet been established.

23 Create a Budget Planning Committee to identify the district's financial goals and constraints for the next five years and prepare a budget calendar. p. 91 In Progress $0 $0 $0 The board and the site-based committees are responsible for reviewing the budget. The district has not adopted a calendar but is currently reviewing a sample calendar for possible adoption in the future.

24 Prepare Request for Proposals for audit services that includes a provision for an option to extend the term. p. 92 In Progress $0 $0 $0 Because WVISD is in the second year of a contract option, the district plans to advertise for audit services when that option expires in 2003.

25 Form a committee composed of district employees and board members to effectively manage the transition to the state provided health insurance program. p. 96 Complete $0 $0 $0 The state insurance plan is in place. The district participates in TRS ActiveCare, and administrators said the plan is working well.

26 Enter the acquisition date of each fixed asset into the RSCCC fixed asset module
p. 99 Complete $0 $0 $0 RCI Technologies, Inc. has a contract to annually inventory fixed assets. Administrators said the acquisition dates were entered into the system during the last inventory.

27 Perform an annual physical inventory and install a bar-coding system to track fixed assets. p. 100 Complete ($2,350) ($2,141) ($6,741) In August 2001, the district contracted with RCI to conduct an annual inventory. The first year inventory cost $2,141, and the annual inventory cost thereafter is $1,150. The district is debating whether it should do the inventory in-house or continue to use RCI.

Totals- Chapter 3 ($2,350) ($2,141) ($6,741)

Chapter 4 Operations

28 Develop a fiscal impact analysis of new versus renovated facility operating costs and explore funding available through the federal QZAB program. p. 108 Complete $0 $0 $0 The superintendent submitted an application for a School Repair and Renovations grant in September 2001. Unfortunately, the district was not granted the loan.

29 Update facility plans based on revised enrollment projection scenarios. p. 110 In Progress ($2,000) $0 $0 In preparing the School Repair and Renovations grant application, the superintendent updated the district needs assessment and projected enrollment to remain flat over the next five years. This is not a facility master plan.

30 Develop and maintain a facilities inventory. p. 111 In Progress $0 $0 $0 In March 2002, as part of the TASB Risk Management coverage, TASB measured every district building, providing the type of roof, age of building, construction type and replacement costs for a facilities inventory.

31 Negotiate up-front buy-out of the Honeywell energy management contract. p. 113 Complete $0 $3,207 $16,035 The district dissolved the Honeywell contract for the system that controls lighting and air conditioning equipment. Because the district did not achieve the reductions in energy use predicted in the performance contract, Honeywell pays the district $13,012 annually, which the district applies to the debt payment for the heating, ventilation and air conditioning (HVAC) and lighting retrofit.

32 Consider participating in the SECO loan program to reduce energy costs. p. 115 In Progress $0 $0 $0 The district considered participation in the loan program, but the engineer who was working on the retrofits said he would have to double his rate to complete the forms for the loan. As a result, the district declined to participate.

33 Develop a disaster recovery plan for technology. p. 118 In Progress $0 $0 $0 The district had a good backup system through Region 15. In October 2002, Region 15 and the district reached an agreement to improve and automate the backup system. The district has not developed an internal formal disaster recovery plan for personnel, but administrators said it was something they would consider in the future.

34 Use Region 15 Web hosting services to locate the district's Web access outside its Local Area Network. p. 119 Complete $0 $0 $0 During 2001-02, the district transferred the Web-hosting services to Region 15.

35 Adopt a policy that requires Technology coordinator approval for all software purchases and licenses for all software on district computers. p. 120 Not Implemented $0 $0 $0 The technology coordinator and superintendent review the software acquisitions and approve all purchases. Teachers, however, may still purchase other software for their workstation as long as it is not server based. The teachers understand that the technology coordinator will not support unauthorized software.

36 Maintain a separate detailed inventory of computer equipment and software licenses. p. 121 Not Implemented $0 $0 $0 The coordinator has an inventory of all equipment and software purchased with grant money. All computers are bar coded and included in the district inventory. The coordinator has all server-based licenses. Teachers are responsible for maintaining the software licenses for "other" software at their workstation. The district conducts spot checks of individual computers when performing repairs and maintenance on the computers.

37 Require the Technology coordinator to attend 12 hours of formal technical training each year. p. 122 Complete ($1,425) ($3,495) ($15,000) The coordinator is attending online training through Region 11 in Fort Worth.

38 Maintain QuickBooks data on the network. p. 123 Complete $0 ($1,200) ($1,200) In the summer of 2002, the business office added the cafeteria inventory to the server.

39 Sell surplus buses and adopt a bus procurement plan to replace buses every 15 years or 200,000 miles. p. 126 In Progress ($8,000) $523 ($89,477) The district sold two buses in the spring of 2002. The district estimates that it will purchase three buses at approximately $30,000 each over the next five years.

40 Coordinate with other districts in Tom Green County to provide expanded driver training. p. 128 In Progress ($600) ($200) ($2,500) As noted in the original report, Region 15 has traditionally supplied the state-mandated 20-hour initial driver training and the eight-hour refresher training.

41 Revise written menus to identify meals made from scratch. p. 134 Complete $0 $0 $0 In 2001-02, the Food Services director inserted the word "Homemade" next to all menu items made from scratch. Menus are available on the district's Web site.

42 Disable the vending machines located outside the cafeteria during serving hours. p. 135 Complete $0 $0 $0 Vending machines have been disabled during the lunch hour with a timer. This resulted in a loss of activity fund revenues and a gain of Food Services revenues.

43 Enter into a countywide food-purchasing cooperative. p. 137 In Progress $56,250 $0 $0 The superintendent has made several attempts to obtain regional education service center help with this recommendation. Several meetings have been conducted. A meeting took place at Region 15 on December 9, 2002 but only about one third of the 44 districts in the region attended. Representatives from Region 15 said they believe there is a chance this might work if San Angelo ISD participates.

44 Encourage increased meal participation in district cafeterias. p. 138 In Progress $34,578 $14,828 $59,312 The new director actively engages students in the menu preparations. As a result, from October 2002 to October 2003, revenues increased $2,800 and expenditures decreased by $12,028. Last year, the district's Food Services operation experienced a deficit of approximately $20,000. Administrators said at the current rate of improvements, the Food Services operation could be at a break-even point for the first time in recent history.

Totals-Chapter 4 $78,803 $13,663 ($32,830)

Grand Total $235,251 $31,522 $54,929

Rec. #	Recommendation	Implementation Status	TSPR's Projected Five-Year Savings (Costs)	Actual Savings (Costs) to Date	WVISD's Five-Year Savings (Costs) Estimates	Comments
Chapter 1 District Organization and Management
1	Develop a long-range strategic plan incorporating alternate growth scenarios. p. 23	In Progress	$0	$0	($5,500)	The superintendent attended the Texas Association of School Board (TASB) workshop on strategic planning. If the district decides to use TASB, it will cost approximately $5,000 plus expenses. Because a number of the board members may change as the result of the May 2003 elections, this issue may not be fully addressed until after the elections.
2	Provide additional training to board members in the areas of school finance and district planning. p. 26	In Progress	($2,500)	$0	$0	The board members attended training at both TASB and Region 15. Six of the seven board members attended the School FIRST training held at Region 15. No additional money was added to the budget for this training.
3	Prepare more detailed board minutes. p. 28	Complete	$0	$0	$0	The district now adds more information to the minutes, particularly for those no-action items not previously explained. The district also keeps information sent to board members in the book with the minutes for additional clarification.
4	Use timed agendas to better manage board meeting length and time spent in executive sessions. p. 29	Not Implemented	$0	$0	$0	The administration said a board member who increased time spent on agenda items has now left office. The current president controls the agenda and, as a result, meetings last only two hours.
5	Incorporate specific performance measures into the superintendent's performance evaluation instrument. p. 32	Rejected	$0	$0	$0	At its December 2002 meeting, the board examined the superintendent evaluation instrument and decided it was adequate for the district's needs.
6	Increase communication with SBDM committees in developing school budgets and staff decisions by defining levels of authority within the SBDM process. p. 34	Not Implemented	($1,250)	$0	$0	While there were two site-based committees, because of the elimination of one of the principals, only one committee now operates for the entire district. This committee receives copies of all related board policies and participates as an advisory group to the principal, superintendent and the board.
7	Establish performance criteria for non-teaching staff members and school administrators and use a performance evaluation guide to provide employees with feedback on their annual performance. p. 38	Complete	$0	$0	$0	Every employee, including the superintendent, has a job description, and evaluations are based upon the job descriptions. In addition, the superintendent said all staff are evaluated annually.
8	Develop a WVISD Education Foundation and track all contributions received by the district. p. 41	Not Implemented	$0	$0	$0	Water Valley Exes Association, which was operational at the time of the review, serves as the district's Education Foundation.
9	Upgrade the district newsletter and use the high school journalism teacher to produce it. p. 42	Complete	$0	$0	$0	The district does not have a journalism class or teacher, however, the superintendent said he now receives input for the newsletter via e-mails from community members, campus personnel and booster clubs. He used to produce the newsletter about once a month and now prepares one every two to three months.
	Totals-Chapter 1		($3,750)	$0	($5,500)
Chapter 2 Educational Service Delivery
10	Develop an instructional plan that specifically addresses the needs of students who have been retained. p. 54	In Progress	$0	$0	$0	Administrators said that student retention is an ongoing part of the Campus/District Improvement Plan. The district is educating the parents of 2003 third graders about the social promotion laws that become effective with this testing cycle. The district plans to offer remediation through tutorials after school to ensure that anyone who does not pass the TAKS will be afforded every opportunity to move to the next grade level with their class.
11	Explore multi-age classes for grades 2 and 3 and for grades 4 and 5. p. 56	Complete	$162,548	$0	$0	The district reviewed the options as recommended but the board did not support implementation.
12	Ensure the accuracy of PEIMS data by providing the PEIMS data coordinator and PEIMS data entry operator with appropriate training and time. p. 58	Complete	$0	$0	$0	Region 15 provides ongoing training to the PEIMS coordinator and to campus-based PEIMS data entry operators. WVISD staff regularly participates in all workshops. Region 15 representatives said the WVISD office staff have been working diligently to correct the PEIMS data reporting problems that occurred in 2000. The most recent submissions to Region 15 were greatly improved. The district credits campus-based staffing changes and a well-trained office staff for the improvements.
13	Adopt the state's recommended high school graduation program as the district standard for Water Valley High school students and ensure that appropriate data is reported through PEIMS to the Texas Education Agency. p. 59	Not Implemented	$0	$0	$0	According to the principal and the superintendent, the district will comply with state law concerning the Recommended High School Program; however, the district has not been aggressively implementing this program. The administration said there is little benefit to the recommendation and are concerned that implementation will increase the dropout rate for at-risk students.
14	Improve communication and coordination to ensure that special education teachers have appropriate support from the Small Schools Cooperative and school staff. p. 63	Complete	$0	$20,000	$100,000	After the contract of the prior Small Schools Cooperative director expired, a new director was hired in February 2002. The new director has improved communications. In addition, the overall cost for the new director reduced the district's costs for participation in the cooperative by $20,000 annually. Additional savings will be realized through a reduction in cooperative overhead costs not shown here.
15	Provide special education support services to the vocational and the regular education teacher. p. 64	Complete	$0	$0	$0	The new Small Schools Cooperative director has improved support services, accomplishing this recommendation at no additional cost to the district.
16	Establish campus intervention teams at each school to develop and monitor pre-referral practices. p. 66	Complete	$0	$0	$0	When a teacher refers a child, the principal meets with the parents and teacher to discuss the referral. At that time, all options are considered and all strategies used thus far are explored. Children are referred for testing only after this thorough analysis.
17	Fully implement the Texas State Plan for the Education of Gifted/Talented Students. p. 68	In Progress	$0	$0	$0	The 1998 Texas Education Agency's District Effectiveness and Compliance (DEC) report recommendations have been addressed. In August 2001, the district revised its Gifted/Talented Program Plan. Administrators told the review team that gifted components are now being added to the curriculum guides.
18	Offer a more balanced school to career program that mirrors current job market needs. p. 71	Complete	$0	$0	$0	The labor market studies are now used to help direct the Career and Technology programs. For example, in addition to some of the traditional agricultural offerings, landscape design is now being offered.
19	Document specific compensatory education objectives, strategies and funding sources in campus improvement plans. p. 73	In Progress	$0	$0	$0	The district added some of the compensatory education components to the campus improvement plan (CIP) and had its plans audited for the first time this year. The primary audit finding was that WVISD had not included the compensatory education budget in its CIP. As a result, a number of the tests could not be performed. District administrators said they are working to improve the plan for the coming year based on those findings.
20	Provide additional training for the special education teacher that is currently in charge of the Alternative Education Center. 75	Complete	$0	$0	$0	Beginning in 2001-02, the district contracted with the Fairview AEP Cooperative to provide services to special education students in the program.
21	Provide Crisis Management Manual and training to the elementary school principal and staff. p. 76	Complete	$0	$0	$0	During 2001-02, the principal provided the manual to staff. In October 2002, the district took all staff to team training at Region 15.
	Totals-Chapter 2		$162,548	$20,000	$100,000
Chapter 3 Financial Management
22	Establish a fund balance management policy and develop administrative procedures to follow the status. p. 88	In Progress	$0	$0	$0	Six of the seven board members and the superintendent attended the School FIRST training and found that the district had a fund balance in excess of 150 percent. The district has determined that it will place any amount of more than the 150 percent into a designated fund to ensure that the district remains within the School FIRST guidelines. A specific fund balance policy, however, has not yet been established.
23	Create a Budget Planning Committee to identify the district's financial goals and constraints for the next five years and prepare a budget calendar. p. 91	In Progress	$0	$0	$0	The board and the site-based committees are responsible for reviewing the budget. The district has not adopted a calendar but is currently reviewing a sample calendar for possible adoption in the future.
24	Prepare Request for Proposals for audit services that includes a provision for an option to extend the term. p. 92	In Progress	$0	$0	$0	Because WVISD is in the second year of a contract option, the district plans to advertise for audit services when that option expires in 2003.
25	Form a committee composed of district employees and board members to effectively manage the transition to the state provided health insurance program. p. 96	Complete	$0	$0	$0	The state insurance plan is in place. The district participates in TRS ActiveCare, and administrators said the plan is working well.
26	Enter the acquisition date of each fixed asset into the RSCCC fixed asset module p. 99	Complete	$0	$0	$0	RCI Technologies, Inc. has a contract to annually inventory fixed assets. Administrators said the acquisition dates were entered into the system during the last inventory.
27	Perform an annual physical inventory and install a bar-coding system to track fixed assets. p. 100	Complete	($2,350)	($2,141)	($6,741)	In August 2001, the district contracted with RCI to conduct an annual inventory. The first year inventory cost $2,141, and the annual inventory cost thereafter is $1,150. The district is debating whether it should do the inventory in-house or continue to use RCI.
	Totals- Chapter 3		($2,350)	($2,141)	($6,741)
Chapter 4 Operations
28	Develop a fiscal impact analysis of new versus renovated facility operating costs and explore funding available through the federal QZAB program. p. 108	Complete	$0	$0	$0	The superintendent submitted an application for a School Repair and Renovations grant in September 2001. Unfortunately, the district was not granted the loan.
29	Update facility plans based on revised enrollment projection scenarios. p. 110	In Progress	($2,000)	$0	$0	In preparing the School Repair and Renovations grant application, the superintendent updated the district needs assessment and projected enrollment to remain flat over the next five years. This is not a facility master plan.
30	Develop and maintain a facilities inventory. p. 111	In Progress	$0	$0	$0	In March 2002, as part of the TASB Risk Management coverage, TASB measured every district building, providing the type of roof, age of building, construction type and replacement costs for a facilities inventory.
31	Negotiate up-front buy-out of the Honeywell energy management contract. p. 113	Complete	$0	$3,207	$16,035	The district dissolved the Honeywell contract for the system that controls lighting and air conditioning equipment. Because the district did not achieve the reductions in energy use predicted in the performance contract, Honeywell pays the district $13,012 annually, which the district applies to the debt payment for the heating, ventilation and air conditioning (HVAC) and lighting retrofit.
32	Consider participating in the SECO loan program to reduce energy costs. p. 115	In Progress	$0	$0	$0	The district considered participation in the loan program, but the engineer who was working on the retrofits said he would have to double his rate to complete the forms for the loan. As a result, the district declined to participate.
33	Develop a disaster recovery plan for technology. p. 118	In Progress	$0	$0	$0	The district had a good backup system through Region 15. In October 2002, Region 15 and the district reached an agreement to improve and automate the backup system. The district has not developed an internal formal disaster recovery plan for personnel, but administrators said it was something they would consider in the future.
34	Use Region 15 Web hosting services to locate the district's Web access outside its Local Area Network. p. 119	Complete	$0	$0	$0	During 2001-02, the district transferred the Web-hosting services to Region 15.
35	Adopt a policy that requires Technology coordinator approval for all software purchases and licenses for all software on district computers. p. 120	Not Implemented	$0	$0	$0	The technology coordinator and superintendent review the software acquisitions and approve all purchases. Teachers, however, may still purchase other software for their workstation as long as it is not server based. The teachers understand that the technology coordinator will not support unauthorized software.
36	Maintain a separate detailed inventory of computer equipment and software licenses. p. 121	Not Implemented	$0	$0	$0	The coordinator has an inventory of all equipment and software purchased with grant money. All computers are bar coded and included in the district inventory. The coordinator has all server-based licenses. Teachers are responsible for maintaining the software licenses for "other" software at their workstation. The district conducts spot checks of individual computers when performing repairs and maintenance on the computers.
37	Require the Technology coordinator to attend 12 hours of formal technical training each year. p. 122	Complete	($1,425)	($3,495)	($15,000)	The coordinator is attending online training through Region 11 in Fort Worth.
38	Maintain QuickBooks data on the network. p. 123	Complete	$0	($1,200)	($1,200)	In the summer of 2002, the business office added the cafeteria inventory to the server.
39	Sell surplus buses and adopt a bus procurement plan to replace buses every 15 years or 200,000 miles. p. 126	In Progress	($8,000)	$523	($89,477)	The district sold two buses in the spring of 2002. The district estimates that it will purchase three buses at approximately $30,000 each over the next five years.
40	Coordinate with other districts in Tom Green County to provide expanded driver training. p. 128	In Progress	($600)	($200)	($2,500)	As noted in the original report, Region 15 has traditionally supplied the state-mandated 20-hour initial driver training and the eight-hour refresher training.
41	Revise written menus to identify meals made from scratch. p. 134	Complete	$0	$0	$0	In 2001-02, the Food Services director inserted the word "Homemade" next to all menu items made from scratch. Menus are available on the district's Web site.
42	Disable the vending machines located outside the cafeteria during serving hours. p. 135	Complete	$0	$0	$0	Vending machines have been disabled during the lunch hour with a timer. This resulted in a loss of activity fund revenues and a gain of Food Services revenues.
43	Enter into a countywide food-purchasing cooperative. p. 137	In Progress	$56,250	$0	$0	The superintendent has made several attempts to obtain regional education service center help with this recommendation. Several meetings have been conducted. A meeting took place at Region 15 on December 9, 2002 but only about one third of the 44 districts in the region attended. Representatives from Region 15 said they believe there is a chance this might work if San Angelo ISD participates.
44	Encourage increased meal participation in district cafeterias. p. 138	In Progress	$34,578	$14,828	$59,312	The new director actively engages students in the menu preparations. As a result, from October 2002 to October 2003, revenues increased $2,800 and expenditures decreased by $12,028. Last year, the district's Food Services operation experienced a deficit of approximately $20,000. Administrators said at the current rate of improvements, the Food Services operation could be at a break-even point for the first time in recent history.
	Totals-Chapter 4		$78,803	$13,663	($32,830)
	Grand Total		$235,251	$31,522	$54,929