District Operations, Financial Management, and Human Resources

 
DISTRICT OPERATIONS
Grow an organizational culture that institutionalizes practices that maximize efficiencies in addressing current and future operational needs of the District.

Strategic Objective #1:

  • Maximize third party vendor service agreements through the use of data by monitoring, appraising, and communicating organizational expectations against performance for all contracts over $50,000 by end of 3rd quarter 2018.

Strategies:

  • Develop a committee which includes District, Board, and community leaders that determines the metrics, analyses, and processes necessary to institutionalize proper and manageable third-party vendor service contracts to be completed by end of 3rd quarter 2017.
  • Develop a scorecard to capture and communicate the performance expectations of our third-party vendors to be completed by end of 1st quarter 2018. 
  • Based on metrics, analyses, and processes, annually communicate a comprehensive operational status and outlook for all third-party service contracts and when necessary, determine and implement improvements necessary to maximize vendor services and relationship with District.

Success Indicator:

  • An administrative guideline will be completed that incorporates the monitoring and analyzes of third-party contract performance.

Responsible Individuals:

  • Director of Business Services
  • Committee of Stakeholders

Strategic Objective #2: 

  • Improve operational effectiveness and efficiencies by leveraging data, systems, procedures, and processes to streamline practices common to the organization with targeted annual improvements.

Strategies:

  • Develop a committee of internal and external stakeholders, and if needed, a consultant, to establish the fundamental model(s), systems, and priorities of a comprehensive assessment program aimed at appropriate annual improvements.  
  • Perform a comprehensive assessment on all major organizational systems to determine purpose, functionality, usability, and potential areas for improvement.
  • Establish a schedule of assessments and improvements; implement and communicate progress annually.

Success Indicator:

  • A schedule will be produced and be maintained and updated annually.

Responsible Individual:

  • Director of Business Services

FINANCIAL MANAGEMENT

Enhance educational programs and services through prudent financial management, resource allocation, and long-range planning.

Strategic Objective #1:

  • Increase the organization’s stability by adopting standards for communications, quality, and utility of financial data within the organization and public via a planned program of data use, reports, tools, and analyses by end of 1st quarter 2017.

Strategies:

  • Identify the data sources, tools, reports, and analyses that can improve the annual and long range budgeting process.  Work with consultant (as needed) to produce draft plan by end of 3rd quarter 2016 for review by Superintendent. 
  • Based on draft plan, finalize and begin implementation of program following Superintendent’s review and recommendations by beginning of 2nd quarter 2017.
  • Monitor and communicate monthly variances and analyses specific to the expenditures, revenue, status, and projections of financial matters.

Success Indicator:

  • Superintendent’s approved plan will be implemented.

Responsible Individual:

  • Director of Business Services

Strategic Objective #2:

  • Increase the District’s utilization of alternative funding resources annually over each of the next six years to provide support for the mission of the District.

Strategies:

  • Establish a committee of stakeholders to recommend funding targets and strategies associated with acquiring alternative revenue sources.  Establish the committee by end of 3rd quarter 2016.
  • Plan and implement recommended strategies within the timeline recommended by the committee.
  • Evaluate implementation and refocus when necessary.

Success Indicator:

  • Alternative funding revenue will increase each year based on targets established by the committee.

Responsible Individual:

  • Director of Business Services

Strategic Objective #3:

  • Establish a financial sustainability model that communicates long range forecasting of costs and revenues to inform the administration’s work, the board’s decisions, and keep the public apprised of challenges and threats to the organization.

Strategies:

  • Engage a third-party vendor to compile financial data and present findings to administration, board of directors, and community to establish a baseline for planning. Engage them periodically over the six years to reaffirm projections.
  • The administration will communicate two times per year to schoolboard finance committee and full school board.

Success Indicator:

  • Establish practice and commit to administrative guidelines.

Responsible Individual:

  • Director of Business Services

HUMAN RESOURCES
Deliver comprehensive human resources programs, services, and communications to recruit, retain, and develop top talent to enhance our educational programs and services.

Strategic Objective #1:

  • To increase employee job satisfaction through annual staff feedback and the implementation of targeted changes and support.

Strategies:

  • Organize a committee of stakeholders by end of 1st quarter 2017 to develop a permanent system to regularly assess and measure employee job satisfaction through feedback on organizational and personal goal attainment, organizational assumptions, and desirable improvements to the organization climate and operation.
  • Prepare and deliver a document to the Superintendent that outlines the recommended system to assess job satisfaction to include methods, means, costs, cycles, objectives, and perceived outcomes by end of 3rd quarter 2017.
  • Following approval of all or part of the documented recommendation by the Superintendent, the committee will begin implementation as approved no later than the end of 1st quarter 2018 with intent to provide annual written progress to the committee and Superintendent.

Success Indicator:

  • Job satisfaction, as measured by survey results, will increase annually.

Responsible Individuals:

  • Director of Human Resources
  • Committee of Stakeholders

Strategic Objective #2:

  • To improve the effectiveness and consistency in hiring practices whereby aligning laws, policies, and procedures with best hiring practices that parallel the District mission, vision, and core values and promote increased student achievement and growth.

Strategies:

  • Organize a committee comprised of district stakeholders by end of 1st quarter 2017 to review hiring procedures and practices.
  • The committee will produce a document that outlines the areas reviewed, the findings, and the recommendations for improvement by end of 3rd quarter 2017, and will provide that document to the Superintendent for approval in whole or part.
  • The committee will work with the Director of Human Resources to organize an implementation schedule to begin implementation no later than 4th quarter 2018.
  • The committee will meet annually to review current practices and hires within the given year and will formulate ongoing recommendations as necessary. The committee will review data annually to determine progress.

Success Indicator:

  • Hiring practices/procedures/guidelines will be established that are consistent with best instructional practices that support increased student achievement and growth.

Responsible Individual:

  • Director of Human Resources

Strategic Objective #3:

  • To increase the frequency and endeavor to attract employees that more closely align to the demographics of District student population by end of 3rd quarter 2020.

Strategies:

  • Establish a committee of stakeholders to determine the degree of current and historical variance among the employee and student demographics.
  • The committee will make recommendations to the Director of Human Resources on methods and frequency of actions to implement in order to meet the established goals.
  • The committee will help the Director of Human Resources establish realistic benchmarks associated with annual progress of the goal.
  • The committee will meet two (2) times per year to review District demographics and progress towards goals and will report annually to the Superintendent on progress.

Success Indicator:

  • Frequency and endeavor will increase based on the targets established by the committee.

Responsible Individual:

  • Director of Human Resources
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