Topic
Page
1 Process Overview
.
Asks at a Glance
11
Asks by Type
13
6 Next Steps
.
15
APPENDIX
1 Top 20 Asks Prioritized by Division
16
Process Overview
When trying to impact service within various areas of the District, we need to
assess the key levers that impact each service, including those related to
leadership,
business
model, process, tools/enablers, Description
and staf
Activity
Phase
Define &
Document
Analyze
WE ARE
HERE
Org. Submissions
Planning Meetings
(1:1)
Compile,
Consolidate, and
Understand all
asks
Division
Prioritization
Review Division
Prioritization and
Views
Prioritize Asks to
Execute on as
Funds are made
Available
Determine Current
/ Immediate
Funding
Availability
Prioritize
(By next week)
Identify Funding
Sources for
Unfunded
Key Themes
Need
1 to identify optimal administrative / support staff model
2
Automation
needs exceed current DoTS capacity
Improving
service level to stakeholders is top of mind for many departments
3
We 4
need a sustainable model and schedule to deliver PD / training needs
5
Equipment
/ Vehicles are dated, and are creating process inefficiencies / additional cos
6
Supervision
capacity is a growing concern across many departments
STRATE
GY
Goals
Delivery
Model
Service
Level
Commitmen
ts
Budget
2
Business
Business Model
Model
3
Process
Process
EXECUTI
ON
4
a
Tools
Tools // Enablers
Enablers
4
b Staf
Staf Execution
Execution
Continuous
Improvement
Capacity
Capacity (incl.
(incl.
Skillsets)
Skillsets)
5
OUTPUT
Service
Service
4
Impact
Departments are unable to use data to make timely decisions due to extremely
slow turnaround times for data requests
Some departments asking for contingency funds when dollars exist in their
budgets - dollars that could have been used to benefit the district went unused
Many departments over-spending their budgets
If not addressed, many talented employees will leave the district, creating
significant cost to recruit, and train replacements
Students who are eligible for FRL or want to purchase meals may be unable to,
as cafeteria is unable to meet a large student rush in small windows of time
District is not meeting state and federal legal requirements to provide ELL
services to students that have waived services at an ELL support school
Those students that waived ELL services may not be receiving the supports they
need to succeed
Teachers forced to search online for materials to help support them in teaching,
creating inconsistency and inequity
Some PTAs are funding materials, which leads to inequity across the district
Splintering
to vendors making individual deals5with schools, which will be
*Business Issues shown do not represent all business
issuesdue
identified
difficult to course correct if continued
Impact
Registration process is
extremely manual, and when
combined with lack of quality
control in process, leads to
vulnerability to manual error
Long lines and increased wait times for families during enrollment periods
Manual errors could cause data in reporting to be inaccurate
High levels of inefficiency in budget process as data does not integrate with
other district systems
Start of school timing and having students in correct schools is at risk if process
and timing are not revised
New employees are not able to be staffed and on-boarded in timely manner
Many hours of manual effort, which is time sensitive, and can lead to manual
error
Reports and information are not provided in a timely way to address urgent
needs
Sub-reimbursement trend is rising at extremely high rates
Impact
Departments are not as efficient with their use of systems as they can be,
creating many work-arounds, and inconsistencies in process
High levels of inefficiency in budget process as data does not integrate with
other district systems
Impact
Work load for supervisors is creating high turnover in a key position. Work load is
not sustainable over the long term
Staff not receiving appropriate levels / frequency of feedback to ensure strong
performance
No dedicated resource to
ensure data and system
security
High costs (time and resources) associated with training and developing new
staff only to see them leave
No recruiting capacity to
provide a high level of service
and satisfy the recruiting needs
of the district
Inability to maintain 3 day SLA commitment to schools for delivery of food and
supplies
High cost for overtime hours
Automation
/
Technology
Service Level
Improvement
PD / Training
Equipment /
Vehicles
Supervision
Capacity
Other
HR
Capital,
Facilities,
Enrollment
16
Operations
Teaching &
Learning
49
Superintende
nt
15
Deputy
Business &
Finance
11
24
61
29
20
106
*Other includes those that do not fit into any of the other categories (e.g. replacing positions due to
grant/revenue loss, non-staff needs not related to equipment, etc. Teaching & Learning
9 Asks do not include
textbook adoptions
Automation
/
Technology
Service Level
Improvement
PD / Training
Equipment /
Vehicles
Supervision
Capacity
HR
Other
$407,500
Capital,
Facilities,
Enrollment
$1,433,644
Operations
$869,236
Teaching &
Learning
$8,230,241
Superintende
nt
$50,840
Deputy
$1,473,844
Business &
Finance
$1,078,047
$702,704
$6,983,432
$13,331,26
2
$2,444,268
$1,716,900
$1,079,434
$13,543,35
2
*Other includes those that do not fit into any of the other categories (e.g. replacing positions due to
grant/revenue loss, non-staff needs not related to equipment, etc. Teaching & Learning
10 Asks do not include
textbook adoptions
1.2
Induction,
Mentoring,
Career
Ladders
1.3
Early
Learning
33
2.1
2.2
Stewardship Sustainable
Budget
2.3
Integrate
Systems
3.1
School
Culture
3.2
Comms.
3.3
Partnerships
30
10
HR
Capital,
Facilities,
Enrollment
Operations
Teaching &
Learning
Superintende
nt
Deputy
Business &
Finance
7
*There may be overlap or asks counted twice if they were related to more than 1 goal/strategy
11
1.2
Induction,
Mentoring,
Career
Ladders
1.3
Early
Learning
2.1
2.2
Stewardship Sustainable
Budget
2.3
Integrate
Systems
3.1
School
Culture
3.2
Comms.
3.3
Partnerships
$5,996,4
40
$1,831.7
44
$290,84
0
$220,84
0
HR
Capital,
Facilities,
Enrollment
Operations
Teaching &
Learning
Superintende
nt
Deputy
Business &
Finance
$5,335,3
14
$440,49
0
$150,00
0
$348,02
0
$2,070,2
90
*There may be overlap or asks counted twice if they were related to more than 1 goal/strategy
12
Asks by Type
We grouped asks by Type as a prioritization factors to look into:
PERFORMANCE
PERFORMANCE ENABLERS
ENABLERS
COMPLIANCE
COMPLIANCE //
OPERATIONAL
OPERATIONAL
REDUNDANCIES
REDUNDANCIES
REVENUE
REVENUE GENERATORS
GENERATORS //
COST
COST REDUCERS
REDUCERS
DIVISION
DIVISION IMPROVEMENT
IMPROVEMENT
PRIORITIES
PRIORITIES
DIVISION
DIVISION IMPROVEMENT
IMPROVEMENT
PRIORITIES
PRIORITIES
All other division asks that do not fall into any of the 5 categories listed
above
13
Asks by Type
Count
Performa Complian
Rev.
Division
Other
nce
ce /
Generator Improvem Division
Enabler Operation / Cost
ent
Priority
al
Reducer Priority
Redundan
HR
cy
Performa Complian
Rev.
Division
Other
nce
ce /
Generator Improvem Division
Enabler Operation / Cost
ent
Priority
al
Reducer Priority
Redundan
cy
Capital,
Facilities,
Enrollment
Operations
Teaching &
Learning
Superintende
nt
Deputy
Business &
Finance
150
43
67
17
$27,187,4 $11,056,7
$8,374,10
$397,324
$719,824
57
45
7
14
Next Steps
Prioritization of asks / needs across district
Better understand the timing of high priority asks / needs
Identifying appropriate funding sources for high priority asks / needs
15
Need
SPED
DHH Expansion
Context
Deaf & Hard of Hearing Expansion - 1.0 Supervisor to provide districtwide oversight.
Currently supervision is decentralized at a building level. A regional Special Ed
Supervisor provides informal oversight in collaboration with building administrators.
1.0 Itenerant teacher to provide itenerant services needed for hard of hearing
students in neighborhood schools. Add one DHH preschool program 1 teacher, 2
assistants, materials and IEP time
SPED
Special Education
To centralize management and supervision of Transition programs. 1.0 Supervisor
Transistion Program
and 0.5 registrar
SPED
Compliance Manager Manger to ensure that Special Ed maintains the compliance requirements as directed
in the revised comprehensive corrective action plan
ELL
Funding for ELL
OUT OF COMPLIANCE as of 4/15 on this issue. State and federal law require us to
support / services in provide services if parents are waiving services to attend a non-ELL school. How do
non-ELL schools
we provide services and where is the funding for additional staffing and access to
core content materials for ELL teachers?
College & 0.4 Director of
A portion of this position used to be funded by the Levy. When Janet Blanford left, the
Career
College and Career
Levy discontinued the funding. In FY2014-15, Org 42 (Shauna Heath) used one-time
Readiness Readiness
funds, however those are no longer available.
College & 1.7 FTE for Staff
0.6 Manager Health Ed, 0.6 Manager Intervention and Prevention, 0.5 office
Career
funded on High
specialist (funded from HSGI grant, which expires after this year)
Readiness School Grant
C&I
STAR Mentor Mgr
Current position is funded through one-time funds, but needs to be funded through
Position
more stable funds
C&I
1 FTE - Assessment
This positions is currently funded through one-time funds
support
Early
1.0 FTE-Manager of
We are focusing on preschool initiatives as a district, and the Pre-school work-load
Learning Preschool
has been increasing
Executive 1 FTE - Additional
Currently each EDS is responsible for 18-20 direct reports which is high relative to the
Director Executive Director of models examined that achieve the best results for deeper supports at the schools,
of Schools Schools positions
strong work with staff and community, and more effective response to issue, crisis,
etc. By expanding to 6 EDS, the opp. for both regional work and grade-band work
could exist, allowing strong PLC function w/in the Principal corp.
C&I 2 FTE to coordinate Currently funded with one-time funds. Necessary for successful rollout
assessme with amplify to build
nt
out assessments
(District level
16
assessment
Divisio
n
Priority
1
20152016
Ask
$468,49
3
Ongoing
Cost
$468,49
3
$183,01
0
$160,09
3
$183,01
0
$160,09
3
3
4
$67,480 $67,480
$172,85 $172,85
5
5
$60,000 $60,000
$60,000 60,000
$120,00
0
$175,00
0
10
11
$120,00
0
$525,00
0
$214,00 $214,00
0
0
Need
Context
C&I
Stipend at each
Data stipend at each school to pay for coordinator, extra time Centrally based
assessme school for assessment assessment coordinator position (working with Shawn) Centrally based registrar/data
nt
coordinator and
position (working w/ college & career) Central-based data coaches/coordinators (2
centrally based data positions to manage & support benchmarks, push in to support data work at school
position
sites)
C&I Amplify tools for roll- Amplify (verify w/ Eric that funding is encumbered for second cohort, training, and
assessme out
support for all users) WAKids roll out to more schools
nt
*K-2 screening/progress monitoring (need to identify roll out plan)
C&I
Elementary Progress This is an ongoing cost of admin time and additional work to manage the EPR. The
Report
cost includes both time and the reporting software for students progress reports.
Advanced Automation for the
The nomination process is antiquated, inefficient, and subject to error. It is no longer
Learning nomination process
a viable process for an applicant pool that grows roughly 10% annually (currently
(and entire
5.409). Process is vulnerable to FERPA violations, which occurred in November 2014)
application process)
Physical Funding for High
High schools must offer 1 course in PE for each grade in high school. Currently not
Education School P.E. Specialists meeting compliance with the Physical Education waiver process and acedmic
(10 to be in
assurances.
compliance)
Internatio 1.2 FTE and Stipends Want to continue the Team Leadership group to continue developing and monitoring
nal
for Team Leadership teachers' professional learning. Received a one-time allocation of $140,000 for FY
Education Group Participants
2015, and need to make this an ongoing commitment. Except for the stipends to six
teachers, it will be distributed out as FTE to schools' budgets: .4 FTE Elem, .4 FTE
Middle & .4 FTE High
Math
Stipends for C&I PLC For a staff member at schools who can be a point person to help other staff follow
members
through from PD sessions and guide them on how to use amplify data.
Math
PD for teachers on
Provide 4 half day PD sessions for all staff where they may receive training on
data analysis
Amplify data, and also understand how to best utilize the data in PLCs and
instructional planning + how to plan for instructional changes using data
17
Divisio
n
Priority
13
20152016
Ask
$485,00
0
Ongoing
Cost
485,000
14
$50,000 50,000
15
16
17
$450,00 $450,00
0
0
18
$145,08
0
19
$270,00 $270,00
0
0
$94,500 $94,500
20
Need
Context
Coordinat
ed School
Health
Coordinat
ed School
Health
Media
Operation
s
Safety
and
Security
Truancy &
Discipline
Services
Truancy &
Discipline
Services
0.6 FTE - Coordinated Families & Education Levy funds no longer available to support this position
School Health Exec.
Director
MTSS Behavior lead Position to be split with Special Ed to work cross-departmentally (total need =
$161,000)
Divisio
n
Priority
1
20152016
Ask
$125,88
8
Ongoing
Cost
$125,88
8
$80,500 $80,500
High School Graduate Initiative Grant funded .2 FTE of Manager but grant is not
continuing into FY 2016. Need a full time manager with growing demand for media
support for both central departments and schools.
The span of control is 56 employee evaluations distributed throughout 96 different
sites, creating supervision challenges
$24,651 $24,651
$86,000
Currently funded 0.2 from HSGI grant, which is expiring in September 2015. 0.8 is
already funded. Both truancy and student discipline activities are mandated by law.
The job cannot be accomplished with 0.8 FTE when the HSGI grant ends.
Currently funded from HSGI grant, which is expiring in September 2015. The office
cannot function without this position. The position was eliminated 5 years ago and
placed in the HSGI grant in a misguided attempt to save baseline dollars. This
position is responsible for supporting BECCa implementation required by state law.
Last year there were 138 petitions; this year so far there have been 400
The need for vehicle replacement is imperative for the safe transport of students and
the safety of our staff (per RCW 28A.335.010, policy 3412, 6600SP, and 6640SP)
$26,270 $26,270
$56,809 $56,809
$100,00
0
Need to enhance and augment the capability of software we have already purchased
to take advantage of the capabilities and improve service levels
$110,00 $110,00
0
0
Pay for coaches in the metro league trails that of all other districts, making it difficult
to recruit and retain talented coaches
$200,00
0
10
$60,000
SPARC grant funding ends September 30th. Funds needed to retain 0.2
Behavior/Emotional support supervisor, 0.2 Manager Electronic PD/Media (already
18
listed under Media Operations), & 0.8 Health Ed trainer
11
$101,19 $101,19
1
1
Safety
and
Security
Transport
ation
Critical Response
Vehicles / Fleet /
Equipment
1 FTE - Project
Manager to work with
DoTS for configuring
VersaTrans
Athletic
Hourly coaching
Departme increases
nt
Transport Software upgrades for
ation
VersaTrans
Coordinat 1.0 FTE to replace
ed School SPARC grant funds
Health
Need
Media
Operation
s
Coordinat
ed School
Health
Safety
and
Security
Warehous
e
Safety
and
Security
Athletic
Stipend pay for
Departme coaches of unified
nt
program
Safety
1 FTE - Office
and
Specialist III
Security
Athletic
Funding to develop
Departme full time Athletic
nt
Director positions at
(10) High Schools
Context
Divisio
n
Priority
13
Ongoing
Cost
$48,553
14
$34,046 $34,046
15
$30,000
16
$71,244
17
$15,000
Currently all the coaches are listed as volunteers. In the review of athletic coaching
salaries for the high school and middle school programs; the Unified Sports coaches
should also start receiving stipends. SpEd coaches need to be treated the same as
GenEd coaches.
The volume of documentation and office coordination has expanded significantly.
Prior to budget cuts in the mid-90's, this office had clerical support.
18
20
19
20152016
Ask
$48,553
19
$56,809
Need
Accountin
g
Accountin
g
1 FTE - Additional
School Budget
Analyst
Context
Audit requirements and work is growing faster than we are able to address it
Divisio
n
Priority
1
2015- On2016
going
Ask
Cost
$19,686
This contract is needed to assist with special investigations and/or special projects.
$21,600
This contract is needed to provide financial advising on ad hoc topics such as the
Federal Reserve Building
$25,000
This contract is needed to address several outstanding tax issues including the use of
independent contractors
$35,000
This position will be integral in developing budget processes and procedures for the
District. They will work to better integrate District-wide planning efforts with budget
development, provide manager training and community outreach. They will also
provide the support and skills needed to improve the two main publications from the
department; the Budget Book and the Budget Instructions Book
The Accounting department would like to start a plan to replace a couple computers
each year as they get old and become obsolete
Insufficient staff to process invoices timely due to addition of schools and related
staff with no increase in support staff
$141,31 $137,31
8
8
$2,000
$56,000 $55,000
$56,000 $55,000
Point of Sale system not receiving resources; district cannot process payments by
credit card without a POS; p-cards and credit card payments receipts cannot be
monitored with current staff
In 2008, the budget department had 6 school analysts who were responsible for 88
schools. Now, the department has only 5 school analysts responsible for 97 schools.
The department needs an additional budget analyst to provide timely and meaningful
customer service to all schools and central departments
20
Insufficient staff to monitor activities as well as handle ongoing training needed for
$84,200 $83,200
10
$103,14 $103,14
8
8
11
$71,000 $70,000
$2,000
Need
Grant
Services
Grant
Services
Grant
Services
Risk
Mgmt
Risk
Mgmt
Risk
Mgmt
Risk
Mgmt
Budget
Context
Grant requests will increase as funding issues continue and additional needs are
identified. Lack of dedicated grant writing staff is a major hindrance. Having an inhouse grant writing expert will negate the need to educate contracted grant writers
on the needs of the district as well as its goals, objectives and significant
programming
0.3 FTE for Senior
This position is integral part of the grant compliances small team of staff who ensure
Budget Technician
district compliance with Title IIA. This position was previously funded with Title 2A
funds, but these were cut in 2015. this positions helps to confirm funds are used
correctly and minimize the risk of penalties from the Federal govt.
Cost Analyst Upgrade This upgrade is for the current Cost Analyst (Grade 24/Step 11) to move up to an
to Assistant Grants
Assistant Grants Manager position. Mr. Yees job responsibilities have changed in both
Manager
scope and in importance
Light Duty Pool
New Legal Mandate
Divisio
n
Priority
13
20152016
Ask
$96,757
Ongoing
Cost
$96,757
14
$22,817 $22,817
15
$11,978 $11,978
16
$300,00
0
Legally mandated
Legally mandated safety training for all district staff
safety training (wages
for training time)
1 FTE - Clerical
Richard and Shelly are currently spending a considerable amount of time performing
Support for Enterprise clerical work. Would allow them to free up time to work on many of the compliance
Risk Management
needs not currently performed
Injury on Duty Leave CBA requirement
Pool
17
$400,00
0
18
$86,229
19
$400,00
0
Integrative Budget
Development
Technology System
20
$1,850,
000
The budget technology platforms are out of date and experience much inefficiency.
Budget development, maintenance and control, has never been well integrated into
our ERP system while the district focused on fundamental functionality instead. This
leads to an exceptional amount of clerical and data reconciliation tasks which take
away from higher level analysis and reporting work. The current system also does
not provide internal spending controls and several district employees have been
hired without budget available
21
HR Top 20 Prioritized
Org.
Name
Need
Human
Funding for
Resources advertising and
posting jobs
Human
1.0 Business Analyst
Resources
Human
1.0 FTE HR Business
Resources Partner
Human
2.0 FTE Call Center
Resources Specialists
Human
1.0 FTE Recruitment
Resources and Orientation
Coordinator
Human
1.0 Substitute
Resources Program Coordinator
Human
1.0 FTE Hard to Fill
Resources Recruiter
Human
0.5 FTE Compliance
Resources Analyst (NCLB / HQs)
Human
1.0 Talent
Resources Management Admin
Support
Human
1.0 FTE Office
Resources Specialist
Human
1.0 FTE Compliance
Resources Analyst (Title VII, Title
IX, ADA, etc)
Human
1.0 FTE Labor /
Resources Employee Relations
Specialist
Context
Divisio
n
Priority
1
20152016
Ask
$80,000
Ongoing
Cost?
$80,000
$95,000 $95,000
$80,000 $80,000
4
5
$110,00 $110,00
0
0
$65,000 $65,000
$50,000 $50,000
$65,000 $65,000
$32,500 $32,500
$60,000 $60,000
10
$40,000 $40,000
10
$65,000 $65,000
12
$55,000 $55,000
Gather data for Affirmative action/ EEOC reporting, EE exit interviews, properly train
& support staff during the induction process.
Standardize the processes and train school personnel how to best utilize, screen,
interview and retain subs
Custom recruitment for hard to fill. Focus on strategies to acquire SPED, language
immersion, Montessori, diversity. Screen applicants for minimum qualifications.
Reference checking. Salary negotiation. Adherence to recruitment and selection
standards.
Mandatory Training Tracking, Review and Implementation of NCLB / HQs
administer and manager process flow of four major disciplines within HR
22
DoTS
DoTS
DoTS
DoTS
Context
Division 2015On-going
Priority 2016
Cost?
Need
New Service:
Implementing a full, robust LMS (and fully supporting it with appropriate and trained
1
$475,000 $475,000
Implementation,
staff) can revolutionize how SPS offers classes to students, and how SPS provides
support, maintenance opportunities for Professional Development for staff and instructors. It is long
and operations of a
overdue.
modern Learning
Management System It will position students well for Higher Education, where eLearning and Distance
(LMS) and Classroom Education are common. This project is being funded in FY15-17 by reallocating
Data System (CDS) to funding from other BEX IV initiatives. Beyond that, there is no funding identified for
support
licensing and maintenance. Funding of this starting in FY16 would allow other
staff/instructor PD,
projects to retain their funding, and would assist in a more rapid deployment across
and to support
the District.
eLearning for all
students
Implementation of a The SPS policy for Site Based Management makes it extremely difficult to establish
2
$2,161,06 $2,161,06
Tier 2 CSS and TSS
and support standards, and develop a consistent service model for the District. In
4
4
support for
addition, the shortage of technical staff results in schools hiring staff to do their own
Classroom/Lab
thing with either school funds or PTSA funding. Additional "Field Technical Staff"
services and
(Technology Support Specialists and Computer Support Specialists) support is a
classroom
recurring recommendation from the School Leadership Survey. This is viewed as
productivity tools and critical to providing a higher level of demanded customer service and
Instructional
training/information to all schools.
technology (Desktop
& Mobile computers,
A/V Equipment, etc.)
Solutions for Data and Demands greatly exceed team capacity. Immature governance/prioritization process.
3
$210,000 $210,000
Information reporting Emergency requests interrupt planned work and our ability to focus on longer term
services
more sustainable strategies like increased/improved self-service technologies. Ad
hoc data silos exist. Expanded and more "student centric" reporting capabilities, and
more access to student data via the ADW is a recurring recommendation from the
School Leadership Survey.
1 Information Security No FTE dedicated to the security of our systems. Need someone to structure and
4
$156,144 $156,144
Officer
address all aspects of a comprehensive Security Architecture, and the changing
security threats. Hiring an Information Security Office for SPS was one of the major
recommendations from the 2014 CELT Report.
System Center
With the proliferation of additional equipment across the District, and the need for
5
$86,529 $86,529
Configuration
increased customer service via Remote Support, Direct configuration/imaging,23
Manager Position
Inventory Sysetm/Logistics, etc. It is critical to have a system for this service that
DoTS
DoTS
DoTS
DoTS
Division 2015On-going
Priority 2016
Cost?
Need
3 Additional FTE for
Staff responsible for upgrades and modernization to new services models is the same
6
$413,662 $413,662
Systems and Central staff supporting current operational activities. Limited funding to hire consultants or
Operation Services
contract support. We literally beg vendors for free support
(focused on Network
Routing and Switching
Support)
Computer Operations Currently being performed by a very qualified College Tech. Needs to be supported
6
$86,529 $86,529
Support Analyst to
by a full-time DoTS Staff for stability and longevity.
support Central Data
Facility
Mobile Device
The increase of wireless across the District, and the proliferation of mobile devices
7
$87,432 $87,432
Management
has resulted in the need for improved mobile device management. SPS requires an
individual who is responsible for this service, uses the Meraki Mobile Device
Management service, etc. This person would also provide backup support to other
areas in Networks/Telecom that are critically short staffed. The School Leaders
Survey indicates the importance of the new Wireless Network across the District, and
the importance of that for education. With the deployment of thousands and
thousands of additional mobile/wifi devices (and more to come in FY16, 17, etc.) ...
providing the right level of service to the schools requires a robust Mobile Device
Management solution and lead.
Additional Web
Significant focus on restricting with new services is needed to assure we are
8
$130,016 $130,016
Support staff
providing access to ALL our stakeholders. Mobile access either via an APP or mobile
enabled website is critical.
Additional resources
for Training and
Improvements /
Enhancements for
Teaching & Learning
Applications
(primarily
PowerSchool)
Context
The District has about 1/5 of the Web support staff it had at its peak. There are
literally no web personnel to address modernization, new features, etc.
Improvements in SOURCE and access to Web Information & Communication was a
recommendation in the School Leadership Survey. This request goes hand-in-hand
with the deployment of new web technologies (LMS and CMS).
Staffing limits and lack of redundancy within the architecture make it difficult to
address upgrades to latest revisions in a timely manner resulting in annual
upgrades to the major application. Additional technical (DoTS) staffing and user
staffing are required to achieve the major improvements and benefits that are
needed in the District. Additional PowerSchool Professional Development (PD) for
School Employees (Staff and Instructors), and improvements to the overall
24
PowerSchool support were identified as a recurring recommendation in the latest
School Leaders Survey.
$245,000 $245,000
DoTS
Context
Notes / Questions
Division 2015On-going
Priority 2016
Cost?
Need
Software and
Hardware and Software Vendors increase their licensing Increase that is estimated is
11
$125,000 $131,000
Hardware Annual
and maintenance costs annually be 3% to 6% (typically). 5% of $2.5M
Maintenance/Licensin Current licensing is approximately $2,500,000.
g costs
New Service: Support SPS customers believe that DoTS is funded to support
DoTS is recommending that
12
$225,000 $35,000
and Maintenance of these rooms, and it is a black eye on the District and TSS (within DoTS) be
Classroom and
on DoTS. DoTS has one technician to support all of the assigned and resourced to
Meeting space at
users at JSCEE, so supporting these rooms is not possible fully support these critical
JSCEE
without additional staff. The condition of the JSCEE
facilities.
Training and Conference Rooms continues to be an issue,
and has been flagged by several customers recently via
emails. A Briefing Paper has been submitted regarding
this request.
25
Need
Context
Divisio 2015n
2016
Priority Need
1
$338,961
Ongoing
Cost?
$338,961
$150,000 $150,000
Property 1 Accounting
Mgmt
Specialist to support
leasing operations
Critical Replace Maintenance Average age of maintenance fleet is over 20 years old. Vehicles are well past service
Maint. Vehicles
life, inefficient, and expensive to keep safe and operational. Vehicles are beginning to
fail at a high rate
Grounds Lease 4 additional
district vehicles too old to run and maintain /health safety/ lease is 6,250 per vehicle
vehicles
annually/District Wide/ currently org has 42 vehicles over 15 year old
$70,567
$1,200,00
0
$25,000
district vehicles too old to run and maintain /health safety/ lease is 6,250 per vehicle
annually/District Wide/ currently org has 42 vehicles over 15 year old
$25,000
update materials to 30% of trades staff, this includes the new staff
$738,124
$60,000
Currently after hours events are staffed by a Parks employee. We would prefer to
have a District Employee staffed to better manage and protect a valuable district
asset
Preventative maintenance to replace systems before failure
10
$350,000 $350,000
11
$250,000 $250,000
12
$100,000 $100,000
13
$1,475,00 $1,475,00
Need
Context
Notes / Questions
Divisio 2015n
2016
Priority Need
15
$15,000
27
Ongoing
Cost?
16
$10,000
17
$350,000 $350,000
$10,520
$5,000
$5,000