001e e e good to go all right good morning everyone we'll call the ASD School Board governance committee meeting to order is Thursday March 27th at 11 not boardroom we'll go around into introduction starting with myself Jacob offic Ware Andy rief Financial Officer Lang Chief Human Resources officer welcome all all right we'll get right to our agenda now our conduct the roll call our first item is do we need a minute to yeah it's muted for some reason this is Dora there's there is quite the echo I don't know if it's just me or El I should log back in computer take just a second to get the audio figured out thanks everyone for your [Music] patient we can probably work [Music] does someone have their actual sound on in the room that sound is
002coming through her computer don't understand I have a tech headed that way thank you I's link from ours yes all right we're going to call ourselves back to order now that we've got our audio visual issue figured out we'll get back to our agenda starting with B1 discussion first item on our agenda is the Council of great City great City Schools review of purchasing and Warehouse Department of the Anchorage School District Dr Bryant do you your team have comments before we turn over to cgcs I'll just hi guys uh so just to open the sub of this is a recap of a conversation that started about a year ago where the board asked the administration to start the process of uh initiating an audit on their behalf um for multiple areas and today we'll focus
003on the presentation uh for purchasing which was done by the council and a number of uh wonderful experts from around the country that spent quite a bit of time here uh interviewing staff and uh today they'll present the report so I'll hand it off to the team so good morning everyone or good afternoon um I am Ray Hart Mr super is okay if I go ahead and uh go ahead and begin welcome yeah you okay great um and I will share my screen if that's uh possible it looks like yes um and hopefully you can see my screen all right great um first of all thank you all very much uh for allowing us to join you uh thank you to the superintendent uh and his team and the staff there um just know that
004uh the request to ask for these reviews uh takes um on behalf of the superintendent and the team uh really opens them up um and so we want to share our gratitude uh to them for being willing to improve upon uh uh the supports that you're providing for your students and I'll note that uh these typically we always have findings we have things that we find that are going well things that we find that can be approved upon we do them all in an effort of continuous Improvement and so want to make sure that uh the board as you hear this uh understands that we share these in an effort to help the district improve uh and get better and that is our our Focus uh so we're appreciative of the staff uh for being
005willing uh to open themselves up to reporting from their peers uh first of all to president Hollman and the entire board thank you for the time uh that you have allowed us to take here and I'll go quickly through this and then open up uh the floor for questions and answers first I want to thank the staff from around the country uh who came uh to conduct a review Willie Burrows uh who is the director of Management Services with the council as as well as Dave Palmer who is retired from Los Angeles Unified uh School District also uh sonan lee who is a deputy chief business officer in LAUSD Edward Romero uh who is executive director of operations and business from San Antonio Independent School District uh Robert warberg who is the senior manager of
006procurement services in Jacksonville Florida and David wheeler who is the senior director of procurement services in Orange County Public Schools so you see we had a team that came all over the country I am happy to share this and answer any questions that you might have uh on their behalf uh based on the report and the work of the team so I want to thank them for their efforts so really quickly commendations uh I'll go through uh this quickly but U first of all excellent support from your staff and the leadership um and your staff have indicated that the leadership team that they're working with uh some of the best individuals they've worked with in their careers and that is important to note uh in addition to that the purchasing team uh meetings were uh
007conducted and we heard a number of Staff uh that were passionate about their work and so we really got the impression when we were there that this is really an all hands on deck approach to supporting procurement so we're hopeful that our recommendations will help to grow the department and in addition to that um your team has done a really good job of limiting annual in increases uh in contracted software agreements uh which we really saw as a positive um most importantly as you know those contractual agreements can grow uh but limiting that how much they grow each year is of benefit to the district and actually saves the district quite a bit in finances in addition to that uh there was a robust software governance process in place we're going to talk a little
008more about software and how uh software can be uh extended uh or improved upon but uh the processes that were in place were were were sound and there's opportunities for improvement that we'll share at a moment uh and the district used several Cooperative organizations to expedite uh sourcing and leveraging of uh its National buying power we're going to talk about other ways to enhance that but what is currently in place uh is commendable and then we'll talk about ways of improving that and then the warehouse staff were extremely responsive uh you'll notice in the report that there are recommendations to the warehouse staff as well as I mentioned um your staff are strong we're already always going to make recommendations about how where Improvement can improvements can take place and then finally uh with the
009peard one of the things that we noticed is um and we're going to make note of the peard as well places that you can enhance uh pecard supports but the district has earned over $2 million in peard rebates since the 201617 school year we're going to make recommendations on how to improve upon that but uh the fact that the district has earned those rebates uh is impressive was there a question I heard a I see any questions okay great uh we'll start quickly about I'll go through some of our findings so again we found a number of uh really positive things going on in the district just highlighted a few there are more in the report um and then here I'm going to share a little more about some of our findings and some of
010the things that you can improve upon some of them we'll speak to what we've just discussed a moment ago in terms of commendations as well uh the first thing we found was and we know that your uh your goals your guard rails process um is relatively new um but we didn't see a structured approach uh to goal setting and strategic alignment within the department um and so one of the things that we will recommend in a moment uh is really um piggybacking off of the district's uh Direction and making sure that the procurement Pro procurement Department um uh and warehouse and procurement Department have a similar focus on supporting districts and and uh supporting the goals that have been laid out by the board um to the district's goals that have been laid out by
011the board um the department also exhibited uh a culture of um not looking at accountability and data driven decision-making we'll talk more about that but we one of the things we're going to recommend uh is really looking at Key performance indicators uh as part of the Department's culture moving forward uh and really targeting some of those indicators uh to make improvements and we'll talk about that we note that without those dashboards um the tools necessarily to monitor the dep the the Department's performance in real time uh don't exists so uh happy to work with the department and the team is happy to work with the Department uh on generating and setting up some of those dashboards and tools but that monitoring process will help the district's Department improve the team also identified uh several concerns
012regarding uh employees understanding and application of the district's conflict of interests and ethic eics policies we'll talk more about that uh there was a general understanding but there are some specifics related to that they were going to um uh to talk about um later in the report in addition to that making sure that those policies are shared throughout the organization uh to all of those individuals who might be um in a position to make purchases things like that understanding what those uh conflicts of of interest and ethics policies lay out um and making sure that uh individuals are aware of them and then a couple of other leadership and management findings one uh we quite often find is there were a number of checklists and checkbox items that were created but a really comprehensive manual
013consolidating all the Departments um standard operating procedures our team didn't find that while we were there they did find um you know again a checklist process that worked similar to flow charts but a comprehensive manual is something we would recommend particularly given uh some of what we're going to talk about a little later and that is uh one of the things that we learned is that uh you've got a staff uh that um with a number of individuals that are retirement eligible or soon to become retirement eligible so making sure those standard operating procedures are in place prior to that will ensure that uh not only everyone has an understanding of roles responsibilities but that the transition uh between individuals who might uh soon be leaving the organization will be much smoother um in addition
014to that uh there is um not a utilization of internal external customer satisfaction surveys or customer fcus groups you'll see that in uh some of the presentations of findings that I'll share in a moment just in terms of feedback from principles uh that we received as part of the um review process but making sure that staff who are customers outside customers both internal and external are able to provide feedback on what's working what's not working is critical and then uh last was um a supplier Marketplace uh model and we can talk more about that but the supplier Marketplace uh really allows for the Department to um expedite some of the procurement processes uh to improve or ordering of frequently purchased items uh what you're essentially doing is establishing for schools and other uh departments across
015the district um if I'm used to purchasing for example classroom supplies office supplies technology items uh a Marketplace can be made available to expedite that process so that the procurement process can actually be uh improved upon and it's kind of a a pre-process for a number of places particularly given you've got a lot of school orders things like that it's a way of Expediting that process so again something that we can uh help provide guidance on and creating um in terms of leadership and management U again providing principles and author authorized staff with clear practical guidance uh for purchasing supplies and services um there was training but we didn't see where the training covered uh some of the basic things for principles that were necessary uh and then the team found a lack of clear
016understanding of what constitutes an emergency contract it seems as though the decisions about what's emergency what not what's not uh were more subjective than objective and this will help uh the board in understanding what are things that are emergencies that we need to process more quickly what are the things that um need to go through the full procurement process uh and then I talked a moment ago about a succession plan uh for those retirement eligible in the workforce but uh something else that went with the standard operating procedures that we thought was important uh last but not least these are last two um uh in terms of leadership and management and we've got a couple of others in operations that I'll share in a moment uh but some of the procurement um some procurements offered
017bidding opportunities for uh small businesses and minority owned Enterprises but there wasn't a formal process uh and the procurement Department um the procurement process seem to lack a formal uh diversity process we provide details um in the report uh but minority own women own businesses Etc uh making sure that um the full process uh engages opportunities for your uh suppliers to be uh more diverse and then lastly and this is um where again I talked about purchase orders and PE cars a little earlier uh in that you saved about $2 million um in uh to The District in using the PE cars since 1617 but there is also an opportunity to get better at that uh this one relates to your District policies with which allow peard trans uh transactions of up to $2,500 uh
018to be placed on PE cards um there are a number of those about 70% of what was shared with us um is actually being processed 70% of those that are eligible for peard purchases are actually being processed as purchase orders I'll show you the impact of that in a moment um but what you want to do is begin to transition all of those purchases to PE cards and I'll show you why uh in a moment so on the next slide we kind of just laid out a quick uh calculation uh it costs right now about $95 to process a purchase order in the district and you've got about 6,675 purchases that were done as purchase orders that could have been done by peard uh even some as low as $20 less than $20 uh there
019are a number of really small purchases that could have been done by peard that were done by purchase order because the cost is so much higher than a pecard transaction uh to the district what you could uh add to the district savings uh is about a half million dollars um in savings by transitioning some of those from um purchase orders to PE cards and so uh really encouraging individuals to use PE cards rather than purchase orders would save the district significantly um and in addition we we what we showed you a little earlier was that the district actually gets rebates U for those some of those PE card purchases so uh just the processing time alone will save you so couple of organizational findings and then we'll look at operational findings then we'll give the
020recommendations and answer your questions so organizationally um Department La uh dedicated positions for essential functions such as continuous Improvement training um contractor and vendor management uh and so what we're going what we propose in the report is a a minor adjustment uh and I'll show that in the recommendations but a minor adjustment to Staffing to really deal with continuous Improvement in the in the uh Department itself again looking at those uh data points that you want to improve upon which we'll talk about in a moment um really looking at training of Staff but having dedicated positions to and to manage uh contractors and vendors is important uh the team identifies supervisors and suppor staff that are in the same bargaining unit uh so one of our recommendations is going to be to uh move away
021from that it will require some some bargaining but um with the team found was that having both supervisors and subordinate staff in the same bargaining unit creates conflicts of interest um in Staffing level um for Staffing um recent Staffing level allow uses uh to determine uh if each unit had the appropriate personnel and to ensure efficient operations and high quality service delivery didn't seem to be in place uh so one of the things we recommend is really um looking through the Staffing that's currently there to make sure operations are efficient there's also details in the report about looking at the individual uh staff and their uh capabilities to make sure that um staff individual staff capabilities are maximized as well uh the team identified um a gap uh in strategic workforce management uh noting again
022the absence of a comprehensive data- driven approach to optimizing Staffing I just talked about that a moment ago uh but really assessing Talent looking at where your talent is uh making sure there's cross functional training opportunities for employees uh that will help immensely in um employees who transition out of the dist out of the district or when employees go uh on vacation Etc that cross training uh will enable you to better uh ensure that the units that you're operating will operate more efficiently and then looking closely at the organizational structure and workflows um and identifying those opportunities for repurposing staff as necessary so just talked about that a moment ago and then lastly operations finding so these are some of the things operationally this first one really relates to principles and principal feedback um and
023so what we wanted to do is make sure we gave you both in this presentation but also in the report uh the feedback from the principal so that it can be address principles uh gave a decent uh review they on average said that the department gets about 6.5 out of a scale of 10 uh but again asking your principles how the the um department is rated moving forward would be important important first thing that principles mentioned was uh there's a stated 48 hour maximum response time to their Communications um but principles noted that that's not always adhered to uh and so again responding to them relatively quickly particularly when when things come up uh is important it's something that the the department can monitor uh to make sure that all requests from principles are within
024that 48 hour time frame and then improving upon that U would be beneficial to principles and schools as well principes also noted they receive different answers from different PW D staff so making sure that um consistent responses consistent understanding of um what your policies are is important across all of the staff we talked earlier about having dedicated staff to make sure you're providing training but then we also talked about standard operating procedures those two items will help immensely with making sure that there's consistency uh in the response to staff this one uh is particularly important um and and I can't I'm trying to highlight it with my mouse and I'm not sure if you can see my arrow uh but this next one is uh the April pecard shutdown process um and so creating a
025another process even though we recognize from a financial perspective and from a processing perspective uh what needs to happen uh internally financially in the district but understanding that the peard shutdown process um to start the year end in April really significantly impact schools you've got graduation expenses you've got a number of different expenses relative to wrapping up for summer school uh you've got a number of different expenses at the school to wrap up the end of the school year so that that policy uh while it may benefit uh the district from a financial perspective really uh reeks Havoc at the school level so thinking through that to improve upon that for schools is important um principles gave a number of different comments and these are all from different uh individuals but uh some felt talked
026down to uh others felt uh that when they asked a question they were told to watch a video rather than you know someone helping them with the question uh others said they receive rude email responses so um the survey that we talked about a little a few moments ago about surveying um um customers to make sure that the services that are being provided in this doesn't just go to PWD staff but across the entire uh District those 360 surveys that get customer feedback on how well departments are doing uh can be invaluable for making sure you set up um good customer service processes across District dep departments and then principles also shared a few other things that we want to make sure you see there continues to be a real challenge in procuring specific commodities
027for special needs students uh so making sure that uh those processes is are cleaner and shorted up is important um and then uh one noted we have to pay for Staples where the previous copier contract included Staples um and this is a small one and so we're just using it as an example but make sure you take a close look at when you change contracts when you shift from one contract to another noting what some of the unique differences are across those contracts so it's not just about Staples but it's about really recognizing what has changed in uh contract language as we move from one contract to the next and what impact will that have uh on our schools in the district as we move forward so Staples uh seems minor but once you make
028that adjustment schools didn't may not recognize that oh we've now got a cost that is coming to us that was formally a cost as part of a formal contract uh and so making sure you're clear about what those look like is important to schools and then each school has unique needs so making sure that um the staff are um uh are recognized that again that goes back to for example students with special needs each of your schools might have different special education units uh for example where they might have different needs for the students in their individual building so understanding that you can't um treat each school as uh kind of similar across the district is important to note and then lastly School principles were uh frustrated about having to provide additional justification for Pur
029purchases uh even if they have some items in their budget we recognize that there are some things that they will need to justify even though they have the money you as a procurement Department are trying to make sure that they don't violate other um District policies or state federal law Etc uh but helping superintendents understand the difference between the additional justification uh to protect them versus uh just additional paperwork is is important and then lastly uh last couple things around operations one technology challenges uh seem to impact the staff's ability to provide uh high levels of co uh customer service we'll talk more about those uh but Department seem to lack an easily accessible database uh with centralized contract information making it difficult for staff and schools to identify approved vendors and contract um pricing
030we talked earlier about that about having kind of that centralized repository um and we'll talk about that in the recommendations as well but we think that centralized repository will help with this significantly um we also learned that food truck uh food delivery truck drivers were responsible for collecting cash directly from schools anywhere where an employees where employees who are making deliveries Etc are having cash transactions um with schools is um uh just something that you want to look closely at revising ways that you can do that in a different way uh so that the procurement process and the and the the payment process for that uh can be electronic rather than um asking delivery uh individuals to have cash transactions so just review those some of those uh policies we also identified a couple of
031inefficiencies and inconsistencies uh there are more in the report but I'll highlight just a couple here uh the the department re so excuse me relied solely on its internal procurement website to advertise bidding opportunities what that does is it essentially limits uh the number of vendors who actually can see your procurement opportunities so really expanding that um and I talked earlier about women owned businesses Etc but expanding how you advertise um procurement opportunities will expand uh the opportunities for um other vendors to engage and uh ultimately give you uh greater competition among your vendors uh which will drive down pricing so uh don't limit yourself to just just your own internal um website for for advertisement and then um establishing a centralized business account for major nationally known suppliers um has not that did not
032appear to have been done when we were there uh which limits again spend visibility um and uh limits to control uh to track Monitor and analyze all purchasing activity uh and here's um a couple of final things this is related to I talk earlier about key performance indicators uh so we've pulled out a couple here but this is what you want to begin to monitor in the department uh and they'll be able to share this internally but this is what we mean by creating dashboards to say how are we doing um what do things look like these are um self-reported procurement and Warehouse kpi data that were reported to US during the visit and we compare some of this information to um other cgcs districts around the country and a couple of things we know
033first of all the procurement cost per $100,000 spent um we nearly triple our national cgcs average uh yours were about $833 um ours on the average overall are about $281 and then uh purchase order processing cost um were about five times the cgcs uh median so again a couple of things we recommended were reducing the number of purchase order um process purchase orders that need to be processed uh but just know the costs are higher as well so looking at that looking at reasons for those costs being higher and then trying to drive those costs down will benefit the district um also willing to put you in contact with others around the country other large urban districts to kind of explore what do you do differently than we do how can we learn from each
034other Etc uh you'll see processing times um were also higher um processing times that were reported in the district were about 165 days compared to the national median of about 87 days so again looking at uh both processing time and that processing time will also drive up costs so that's one of the reasons why costs are higher um one thing to note was that your staff uh have very similar ratios to staff around other uh cgcs districts so if you're asking questions about Staffing um is Staffing generally align with national medians around the country uh professional staff of about 47% support staff about 33% and then staff cost per FTE were comparable to the national meeting in meeting as well uh 76,500 compared to 78,500 so uh just know that from a staffing perspective when
035we looked at that information it is consistent uh with where your peers are nationally so lastly recommendations uh I'll go quickly but we already talked about creating a strategic plan around Mission Vision strategic goals guard rep s Etc um and then repurposing and this is the minor adjustment that we talked about earlier just in terms of um there's a couple of other minor adjustments but just in terms of Staffing but repurposing the purchasing and operations function into a continuous Improvement training and vendor relations function would significantly help uh the department this is will ensure again the training that we talked about earlier making sure messaging is consistent uh looking at continuous Improvement and monitor ing some of those kpis that you want to drive down how do we do that that's what this uh this
036kind of repurposed Department would do and then focusing on correcting uh some of the kpis that landed in the least desired quartile um is a recommendation developing training materials that could explain the district's conflict of interest ethics uh policies including board policy 3310 and then making sure training materials um reflect potential conflicts case studies examples guidelines uh and really making sure they're appropriate for principles and other staff so different staff in the district need to have different levels of information relative to um policies um a few more of these and we've got one more slide after two more slides after this one um uh Empower a task force to conduct a comprehensive review of purchasing procedures using board policies 3270 to 34440 as a baseline uh so again making sure that that um you're Shoring
037up the policies that you have and then making those recommendations to the board for shoring up some of those policies is advised um develop and Implement a comprehensive vendor relations and outreach program uh to expand diversity and we talked about that a moment ago but really expanding how uh you advertise um um procurement um opportunities for outside vendors will help address this significantly um this one is evaluate the feasibility of implementing an eprocurement supplier Marketplace uh system with an integrated supplier management process what this would do is is set up kind of routine Ro um routine tasks for procurement processes integrating uh systems and making sure that those systems are integrated uh with your District's Erp systems where possible will help enhance the efficiency with which uh your materials are procured and then developing a
038positive uh policy with safeguards that address uh into the school year spending freezes um and then finally establishing educational additional procedures for emergency procurement so making sure that that process is clear um reclassify supervisory positions into separate bargaining units so we talked about that a moment ago uh maximize the use of PE cars for purchases under $2,500 um that will um increase your rebate revenue and also decrease your your costs particularly as it relates to purchase orders and then um collaborate with the Chief Information officer to transform procurement operations by implementing targeted Technology Solutions we mentioned earlier that several staff mentioned that technology kind of inhibits some of the work that they're currently doing uh so again looking at the Erp modules that you have uh making sure that all of the procurement um processes
039that are available not all but making sure the most important that are available to you in your Erp system uh are turned on for procurement purposes um with that uh that's kind of a quick overview of the report obviously we had a number of detailed recommendations in the report as well that went uh to specific areas warehousing Etc uh so I'm happy to answer any questions that you might have uh and again I just want to reiterate thank you very much to uh the staff for being willing to uh to share with us and then also thank you so much to our team that did the review uh and with that members of the board I'm happy to answer any questions that you might have about the about the FL report thank you Mr Hart
040appreciate that um reports I just want to flag that we um have schedule our governance meeting for an hour and we have one other item that we really need to address today and so I want to make sure we're using our time wisely we can go over a few extra minutes um so we want to address questions I would suggest that we try and Target our questions today for Mr Hart team and then I think we probably need to have an extra meeting or gathering of some kind of the governance committee to to do a deep dive on the findings because the report is in detail I'm just G to start off with one quick informational question then I'll go to member Higgins um Mr Hart in your slide deck you presented cost for procurement
041as well as uh the average salary I think it was for procurement staff my question I think boils down to um are those costs adjusted for um standard of living and you mentioned you compared Alaska to National cgcs districts does any of that data contain another Alaska District or is all the Anchorage data being compared from the lower 48 hopefully that that question makes sense they both questions make sense uh there is um not another Alaska District um not to my knowledge so historically our kpis have uh been open to other districts Across the Nation um but typically we only look at cgcs districts and so in this particular case it is uh there is it is the lower 48 second uh the answer to your first question is yes uh all of our kpis
042are adjusted for cost of living so anywhere we have a financial kpi in our um kpis it is there's a cost of living index adjustment for all of our member districts so you're not not comparing yourselves to California or New York City um uh you can directly compare yourselves to those districts on a dollar-for-dollar basis great thank you very much sir member Higgins first of all I start by saying the the management view aspect of this I really appreciate it covers a lot of material it's really valuable and it's things we can actually benefit from and I uh want to start off just recognizing that benefit um this was a high level management review I was thinking of an audit because we gave specific recommend or concerns that we had such as uh professional exemptions
043for hot thing what do we doing and or we complying you're you're looking for that basically to fall back into the task force to look into is that the way I see it some of them yes uh and some of them are uh really for the your local decision making uh which we typically don't do so it's uh it's what we ask you to kind of dive into a little bit a little more detail based on um what is appropriate for your local community again going back to the the question about uh National whe compared to national uh nationally the school districts but there may be some local nuances that you'll need to address specifically so that yes that is why we we ask for kind of an ad hoc committee to look at that
044because there might be local contacts that we will miss yeah a policies will written nationally from that group because I was on I was the chair of the audit Committee in 2010 so when that was done and we B them in rather than leave it locally we brought them in and they wrote the policies that's why I'm saying that and they made specific recommendations or issues that they saw with compliance so you didn't look at that per se but some of the you know the earlier one having to do with like how we go about uh providing or selecting someone for bid and then making bid adjustments um any you know I don't see anything recommendations or how do we control that type of issue you raiseed a good point we we have some things
045that come forward to us that um uh we we should be looking at or maybe considering or what issues are there and I just didn't see anything specific as to how we as a board would do something to make sure we get the information needed or some sort of process that prevent that type of of conflict in the future is so was that considered or was that included in there well what we did was looked at again our recommendations are for the Department itself um not necessar for how the board um looks at you know the information that you receive from the district uh so we didn't Target that specifically if that's the question that you're asking our Focus was on the department itself and ways that the department can improve um how it conducts
046its work uh not necessarily how the department communicates with the board okay so yeah yeah B have to look at it from what reports the board gets on the future whether there was an issue or concerns in regards to that uh you made reference to having different unions you know the union for the supervisors I know that aw will be the want to look at that but one of the options is to make people leave rather the supervisor then you got a problem eliminate it but they still exercise the same sort of directions and controls but they won't be able to sign off on final evaluation but that's something that internal issue that's there the task force that you referred to is a really I like that suggestion question is what resource is we can
047bring into it other than somebody internal that's going to provide a high level professional expertise outside of purchasing that would be able to help with that is that something that that the council great SCH helps to identify somebody that wants to follow through with that and participate in that role well we could absolutely help you uh identify somebody from outside the district to help you uh facilitate that process um so it can either be uh someone who who's worked in the field uh someone who's currently working in the field so both of those are possibilities but yes we can absolutely support that process yeah because of my HR background when I see some things like conflicts of interest and ethics that's a that's a that's a organization wide issue okay and addressing that is that
048way and performance evaluations are a nightmare in every organization so I I won't even go there Mr Higgins I'm going to jump in to flag that we'll probably take 10 more minutes right now before we move to our other uh address item today but I I want to that we can extend this meeting another would say maximum 15 minutes with that said I want to jump in with a quick question then we'll go back to your list um and I'm Happy from sorry go ahead I was gonna say I'm happy to join you at a later meeting I'm also happy to respond to any questions that you might have in writing so if you if you have any questions that you have happy to respond perfect thank you sir um one of the recommendations I
049think you you covered just now was that we move some of our purchase order uh process to P cards so maximize the rebate from that we also receive regular audits of our pecard activity and so I'm guess I'm wondering from your experience is there a reason why a school district might utilize purchase orders instead of ecard uh is there a benefit in terms of more efficient on oversight or approval chain or are these really two means to the same end when one offers a rebate one doesn't uh I think there there two means of the same ends obviously the the purchase order process is a longer process but given that you've already got a policy in place that says that anything less than $2,500 can be done via pcard uh it makes absolute sense to
050take advantage of that to to have purchase orders for some items that are $20 $25 less than $100 uh those are the types of items that are absolutely appropriate for peard purchases uh so we recommend that you go that route and you have hundreds um not just a few but hundreds that were uh in that category great than and I Can Shed a little bit of light on what a lot of those are to those low value ones about probably over over half of them are parent reimbursements for our correspondence programs so we could work with the schools and have them try to buy more stuff directly for the parents on behalf of the for them just on their PE cards I mean that's one thing we probably should do to kind of cut down
051on the management review of those parent ones but we also have like employee uh reimbursements in there for travel and whatever other stuff they buy if they don't have the card on them or um and contracts with regards to like U busing or something that we've required them to go through on the p on the PO process versus a a PE card thank you both Mr member hiin do you have more questions I I do but uhu I'm going too defer those for the time being I think the task force is the location where a lot of these questions come in and I think that would be the best location are there other questions online for Mr Hart and his team okay um so then Mr Hart I appreciate you and your team um facilitating
052this review thank you to Dr Brian Administration for for helping the team facilitate the review it sounds like this isn't the end of this conversation we'll continue to come back to this and um we'll pivot to our next agenda item so thank you all thank you all very much for your time thank for having us all right we'll move on to item B2 which is AR 3515 access to security camera footage Dr Brian would you like to start the conversation sure so my understanding is for the last few years there have been questions around what qualifies as a record and specifics around video specifically which there are a lot of Google nuances so I wanted to invite our attorney and R management team to present what their research has found and uh what form this
053AR propos and then if you would just introduce yourself per me Wyatt for the school district de angle senior director welcome the floor George um I was going to start with a quick prepared St I don't think you were here for introduction so if you would introduce yourself as well St Brown security great sorry go ahead sir the admin ation seeks to enact new administrative regulation 355 regarding the maintenance of ASD security camera system while with new administrative regulations it uh substance is not new the regulation seeks to put into writing the process we've been using for years by having it in writing everybody can see the rules and can see that they receiving parody for treatment the regulation does a couple of things it designates my office the office of emergency management as the
054School's district law enforcement unit that bons with our SRO and local law enforcement when needed basically my office is in charge of the camera system and retaining footage as necessary the other portions of the regulation explain and writing that our system like most others in the world does not retain footage forever given the number of cameras and the storage capacity needed for the resulting footage ASD security camera footage is kept for 10 days and then it is overwritten with new footage the remainder of the regulation explains that footage depicting miners is not subject to public record requests as that unless the district uses that footage for some educational purpose such as disciplinary action it is not an educational record of a student it list the three circumstances when ASD will provide access to footage one
055court order two law enforcement request and three if it is used for dis disciplinary purposes anything else on this before we go to questions are there questions from the board in the room or online m how long do you normally retain the video I know I had a complaint from a parent soon asking that he she indicated he was going to ask the SCH to hold the video for per about assault complaint with the police but how long is the standard practice of retaining a video so uh with an APD case number it's held yeah so you s assault so yeah um if I'm asked to retain video by principal they pill out a form specifically asking why that way we know why we're retaining this video it would be held indefinitely we don't delete
056video Once once it's recorded it stays prayer if it's not been asked for it's the 10 days and then it would be over days that's thank you thank you member Higgins any other questions Wilson member Wilson the floor is yours um comment more than a question I've heard um over the past four years that I've been a board member from um many staff or parents um parents upset because they wanted access to the footage um for different reasons um understandably they did not get access I totally understand that for the safety of all um but having the the policy clear um and lined out who has access and why I I think is is great I just that's my comment thank you any response to from the staff I think we generally agree with that
057okay I don't have any questions and I think the AR makes sense is any any other discussion then um the board doesn't vote to approve administrative regulations so this assumably will go into effect is this immediately okay all right well I think that takes care of this agenda item thank you everyone all right we'll move on to B3 a policy review of 41172 going forward refresh the committee's memory will we usually take a chunk of our work policies and bylaws and review those penally this is the section of um our board policies that we have assigned to us at this point uh the first item is up 417 17.2 certificated Personnel resignation board member has feedback I'll provide few seconds before we move on to the next item any objection to considering this board policy
058reviewed moving on to our next item hearing and seeing none then we'll move to 41173 Personnel reduction folks a moment to look at that member yeah the only thing legally gets involved here depends upon the size of the read opportunity whether or not so too much notice and all that kind that would never be an issue I can't picture percentage wise of numbers with school dist it does shut down City so I just don't think any reference to it is necessary but I just made reference that it is it is aw all right hearing no other questions or feedback we'll consider this review to move on to 4117 31 certificated Personnel layout rehire not seeing any or comments we'll move on to 411774 certificate of personnel dismissal not seeing any board comments we'll move on
059to 41175 42175 43 17.5 Personnel termination agreements seeing no feedback from oh sorry remember um on the termination agreements is this cover of people who are in probation [Music] people my understanding this provision is these are uh specialized agreements we would enter into settlements for people leaving the district um and so our normal process of non retention uh wouldn't usually be triggered by this this these are usually used uniquely in situations where we have um where we're terminating an employee under a settlement agreement and usually more we be aware of those through discussion presentative session seeing no other feedback we will move on to 41176 non- retention not see any feedback here member Higgins um Mr Ace uh the AR mentioned in there where it says establish administrative regulation providing an informal hearing for the
060school board upon teacher request is there an AR or any document that highlights um I know you guys can non retain for any reason by law but generally we don't non retain for any reason right there usually reason there's no document that outlines that in an AR or that principles follow is it just to see there's statutory language there's the seed uh committee document that outlines procedurally um how the evaluation process could flow into the non retention process there's a memo that is regularly put out um through the labor office U that directs principles of of how uh and when non-retention could typically be used and what is required in terms of notifying the teacher and then um providing evidence to substantiate that recommend recommendation of non- intention to the labor office and then the
061labor office makes a final determination whether or not to uh recommend non-retention on behalf of the district and at that time the employee receives notification about their right to request um one of vill particulars or informal School Board hearing if they so choose Thank you Mr Lang member Higgins now non retention is based on cause not just cause so anything M related regardless of the standard that you're applying so uh and when a teacher is non retained are they eligible to transfer or work in another area or does one principle terminate them uh during this period and then they're not allowed to go with for another person how does that work when they're non retained their contract is not rened with the district right and so they are typically not eligible for Reemployment as a
062teacher for a period of um a year or two we do allow them to come back and serve as long-term Subs but usually they need to demonstrate some evidence of continuing education of positive employment experience um that remediates the reason for which they were non retained is there a process here of reviewing whether or not the non-retention for that School wouldn't necessarily apply whatever the issue is to a different school it we short teachers and and I don't and fact that they're teaching but non retain but as a longterm sub that sort of propotion you can extend you know probationary period if you wanted to as long as you got justification for it and signs off or whatever else is requirement I'm just trying to play it out a little bit because we've seen some
063examples that are concerned uh you know come to the board or something else just I'm just trying to understand why we if there's a review process they say wait a minute non retention may not be the best fit because it's Unique to that location usually non retention is for the purpose of some notable deficiency in their ability to perform the the duties of the job and so they're unable to do that in one school I think the district's position has been we would want to see them um you know take a period of time to try to shore up those deficits before they worked in any other school and that's why we typically have the one year period where we've allowed they can apply for other positions in the district just not classroom teacher positions
064um I I your idea is an intriguing one we have not used that previously but it's something we could look at exploring that we don't do that at this time okay yeah I can view it as a little bit broader than that too how uh you could be doing different type of teaching positions there other issues there that that may not work out may not be the best music feacher but you can still teach English if you want I don't care uh but I'm just using it that sort of approach that that is everything falls into an individual category there's always extenuating circumstances in every case and you know to be clear there are very few teachers at the end of the year that we allain and we were are talking about really a handful
065of individual Educators at this point thank you Mr Higgins good discussion seeing no other board comments we'll move on to 4118 certificated Personnel suspension discipline and seeing no feedback on this item we'll close out our rotating policy review section for this meeting and consider those having been reviewed um we do have just a couple minutes left but we also have folks who may be here for a future agenda item is someone here for 5123 or 6147 okay um I I think I think these people are here for any of those that have questions that are 123 through is we we can use up to 15 extra minute so is there something Administration would like us to review today that would be helpful or are folks here because we calendared everything all of these all of
066these are ones that came from ASD that we took and then have added in some pieces or taken out a few pieces sure to put a recommendation for you to put into our policy so these are like the things that come to them from so even if we look at one unfortunately folks are gonna have to come back next time okay well I then this seems to be a decent place to end our day and I'm sorry we didn't get a little bit further we had a um we will be more thoughtful about putting things on our agenda going forward so thank you for making time toit us all right um Mr Higgins before we move to a yeah I just uh going forward with audit that we've done you don't know audit management what
067to call it but we talked about human resources but I'm not sure the steps that should be taken right now they haven't f um uh who is taking forward to that how that's going to work or anything else that seems to be the next step I don't know if it's Human Resources I don't know if it's special ad what we actually fed or what we decided we had a discussion with that but I just uh feel like we need to kind of have something in plan to get be move forward yeah no um so board policy says that administrative audits fall under governance and so um I think that the committee is well within its rights to hold another meeting specifically regarding this most recent audit I think we probably should make time to do
068that and so I'll consult with um the other member of the committee and we'll see if we can get another meeting calendar to um have a more in-depth discussion with the administration and um the president can also create an ad hoc committee if he so chooses and so we've got options and so I I agree that there's additional items to discuss there um all right are there any other discussion before we adjourn our committing hearing and seeing none governance committee will adjourn at 12:00 p.m. thank you everyone