[1. Notice and Return]
[00:00:05]
[2. Moment of Silence and Pledge of Allegiance]
STANDING FOR THE PLEDGE OF ALLEGIANCE AND A SALUTE TO THE TEXAS FLAG.[3. Acknowledgements]
AND ALSO IN ATTENDANCE, OUR NON-VOTING COMMITTEE MEMBERS, MANNY TORRES.IN ORDER FOR THE BOARD TO HOLD THIS MEETING IN AN EFFECTIVE MANNER, I WANT TO LET IT BE KNOWN THAT THIS MEETING WILL BE CONDUCTED IN AN ORDERLY FASHION AND ASK THE PUBLIC TO ABIDE BY THE RULES OUTLINED IN BOARD POLICY PERTAINING TO PUBLIC PARTICIPATION.
IT'S A CRIMINAL OFFENSE FOR A PERSON WITH INTENT TO PREVENT OR DISRUPT A LAWFUL MEETING, TO SUBSTANTIALLY OBSTRUCT OR INTERFERE WITH THE ORDINARY CONDUCT OF A MEETING BY PHYSICAL ACTION OR VERBAL UTTERANCE, AND THEREBY CURTAIL THE EXERCISE OF OTHERS FIRST AMENDMENT RIGHTS.
AND IF THEY'RE UNSURE OF THE LEGAL EFFECT OF THEIR REMARKS, THEY MAY WANT TO SEEK LEGAL ADVICE PRIOR TO THEIR UTTERANCE. ANY PERSON WHO BECOMES BOISTEROUS, DISRUPTIVE, OR FAILS TO ABIDE BY THE RULES OF THIS ASSEMBLY WHILE ADDRESSING THE BOARD OR WHILE ATTENDING THIS MEETING, SHALL BE ASKED TO LEAVE. FAILURE TO LEAVE WHEN REQUESTED TO DO SO, MAY RESULT IN THE PERSON BEING ESCORTED FROM THE MEETING AND SUBJECT TO ARREST.
HOWEVER, I WAS INFORMED THAT NO ONE SIGNED UP TO SPEAK.
CONFIRMING THAT. NOW WE'LL TURN TO SECTION FIVE OF THE AGENDA CLOSED SESSION.
BUT THE BOARD WILL NOT RETIRE TO CLOSED SESSION. THERE ARE NO ITEMS TO BE DISCUSSED THERE. THEREFORE, WE'LL GO TO SECTION SIX REPORTS. WORDS STARTING WITH SECTION 6.1.
[6. Reports]
THE DISTRICT FINANCIAL UPDATE FROM CHIEF EDUARDO RAMOS, CFO.TRUSTEE WEINBERG, MEMBERS OF THE COMMITTEE. DO WE HAVE ANY QUESTIONS ON THE DISTRICT FINANCIAL UPDATE? IS THERE ANYTHING OF NOTE YOU'D LIKE TO POINT OUT TO US? I DIDN'T SEE ANYTHING PARTICULARLY. SO THESE ARE THE BUDGET AMENDMENTS FOR THE JANUARY THE MONTH OF JANUARY.
OF NOTE, THE MAJORITY OF THESE ARE BUDGET NEUTRAL.
THE BIG TRANSACTIONS OCCURRED WITH BUS DRIVER SUBSTITUTES AND MCKINNEY-VENTO.
GREAT. SO JUST BASICALLY RECLASSIFICATION. YES.
TRUSTEE CURRIE. ANY QUESTIONS? NO. YOU ASK THE QUESTION.
WELCOME, DOCTOR ELIZALDE. THANK YOU FOR JOINING US.
WE'RE ON SECTION 6.2. WE'LL MOVE ON. UNLESS YOU'D LIKE TO SHARE ANYTHING FURTHER.
OKAY, GREAT. THANK YOU. WE'LL MOVE ON TO 6.2.
THE REPORT ON THE STATUS OF THE AUDIT. FOLLOW UP.
TRUSTEE WEINBERG, TRUSTEES AND SUPERINTENDENT ELIZALDE.
WE HAVE MY AUDIT MANAGER, RICHARD SIU, HERE TO REPORT ON THE FOLLOW UP ITEMS. GOOD AFTERNOON. TRUSTEES AND SUPERINTENDENT. INTERNAL AUDIT REVIEWED SIX RECOMMENDATIONS WITH IMPLEMENTATION CUT OFF DUE DATES AS OF NOVEMBER 30TH, 2024, ALL RECOMMENDATIONS WERE IMPLEMENTED. BE GLAD TO ENTERTAIN ANY QUESTIONS.
[00:05:07]
I HAVE A QUICK QUESTION AS I READ THROUGH IT.THESE WERE PRETTY EXTENSIVE RECOMMENDATIONS AND RESPONSES, AND I WAS I WAS EXCITED TO SEE THAT YOU ALL HAD WORKED TOGETHER, YOU KNOW, WITH ADMINISTRATION TO SEE THAT THESE CHANGES HAD BEEN MADE. HOW DO YOU GO BACK AND CHECK JUST SORT OF WHAT'S THE PROCESS YOU GO THROUGH BRIEFLY? NOT EVERY DETAIL. SO AT THE BEGINNING OF THE FOLLOW UP, WE COMMUNICATE WITH MANAGEMENT AND SAY, HEY, WE'RE GOING TO BE FOLLOWING UP. HERE'S THE A COPY OF THE REPORT, HERE'S THE OBSERVATIONS.
AND HERE WAS THE ACTION PLAN THAT WAS AGREED UPON WHEN THE OTHER REPORT WAS APPROVED.
AND THEN WE ASKED THEM WHAT THE WHAT THE STATUS OF THE ACTION PLANS ARE.
AND THEN BASED ON THAT, WE DETERMINE WHAT NEEDS TO BE TESTED.
AND WHEN WE TEST IT, WE DETERMINE IF THE OBSERVATION HAS BEEN PROPERLY REMEDIATED.
THANK YOU. TRUSTEE CURRIE. JUST LOOKING AT THE RESPONSE AND MANAGEMENT ON THE SOCIAL MEDIA CONTENT GUIDELINES, I FLIPPING THROUGH THIS QUICKLY, ARE THOSE NOW PUBLISHED AND AVAILABLE FOR REVIEW BY ALL STAFF? IF I'M UNDERSTANDING NUMBER FIVE CORRECTLY. I WOULD INVITE CHIEF DANIELS.
HERE SHE COMES. GOOD AFTERNOON. YES. THOSE ARE.
THERE WE GO. GOOD AFTERNOON. YES, THOSE ARE PUBLISHED ON OUR SOCIAL MEDIA GUIDELINES AREA.
SO AND WE'VE SENT THOSE AS WELL TO OUR STAFF.
SO, I JUST WAS CURIOUS FOR AN UPDATE I APPRECIATE THAT.
GREAT. IF THERE'S NO FURTHER QUESTIONS, THANK YOU ALL FOR THE UPDATE.
NOW TURN TO 6.3, THE REPORT ON THE DISTRICT HOTLINE.
WE'VE INCLUDED THE REPORT STATUS REPORT IN THE PACKET.
TRUSTEES AND SUPERINTENDENT AND I DO HAVE MR. GARZA HERE TO ELABORATE AND ANSWER ANY QUESTIONS IF THERE ARE ANY.
YOU CAN SEE PRETTY STABLE QUARTER BY QUARTER, PROBABLY ON TRACK FOR 2000.
YOU KNOW, REPORTS FOR THIS FISCAL YEAR. BUT AT THE LAST PAGE, YOU CAN SEE WE DO KEEP THE INVENTORY WAY DOWN AND TRY TO KEEP IT TIMELY. YOU KNOW, VERY SELDOM DO THEY GET MORE THAN 2 OR 3 MONTHS OLD.
BUT SOME OF THESE ARE MORE COMPLICATED. AND THEY DO TAKE TIME.
BUT YOU CAN SEE NORMALLY THE MAJORITY IS THE LAST 30 DAYS.
WE'RE DOWN RIGHT NOW TO 1400. WELL, 1475. SO, IF THAT CONTINUES IN TRAJECTORY, THE WAY WE'RE EXPECTING IT TO WILL BE AROUND AT OR UNDER 2000 AT THE END OF THE YEAR, WHICH IS AN IMPROVEMENT.
SO THAT'S PRETTY GOOD. AND AGAIN, ATTRIBUTING THAT TO TRAINING POSSIBLY WORKING THROUGH THE BIG BULK OF THE CASES LAST YEAR, DOING OUR PART TO EDUCATE THE DISTRICT AND THE COMMUNITY.
THAT'S GREAT. THANK YOU. ANY QUESTIONS FROM OUR COMMITTEE? I BELIEVE I ASKED THIS EVERY TIME THIS WAS REPORTED. I'LL ASK AGAIN, JUST BECAUSE I THINK IT'S IMPORTANT FOR THE PUBLIC TO HEAR, YOU KNOW, OBVIOUSLY THERE'S A WHAT'S DRIVING THE ABOUT 300 AND WHAT IS THAT 330 INCREASE BETWEEN 2022 TO 2020? EXCUSE ME, 2022-2023 YEAR TO THE 23-2024 IS A JUMP IN EMPLOYEE MISCONDUCT, AND IT LOOKS LIKE THERE'S ANOTHER JUMP IN SEXUAL OFFENSES.
COULD YOU JUST TALK ABOUT THAT JUMP AGAIN? MY MEMORY IS IT HAS TO DO WITH BETTER REPORTING. BUT I WANTED TO SEE IF YOU CAN GIVE US A LITTLE MORE CLARITY ON THAT ONE MORE TIME. YEAH. IT'S PRETTY STANDARD. YOU KNOW, THE TRAINING THAT WE ROLLED OUT THIS YEAR FOR TITLE NINE PURPOSES AND COMPLIANCE WAS PRETTY SIGNIFICANT.
I KNOW LEGAL SERVICES WAS A PART OF THAT, A BIG LEAD IN THAT PROCESS, BUT NONETHELESS, LOTS MORE TRAINING IN-PERSON TRAINING, NOT JUST ELECTRONIC TRAINING THAT WE NORMALLY DO BUT IN PERSON TRAINING.
[00:10:04]
NOT. SO I THINK THAT INCREASE DEFINITELY CAME FROM THAT TRAINING THAT WAS DELIVERED.AND WE SEE NUMBERS KIND OF LEVELING OUT NOW. THANK YOU.
I HAVE A QUICK CLARIFYING QUESTION. CAN THE INSTANCES BE DOUBLE COUNTED? CAN YOU BE BOTH CHEATING AND A BULLY? NO, I THINK IT PICKS THE TOP CATEGORY.
OKAY. SO IT ONLY GOES IN FIRST. CORRECT? OKAY.
AND WE'LL GO ON TO THE NEXT REPORT, WHICH IS 6.4.
THE REPORT ON THE STATUS OF THE AUDIT PLAN AND SUFFICIENCY OF DEPARTMENT RESOURCES.
WE'RE TWO OF THESE PRETTY LARGE AUDITS WE'RE BRINGING FORWARD TODAY.
WE CAN DISCUSS IN A LITTLE BIT. BUT WE'VE COMPLETED THOSE.
ANOTHER ONE THAT HAD BEEN PRETTY INVOLVED. 504 IS WRAPPING UP.
SOMETIMES THESE AUDITS GET A LITTLE MORE INVOLVED THAN WE ORIGINALLY PLANNED.
BUT AS IN ANY AUDIT PLAN, SOME AUDITS MIGHT BE UNDER AND SOME MIGHT BE OVER.
HOPEFULLY WE KEEP OVERALL TOTAL HOURS WITHIN IN CHECK AND IN LINE.
SO THAT'S WHAT WE TRY TO DO HERE. WE'VE GOT ALMOST EVERYTHING OTHER THAN STAAR HASN'T STARTED.
STAAR TESTING HASN'T STARTED. SO WE COULDN'T DO ANY WORK THERE.
AND FACILITIES ACCESS TO START IN THE NEAR FUTURE.
ALL THE OTHER PROJECTS ARE IN, IN HAVE, HAVE STARTED AND ARE IN PROGRESS.
SO WE'RE IN GOOD SHAPE AT THIS POINT OF THE YEAR WITH, WHAT, ROUGHLY FIVE MONTHS LEFT? FOUR MONTHS, EXCUSE ME, OF THE FISCAL YEAR. SO IT'S ALWAYS A PUSH TO MAY AND TO THE END OF THE FISCAL YEAR.
GREAT. COMMITTEE, ANY QUESTIONS ON THE AUDIT STATUS REPORT? ALL RIGHT. THANK YOU. THANK YOU FOR THE THOROUGH WORK.
ALL RIGHT. SO NEXT, WE'LL TURN TO THE APPROVAL OF MINUTES.
[7. Approval of Minutes]
IN SECTION SEVEN. WE'RE GOING TO CONSIDER AND TAKE POSSIBLE ACTION TO APPROVE THESE MINUTES.AND THESE ARE THE MINUTES OF NOVEMBER 19TH OF 2024.
DO I HAVE A MOTION TO APPROVE THE MINUTES OF NOVEMBER 19TH, 2024.
MOVE TO APPROVE. SECOND. CAN I SECOND. AS CHAIR, I CAN RIGHT.
SECOND. ALL RIGHT. IT'S BEEN MOVED BY TRUSTEE CURRIE AND SECONDED BY ME THAT WE ADOPT THE MINUTES OF NOVEMBER 19TH, 2024. ANY CORRECTIONS TRUSTEES? NO. ALL RIGHT.
SO WE'LL VOTE. ALL THOSE IN FAVOR, PLEASE CAST YOUR VOTE BY RAISING YOUR HANDS.
[8. Action Item]
TO MAKE FINAL THE INTERNAL AUDIT REPORTS. DO I HAVE A MOTION TO ACCEPT AND MAKE FINAL THE INTERNAL AUDIT REPORTS? I MOVE TO ACCEPT AND MOVE. MAKE FINAL, MAKE FINAL THE AUDIT COMMITTEE REPORTS.IS THERE A DISCUSSION? ARE WE GOING TO WALK THROUGH THE REPORT? YES. DISCUSS THEM PRIOR TO HAVING A FINAL VOTE.
YES. SO THIS IS THE TIME FOR THAT. SO WE'LL OPEN UP THE FLOOR.
AND I THINK WHAT WOULD BE BEST IS IF WE COULD HAVE A WALK THROUGH OF EACH OF THE REPORTS, JUST A BRIEF SUMMARY OF EACH OF THE REPORTS AND SORT OF THE MANAGEMENT RESPONSES AND CONCLUSIONS AND SO FORTH. GREAT. FIRST ONE WILL BE ON THE CONSTRUCTION PROJECT OR CMAR.
AND I'M GOING TO INVITE RICH TOWNSEND AND ASSOCIATES IF SHE SO CHOOSES.
THEY PERFORMED THIS ACTUAL AUDIT WORK, BUT WE MEET WEEKLY TO REVIEW PROGRESS.
ANY ISSUES THAT MAYBE AFFECT OTHER PROJECTS WE MIGHT HAVE.
AND HE'S BEEN INSTRUMENTAL IN OUR ABILITY TO HAVE A THOROUGH AUDITS.
VERY GOOD. SO, THE REPORT THAT WE JUST COMPLETED WAS ON THE WEST DALLAS STEM CMAR PROJECT.
THAT'S ESSENTIALLY THE CONTRACT VALUE THAT WE AUDITED.
IT WAS A COST PLUS FEE WITH A GUARANTEED MAXIMUM PRICE.
PART OF OUR AUDIT WAS BASICALLY ONGOING MONTHLY LOOKING AT PAYMENT APPLICATIONS, CHANGE ORDERS,
[00:15:03]
CONTINGENCY REVIEWS, EVERYTHING THAT THE PM WAS LOOKING AT. WE WERE WE WERE AUDITING. SO WE AUDITED THE TRANSACTIONS THAT THE PM APPROVED AND DISD APPROVED. AND THAT BROUGHT US UP TO A CERTAIN VALUE.AND AT THE END WE DO ON THE CMAR PROJECTS, WE DO WHAT WE CALL A CLOSEOUT AUDIT.
THAT WOULD BE UNBILLABLE COSTS BECAUSE THEY SAID, WELL, OUR COSTS ARE GREATER THAN THE GUARANTEED MAXIMUM PRICE OF THE CONTRACT. AND I SAID, OKAY, WELL, WE AUDITED THEIR COSTS. WHEN WE LOOKED AT IT, WE FOUND THAT THEIR INSURANCE COSTS HAD BEEN IMPROPERLY ACCOUNTED FOR.
SO, WE DISCUSSED THAT WITH THEM AND THE VARIOUS DISD NPM.
AND EVERYONE AGREED THAT, YES, THERE WAS THERE WAS THAT ERROR.
WE FIXED THAT, THAT MADE THE $300,000 COST OVERRUN GO AWAY.
SO FIXING THE INSURANCE, THERE WAS A PORTION OF THEIR BILLING.
THE CONTRACT HAS A CLAUSE THAT SAID THEY CAN'T BILL YOU FOR A PIECE OF EQUIPMENT.
MORE THAN WHAT IT'S WORTH. ACTUALLY, NOT MORE THAN 50% OF WHAT IT'S WORTH.
THE OTHER ADJUSTMENT WAS PERFORMANCE AND PAYMENT BOND.
THE CMR CONTRACT. BUT IF THEY GET A DIVIDEND BACK FROM THEIR SURETY COMPANY, WHICH IS ON AVERAGE ABOUT 20% OF THE COST OF A PERFORMANCE AND PAYMENT BOND, THEY HAVE TO GIVE THAT DIVIDEND BACK TO THE OWNER. SO, IN THIS CASE THAT WAS ANOTHER ADJUSTMENT, APPROXIMATELY $13,000.
THEY PROBABLY OVERBUILT ABOUT $30,000 IN THEIR JOB COST.
AND SO THAT'S THE END OF THE STORY. THEY DON'T ALWAYS WORK OUT THAT WAY.
BUT IN THIS CASE, IT WORKED OUT PRETTY. PRETTY NORMAL.
WHAT'S A GOOD AUDIT STORY WITH A HAPPY ENDING? WE LIKE THAT. YEAH. AND, YOU KNOW, IT'S NICE WHEN THEY DON'T, YOU KNOW, THEY'RE IN AGREEMENT. YOU KNOW, YOU DON'T HAVE A BIG DISPUTE OR ANYTHING LIKE THAT. WE TRY AND TRY AND WORK WITH EVERYBODY THAT WAY.
SO I HAVE A I HAVE A QUICK QUESTION. DO YOU HAVE A QUESTION? SURE. A COUPLE OF QUESTIONS. DO YOU WANT TO GO FIRST? NO, GO AHEAD. ONE, I DO APPRECIATE I KNOW THAT IT LOOKS LIKE IT'S ONLY ABOUT 1% OF THE TOTAL VALUE OF THE CONTRACT.
NOT A HUGE NUMBER, MAYBE A LITTLE BIT MORE THAN THAT. I DID THE MATH ON MY PHONE, 1.6%.
BUT STILL, YOU KNOW, THAT'S MEANINGFUL DOLLARS. AND VERY, VERY GLAD THAT WE'VE GOT THAT. DID THEY PROVIDE ANY EXPLANATION AS TO HOW THE ERRORS HAPPENED ON THEIR END TO ATTEMPT TO CHARGE FOR ADDITIONAL INSURANCE OR, OR SOME OF THESE OTHER ITEMS THAT YOU'VE TALKED ABOUT ON THE INSURER, WHICH WAS THE BIGGEST AUDIT FINDING REALLY WAS THE INSURANCE.
THEY HAD AN ACCOUNTANT THAT DID NOT KNOW CONSTRUCTION ACCOUNTING VERY WELL.
THEY TOOK THE INVOICES THAT THEY RECEIVED FOR LIABILITY INSURANCE, UMBRELLA LIABILITY INSURANCE ESPECIALLY, AND THEY PAID A LOT OF MONEY TO HAVE THE PROPER COVERAGE FOR LIABILITY INSURANCE.
UMBRELLA LIABILITY ON THIS JOB. AND THEY CHARGE THE WHOLE AMOUNT TO THIS JOB WHERE WHEN THEY BUY UMBRELLA LIABILITY, IT REALLY BENEFITS ALL THEIR JOBS. SO THEY HAVE TO ALLOCATE IT ON ALL THE JOBS.
SO WHEN THEY, WHEN WE SHOW THAT TO THEM THEY SAID OH SORRY.
SO THAT'S IT. AND THE OTHER ONES WERE JUST KIND OF NORMAL THINGS.
BUT SO WOULD YOU JUST CHARACTERIZE THAT AS AN ERROR OR IS THAT WAS IT? I'M TRYING TO MAKE SURE THAT. YEAH, I WOULD SAY IT WAS IT WAS SORT OF A MISUNDERSTANDING.
AND WE GO, WOW, THAT'S REALLY HIGH. THAT'S REALLY A LOT OF MONEY.
AND WE QUESTIONED AND I SAID, WELL, DON'T WORRY ABOUT IT.
WHEN WE DO THE FINAL CLOSEOUT AUDIT, WE WILL FIND OUT WHAT THEIR ACTUAL COST IS.
AND SOMETIMES YOU CAN'T DO THAT TILL THE END OF THE JOB.
SO THAT'S WHAT WE DID WELL. AND WHAT I'M GETTING AT, IF IS IF THIS IS BEYOND THE SCOPE OF YOUR WORK, AND ROBERT CAN KICK ME AND TELL ME NOT TO ASK THIS QUESTION, BUT IS THERE ANY CONCERN ABOUT WORKING WITH THIS PARTICULAR CONTRACTOR OR VENDOR IN THE FUTURE FROM YOUR PERSPECTIVE? I THINK THEY HAD A LOT OF LESSONS LEARNED ON THIS.
THEY'RE PROBABLY NOT INTERESTED IN DOING CMAR WORK ANYMORE FOR YOU, BUT THEY DO.
THEY ARE DOING CSP JOBS FOR YOU. THAT'S KIND OF THEIR SPECIALTY.
I DON'T THINK THEY DO A LOT OF CMAR WORK, BUT I DON'T HAVE ANY PROBLEM WITH THE CONTRACTOR.
BUT IN OTHER WORDS, THEY MAY MAKE A DIFFERENT CHOICE. BUT YOU'RE NOT NECESSARILY SEEING ANYTHING FROM THE DISTRICT'S PERSPECTIVE WHERE THEY SHOULD STEER AWAY FROM THIS PARTICULAR VENDOR. YES, THE DISTRICT HAD SORT OF OTHER PROBLEMS WITH THEM THAT, YOU KNOW, THEY WERE GOING TO DO LIKE A PHASE ONE AND A PHASE TWO.
[00:20:01]
THEY ACTUALLY ONLY ENDED UP DOING A PHASE ONE, JUST $23 MILLION.AND BECAUSE WHEN THEY WHEN THEY PRICED OUT PHASE TWO AND THEY WENT TO BUY IT OUT, THEY CAME IN WITH A NUMBER THAT WAS PROBABLY $10 MILLION MORE THAN WHAT THE SCHOOL DISTRICT HAD A BUDGET FOR. SO, THEY SAID, NO, WE CAN'T DO THAT.
SORRY. JUST FINISHED PHASE ONE AND WE'LL GO FIND SOMEBODY ELSE TO DO PHASE TWO.
SO I THINK THE DISTRICT HAS PROBABLY THEIR OWN IDEAS ON WHETHER THEY WOULD USE THEM OR NOT.
OKAY. THANK YOU. I HAVE TWO QUICK QUESTIONS. YES, SURE.
IS THIS A PROCESS STANDARD FOR ALL CMAR CONTRACTS WE HAVE? DO WE HAVE AN AUDITOR ON ALL OF OUR CMAR CONTRACTS? THERE'S A RIGHT TO AUDIT THAT YOU HAVE A GOOD RIGHT TO AUDIT CLAUSE IN THERE.
THAT'S THE PRIORITY RIGHT NOW. THEN MY SECOND QUESTION IS I GUESS, WHAT LESSON IS INCORPORATED FROM THIS AUDIT INTO GOING FORWARD THAT IT MAY ALREADY BE INCORPORATED? ARE THERE ANY LESSONS TO INCORPORATE GOING FORWARD FROM THIS AUDIT IN OUR THAT.
WELL, AS A MATTER OF FACT, WE ALREADY INCORPORATED IN YOUR CURRENT CONSTRUCTION AGREEMENT.
SO THIS CONTRACT JUST SAID WE'LL REIMBURSE YOU.
ACTUAL COST FOR INSURANCE. THAT'S THE WAY YOUR CMAR CONTRACTS UP TO.
THIS ONE HAD BEEN WORDED. AND SO OF COURSE, THAT'S WHAT WE AUDITED.
SO EVEN IF THEIR COST IS MORE THAN THAT, OR THEY MAKE ACCOUNTING, YOU'RE PRETTY WELL PROTECTED. AS A MATTER OF FACT, I'M FINISHING THE AUDIT ON THE CF CAR PROJECT TODAY. AND THAT WAS A CONVERSATION THAT I HAD WITH THEM.
PER THE DEAL. SO WE FIXED THAT PROBLEM IN YOUR SMART CONTRACTS.
FANTASTIC. THANK YOU. OKAY. WE'LL GO TO SECOND ROUND.
A QUESTION? DO YOU HAVE? I DO, JUST A QUICK FOLLOW UP.
IS THAT LIMITATION ONLY FOR THEIR CDL POLICY, THEIR LIABILITY POLICIES, OR DOES IT APPLY TO ANY OTHER TYPE OF? THE LIMITATION THAT I JUST MENTIONED, THE .6? IT'S FOR ALL REQUIRED LIABILITY INSURANCE THAT THE DISTRICT REQUIRES.
SO, IF YOU REQUIRE PROFESSIONAL LIABILITY IT COVERS THAT.
AND THAT'S IT'S A IT'S A PRETTY GOOD NUMBER OR A LOT OF PEOPLE WHO DON'T KNOW INSURANCE END UP PAYING, YOU KNOW, CLOSE TO 1% OR MORE CONTRACTORS TRY AND CHARGE AND IT'S LIKE, OH, WE NEED TO AUDIT THAT.
THAT'S RIGHT. THAT'S NOT A LIABILITY. THAT'S A YOU KNOW CASUALTY INSURANCE THAT RIGHT.
THAT'S A REIMBURSABLE. IT'S USUALLY A SMALL COST.
BUT THANK YOU. ALL RIGHT. THANK YOU. APPRECIATE YOUR CAREFUL WORK AND PARTNERING WITH DALLAS ISD AND DOING INTERNAL AUDIT KIND OF OVERSEEING AND PARTNERING WITH THE CONSTRUCTION OFFICE.
THE PROCUREMENT AUDIT TEAM. GO AHEAD. INTRODUCE YOURSELF.
W E'LL TALK ABOUT THE PROCUREMENT AUDIT NEXT.
STARTING WITH SOURCING, PURCHASING, AND THEN TOUCHED ON VENDOR PERFORMANCE.
WE WERE NOT ONLY TESTING FOR COMPLIANCE, BUT ALSO LOOKING TO SEE IF THE PROCUREMENT FUNCTION IS OPERATING AS INTENDED, WHICH IS TO PROCURE GOODS AND SERVICES THAT PROVIDE THE BEST VALUE FOR THE DISTRICT.
THERE WERE FIVE OBSERVATIONS IN THE REPORT, AND AT A HIGH LEVEL THE ISSUES NOTED WERE MOSTLY DUE TO MANUAL AND CUMBERSOME PROCESSES THAT HAVE LED TO INCONSISTENCIES AND ERRORS IN SOURCING AND PURCHASING, CREATING ISSUES WITH DATA RELIABILITY, MAKING IT DIFFICULT TO STRATEGICALLY SOURCE, MAKE INFORMED PURCHASES, AND EFFECTIVELY MANAGE CONTRACTS.
WITH MUCH COLLABORATION FROM THE NEW LEADERSHIP IN PROCUREMENT AS WELL AS ORACLE EDTECH TEAM, WHO HAS BEEN CRUCIAL IN HELPING TO DETERMINE VIABLE SOLUTIONS.
WE HAVE PROVIDED RECOMMENDATIONS TO AUTOMATE AND STREAMLINE PROCESSES, SO THE PROCUREMENT DEPARTMENT IS ABLE TO FOCUS ON STRATEGICALLY PROCURING GOODS AND SERVICES THAT PROVIDE THE BEST VALUE FOR THE DISTRICT.
[00:25:01]
ALONG WITH OTHER POSITIVE CHANGES, AND I'D BE HAPPY TO ANSWER ANY QUESTIONS AT THIS TIME.THANK YOU FOR THE SUMMARY. IT WAS A GOOD LONG REPORT READ.
LOOKS LIKE YOU ALL DID A LOT OF THOROUGH WORK IN PARTNERING WITH PROCUREMENT AND THE CFO.
THERE ARE SOME THINGS AS I READ THROUGH THE MATERIAL THAT CERTAINLY WISH WE HAD IMPLEMENTED AND DONE A LITTLE BIT BETTER IN THE PAST, BUT IT LOOKS LIKE THE, I DON'T SEE ANY INDICATION OR ANY COMMENTARY FROM YOU ABOUT, YOU KNOW, NEFARIOUS OR INTENTIONAL MISCONDUCT IN ANY WAY, BUT SIMPLY INEFFICIENCIES GENERATED BY USING SOME, YOU KNOW, MANUAL AND OUTDATED PROCESSES. AND THE RECOMMENDATIONS APPEAR TO ME TO BE TO AUTOMATE THOSE PROCESSES SO THAT WE ONE, HAVE A MUCH CLEARER PIPELINE OF HOW THINGS ARE GOING TO WORK, AND THEN TWO HAVE A BETTER ABILITY TO COLLECT DATA SO THAT WE CAN, YOU KNOW, DO BETTER ANALYSIS OF WHAT IS GOING TO WORK GOING FORWARD.
AND SO I APPRECIATE THE THOROUGHNESS OF THE REPORT.
I DON'T KNOW IF YOU WANT TO SPEAK AT ALL TO ANY OF THE WORK THAT YOU'RE DOING.
I WOULD CERTAINLY LOVE TO HEAR A LITTLE BIT MORE ABOUT THE EFFORTS YOU'RE UNDERTAKING TO IMPLEMENT SOME OF THESE CHANGES, AND YOUR SORT OF VISION FOR THE PROCUREMENT DEPARTMENT GOING FORWARD. ABSOLUTELY. SO I'M HAPPY TO BE BACK IN PROCUREMENT SERVICES.
AND SO WHAT WE'VE BEEN DOING IS WORKING CLOSELY WITH ED TECH.
COULD YOU INTRODUCE YOURSELF REAL QUICK? YES, I AM CANDICE YARBROUGH. I'M THE EXECUTIVE DIRECTOR OF PROCUREMENT SERVICES. I'VE BEEN WITH THE DISTRICT TEN YEARS NOW, AND WHAT WE'RE DOING AT THIS STAGE IS TRYING TO MAKE SURE THAT WE ARE AUTOMATING A LOT OF OUR PROCESSES, PUTTING SOME ADDITIONAL CONTROLS IN PLACE, STREAMLINING PROCESSES, AND KIND OF GOING THROUGH AND MAKING SURE THAT OUR THINGS ARE EFFICIENT AND TRANSPARENT.
SO SOME OF THE THINGS THAT WE'RE DOING ARE BONFIRE, THE E-BIDDING SOFTWARE PUTTING ADDITIONAL CONTROLS IN ORACLE FOR OUR BUYERS WHEN THEY'RE INPUTTING INFORMATION. SO THOSE ARE THINGS THAT WE'RE LOOKING AT SO THAT WE CAN FOCUS MORE CLOSELY ON STRATEGIC SOURCING.
SO IF I COULD FOLLOW UP, IF YOU COULD TALK A LITTLE BIT ABOUT WHAT BONFIRE IS AND HOW THAT'S GOING TO HELP YOU IN YOUR DEPARTMENT, I SAW IT MENTIONED IN THE REPORT. AND THEN, YOU KNOW, THERE WAS ALSO A REFERENCE TO, YOU KNOW, THAT THIS IS A DEPARTMENT THAT HAS SOME TURNOVER IN IT AT VARIOUS POINTS IN TIME. I ASSUME IT'S NOT ALWAYS AN EASY JOB.
A LOT OF SCHOOL DISTRICTS ALREADY UTILIZE EMBEDDING.
WE'LL HAVE VENDORS UNDERSTAND THAT THE E-BIDDING IS THE ONLY FOR E-BIDDING.
AND ANYTHING IN ORACLE IS FOR AWARDED VENDORS.
SO, IT'LL BE CLEAR GUIDANCE FOR OUR VENDORS AS WELL.
EXCELLENT. AND COULD YOU TALK ABOUT YOUR TEAM JUST A LITTLE BIT. ANYTHING WE SHOULD KNOW ABOUT THEM? HERE'S WHAT I WOULD SAY, FROM WHAT I OBSERVED, I'VE YET TO MEET ANYBODY I'VE MET IN THE DISTRICT THAT DOESN'T CARE DEEPLY ABOUT KIDS AND WANTING TO HELP US FIGURE OUT THE BEST WAY WE CAN TO SUPPORT KIDS. CERTAINLY, THERE ARE SOME THINGS IN THE AUDIT REPORT THAT SHOW AREAS WHERE WE CAN IMPROVE, BUT I'M EXCITED THAT WE'RE GOING TO BE PROVIDING YOUR TEAM, HOPEFULLY, TOOLS TO BE ABLE TO HELP THEM DO THAT WELL AND BETTER.
AND SO, YOU KNOW, TO THE EXTENT THAT THEY HEAR THIS, KNOW THAT WE APPRECIATE THEM AND THE WORK THAT THEY'RE DOING, AND WE'RE LOOKING FORWARD TO SEEING SOME OF THE IMPROVEMENTS THAT YOU AND YOUR TEAM ARE GOING TO WORK ON. ABSOLUTELY. WE HAD SOME HIGH TURNOVER. THE WORKLOAD IS A LOT FOR A LOT OF REDUNDANCIES, A LOT OF MANUAL. BUT WITH IMPROVEMENTS IN OUR PROCESSES, WE HOPE TO MAINTAIN AND RETAIN THE EMPLOYEES WE HAVE RIGHT NOW.
THANK YOU. I DON'T HAVE ANY MORE QUESTIONS. SO.
ANY QUESTIONS? I HAVE JUST A COUPLE QUICK QUESTIONS.
IN TERMS OF TRAINING, HOW DOES THAT WORK? IS THERE MANDATORY TRAINING FROM THE STATE OR IS IT JUST SORT OF ONBOARDING ONGOING? HOW DOES IT WORK? SO, WE HAVE TASBO TRAINING.
BUT RIGHT NOW WE'RE STARTING FROM THE BEGINNING. INTERNALLY OUR TEAM IS GOING FROM START TO FINISH.
SO, EVERY TWO WEEKS WE DO A TRAINING ON VARIOUS PROCESSES IN PROCUREMENT.
THIS IS STARTING THE ONBOARDING PROCESS OVER FOR ALL OF OUR STAFF.
CANDICE, DO YOU WANT TO TALK ABOUT THE AWARD THAT YOUR TEAM JUST WON FROM TASBO? ABSOLUTELY. SO WE WERE AWARDED THE AWARD OF MERIT FOR PURCHASING THROUGH TASBO, WHICH IS A VERY A HUGE ACCOMPLISHMENT FOR THAT TEAM, AND IT SPEAKS HIGHLY OF THEM. THEY'VE BEEN A LOT OF TURNOVER, A LOT OF TURNOVER IN LEADERSHIP.
AND THEY STILL MAINTAIN THAT. AND SO THAT SPEAKS VOLUMES TO THEM.
GREAT. WELL KUDOS. PLEASE SHARE. CONGRATULATIONS ON THAT AWARD.
[00:30:04]
CIRCLING BACK TO THE FOLLOW UP PROCESS THAT WE DISCUSSED EARLIER, HOW CAN YOU JUST BRIEFLY DESCRIBE HOW YOU WILL HOW YOU WILL FOLLOW UP? I SEE THE TIMELINE. IT KIND OF VARIES TO NEXT YEAR.HOW DO YOU FOLLOW UP TO MAKE SURE THAT THAT ALL IS GOING AS IT SHOULD? SURE, I CAN SPEAK TO THAT. SO WITH BIG PROJECTS LIKE THIS, WE OFTEN STAY INVOLVED THROUGHOUT THE WHOLE ENTIRE TIME.
SO RATHER THAN COMING BACK AT THE END WHENEVER THE IMPLEMENTATION DATE IS GIVEN, YOU KNOW, WE'VE CONTINUED TO WORK ALONGSIDE WITH THE DEPARTMENT TO JUST ASSIST IN ANY WAY THAT WE CAN AND YOU KNOW, BE AN EXTRA RESOURCE, EXTRA BRAIN. SO THIS ONE WILL BE A LITTLE BIT DIFFERENT PROCESS JUST BECAUSE WE'LL STAY INVOLVED THROUGHOUT THE IMPLEMENTATION.
WONDERFUL. THANK YOU. YOU KNOW MISS YARBROUGH KIND OF AUTOMATION, STREAMLINE EFFICIENCY.
TRANSPARENCY. YOU'RE REALLY SINGING MY SONG THERE.
SO THANK YOU. TO YOU AND TO CHIEF RAMOS, AND TO THE AUDIT DEPARTMENT FOR WORKING TOGETHER TO TRY TO JUST, YOU KNOW, INCREASE ALL OF THOSE ATTRIBUTES SO THAT WE HAVE MORE RESOURCES FOR OUR KIDS.
SO THANK YOU. IF THERE'S NO OTHER QUESTIONS, WE'LL. THANK YOU.
OUR PRIMARY OBJECTIVE WAS NOT TO TEST FOR THE EXISTENCE, BUT RATHER TO REVIEW PROCESSES FOR MANAGING THE MANY ASSETS THE DISTRICT IS TASKED WITH TRACKING. THE MAIN OBSERVATION, WE NOTED, WAS REDUNDANT EFFORTS AMONGST VARIOUS DEPARTMENTS TO INVENTORY THESE ASSETS.
WE PROVIDED RECOMMENDATIONS FOR THE DEPARTMENTS INVOLVED TO CONSOLIDATE EFFORTS, AS WELL AS LEVERAGE SOME TECHNOLOGY THAT OTHER DEPARTMENTS ALREADY HAVE IN PLACE TO TRACK ASSETS FOR WHICH THEY ARE RESPONSIBLE. STREAMLINING ASSET MANAGEMENT EFFORTS SHOULD ALLOW FOR MORE EFFECTIVE INVENTORY RESULTS AND DATA THAT CAN BE ANALYZED TO ASSESS ALLOCATION OF RESOURCES, INCREASES IN LOST OR MISPLACED ITEMS, AND FORECASTING OF FUTURE NEEDS.
WE ALSO NOTED SOME INSTANCES WHERE CAPITAL ASSETS WERE INCORRECTLY RECOGNIZED, AND BELIEVE THOSE ISSUES WILL LIKELY BE RESOLVED WITH THE EFFORTS BEING MADE IN THE PROCUREMENT DEPARTMENT, WITH THE ASSISTANCE OF THE FIXED ASSET TEAM. LASTLY, WE LOOKED AT THE STUDENT DEVICES, WHICH ARE PART OF THE CONTROLLABLE ASSETS. WE'VE LOOKED AT THIS IN PRIOR YEARS AND ARE HAPPY TO REPORT THAT THE TRACKING EFFORTS ON THESE ASSETS HAS SIGNIFICANTLY IMPROVED.
AND AGAIN, I'M HAPPY TO ANSWER ANY QUESTIONS. ALL RIGHT.
THANK YOU, TRUSTEE CURRIE. THANK YOU. OBVIOUSLY THE EFFORTS TO BECOME MORE EFFICIENT AND, YOU KNOW, LIMITING REDUNDANT EFFORTS IS GREAT. JUST ANOTHER OPPORTUNITY FOR US TO PRESERVE ASSETS.
I ACTUALLY WANTED TO TALK ABOUT STUDENT DEVICES, WHICH IS YOUR LAST ONE.
AS I'VE GOT A COUPLE OF KIDS IN DALLAS ISD THAT TAKE HOME DEVICES ALL THE TIME, AND I SEE HOW THEY TREAT THEM. AND SO, YOU KNOW, A COUPLE OF COMMENTS I WANTED TO MAKE, AND THEN I WANTED TO ASK A QUESTION ABOUT YOUR COMMENT ABOUT IT BEING AT CERTAIN CAMPUSES.
ONE THAT IS, YOU KNOW, ONE OF THE CHALLENGES I SEE AT THE DISTRICT IS YOU KNOW, YOU'RE GIVING OVER ELECTRONIC EQUIPMENT TO STUDENTS, ALL OF WHICH I BELIEVE ARE AWESOME, BUT NOT ALL.
YOU KNOW, WE ALL MAKE MISTAKES. WE ALL BREAK DEVICES.
I BREAK MANY ON MY OWN AT 46. AT THE SAME TIME, YOU KNOW, YOU NEED STUDENTS TO BE ABLE TO TAKE THIS EQUIPMENT HOME, TO BE ABLE TO DO THEIR WORK. AND SO, YOU KNOW, I CERTAINLY HEAR FROM PARENTS WHERE THOSE LIMITATIONS THAT ARE PLACED ON STUDENTS AND THEIR ABILITY TO TAKE HOME DEVICES, YOU KNOW, MAKES CHALLENGES FOR THEM AND THEIR STUDENT'S ABILITY TO PERFORM THEIR WORK. SO I PREFACE THAT THEN BY ASKING YOU NOTICE A HIGH RATE OF DAMAGE.
AND YOU SAID AT SPECIFIC CAMPUSES. AND I'M JUST WONDERING IF THAT THEN MEANS YOU CAN TALK ABOUT SOME BEST PRACTICES THAT YOU OBSERVED AS TO WHICH CAMPUSES SEEM TO BE BETTER AT PRESERVING OR PREVENTING THAT FROM HAPPENING, VERSUS OTHERS THAT YOU CAN SHARE MORE BROADLY WITH THE WITH THE DISTRICT AND OTHER SCHOOLS. SURE. AND I'M GOING TO LET EDTECH TO SPEAK TO SOME OF THOSE.
IT WAS A SMALL NUMBER OF CAMPUSES THAT WITH THE HIGH DAMAGE RATES.
SO THAT'S GOOD NEWS. IT WAS I THINK IT WAS LIKE 15 OR SOMETHING LIKE THAT.
AND BUT THE EDTECH TEAM DEFINITELY HAS SOME CAMPUSES THAT ARE JUST DOING REALLY WELL AT THIS, SO I WILL I'LL LET MARLON SPEAK TO THAT. GOOD AFTERNOON.
SO AT CAMPUSES THAT, YOU KNOW, ARE DOING A LITTLE BIT BETTER WITH IT IT'S ALL AROUND THE PROCESSES THAT THEY'VE KIND OF FIGURED OUT OVER THE YEARS OF NOT DOING SO WELL. SOME OF THE THINGS THAT THEY DO IS A LOT OF THE DAMAGE.
SURPRISINGLY FOR ME, I FOUND OUT THAT HAPPENS THROUGHOUT THE THROUGHOUT THE DAY ON THE CAMPUS, SO YOUNGER GRADE LEVELS NO LONGER CARRY THE DEVICE THROUGHOUT THE SCHOOL.
THEY HAVE A SYSTEM WHERE THEY KEEP IT AT THE CLASSROOM.
[00:35:10]
SAFE AND SOUND. IF THERE ARE CAMPUSES THAT DO ALLOW STUDENTS TO CARRY THEM THROUGHOUT THE DAY.BUT AS YOU MENTIONED, SOME CAMPUSES HAVE DECIDED NOT TO LET THOSE DEVICES COME HOME.
AND USUALLY THOSE ARE THE YOUNGER GRADE LEVELS, MIDDLE SCHOOLS, HIGH SCHOOLS GENERALLY THAT ALLOW THE DEVICES TO TO TRAVEL WITH THE STUDENTS HOME. THE SCHOOLS THAT WERE STRUGGLING IN THE PAST WITH A HIGH RATE THEY FOUND A LOT OF SUCCESS WITH KEEPING THE DEVICES ON CAMPUS. I THINK THEY'VE FOUND A WAY TO KIND OF JUGGLE INSTRUCTION AND THE DEVICE, YOU KNOW, SAFETY OR WELLBEING SO THAT KIDS WHO DO NEED TO TAKE IT HOME, THEY HAVE A MECHANISM IN PLACE FOR THEM TO SIGN OUT THEIR DEVICE AND GO HOME WITH THAT STUDENT. THANK YOU FOR THAT. IT SOUNDS TO ME THEN THAT THIS IS A DECISIONS ON HOW TO HANDLE THESE DEVICES ARE DONE ON A CAMPUS LEVEL, RATHER THAN AS A DISTRICT WIDE LEVEL.
DOES THIS DISTRICT PROVIDE ANY GUIDANCE OR RECOMMENDATION ON HOW THEY THINK? YES, A GREAT QUESTION. YOU KNOW, WE FOUND THROUGH THE LAST FEW YEARS IN TALKING TO THE CAMPUSES, THERE'S NOT A ONE SIZE FIT ALL MODEL. SO WHAT WE DID WAS KIND OF ADJUST OUR PROCESSES TO SUPPORT WHAT THE CAMPUS IS THINK WILL BE BEST FOR THEIR PROCESSES.
AND THAT'S WHERE WE WENT TO THE CART BASED SYSTEM VERSUS JUST 1 TO 1 MANAGEMENT.
SO WE KIND OF LEAVE THAT UP TO THEM. WE DO HAVE BEST PRACTICES.
WE DO VISIT SCHOOLS. WE ASK SCHOOLS TO SHARE WITHIN THEIR COHORTS OR WITHIN THEIR FEEDER PATTERNS, SOME BEST PRACTICES AND THINGS LIKE THAT. THERE ARE SCHOOLS THAT HAVE BEEN SUCCESSFUL WITH THE SIGNING FEES AND THINGS OF SUCH.
TO PARENTS AND FAMILIES THAT HAS BEEN SUCCESSFUL.
WE UNDERSTAND THAT THAT MAY NOT BE SOMETHING THAT'S VIABLE FOR ALL CAMPUSES, BUT THOSE ARE SOME THINGS THAT HAVE WORKED, AND THE ONLY THING I'LL ADD TO IS WE'VE DONE A LOT BETTER JOB ON VISIBILITY AT THE CAMPUS LEVEL.
SO WE'RE PROVIDING DASHBOARDS AND REPORTS ON A CONSISTENT BASIS TO PRINCIPALS, EXECUTIVE DIRECTORS, ASSOCIATE SUPERINTENDENTS TO LET THEM KNOW WHERE THEIR CAMPUSES ARE AS FAR AS LOSS RATE.
AND SO THEY HAVE ALMOST REAL TIME VISIBILITY INTO THAT NOW.
AND THAT'S SOMETHING THAT WASN'T IN PLACE A COUPLE OF YEARS AGO.
OKAY. AND AND AGAIN, WE MAY BE GETTING A LITTLE FAR AFIELD OF THE REPORT, BUT FOR THOSE CAMPUSES THAT THEN RESTRICT THE ABILITY FOR STUDENTS TO BRING THEM HOME, HAVE WE DONE ANY LOOKING AT WHETHER THAT HAS ANY IMPACT ON THE STUDENT'S ABILITY TO DO THE WORK THAT THEY NEED TO DO? I KNOW WE'VE LOOKED AT IT FROM A PERSPECTIVE OF NOT LOSING THE EQUIPMENT THAT'S IMPORTANT. I ALSO, AND I'M NOT ADVOCATING FOR A FOR A DIFFERENT CHOICE. I JUST WANT TO MAKE SURE WE'VE THOUGHT THROUGH THAT THOSE STUDENTS HAVE THE OPPORTUNITY TO HAVE THE TOOLS THAT THEY NEED.
YEAH, THAT'S DULY NOTED. AND WE, YOU KNOW, WE CONTINUE TO MEET WITH SCHOOL LEADERSHIP AND TEACHING AND LEARNING ON BEST PRACTICES FOR IMPLEMENTING THE PEDAGOGY AND THINGS LIKE THE HOMEWORK POLICY. BUT WE REALLY DO RELY ON THEM TO KIND OF HELP GUIDE US AS TO, YOU KNOW, WHAT THAT PARTICULAR CAMPUS FITS THAT CAMPUS'S NEEDS.
THANK YOU. YEAH. CAN I TAKE ONE POINT OF PRIVILEGE?PLEASE.
YEAH. SO WHEN WE WHEN WE STARTED THIS, WE TO THE POINT WE DIDN'T HAVE GOOD VISIBILITY ON WHERE OUR DEVICES WERE, AND WE IMPLEMENTED A COUPLE OF TOOLS, SO AT LEAST WE KNOW WHERE THEY ARE NOW.
THE FOLLOWING YEAR WHEN WE PUT SOME OF THESE PROCESSES IN PLACE THAT WENT TO A 15% LOSS RATE, AND WHICH IS I THINK IT'S SOMETHING TO HIGHLIGHT.
IT'S PHENOMENAL. AND, YOU KNOW, WE'RE CONTINUALLY TRYING TO LOWER THAT, THAT RATE.
BUT I JUST WANTED TO POINT THAT OUT. THANK YOU, YEAH.
YOU'RE WELCOME. THAT'S REMARKABLE. THANK YOU FOR SHARING THAT.
CONGRATULATIONS. THAT'S A HUGE ACCOMPLISHMENT.
I HAVE A QUICK QUESTION. IN TERMS OF EFFICIENCY RELATING TO THE INVENTORY SYSTEMS FOR CHIEF RAMOS, JUST CAN YOU TALK A LITTLE BIT ABOUT THE SYSTEMS, AND THEY'RE TALKING TO EACH OTHER AND TALKING TO KIND OF HOW WE REPORT EXPENDITURES AND SO FORTH. SO CURRENTLY, AS THE OBSERVATION POINTED OUT, WE HAVE TWO SYSTEMS. ONE SYSTEM OVERSEES CONTROLLABLE ASSETS. THE OTHER SYSTEM OVERSEES FIXED ASSETS, TWO DIFFERENT DEPARTMENTS, TWO DIFFERENT PROCESSES, TWO DIFFERENT SCANNERS.
AND SO IN ORDER TO ACHIEVE EFFICIENCIES. WE AGREE WITH THE RECOMMENDATION THAT THOSE SHOULD BE COMBINED INTO ONE DEPARTMENT, ONE SOFTWARE, ONE TYPE OF SCANNER, ONE PROCESS, AND SO WE'RE MOVING FORWARD IN THAT DIRECTION.
ALSO IN ADDITION TO THAT WE'RE LOOKING AT COMBINING THE FTES.
[00:40:04]
THAT WOULD PROBABLY REDUCE THE NUMBER OF EMPLOYEES NEEDED TO OVERSEE ASSETS.AND SO WE'RE MOVING FORWARD WITH THAT RECOMMENDATION TO IMPROVE EFFICIENCIES IN THE DISTRICT.
THAT'S GREAT. THAT'S GREAT TO HEAR. AND THEN KIND OF TYING IT BACK TO THE PROCUREMENT AUDIT, I GUESS THERE'S AN IMPACT ON PROCUREMENT AS WELL. AND CAN YOU CAN YOU JUST ADDRESS THAT BRIEFLY? SO WE WOULD WORK HAND IN HAND WITH PROCUREMENT.
SOME OF THAT IS TRAINING. AND SO THAT INVOLVES SOME OF THE CODING.
IT INVOLVES TRAINING NOT ONLY OUR PERSONNEL BUT THE BUYERS.
AND SO THERE WERE MISCODING ERRORS AND WORKING WITH PROCUREMENT THAT WOULD HELP US CAPTURE SOME OF THE ERRORS THAT WOULD COME IN AS FAR AS MISCODING OF THE ASSETS. AND SO NOT ONLY WOULD WE TRY TO CATCH THOSE ERRORS, BUT NOW WE WOULD WORK IN CONJUNCTION WITH PROCUREMENT TO ASSIST US IN CATCHING THOSE ERRORS AS WELL. SO IT SOUNDS LIKE THE STREAMLINING PROCESS CONTINUES WITH THIS AUDIT AND THE WORKING TOGETHER OF THE DEPARTMENTS AND KIND OF MAKING SURE THAT WE'RE MOST EFFICIENTLY AND EFFECTIVELY USING OUR RESOURCES, SO.
YES. WONDERFUL. WELL, THANKS TO YOU ALL FOR THAT COMPREHENSIVE REPORT.
APPRECIATE IT. APPRECIATE THE HARD WORK.
NOW THAT WE'VE CONCLUDED THE DISCUSSION IT IS TIME TO VOTE.
SO, ALL THOSE IN FAVOR, PLEASE CAST YOUR VOTES BY RAISING YOUR HANDS.
ANY OPPOSED? ALL RIGHT. PASSES TWO ZERO. THE TIME IS 3:11,
AND THIS MEETING IS ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.