Barnwell School District 19 School District Efficiency Review

Barnwell School District 19 School District Efficiency Review FINAL REPORT June 10, 2015 1

Congratulations to Jacolby Nelson, a graduating senior at Blackville-Hilda High School Recipient of Tidwell & Associates’ Scholarship Jacolby plans to attend the Savannah College of Art & Design (SCAD) in Savannah, Georgia, to major in industrial design so that he can design cars for a large car company. 2

Purpose of the Study § In 2015, the EOC contracted with Tidwell and Associates, Inc. (Columbia-based firm) to conduct an independent review of the efficiency of four South Carolina school districts (Lexington 4, Clarendon 1, Barnwell 19, and Dorchester 2). § The study is pursuant to proviso 1. 95 of the 2014 -15 General Appropriations Act. 3

Methodology § Review of Existing Data § Peer District Data (Timmonsville-Florence 4, Mc. Cormick, Hampton 2, and Clarendon 1) § Preliminary Review § Employee Surveys § Onsite Review § § 4 10 consultants conducted the review Interviews, focus groups with staff and board members Visited all of the district schools Community Open House

Barnwell 19 received 22 Commendations 5

District Organization and Management ü The school board and administration are commended for approving specific measures designed to ensure a cost-effective method for maintaining a current policy manual. ü The superintendent is actively seeking ways the district can collaborate with other rural districts. ü The superintendent keeps travel expenses under budget. 6

District Organization and Management ü BCSD 19 is maintaining minimal legal costs and does not have any outstanding lawsuits. ü Parent and Community Involvement strengthened through the PLUS ( Parents and Leaders United for Success) Committee and projects done through Active Community Environments Committee ( ACE), United Way ( Stuff the Bus and Project CARE). as well as other organizations. 7

Financial Management § The finance director has greatly reduced the number of reportable conditions noted in multiple annual financial audits. § The Medicaid program is run efficiently by the special services director. 8

Human Resources ü The district shares professional development courses and opportunities with surrounding districts. ü The district works with surrounding districts to ensure compliance and best practice implementation for the Affordable Care Act. ü Professional Development for teachers through Teacher Advancement Program and conferences/workshops attended with Title II, Priority Funds and TAP Funds increased number of opportunities for teacher growth and retention. 9

Facility Use and Energy Management ü BCSD 19 is commended for its preservation and utilization of the historic school in Blackville as its administration building. ü The district employs a skilled and committed maintenance and grounds supervisor who goes above and beyond the call of duty to get his job done. ü The district constructed fencing on the north and south entrances to the playground to obstruct the vehicular shortcut and eliminate the safety hazard for the children. 10

Transportation ü The district has a strong partnership between the school bus drivers and parents. ü The district provides an exceptional level of transportation services to a high number of students who must walk to their bus stop or school. 11

Food Service ü The district participates in the farm-to-school and gardening programs. ü BCSD 19 partners with Barnwell 45 to reduce the costs of food services. 12

Technology ü The district has dedicated considerable effort and funds to new servers and storage devices. ü The district is commended for using a total cost of ownership analysis in the decision to upgrade its Vo. IP infrastructure. 13

Total Recommendations - 62 ü Tier 1: Greatest Impact: The district should implement these recommendations immediately to take maximum advantage of their opportunities. ü Tier 2: Moderate Impact: The district should implement these recommendations as soon as practical to improve the efficiency and effectiveness of operations. ü Tier 3: Minimal Impact: The district should implement these recommendations when time and funds are available as best suits the needs of the district. 14

District Organization and Management ü Ensure each department has a set of operational procedures. (Tier 1) ü Collaborate with Barnwell 45 to share the services of the directors for both curriculum and human resources. (Tier 1) ü Create and adopt a district civility policy, adhere to Robert’s Rule of Order, post the agenda and meeting minutes on the district’s website, and, overall, request the SCSBA to provide additional training to assist in improving the image of the board and administration of the district. (Tier 1) 15

District Organization and Management üUpdate the district website. (Tier 2) üThe board and superintendent relationship is reported as dysfunctional. (Tier 1) 16

Financial Management ü Adopt a board policy setting a desired level of fund balance as a percentage of the general fund budget. (Tier 1) ü Explore setting up a cooperative service arrangement with neighboring districts wherein appropriate segregation of financial duties could be obtained. (Tier 1) ü Have the finance director conduct training of principals and designated school staff on school district financial matters and concerns. (Tier 2) ü Apply for competitive federal grants whenever possible. (Tier 2) ü The finance director should attend board meetings to answer questions on budget and finance. (Tier 2) 17

Financial Management ü Fund the finance director’s attendance at the biannual SCASBO meetings and participation in the Certified School Business Official (CSBO) program. (Tier 2) ü Institute a P-Card program to obtain goods and services. (Tier 2) ü BCSD 19 should continue to make program changes that can increase special needs transportation (SNT) reimbursement. (Tier 2) 18

Human Resources ü Share HR coordinator position with a surrounding school district. (Tier 1) ü Create HR manual with policies and procedures that are consistently implemented throughout the district. (Tier 1) ü Conduct a salary study and develop a salary schedule for all pay groups and rework the existing ones to ensure equity in compensation for employees in the same work group. (Tier 1) ü Increase professional development opportunities for district staff. (Tier 1) ü Create and maintain job descriptions for all district staff online and systematically review and update. (Tier 1) 19

Facility Use and Energy Management ü Create a facilities’ director position. (Tier 1) ü Develop a five-year master plan. (Tier 1) ü Develop and implement an adequate security system for all schools starting with rekeying door locks and issuing student IDs. (Tier 1) ü Immediately inspect all district facilities for suspected mold, repair the cause and replace or clean the affected areas. (Tier 1) ü Create three full-time custodian positions. (Tier 1) ü Establish an effective energy management program. (Tier 1) 20

Transportation ü Create a part-time (at least 50%) transportation supervisor position. (Tier 1) ü Employ a part-time support person to staff the transportation office when the transportation supervisor is fulfilling other duties. (Tier 1) ü Establish a driver and aide compensation plan that provides verification of work hours, that is fair to all drivers, encourages retention and recruitment, and includes reasonable pay for administrative duties. (Tier 1) 21

Transportation ü Dispose of the 1996 activity bus. (Tier 1) ü Purchase all fuel from the state contract or SCDOE. (Tier 1) ü Document and file a request with the SCDOE for the replacement of the four route school buses older than 20 years and the two spare buses. (Tier 2) 22

Food Service ü Reduce food service labor by eight hours and eliminate a food services manager position. (Tier 1) ü Eliminate overtime pay. (Tier 1) ü Secure a contract for a point-of-sale system under the Barnwell 45 procurement. (Tier 1) ü Implement offer versus serve in the elementary school to reduce food waste and help lower food costs. (Tier 2) 23

Technology ü Collaborate with area districts to obtain qualified technical support resources on a part-time shared basis, and consider establishing a student tech team. (Tier 1) ü Develop a 3 -6 year replacement cycle for all district hardware. (Tier 1) ü Develop a technology committee. (Tier 1) ü Develop a strategy to reduce costs for services that are losing E-Rate support and use Category 2 funds to support the Wi-Fi network. (Tier 1) 24

Fiscal Impacts Year 1 Year 2 Year 3 Year 4 Year 5 ($49, 950) ($49, 950) ($9, 660) ($7, 360) $160, 760 $139, 765 $124, 420 Facility Use & Energy Management ($115, 880) ($81, 780) Transportation ($11, 752) ($14, 115) ($13, 640) ($13, 565) ($13, 090) Food Services $711, 396 $70, 081 Technology ($10, 062) $27, 908 $24, 808 $19, 408 Totals: $674, 852 $84, 549 $66, 579 $702, 569 $61, 729 Organization & Management Financial Management Human Resources Tidwell and Associates, Inc. identified a potential five-year net savings of $1, 590, 277. 25

Next Steps 1. Post the report on the district website. 2. Each chapter should be assigned to a point person to monitor the implementation status At the end of six months or a year, the district should determine the overall rate of implementation and the associated fiscal impacts (costs and savings). 3. Share and showcase the commendations to the parents, media, and public. 4. Consider a similar review of the district’s curriculum and instruction department and programs. 26

Tidwell & Associates, Inc. Other Services Curriculum and Instruction Operational Reviews Program Evaluations Grant writing assistance Evaluations of grants Ritchie Tidwell, Tidwell & Associates, Inc. 803 -772 -8985, tidwell@grantmaster. org Jo. Ann Cox, JJC & Associates 850 -284 -2945, jjcandassociates@gmail. com 27