Administrative Review

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Administrative Review

• Manchester Essex Regional School District
• School Committee Meeting
• September 2, 2008

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1. Current Status

• Expenditure categories included in District
  Administration according to DESE guidelines
  
• School Committee
• Human Resources and Benefits
• Superintendent
• Business and Finance
• Assistant Superintendent
• Legal Services for School Committee
• Other District Wide Administration- Legal
  Settlements
  
• District Wide Information Management and
  Technology
  
• The current status in terms of personnel
  assignment
  
• is presented in the organizational chart
• MERSD Proposed 2008-2009

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Manchester Essex Regional School
DistrictProposed 2008 - 2009
Chairman, Susan Beckmann Vice Chairman, Susan Cov
iello Annie Cameron Morgan Evans Anton Giedt A
nn Harrison
Alva Ingaharro
School Committee
School Treasurer Charles Lane
Superintendent Dr. Marcia ONeil
Executive Secretary Jeanne Shepherd
Director of Curriculum Scott Morrison
Director of Student Services Joan Endicott
Business Manager Judy Mulligan
Secretary Rosie Reed
Payroll/Benefits Administrator Diane Coons
Network Administrator Stephen Kwiatek
Network Technician John Kwiatek
Secretary Shelly Mullarkey
Accounts Payable Administrator Eileen Buckley
Transportation Coordinator Tom Andrews
Facilities Manager Joe Lucido
Food Service Manager Sheila Parisien
High School Principal James Lee
Middle School Principal Elizabeth Raucci
Memorial School Principal Jack Mara
Essex Principal Eric Gordon
Secretary Margaret Driscoll
Secretary Cindy Dodge
Secretary Lisa Randall
Secretary Jan Aspesi
Assistant Principal Paul Murphy
Assistant Mary Lumsden
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2. Current Trends

• Increased reporting and other requirements
  required from school districts by federal, state,
  and local entities
  
• No additional funding made available to support
  these mandates
  
• Utilizing cross-training of employees so that
  tasks can be reassigned among staff if necessary
  
  
• Utilizing technology with more efficiency to
  permit more to be accomplished with fewer
  man-hours
  
• Outsourcing and overall belt tightening

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3. Value

• Providing district leadership for organization
  educational program
  
• Liaison with district community leaders
• Support of personnel including monitoring and
  administering of payroll and benefits
  
• Provisioning and procurement of all goods and
  services needed to support student learning
  
• Ensuring compliance with local policies and state
  and federal regulations and requirements
  
• Organization, delivery, and maintenance of
  technology infrastructure and data warehousing
  

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4. Delivery Model

• See organizational chart in regards to personnel
  
  
• Accounting software that allows access at each
  building for PO entry and approval as well as for
  budget reporting
  
• Outsource production of payroll checks and
  reporting of payroll tax and other liabilities
  
• MMS software for student information management
  system (attendance, grades) through which the
  district reports SIMS data to DESE
  
• MMS software used for employee personnel
  information management system through which the
  district reports EPIMS data to DESE - new
  reporting requirement was instituted last year

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5. Budget

• The budget for the Administration includes
  salaries, legal expenses, audit expenses,
  software licenses as well as office supplies and
  equipment
• 3 Year Trend shows significant, steady cost
  reduction
  
• FY06 654,440.30
• FY07 624,652.84
• FY08 612,308.00

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6. Challenges

• The greatest challenges for this district
  administration lie in management and oversight in
  human resources department
  
• Requirements for record keeping and reporting of
  employee licensure and recertification, highly
  qualified status, etc.
  
• Criminal background checks for all employees,
  volunteers and workmen on site
  
• Maintaining currency in personnel files,
  professional development requirements and
  updating job descriptions
  
• Tracking substitute teachers and attendance
• Lack of space (particularly in new building) for
  archiving historical records as required by
  Secretary of State
  
• GASB 45 new mandate for reporting of post
  employment benefits
  
• 403 B management - new regulations require the
  district to develop a plan and monitor compliance
  with IRS regulations
  
• Massive amounts of data entry and copying of all
  invoices related to construction project to
  comply with MSBA requirements in order to receive
  funding

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7. Plan for Moving Forward

• 1. Provide more cross training for staff
• 2. Increase use of current available technology
  through additional training
  
• 3. Reassignment of staff or temporary employee
  will be needed for MSBA requirements.
  
• 4. Conduct an HR -Human Resources- audit to look
  for increased efficiencies some of which may be
  
• Reorganization of personnel files
• Upgrading of job descriptions
• Assigning/reassigning certain critical areas of
  HR management to existing staff
  
• Review of screening and hiring protocols
• Recommendations for internal alignment of HR
  process for efficiency and cost effectiveness
  
• Recommendations regarding return on investment
  for professional development expenses
  
• Recommendations for maintaining and archiving
  historical records