El Paso ISD 2016-17 Budget Presentation
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Transcript of El Paso ISD 2016-17 Budget Presentation
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Budget
WorkshopTo Board Of Trustees
Presented: March 17, 2016
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Workshop Agenda
1. Designation of TRE Funds2. FY16 Financials
3. FY17 Budget Challenges & Considerations
4. Student to Staff Report
5. FY17 Replacement Plans6. 2016-17 Staffing Results
7. Efficiency Study Reports – APQC
8. 2016-17 Budget Development Update
Budget WorkshopTo Board of Trustees
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FUNDING PRIORITIES
2015-16
BUDGET
(INCLUDED)
ALLOCATED
2015-16
TRE
REVENUE
UNALLOCATED
TRE REVENUE
TRE REVENUE $13,961,658 $1,267,658
INSTRUCTION & ENRICHMENT
EPISD Summer Enrichment Program $400,000 $400,000 -
Replacement of Fine Arts Equipment and Instruments $1,816,000 - -
Investment in athletics with focus on middle school sports - - -
Expansion of science labs and career and technical education programs - - -
TEACHER RETENTION
2015-16 Cost of living increase - 2.5% & 3.5% increase - $9,200,000 -
SCHOOL BUSES
Buses and Vehicle 6-Year Replacement Plan $750,000 $3,094,000 -
ACADEMIC TECHNOLOGY
Power Up Initiative – Student Laptops and Personnel Costs $2,500,000 - -
New Tech Initiative $1,286,700 - -
Wireless Access for Classrooms – Districtwide - - -
UNALLOCATED TRE REVENUE $1,267,658
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FY16 FINANCIAL STATEMENTS AS OF FEBRUARY 29, 2016
REVENUE3
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Sep t - Ma y
12 m onth
ADOPTED CURRENT CURRENT MONTH YEAR-TO -DATE REMA
REVENUE ACCOUNT BUDGET BUDGET REVENUES REVENUES BUDGET
LOCAL:
TAXES, CURRENT YEAR LEVY $165,777,859 $165,777,859 $49,125,411 $158,733,561
TAXES, PRIOR YEARS 3,358,031 3,358,031 230,672 1,198,192
TAXES, PENALTY & INTEREST 1,450,267 1,450,267 270,931 789,569
REGULAR DAY SCHOOL 700,000 700,000 42,020 291,540
EARNINGS-TEMP DEP/ INVEST 150,000 150,000 60,182 197,374
REVENUE-RENT-BUILDINGS 100,000 100,000 6,158 60,854
REVENUE-TRANSPORTATION 50,000 50,000 22,840 22,840
M ISCELLANEOUS REVENUE 1,000,000 1,000,000 65,244 300,970
REVENUE-ATHLETIC ACTIVITY 500,000 500,000 273 355,319
REVENUE EXTRACURRICULAR 800,000 800,000 41,375 513,268
Tota l Loc al: 173,886,157 173,886,157 49,865,106 162,463,487 (
STATE:
REVENUE-PER CAPITA 15,7 18 ,0 80 1 5,7 18 ,08 0 3 46 ,9 79 1 ,8 30 ,64 5 (
REVENUE-FOUNDATION ENTITLE 263,755,492 263,755,492 1,199 141,295,211 (12
M ISC STATE PROGRAM REV 158,000 158,000 0 174,533
TRS ON-BEHALF BENEFIT 24,000,000 24,000,000 1,897,754 12,729,143 (
Tota l Stat e: 303,631,572 303,631,572 2,245,932 156,029,532 (14
FEDERAL:
REVENUE-R O T C 590,000 590,000 54,428 338,256
FEDERAL REVENUES - TEA 600,000 600,000 28,229 643,122
REVENUE-SHARS-MEDICA ID 8,000,000 8,000,000 65,746 714,744
REVENUE-IM PACT A ID 4,200,000 4,200,000 759,785 3,979,341 To ta l Fed e ra l: 13,390,000 13,390,000 908,188 5,675,463
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FY16 FINANCIAL STATEMENTSAS OF FEBRUARY 29, 2016
EXPENDITURES BY FUNCTION5
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Se pt
12 m
ADOPTED CURRENT CURRENT MONTH YEAR-TO-DATE OUTSTANDING
BUDGET BUDGET EXPENDITURES EXPENDITURES ENCUMBRANCES B
11 INSTRUCTION
PAYROLL COSTS $273,753,168 $268,570,686 $27,367,190 $169,006,338 $0
PROF. & CONTRACTED SERVICES 2,419,015 3,619,773 471,307 1,563,260 943,282
MATERIALS & SUPPLIES 9,769,185 16,852,295 1,406,362 8,048,454 2,372,530
OTHER OPERATING EXPENSES 1,029,711 1,321,940 58,227 221,912 154,030
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 199,895 1,164,017 0 157,325 125,507
INSTRUCTION 287,170,975 291,528,711 29,303,085 178,997,290 3,595,349
12 INSTR RESOURCES & MEDIAPAYROLL COSTS 8,706,717 8,658,750 831,965 5,454,239 0
PROF. & CONTRACTED SERVICES 176,089 217,627 4,215 201,168 10,588
MATERIALS & SUPPLIES 1,426,026 1,384,964 193,335 750,176 536,550
OTHER OPERATING EXPENSES 13,299 11,799 26 4,285 1,882
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 6,032 55,022 6,642 55,022 0
INSTR RESOURCES & MEDIA 10,328,163 10,328,163 1,036,183 6,464,890 549,020
13 STAFF DEVELOPMENT-CUR/ INS
PAYROLL COSTS 15,041,709 14,453,446 1,265,641 8,040,965 0
PROF. & CONTRACTED SERVICES 359,630 1,084,240 0 526,785 155,800 MATERIALS & SUPPLIES 525,266 472,331 15,148 177,145 65,587
OTHER OPERATING EXPENSES 552,881 1,139,876 32,750 296,741 61,685
STAFF DEVELOPMENT-CUR/INS 16,479,486 17,149,892 1,313,539 9,041,636 283,072
21 INSTRUCTIONAL ADM IN
PAYROLL COSTS 2,340,010 2,066,263 224,598 1,686,062 0
PROF. & CONTRACTED SERVICES 313,055 612,341 22,364 463,891 43,414
MATERIALS & SUPPLIES 197,250 195,143 13,047 87,221 22,825
O THER OPERATING EXPENSES 66,853 134,838 9,933 45,979 4,787
INSTRUCTIONAL ADM IN 2,917,168 3,008,585 269,943 2,283,153 71,025
AC CO UNT CO DE BY FUNCTION
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Se pt
12 m
ADOPTED CURRENT CURRENT MONTH YEAR-TO-DATE OUTSTANDING
BUDGET BUDGET EXPENDITURES EXPENDITURES ENCUMBRANCES BAC CO UNT CO DE BY FUNCTION
23 SCHOOL LEADERSHIP
PAYROLL COSTS 35,873,919 35,745,001 3,339,831 23,188,817 0
PROF. & CONTRACTED SERVICES 91,222 136,929 6,629 51,346 31,230
MATERIALS & SUPPLIES 541,511 584,633 45,009 315,956 71,954
OTHER OPERATING EXPENSES 166,729 243,048 6,383 57,247 12,573
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 12,000 0 0 0 0
SCHOOL LEADERSHIP 36,685,381 36,709,611 3,397,851 23,613,366 115,756
31 GUIDANCE & COUNSELING SVC PAYROLL COSTS 16,214,220 15,241,902 1,599,683 10,534,636 0
PROF. & CONTRACTED SERVICES 213,200 1,100,558 25,000 833,161 21,432
MATERIALS & SUPPLIES 621,358 712,878 98,216 266,213 166,642
OTHER OPERATING EXPENSES 80,675 124,115 4,499 32,192 6,555
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 50,000 0 0 0 0
GUIDANCE & COUNSELING SVC 17,179,453 17,179,453 1,727,397 11,666,202 194,630
32 SOCIAL WORK SERVICES
PAYROLL COSTS 2,937,243 2,905,398 358,417 2,296,691 0
PROF. & CONTRACTED SERVICES 198,019 198,019 5,168 28,634 102,458
MATERIALS & SUPPLIES 34,384 48,860 6,576 29,448 5,984
OTHER OPERATING EXPENSES 23,527 40,895 1,583 18,799 2,749
SOCIAL WO RK SERVICES 3,193,173 3,193,173 371,743 2,373,573 111,191
33 HEALTH SERVIC ES
PAYROLL COSTS 6,417,629 6,406,679 667,591 4,138,458 0
PROF. & CONTRACTED SERVICES 59,600 59,600 0 0 49,819
MATERIALS & SUPPLIES 156,889 161,839 10,825 57,309 27,889
OTHER OPERATING EXPENSES 10,000 16,000 0 6,147 3,360
HEALTH SERVIC ES 6,644,118 6,644,118 678,417 4,201,915 81,068
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Se pt
12 m
ADOPTED CURRENT CURRENT MONTH YEAR-TO-DATE OUTSTANDING
BUDGET BUDGET EXPENDITURES EXPENDITURES ENCUMBRANCES BAC CO UNT CO DE BY FUNCTION
34 STUDENT TRANSPORTATIO N
PAYROLL COSTS 9,986,753 9,971,753 1,185,126 6,760,954 0
PROF. & CONTRACTED SERVICES 172,948 213,448 11,069 56,139 82,363
MATERIALS & SUPPLIES 2,523,222 2,525,722 133,614 804,855 340,988
OTHER OPERATING EXPENSES 326,668 328,668 (44,078) 116,876 2,258
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 750,000 750,000 0 72,223 0
STUDENT TRANSPORTATIO N 13,759,591 13,789,591 1,285,730 7,811,047 425,609
3 6 CO CURRICULAR AC TIVITIES
PAYROLL COSTS 7,014,041 6,922,342 688,338 4,373,933 0 PROF. & CONTRACTED SERVICES 888,500 940,457 119,110 540,469 163,644
MATERIALS & SUPPLIES 1,615,622 1,567,502 64,506 746,889 275,324
OTHER OPERATING EXPENSES 2,034,074 2,227,389 171,657 1,054,315 165,436
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 20,000 87,836 0 49,198 28,695
CO CURRICULAR A CTIVITIES 11,572,237 11,745,526 1,043,612 6,764,804 633,100
41 GENERAL ADMINISTRATION
PAYROLL COSTS 8,192,867 7,715,517 687,558 5,094,626 0
PROF. & CONTRACTED SERVICES 1,687,552 2,221,487 117,415 694,160 512,067
MATERIALS & SUPPLIES 221,195 317,703 12,910 147,705 24,191 OTHER OPERATING EXPENSES 1,401,626 1,514,915 24,614 592,460 130,773
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 150,000 160,000 0 0 0
GENERAL ADMINISTRATION 11,653,240 11,929,622 842,497 6,528,952 667,032
51 PLAN T MA INT & OPERATION
PAYROLL COSTS 27,686,755 27,275,010 2,383,049 18,106,480 0
PROF. & CONTRACTED SERVICES 18,968,484 18,641,083 1,405,979 10,152,905 1,790,461
MATERIALS & SUPPLIES 4,599,477 5,421,189 582,645 3,344,068 445,642
OTHER OPERATING EXPENSES 1,073,565 1,102,657 2,170 912,963 32,971
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 2,558,747 597,984 27,993 492,680 6,642
PLAN T MAINT & OPERATIONS 54,887,028 53,037,922 4,401,837 33,009,095 2,275,716
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Se pt
12 m
ADOPTED CURRENT CURRENT MONTH YEAR-TO-DATE OUTSTANDING
BUDGET BUDGET EXPENDITURES EXPENDITURES ENCUMBRANCES BAC CO UNT CO DE BY FUNCTION
52 SECURITY & MONITORING SVC
PAYROLL COSTS 5,556,010 5,464,573 476,672 3,440,675 0
PROF. & CONTRACTED SERVICES 297,000 258,250 1,824 126,998 42,971
MATERIALS & SUPPLIES 189,544 226,301 8,499 97,553 18,217
OTHER OPERATING EXPENSES 6,053 10,053 110 5,167 0
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 46,080 197,760 151,680 151,680 0
SECURITY & M ONITORING SVC 6,094,687 6,156,937 638,784 3,822,073 61,188
53 DA TA PROCESSING SERVICES PAYROLL COSTS 2,894,637 2,636,321 250,367 1,886,632 0
PROF. & CONTRACTED SERVICES 1,771,255 2,256,826 71,699 1,401,209 242,960
MATERIALS & SUPPLIES 902,866 742,300 124,562 355,456 171,906
OTHER OPERATING EXPENSES 33,000 33,500 82 9,827 430
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 341,634 397,660 50,128 239,766 11,959
DATA PROC ESSING SERVICES 5,943,392 6,066,608 496,838 3,892,891 427,255
61 CO MM UNITY SERVIC ES
PAYROLL COSTS 50,462 12,167 74 12,241 0
PROF. & CONTRACTED SERVICES 4,690 2,690 0 0 0
MATERIALS & SUPPLIES 27,412 97,137 225 258 0
OTHER OPERATING EXPENSES 51,774 22,344 1,033 1,969 489
CO MM UNITY SERVIC ES 134,338 134,338 1,332 14,467 489
71 DEBT SERVIC ES
DEBT SERVICE 2,270,473 2,270,473 472,588 2,174,042 0
DEBT SERVIC ES 2,270,473 2,270,473 472,588 2,174,042 0
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El Paso Independent School District
FY 16 General Fund Budget vs Actual
As of February 29, 2016Se pt
12 m
ADOPTED CURRENT CURRENT MONTH YEAR-TO-DATE OUTSTANDING
BUDGET BUDGET EXPENDITURES EXPENDITURES ENCUMBRANCES BAC CO UNT CO DE BY FUNCTION
81 FACILITIES AC QUISITION/ CO NSTRUCTION
MATERIALS & SUPPLIES 0 11,093 0 0 0
CAPITAL OUTLAY - LAND,BLDG ,EQUIP 760,800 4,869,806 166,528 1,375,008 1,039,454
FACILITIES AC QUISITION/ CO NSTRUCTION 760,800 4,880,899 166,528 1,375,008 1,039,454
99 OTHER INTERGOVERNM ENTAL CHA RGES
TAX APPRA ISAL & COLLECTION 2,549,967 2,549,967 0 1,258,297 1,291,670
OTHER INTERGOVERNMENTAL CHARGES 2,549,967 2,549,967 0 1,258,297 1,291,670
00 TRANSFER OU
TRANSFER OUT - QSCMTN SINKING FUND 684,059 684,059 684,059 684,059 0
TRANSFER OUT 684,059 684,059 684,059 684,059 0
Tota l Budg ete d Exp end itures: $490,907,729 $498,987,647 $48,131,963 $305,976,760 $11,822,622
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FY16 FINANCIAL STATEMENTSAS OF FEBRUARY 29, 2016
SUMMARY COMPARISON BY FISCAL YEAR11
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FY16 FINANCIAL STATEMENTSAS OF FEBRUARY 29, 2016
SPECIAL REVENUE SUMMARY13
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El Paso Independent School Distric t
FY 16 Special Revenue Repor t
As of February 29, 2016
Fund Program Fisca l Year Prog ram Ap p ro ved To ta l Estim a ted **Ac c rued Ava ila b le Ac tua l
# Year 2015-2016 Pe rio d Bud g e t Exp end i- Enc um b ra nc es Pa y ro ll Ba la nc e Sp end
Prog ram Title ture s As o f 03/ 03/ 16 (see no te ) %
499 2016 Army Youth Program in Your 07/01/15 - 06/30/16 316,517 63,488 16,611 0 236,418 25%
2013 Active Schools Acceleration Project 10/01/12 - 06/30/16 25,000 19,594 0 0 5,406 78%
2014 Dollar General Literacy Foundation 06/01/14 - 12/31/15 10,000 9,870 0 0 130 99%
Remaining funds will be utilzed to buy supplies for students.
2015 Dollar General Literacy Foundation 06/01/14 - 06/30/16 10,000 8,028 0 0 1,972 80%
Remaining funds will be utilzed to buy supplies for students.
2015 El Paso C ommunity Foundation -
Coronado
07/01/14 - 06/30/16 10,000 8,656 0 0 1,344 87%
2015 El Paso Community Foundation - Hart 07/01/14 - 06/30/16 10,000 2,876 1,493 5,631 44%
Remaining funds will be utilzed to purchase instructional support for students and web-based services for students.
2016 Community Solutions for Substance Abuse 08/03/15 - 06/30/16 50,000 0 18,000 0 32,000 36%2016 Wal-Mart Grant 08/03/15 - 06/30/16 2,000 0 0 0 2,000 0%
February 29, 2016 Totals 123,622,813$ 58,993,035$ 10,618,765$ 15,648,285$ 38,362,728$ 69%
Prior Month Totals 124,343,260$ 50,700,233$ 11,557,619$ 20,238,317$ 41,847,091$ 48%
Net Change (720,447) 8,292,802 (938,854) (4,590,032) (3,484,363) 21%
Please note: ALL programs ending in FY16 have a target spent % of : 67%
The target spent % is ca lculated based on expending the funds by the end of the schoo l year (May 2016
Multiple year grants are calculated based on the corresponding program end date.
** NOTE: Teachers, Librarians, Counselors, Nurses & Campus Staff have been accrued through Augus
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BUDGET CHALLENGES AND CONSIDERATIONS
2016-2017
COSTS ASSOCIATED
Impact on State funding from the estimated drop in student enrollment –
estimated 1395 students. Loss of $7.8 million
The contribution to the Workers Comp Fund was funded at 50% for FY16 - $1.6 million. At some point this
contribution will have to be restored to 100% - Annual Contribution $3.2 million$1.4 million
Cost of living increases for next year (2% increase) – 2016-2017; ($7.2 million from Local Funds) $7.9 million
Facilities Capital Maintenance budget needs to be reinstated, reduced in FY15 $7 million
Buses and Vehicle 5-Year Replacement Plan $13.9 million
Technology 5-Year Replacement Plan $10.4 million
Library Book/Materials (5-Year Replacement Plan) $2.4 million
Musical Instrument (5-Year Replacement Plan) $8.9 million
Increase to Utility Costs – Electric, Gas, and Water $2 million
Central Office Building Relocation/Demolition – Possible use of General Fund Balance
Health insurance - both an increase in the basic premium by TRS and an increase in participation due to the
effects of the Affordable Care Act are probable
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Growth Student: Student:
Year Students (Decline) Teacher Staff
2010‐11 64,023 14.6 7.5
2011‐12 63,794 (229) 15.1 7.8
2012‐13 62,884 (910) 15.2 8.0
2013‐14 61,290
(1,594)
14.9
7.5
2014‐15 60,556 (734) 15.0 7.5
Growth Student: Student:
District (ISD) Students (Decline) Teacher Staff
El Paso 60,556 (734) 15.0 7.5
Socorro 44,380 (25) 18.2 8.3
Ysleta 42,421
(586)
15.0
6.7 Aldine 69,553 2,349 16.4 7.8
Texas Academic Performance Reports (TAPR)
El Paso ISD
FY 2014‐15: EPISD and Peer Districts
Student to
Teacher
Ratio
and
Student
to
Staff
Ratio
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$ 1 0 ,
3 9 3 , 0
7 1
7 ,
8 5 7
$
9 ,
1 6 0 ,
6 2 5
$ 1 0 ,
8 2 7 ,
0 1 5
$ 1 0 ,
0 5 2 ,
2 7 8
$8,500,000
$9,000,000
$9,500,000
$10,000,000
$10,500,000
$11,000,000
Function 41 General Administration
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$ 3 ,
8 8 1 ,
0 0 5
$ 3 ,
1 4 4 ,
7 6 5
$ 3 , 6 0 7 ,
2 6 4
$ 3 ,
4 6 3
, 6 3 4
$ 3 ,
3 1 6 ,
1 6 5
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Function 21 Instructional Leadership
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TRANSPORTATION
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TRANSPORTATION REPLACEMENT PLAN
Department Vehicle Type
Number
ofVehicles Cost per Vehicle Total
Custodial 23,000.00$
Facilities Heavy Duty Vans 1 25,000.00$ 25,000.00$
Food Serv ices Compact Vans 8 22,000.00 $ 176,000.00 $
Live Materials Van 1
Maintenance Heavy Duty Vans 34 23,000.00$ 782,000.00$Heavy Duty Trucks 21 23,000.00$ 483,000.00$Stake Bed Trucks 4 30,000.00$ 120,000.00$Dump Truck 3 90,000.00$ 270,000.00$
Police Police Cruisers 0 26,000.00$ -$
Print Shop Heavy Duty Van 1 25,000.00$ 25,000.00$
ROTC Van 1 25,000.00$ 25,000.00$
Science Van 1 25,000.00$ 25,000.00$
Special Ed Passenger Van 1 30,000.00 $ 30,000.00 $
TIS Compact Vans 0 21,000.00$ -$
$ $
2016-2017
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TRANSPORTATION REPLACEMENT PLAN
Department Vehicle Type
Number
ofVehicles Cost per Vehicle Total
Custodial Truck 0 $ 23,460.00 -$
Facilities Heavy Duty Vans 0 $ 25,500.00 -$
Food Serv ices Compact Vans 0 $ 22,440.00 - $
Maintenance Heavy Duty Vans 0 $ 23,460.00 -$Heavy Duty Trucks 0 $ 23,460.00 -$
Police Police Cruisers 0 $ 26,520.00 -$
Print Shop Heavy Duty Van 0 $ 25,500.00 -$
Science Van 0 $ 25,500.00 -$
Spec ial Ed Passenger Van 0 $ 30,600.00 - $
TIS Compact Vans 0 $ 21,420.00 -$
$ $
2017-2018
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TRANSPORTATION REPLACEMENT PLAN
Department Vehicle Type
Number
ofVehicles
Cost perVehicle Total
Custodial Truck 0 $ 23,929.20 -$
Facilities Heavy Duty Vans 0 $ 26,010.00 -$
Food Serv ices Compact Vans 1 $ 22,888.80 22,888.80 $
Maintenance Heavy Duty Vans 1 $ 23,929.20 23,929.20$Heavy Duty Trucks 3 $ 23,929.20 71,787.60$
Police Police Cruisers 7 $ 27,050.40 189,352.80$
Print Shop Heavy Duty Van 0 $ 26,010.00 -$
Science Van 1 $ 26,010.00 26,010.00$
Special Ed Passenger Van $ 31,212.00 - $
TIS Compact Vans 0 $ 21,848.40 -$
$ $
2018-2019
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TRANSPORTATION REPLACEMENT PLAN
Department Vehicle Type
Number
ofVehicles
Cost perVehicle Total
Custodial Truck 1 $ 24,407.78 24,407.78$
Facilities Heavy Duty Vans 1 $ 26,530.20 26,530.20$
Food Services Compact Vans 1 $ 23,346.58 23,346.58 $
Maintenance Heavy Duty Vans 1 $ 24,407.78 24,407.78$Heavy Duty Trucks 3 $ 24,407.78 73,223.35$Light Truck 9 $ 24,407.78 219,670.02$
Police Police Cruisers 0 $ 27,591.41 -$
Print Shop Heavy Duty Van 0 $ 26,530.20 -$
Science Van $ 26,530.20 -$
Spec ial Ed Passenger Van $ 31,836.24 - $
TIS Compact Vans 2 $ 22,285.37 44,570.74$
$ $
2019-2020
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TRANSPORTATION REPLACEMENT PLAN
Department Vehicle Type
Number
ofVehicles
Cost perVehicle Total
Custodial Truck 0 $ 24,895.94 -$
Facilities Heavy Duty Vans 0 $ 27,060.80 -$
Food Serv ices Compact Vans 1 $ 23,813.51 23,813.51 $
Maintenance Heavy Duty Vans 0 $ 24,895.94 -$Heavy Duty Trucks 0 $ 24,895.94 -$
Police Police Cruisers 12 $ 28,143.24 337,718.83$
Print Shop Heavy Duty Van 0 $ 27,060.80 -$
Science Van $ 27,060.80 -$
Spec ial Ed Passenger Van $ 32,472.96 - $
TIS Compact Vans 0 $ 22,731.08 -$
$ $
2020-2021
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LIBRARY
Replacement Plan28
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EL PASO INDEPENDENT SCHOOL DISTRICT
LIBRARY 3-YEAR REPLACEMENT PLAN
REPLACEMENT PLAN FY ACCEPTABLE RECOGNIZED EXEMPLARY
LIBRARY MATERIALS 16-17 813,710$ 1,750,723$ 2,918,838$
LIBRARY MATERIALS 17-18 813,710$ 1,750,723$ 2,918,838$
LIBRARY MATERIALS 18-19 813,710$ 1,750,723$ 2,918,838$
2,441,131$ 5,252,170$ 8,756,513$
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EPISD 2016-17Staffing Update
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Historical Enrollment
LocIDRfs
Grade
Code
Location Name Loc IdRfs Grade
Code
2010-11
Students
Enrolled
(End of 1st6 Weeks)
2011-12Students
Enrolled(End of 1st 6
Weeks)
2012-13Students
Enrolled(End of 1st 6
Weeks)
2013-14Students
Enrolled(End of 1st 6
Weeks)
2014-15Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12Students
Enrolled(End of 1st 6
Weeks)
2012-13Students
Enrolled(End of 1st 6
Weeks)
2013-14Students
Enrolled(End of 1st 6
Weeks)
2014-15Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12Students
Enrolled(End of 1st 6
Weeks)
2012-13Students
Enrolled(End of 1st 6
Weeks)
2013-14Students
Enrolled(End of 1st 6
Weeks)
2014-15Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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Cohort Survival
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
92.17%
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
92.17% 81.90%
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
92.17% 81.90% 82.86%
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
Students
Enrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
92.17% 81.90% 82.86% 103.96%
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ohort Survival Method
2016
-17 Pr
ojections
92.17%
81.90%
82.86%
103.96%
Cohort Survival Rate
4 Year Average
Cohort Survival Rate
3 and 4 year Average
Cohort Survival Rate
3 Year Average
81.90%
82.86%
103.96%
90.22% 90.10%89.97%
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ohort Survival Method 2016-17
Projections
LocIDRfs
Grade
Code
Location Name Loc IdRfs
Grade
Code
2010-11
Students
Enrolled
(End of 1st 6Weeks)
2011-12
Students
Enrolled(End of 1st 6
Weeks)
2012-13
Students
Enrolled(End of 1st 6
Weeks)
2013-14
Students
Enrolled(End of 1st 6
Weeks)
2014-15
Students
Enrolled(End of 1st 6
Weeks)
2015-16
StudentsEnrolled
(End of 1st
6 weeks)
2016-2017
LOW PRED
100EE Kelly Elementary School 100 EE 3 3 1 2 6 3 3
100PK Kelly Elementary School 100 PK 68 64 83 76 83 71 77
100KG Kelly Elementary School 100 KG 82 115 116 105 101 120 106
1001 Kelly Elementary School 100 1 96 97 106 95 87 105 108
1002 Kelly Elementary School 100 2 60 68 80 91 85 97 97
1003 Kelly Elementary School 100 3 61 61 67 64 78 94 89
1004 Kelly Elementary School 100 4 64 59 71 54 73 95 99
1005 Kelly Elementary School 100 5 45 51 52 48 56 73 85
Kelly Elementary School Total 479 518 576 535 569 658 664
89.97%
44
15-16 Enrollment Compared to 16-17 Predictions 15-16 Enrollment Compared to 16-17 Predictions
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p
Location Name
2015-2016 Student
Membership
(End of 1st 6 weeks)
2016-2017
LOW PRED
with Construction
Alta Vista Elementary School Total 360 332
Aoy Elementary School Total 562 545
Barron Elementary School Total 460 444
Beall Elementary School Total 440 436
Bliss Elementary School Total 558 557
Bond Elementary School Total 543 522
Bonham Elementary School Total 257 245
Bradley Elementary School Total 398 400
Burleson Elementary School Total 468 455
Burnet Elementary School Total 302 289
Cielo Vista Elementary School Total 404 405
Clardy Elementary School Total 516 495
Clendenin Elementary School Total 483 468
Coldwell Elementary School Total 520 504
Collins Elementary School Total 546 525
Cooley Elementary School Total 569 545
Crockett Elementary School Total 532 521
Crosby Elementary School Total 506 477
Douglass Elementary School Total 388 378
Dowell Elementary School Total 295 293
Fannin Elementary School Total 526 513
Green Elementary School Total 419 410
Guerrero Elementary School Total 544 535
Hart Elementary School Total 563 541
Hawkins Elementary School Total 345 363
Herrera Elementary School Total 465 461
Hillside Elementary School Total 481 455
Hughey Elementary School Total 749 718
Johnson Elementary School Total 541 514
5 6 o e t Co pa ed to 6 ed ct o s
Location Name
2015-2016 Student
Membership
(End of 1st 6 weeks)
2016-2017
LOW PRED
with Construction
Kohlberg Elementary School Total 645 634
Lamar Elementary School Total 531 517
Lee Elementary School Total 554 521
Logan Elementary School Total 458 443
Lundy Elementary School Total 770 763
MacArthur Elementary School Total 329 325
Mesita Elementary School Total 1144 1105
Milam Elementary School Total 734 824
Moreno Elementary School Total 493 466
Moye Elementary School Total 527 505
Newman Elementary School Total 565 557
Nixon Elementary School Total 510 508
Park Elementary School Total 531 519
Polk Elementary School Total 627 613
Powell Elementary School Total 590 567
Putnam Elementary School Total 417 407
Rivera Elementary School Total 412 393
Roberts Elementary School Total 409 389
Rusk Elementary School Total 340 322
Schuster Elementary School Total 259 255
Stanton Elementary School Total 484 478
Tippin Elementary School Total 569 550
Tom Lea Elementary School Total 859 882
Travis Elementary School Total 383 376
Western Hills Elementary School Total 504 485
Whitaker Elementary School Total 442 401
Zach White Elementary School Total 468 476
Zavala Elementary School Total 262 261
Grand Total 28556 27884
45
Middl S h l 15 16 E ll t C d t 16 17 P di ti
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Middle School 15-16 Enrollment Compared to 16-17 Predictions
Location NameEnroll by Grade 10.2.15
(end of 1st 6)
2016-2017
LOW PRED
Henderson Middle School Total 789 802
Ross Middle School Total 968 991
Canyon Hills Middle School Total 818 791
Guillen Middle School Total 842 797
Charles Middle School Total 682 660
Morehead Middle School Total 698 658
Magoffin Middle School Total 761 706
Terrace Hills Middle School Total 557 538
Bassett Middle School Total 643 600
Lincoln Middle School Total 885 851
Wiggs Middle School Total 914 919
Hornedo Middle School Total 1,223 1,257
Armendariz Middle School Total 688 657
Richardson Middle School Total 758 722
Brown Middle School Total 808 802
MacArthur Middle School Total 455 453
Grand Total 12,489 12,203 46
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High School 15-16 Enrollment Compared to 16-17 Predictions
Location NameEnroll by Grade 10.2.15
(end of 1st 6)
2016-2017
LOW PRED
Andress High School Total 1723 1698
Austin High School Total 1,523 1,477
Bowie High School Total 1,344 1,381
Burges High School Total 1,477 1,472
Coronado High School Total 2,687 2,596
El Paso High School Total 1,392 1,358
Center Career & Technology Educ Total 92 93
Irvin High School Total 1,450 1,383
Jefferson High School Total 1,001 961
Franklin High School Total 2,743 2,667
Silva Health Magnet Total 637 619
Chapin High School Total 1,938 1,861
Transmountain Early College HS Total 438 443
Grand Total 18445 18008
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Alternative 15-16 Enrollment
Compared to 16-17 Predictions
Location NameEnroll by Grade 10.2.15
(end of 1st 6)
2016-2017
LOW PRED
CCTA 328 328
Delta Academy 69 69
Telles Academy 33 33
Telles Academy JJAEP 0 0
LaFarelle Middle School 15 15
LaFarelle Middle School JJAEP 0 0
About Face Program 2 2
Total 447 447
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Projected vs Enrolled
2015-2016 Student
Membership*
2016-2017
PREDICTIONDIFFERENCE
Elementary 28,556 27,884 -672
Middle 12,489 12,203 -286
High 18,445 18,008 -437
Alternative 447 447 0
TOTAL 59,937 58,542 -1,395
*At end of 1st six-weeks
49
Campus Organization Sample
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Projected 2016-2017 Campus OrganizationSchool: BURLESON Elem 107
Staffing MeetingDate: Friday, January 22, 2016 Local 199 External Funded Final Cu rrent Year P roj ect ed Chan ge
2015-16 2016-17
GradeProjected
MembershipRequired Local
SectionsRequired Local
Teachers Class Type
Sub-TypeM(ixed) or
D(ual)
P r o j e c t e d
M e m b e r s h i p
S e c t i o n s
T e a c h e r s
A v e r a g e P e r
S e c t i o n
S o u r c e
S e c t i o n s
T e a c h e r s
A v e r a g e P e r
S e c t i o n
P r e v i o u s S e c t i o n s
P r e v i o u s
T e a c h e r s
+ / - S e c t i o n s
+ / - T e a c h e r s
PK 39 2 1 Bilingual 0 0 #DIV/0! 0 39.00 2 1 0 0
DualLanguageBilingual 39 2 1 19.50 0
Regular
Regular 0 0 0 #DIV/0! 0 0.00 0 0 0 0
KG 66 3 3 Bilingual 52 3 3 17.33 0 17.33 3 3 0 0 Add due
DualLanguageBilingual 0 0 0 #DIV/0! 0 to program
Regular
Regular 14 1 1 14.00 0 14.00 1 1 0 0
1 69 4 4 Bilingual 0 0 #DIV/0! 0 31.33 3 3 0 0
DualLanguageBilingual 47 3 3 15.67 0
Regular
Regular 22 1 1 22.00 0 8.80 1 1 0 0
2 66 3 3 Bilingual 0 0 #DIV/0! 0 32.00 3 3 0 0 Add due
DualLanguageBilingual 48 3 3 16.00 0 to program
Regular
Regular 18 1 1 18.00 0 7.20 1 1 0 0
3 66 3 3 Bilingual 17 1 1 17.00 0 25.50 3 3 0 0 Add due
Mixed Bilingual 34 2 2 19.50 0 to program
Regular 5
Regular 10 1 1 10.00 0 7.50 1 1 0 0
4 62 3 3 Bilingual 15 1 1 15.00 0 22.00 3 3 0 0 Add due
Mixed Bilingual 29 2 2 14.50 0 to program
Regular
Regular 18 1 1 18.00 0 9.00 1 1 0 0
5 86 4 4 Bilingual 26 1 1 26.00 0 34.67 2 2 0 0
Mixed Bilingual 26 1 1 26.00 0
Regular
Regular 34 2 2 17.00 0 13.60 1 1 1 1
Totals 454 22 21 454 26 25 17.46 0 0 17.46 25 24 1 1
w/SpEd 479
Bilingual Cert. 18 0 Bilingual Cert. 0 0
Regular Cert. 7 0 Regular Cert. 1 150
Campus Organization Sample Page 2
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Projected
School: BURLESON Elem 107 2016-2017 School Year
StaffingMeetingDate: Friday, January 22, 2016 Local 199 School Funded Final
SPECIAL POPULATIONS
P r o j e c t e d M e m b .
S e c t i o n s
T e a c h e r s / P a r a s
A v e r a g e P e r S e c t i o n
S o u r c e
S e c t i o n s
T e a c h e r s / P a r a s
A v e r a g e P e r S e c t i o n
P r e v i o u s S e c t i o n s
P r e v i o u s T e a c h e r s
+ / - S e c t i o n s
+ / - T e a c h e r s
Gifted and Talented
Connections IV 0 0 #DIV/0! 0 0 #DIV/0! 0 0
Connections V 0 0 #DIV/0! 0 0 #DIV/0! 0 0
0 0 0 #DIV/0! 0 0 #DIV/0! 0 0 0 0
Reading Program
DRD (Reading) SpEd code 1 #DIV/0! #DIV/0! 0 0
DRD (Reading) 199 6 #DIV/0! #DIV/0! 0 0
7 0 #DIV/0! 0 0 #DIV/0! 0 0 0 0
Special Education
Teacher/Para
AIMI ( includingPara) 0 0 0 #DIV/0! #DIV/0! 0 0
AIMII (includingPara) 0 0.00 0 0
CRC 23 3 #DIV/0! #DIV/0! 3 0 0
CRC Paraprofessionals 5 5 0.00 5 0 0
SpecialEducationInstructionalCoach 0 0 #DIV/0! #DIV/0! 0 0
Inclusion 14 2 18.5 18.50 1 0 1
Resource Room 23 0.00 0 0
Speech Therapist 40 #DIV/0! #DIV/0! 0 0
AdaptivePE 8 #DIV/0! #DIV/0! 0 0
Other: #DIV/0! #DIV/0! 0 0
Support Paraprofessionals SpEd 1 0 #DIV/0! #DIV/0! 1 0 -1
114 0 10 #DIV/0! 0 0 #DIV/0! 0 10 0 0
FineArts
Orchestra 22 0.25 #DIV/0! #DIV/0! 0.25 0 0
Art #DIV/0! #DIV/0!
Vocal Music 479 0.5 #DIV/0! #DIV/0! 0.5 0 0
501 0 0.75 #DIV/0! 0 0 #DIV/0! 0 0.75 0 0
Centrally Funded Supplemental Positions
ActiveLearning Leader 185 2 #DIV/0! 2 0
Counselor 185 1 #DIV/0! 1 0
Nutrition Clerk/Campus or Nutri Clerk/PIA Fund 240/199 240/211 1 1 0
LPAC Clerk 185 1 #DIV/0! 1 0
Play Ground Monitor (part-time) Amount: $5,059 1 1 0
Other: FCF Social Worker 185 0.2 0.2 0
Other: Campus Clerk 199 1 1 0
5258 2 0.0 0 5.2 0.00 7.2 0
CampusFunded Personnel
Bilingual Literacy Teacher #DIV/0! 211 1 #DIV/0! 1 0 0
Bilingual Literacy Teacher #DIV/0! #DIV/0! 0 0
Science Teacher #DIV/0! #DIV/0! 0 0
Computer Teacher #DIV/0! #DIV/0! 0 0
Campus Teaching Coach #DIV/0! 0
InstructionalParaprofessionals #DIV/0! 211 1 #DIV/0! 1 0 0
Other: SSA 199 $5,059 1 N/A 1 0
Other: FCF Social Worker 185 0.3 0.3 0
Other:TechnologyTeacher #DIV/0! 211 1 #DIV/0! 1 0 0
Other: PreK Para #DIV/0! 211 1 #DIV/0! 1 0 0
1 #DIV/0! 0 4.3 #DIV/0! 0 5.3 0 0
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Campus Organization Sample Page 3
Projected Facility Needs 2016-2017 School Year
Space Available
Permanent Classroom Count 48
Multipurpose Building 1
Portable Classroom Count 0
Total Classroom Count 49
Space Needed 2016-2017Homerooms 25
Special Education Rooms 4
Designated Science Lab 2
Designated Computer Lab 2
Science Intervention Lab 0
Community Room 0
Parent Center
Speech (Special Education) 1
Counselor 1
Art 0
Music 1
Reading Specialist 1
Literacy Leader 1
Mathematics Leader 0
Physical Education 1
Conference 0
Connections (G/T Program) 0
Learning Resource Center 0
Other: AVANCE 3
Other: Orchestra 1
Other: Social Worker 1
Other:Active Learning Leaders
TotalClassrooms Needed 44
Space Available or (Needed) 5.0
Portables (Available) or Needed 0.0
52
Elementary School Staffing Differences Elementary School Staffing Differences
2015-2016 2016-2017 Actual
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Campus
2015-2016
199 Allotment
2016-2017
199 Allotment
Actual
Gain/Loss
Alta Vista 21 18 -3
Aoy 30 30 0
Barron 24 22 -2
Beall 24 25 1
Bliss 31 28 -3
Bond 29 28 -1
Bonham 17 17 0Bradley 22 22 0
Burleson 24 25 1
Burnet 17 15 -2
Cielo Vista 22 24 2
Clardy 26 27 1
Clendenin 25 24 -1
Coldwell 27 27 0
Collins 30 29 -1
Cooley 29 27 -2
Crockett 28 28 0
Crosby 27 27 0Douglass 23 21 -2
Dowell 17 16 -1
Dr. Green 26 24 -2
Fannin 27 27 0
Guerrero 29 28 -1
Hart 28 27 -1
Hawkins 20 20 0
Herrera 28 26 -2
Hillside 26 24 -2
Hughey 37 37 0
Johnson 30 27 -3
Campus
2015 2016
199 Allotment
2016 2017
199 Allotment
Actual
Gain/Loss
Kohlberg 36 33 -3
Lamar 30 29 -1
Lea 31 29 -2
Lee 42 42 0
Logan 25 24 -1
Lundy 39 40 1
MacArthur 21 19 -2
Mesita 54 55 1
Milam 36 41 5
Moreno 26 26 0
Moye 31 28 -3
Newman 30 28 -2
Nixon 27 26 -1
Park 29 27 -2
Polk 33 33 0
Powell 30 28 -2
Putnam 25 24 -1
Rivera 21 21 0Roberts 24 22 -2
Rusk 20 20 0
Schuster 15 15 0
Stanton 26 26 0
Tippin 28 28 0
Travis 21 20 -1
Western Hills 26 25 -1
Whitaker 25 22 -3
White 24 26 2
Zavala 16 15 -1
Total 1535 1492 -43 53
Middle School Staffing Differences High School Staffing Differences
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g
Campus
2015-2016
199 Allotment
2016-2017 199
Allotment
Actual
Gain/Loss
Armendariz 32.07 31.07 -1.00
Bassett 29.67 28.30 -1.37
Brown 38.55 37.55 -1.00
Canyon Hills 37.96 37.13 -0.83
Charles 32.24 30.72 -1.52
Guillen 39.90 38.25 -1.65
Henderson 36.44 38.44 2.00
Hornedo 57.32 59.32 2.00
Lincoln 41.65 40.15 -1.50
MacArthur 23.24 23.24 0.00
Magoffin 36.47 33.24 -3.23
Morehead 32.48 31.18 -1.30
Richardson 36.35 34.35 -2.00
Ross 44.80 47.13 2.33
Terrace Hills 25.74 26.25 0.51
Wiggs 43.49 43.20 -0.29
Total 588.37 579.52 -8.85
High School Staffing Differences
Campus
2015-2016
199 Allotment
2016-2017 199
Allotment
Actual
Gain/Loss
Andress 75.38 75.34 -0.04
Austin 70.58 66.75 -3.83
Bowie 59.58 63.27 3.69
Burges 66.50 67.36 0.86
Chapin 87.00 84.65 -2.35
Coronado 118.25 118.17 -0.08
El Paso 62.66 61.86 -0.80
Franklin 122.02 121.01 -1.01
Irvin 66.20 63.49 -2.71
Jefferson 44.71 44.43 -0.28
Silva 38.49 39.73 1.24
TMECHS 23.60 23.00 -0.60
Total 834.97 829.07 -5.90
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Middle School Externally
Funded FTE Positions
Location2016-17 Staffing
External Allotment
Henderson Middle School 2
Ross Middle School 1
Canyon Hills Middle School 1
Guillen Middle School 2
Charles Middle School 0
Morehead Middle School 3
Magoffin Middle School 1
Terrace Hills Middle School 4
Bassett Middle School 4
Lincoln Middle School 1
Wiggs Middle School 0
Hornedo Middle School 0
Armendariz Middle School 1
Richardson Middle School 1
Brown Middle School 1
MacArthur Middle School 0
TOTAL 22
High School Externally
Funded FTE Positions
Loc Name2016-17 Staffing External
Allotment
Andress High School 1
Austin High School 1
Bowie High School 2
Burges High School 0
Coronado High School 0
El Paso High School 1
Irvin High School 2
Jefferson High School 2
Franklin High School 0
Franklin 9th Grade Center 0
Silva Health Magnet 0
Chapin High School 1
TOTAL 10
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2016 2017 Staffing Cuts
Campus Type Total Cuts
Elementary 43
Middle Schools 8.85
High Schools 5.90
Total 57.75
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Special Education Staffing Added
Position Elementary Middle School High School
Paraprofessional AIM 1Paraprofessional Support 11 2 2
Structure Learning Unit Teacher 1
AIM Teacher 1 1
Resource Teacher 5 5
Total 19 2 8
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Elementary Staffing Guidelines
Position Allotment Position Allotment
Principal 1 PEIMS Clerk 1
Assistant Principal 0-800 = 1
801+ = 1
Office Assistant 1
Counselor 1
1,000+ = 2
Librarian 1
Campus LPAC Clerk 1
Nurse 1
Playground Monitor 1
Secretary to
Principal
1
Military Family Liaison76-200 = .5
201+ = 1
58
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Middle School Staffing Guidelines
Position Allotment Position Allotment
Principal 1 Attendance Clerk 1
Assistant Principal 500 and Under (1)
501-1,000 (2)
1,001-1,800 (3)
1,801-2,500 (4)
2,501+ (5)
Bookroom Clerk 1
Counselor 400:1 Campus Clerk 1
At-Risk Coordinator 1 LPAC Clerk 1
Librarian 1
Nurse 1
Secretary to Principal 1
Military Family Liaison76-200 = .5
201+ = 1
Registrar 1
Campus Patrol 600:1
PEIMS Clerk 1
59
High School Staffing Guidelines
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Position Allocation Position Allocation
Principal 1 Senior Attendance Clerk 1
Assistant Principal, Guidance & Instruction 1 PEIMS Clerk 1
Assistant Principal, Discipline 3
2,000-2,500 (4)2,501-3,000 (5)
Campus Patrol 1,400 or below: 2 (1male, 1 female)
1,401-2,100: 32,101-2,800:4
2,801+: 5
Counselor 350:1 Attendance Clerk 1
Manager, Student Activities 1 Registrar Assistant 1
Librarian 1 Campus Clerk 1
Assistant Librarian 1 LPAC Clerk1
Nurse 1 SEMS Clerk
Secretary to Principal 1
Registrar 1 Military Family Liaison 76-200 = .5
201+ = 1
Business Agent 1 Bookroom Clerk 1
60
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El Paso Independent School District (EPISD) worked with American Productivity and Quality Center
(APQC EDUCATION) to engage in the building of the support structure for systemic improvement across
the district. The purpose of this collaboration was to provide several departments with an opportunity
to address efficiencies and effectiveness in a cross-functional process focused approach through
Process and Performance Management (PPM). The complete report from APQC is attached.
PROCESS IMPROVEMENT OVERVIEW
IMPLEMENATION
Five EPISD Departments participated in 4 day training sessions
and 2 virtual coaching calls with an APQC Senior Advisor to learn
the methodology and tools for Process and Performance
Management (PPM).
Each department utilized the strategies to develop and document
a process improvement project in PowerPoint Storyboards
The Storyboards document the work, communicate results, and
include next steps for implementation and monitoring of the new
or improved process.
PROCESS IMPROVEMENT PROJECTS
EXTERNAL FUNDING ➔ SUBMITTING ENTITLEMENT GRANT
FACILITIES & CONSTRUCTION ➔ REQUESTING FACILITIES IMRPROVEMENTS
STRATEGY & ACCOUNTABILITY ➔ CONDUCTING PROGRAM EVALAUTIONS
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El Paso Independent School District
Process and Performance Management
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Table of Contents
Page
Executive Summary 2
Process and Performance Management (PPM) Overview 4
PPM Projects
Submitting the entitlement grant (External Funding) 7
Requesting facility improvements (Facilities and Construction) 9
Conducting program evaluations (Strategy and Accountability) 11
Requesting technology support (Technology Help Desk) 13
Managing inbound material flow (Warehouse) 17
Recommendations for Next Steps 19
Appendices
Appendix A: Process Management 21
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Executive Summary
El Paso Independent School District (EPISD) chose to work with the American Productivity and QualityCenter (APQC Education) to improve operational effectiveness and efficiencies. APQC has found through
years of experience that the very best approach for systemic improvement is to blend Process
Management, Performance Management and Process Improvement. Process Management helps
organizations create a structure that increases the ability to address efficiencies and effectiveness in a
cross-functional, process focused approach to obtain higher levels of performance.
Five Departments are currently working on implementing process improvements to better serve the
district and all stakeholders. These projects include:
Project Team Process
External Funding Submitting entitlement grant
Facilities and Construction Requesting facilities improvements
Strategy and Accountability Conducting program evaluations
Technology Requesting technology support (Help Desk)
Warehouse Managing inbound material flow
The teams participated in four days of training to learn the methodology and tools for
Process and Performance Management (PPM). During the sessions, the teams began
work on their projects and then had follow-up virtual coaching with APQC to support
and facilitate each team’s progress. As a component of the project, the teams are
creating a Storyboard to document the work and communicate the results and next
steps for implementing the improved or new process.
The teams concluded their formal training with Dr. Kathryn LeRoy, APQC Senior Advisor, on November 4working to develop implementation plans and strategies to sustain and monitor the processes. The
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• The design, development, and implementation of a help desk process that results in:
o Improved customer experience
o Categorization and measurement of work orders
o Reduced time and resource allocation by $X (TBD)
o Performance measurement at the individual and aggregate levels
o Ability to analyze trends and forecast resource allocation
• Creation of processes for consistent inbound material flow and vendor accountability. Theseprocesses will result in a 10% decrease of backorders. The decrease in back orders will then
decrease labor and maintenance/operation costs by X (TBD) and minimize the impact to
instruction, as well as the other needs of the campuses/departments.
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Process and Performance Management
Performance Management is a comprehensive process for establishing measurement systems
that
assess an organization’s on-going ability to perform against strategic goals and customer
needs. The measurement system must include both outcome measures and measures to
determine the efficiency and effectiveness of the process activities.
Process Management is a systematic approach to identify and align an organization’s
processes and measurement systems that aligns work efforts to strategic goals and customer
requirements and includes:
Gathering and analyzing customer and stakeholder data
Performing gap analyses
Identifying and prioritizing process improvement opportunities
DMAIC Methodology
DMAIC refers to a data-driven
improvement cycle used for improving,
optimizing, and stabilizing operational
and
educational processes and designs.
DMAIC is an abbreviation of the five improvement steps: Define, Measure, Analyze, Improve, and Control.
All of the DMAIC process steps are required and always proceed in this order.
Define
Defining and understanding the process includes:
Clearly identifying the problem and laying the foundation for process
improvement
activities
Understanding how the process works – or not
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Improve
After identifying possible root causes, the improve phase leads to:
Developing potential solutions
Evaluating and selecting the best solutions
Developing a future focus process map that reflects what the process will look like after changes are made
Developing and implementing a pilot solution
Confirming attainment of project goals
Control
A critical factor in sustaining improvements over time is building in the controls that will ensure
the continued process efficiency and effectiveness. This includes building a control plan,
documenting the process, monitoring measures of success, and internalizing the changes.
Developing a control plan:
Ensures the process is continuously monitored
Supports organizational Process Management efforts
Places controls on the process that will ensure consistent performance including mistake
proofing, documentation, and continued gathering of Voice of the Customer (VOC) and
Voice of the Stakeholder (VOS) data
Tools and Templates
APQC provided the following tools and templates to support documentation of the processes
and to develop a
plan to implement, control, and sustain the efforts:
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Roles and Responsibilities (RACI): A roles and responsibilities chart clarifies
relationships and establishes responsibilities for decisions, tasks, and activities to
achieve desired project or
process goals. RACI (Responsible, Accountable, Consult,Inform) diagrams ensure that the right people are in place to handle complex
processes and in the right role at the right time. RACI diagrams can be used to identify
roles and responsibilities at multiple levels of the organization, for example across the
organization, within a department, division, or within a work group
SIPOC: The SIPOC analysis tool provides a big picture view of the important elements of
the process. The team uses the SIPOC to gain a deeper understanding of the broader
context or system in which the process occurs. A SIPOC is generally used to identify
only the very high level
steps in a complex process. However, the complexity of aprocess may warrant using the SIPOC tool for each of those high level process steps to
reach the level of process specificity to clearly identify the required sub-processes.
Stakeholder Analysis: The stakeholder analysis identifies the individuals or groups with
an interest in a project that includes a rollout of change that will need the support of
those who can make it succeed. A stakeholder is anyone with an interest or right in an
issue, or anyone who can affect or be affected by an action or change. Stakeholders
may be individuals or groups, internal
or external to the organization. Stakeholdersmay also be primary customers.
Sustainability Plan: Change rarely occurs without affecting behavior, expectations, new
knowledge and skills, or all of these. Since people and organizations tend to resist
change, even when it significantly improves their work or benefits them, putting a
plan in place to support change is important to develop a plan to support the change.
There is a dynamic balance between the forces pushing for change and forces holding
to the status quo. What is the balance of pressure and support needed to stabilize the
new design/change?
Voice of the Customer: The Voice of the Customer (VOC) table is a tool to capture and
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PPM Projects
The project teams completed a Project Storyboard that provides that documents the DMAIC
methodology and tools used by the teams. While the formal training is complete, the Storyboards
represent the progress of the teams as of November 15, 2015. The implementation of the projects spans
the remainder of the 2015-2016 school year. Sustaining these improvements or new processes will
require ongoing monitoring, support, and continuous improvement based on both leading and lagging
performance indicators. Following are key excerpts from the project team Storyboards.
Submitting entitlement grant
Team: External Funding
Process Owner: Esther Jacobo
Team Members: Anna Torres, Elizabeth Perez
Opportunity
We have the opportunity to establish consistency across the District in determining district-wide
needs. This will allow us to:
Collaborate
Support the District and Campus strategic plans
Improve communication between all stakeholders
Problem Statement
There is not a documented process for submitting the entitlement grant application. This creates
inconsistencies in the collection of data, compliance reports and budget discrepancies. Resulting
in:
Budget errors
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Lack of required information
Delays in receiving funding
SIPOC
Key Performance Measures
# of errors on submitted information
# of incomplete schedules
# of questions from stakeholders needing assistance in completing the schedules
Process Analysis
Sub-process Map for “gathering and reviewing data” (step 1 in the SIPOC)
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Lessons Learned
Importance of a documented process
How to analyze a process to identify weaknesses or bottlenecks
Benefits of making Process and Performance Management (PPM) a districtwide effort
Next Steps
Document all processes in the department
Create procedures for all processes
Monitor and evaluate for continuous improvement
Requesting facilities improvements
Team: Facilities and Construction
Process Owner: Adrian Stresow, P.E., Director, Facilities & Construction
Team Member: Liliana Fierro
Opportunity
The district has an opportunity to create a systematic process for campus administration to
approach facility improvements to benefit learning environments. There is currently no clearly
defined process by which to follow a request from initiation to possible completion.
Problem Statement
There is not a systematic process for campus administration to request and achieve facility
improvements to positively impact learning environments. Without a process, the district is
missing opportunities to make timely and necessary facility improvements.
There is no baseline data to determine the extent of the impact of operating without a
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SIPOC
Key Performance Measures
$ of facility improvements
#/% requests per campus
# of each type of request
% customer satisfaction
Process Analysis: New Process Parameters
Communication
o Sharing Information with principalso Communication with senior leaders
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Conducting a program evaluation
Team: Strategy and Accountability
Team Leader: Jose Lopez, Executive Director, Strategy and Accountability
Process Owner: Victoria Orozco, Director of Strategy and Evaluation
Team Members: Victor Maldonado, Yesica Torres, Carlos Perales
Opportunity
We have the opportunity to impact and support the improvement of programs in EPISD. We willhave the benefit of establishing a process that will be:
Clearly defined
Strategically implemented
Monitored for effectiveness
Problem Statement
There currently is not a Program Evaluation Process.
Goal Statement
The Strategy and Accountability Department will create, implement, and measure the Program
Evaluation Process.
Cost of Poor Quality
Poor use of Human Capitalo rework, busy work, duplication of effortso completing non-essential work
Programs not being evaluated
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SIPOC
Key Performance Measures
# of evaluations requested
# of evaluations requested using new process
# of various types of evaluations requested using new process
# of planning guides on file
Cycle time of request to planning guide on file with signature
Cycle time of request to time of evaluation completed
# evaluations completed following new process # of customer feedback forms collected on process
# f iti f db k i f ti
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Process Analysis: Conducting a program evaluation
Lessons Learned
Process must be established in order to ensure support of District Priorities
Process are important for department efficiency and effectiveness
Identify and improve efficiencies as a continuous process
Important to evaluate our own department like we do other programs
Next Steps
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Opportunity
The district has an opportunity to bring greater efficiency and effectiveness to the help desk
management process, improving the customer experience and introducing visibility to all stepswithin the process.
The process must start and end with the customer, and will be measured by SLA criteria,
customer satisfaction, and greater staff accountability.
Problem Statement
Insufficient help desk process, resulting in:
no customer feedback loop limited customer visibility
insufficient work order measurement
inadequate work categorization
limited individual staff accountability
insufficient District visibility of overall performance
inability to correlate resources to performance
insufficient to analyze trends
Inadequate process management capability costs $X in resource allocation. Insufficient customer
feedback costs satisfaction levels by X%. (Note: Lack of current accurate, reliable data, or
accessible data has made it difficult to compute the extent of the problem.)
Goal Statement
To build a help desk process – March 2015 – that results in:
improved customer experience
categorization and measurement of work orders reduced time and resource allocation by $X
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SIPOC
The process of providing technical support via the help desk has two major hand-off points between
the help desk staff and the technicians. The yellow highlighted process steps are completed by thetechnicians who then hand off back to the help desk staff.
Key Performance Measures
Outcomes/Outputs Metrics
# of work orders in queue
Cycle time to resolve ticket
# customers not agreeing on workcompletion
% customer satisfaction
Inputs and Process Metrics
# completed tickets/tech
Support staff is able to gauge theirperformance and adjust accordingly (calls
closed per day/longevity of solution
implementation)
Help Desk software features meet the
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Process Analysis
Lessons Learned Customers and Staff adopting new process
Tracking the work order process (Fedex Expectations)
What customer wantso Expected time of worko Completion of worko Satisfaction of worko Status of worko The project validated the development of the help desk system
Inform resource management
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Managing inbound material flow
Team: Warehouse
Process Owner: Ernesto Ortiz
Team Members: David Alvarado, Victoria Orozco
Opportunity
We have the opportunity to plan and manage the inbound material flow for Warehouse Services.
We need a process that will:
Expedite the flow of materials from receipt into stock location
Increase vendor accountability
Facilitate the departments mission of providing resources in a timely manner
Problem Statement
Inconsistent flow of inbound materials, and the lack of a process to hold vendors accountable,
results in X amount of backorders. Backorders, in turn, result in an order being pulled and
delivered more than once. These multiple pulls and deliveries cost X amount in labor and X
amount of maintenance/operation cost. Not having resources in stock has the potential of
impacting instruction and other needs of the campus/department.
Goal Statement
By January 2016, create processes for consistent inbound material flow and vendor
accountability. These processes will result in a 10 % decrease of backorders. The decrease in
back orders will decrease labor and maintenance/operation costs by x . It will also minimize the
impact to instruction, as well as the other needs of the campuses/departments.
SIPOC
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Key Performance Measures
# of back orders
$ cost/backorder % of customer satisfaction
Future vendor performance metricso Cycle timeo Qualityo Serviceo Value
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Recommendations for Next Steps
Develop a governance system to support, guide, and sustain Process and Performance
Management. Governance includes, but is not limited to, the following:
o Developing strategies and setting the vision
o Creating goals and business objectives
o Providing oversight of organizational activities
o Monitoring business performance
o Capturing on-going Voice of the Customer
o Performing a gap analysis and prioritizing improvement opportunitieso Identifying resources to support improvement projects
Establish clear roles and responsibilities for Process and Performance Management. Followingare typical roles and responsibilities for project teams:
Program Manager : the person named as the responsible party internal to an organizationthat will manage and oversee PPM efforts such as scheduling coaching, arranging for formalproject reviews, acting as liaison between the teams and the cabinet.
Process Owner : the person who has the most at stake for the results; responsible fordesign, measurement and monitoring, continuous improvement and reporting; generally, aperson with some level of authority that can make decisions regarding changes to theprocess, moving people or changes their jobs, spending money, etc.
Champion/Sponsor : person who provides support to project action teams and removesroadblocks that would prohibit team success; ensures the teams continue to move forwardtoward successful conclusion; ensures teams have access to experts and coaching
Team Leaders: responsible for pulling all the team work together and ensuring projectdocumentation is complete; acts as liaison between district leadership and team as well ascoaches and team; acts as project leader tracking action items and keeping the team movingtowards successful conclusion; works with Program Manager to ensure progress on projects
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Identify Voice of the Customer (VOC), which includes teachers, students, staff, and appropriate
stakeholders to determine the specific needs and requirements of the processes that will supportthe district’s vision and goals. Developing multiple methodologies to clearly understand the VOCwill ensure that process improvements address the needs, requirements, and expectations ofcustomers across the functional units within the district and across the life cycle of each process.
Develop measurement systems that provide accurate and frequent results on the effectiveness ofthe core processes that directly support the district’s strategy and operational effectiveness andefficiency. Metrics should include leading performance indicators that can signal the currentcapability of a process to perform as designed and potentially deliver the expected outcomes tocustomers and stakeholders.
Provide the opportunity for additional teams to complete PPM training to develop the knowledgeand skills to execute the improvement process for future process improvements.
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Appendix A: Process Management
Process Management is a systematic approach to identify and align an organization’s processes andmeasurement systems that aligns work efforts to strategic goals and customer requirements and
includes:
• Gathering and analyzing customer and stakeholder data
• Performing gap analyses
• Identifying and prioritizing process improvement opportunities
Process management can be implemented at any level of an organization, but works best if all levels
incorporate the methods. For example, a principal at a campus may have a process management systemthat feeds upstream to the district level system, and in turn, the district level system may feed into a
process management structure at a state level.
When creating or revising the organization’s strategic plan, consider what components exist within the
leadership level and which ones do not. Having a sound process management system will drive better
implementation of your strategic plan – and knowing about Process and Performance Management will
enhance how the organization crafts and distributes the strategic plan.
The following visual illustrates process management as a systemic and closed loop process. In a closedloop approach, all the information found from formalized projects or work out events should be fed
back into the governance systems for PPM.
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Appendix B: About the American Productivity and Quality Center (APQC)
North Star Vision
The North Star project is our vision to transform the U.S. public education system through Process
and Performance Management. Using an approach based on over 30 years’ experience with
thousands of global organizations, APQC Education conducted a pilot program in 2009 with 10
school districts to illustrate the impact of our work. In one year, these 10 school districts saved $17.5
million dollars and released over 40,000 instructional hours back into the classroom. Since then the
North Star Community of school districts has dramatically increased in size and new members are
seeing similar results! Our goal is to see EVERY school district in the United States similarly
transformed. The North Star name was chosen to symbolize this project as a universal guidance
system for transforming education and as an inspiring goal that won’t change over time.
Currently, we’re are over 81 North Star Community members who have saved over $110M on
completed projects.
Educational outcomes (test scores, graduation rates, AYP) cannot be improved if the processes thatgenerate those outcomes are not improved.
For this reason, APQC Education approaches student achievement in a more holistic manner,
seeking causes for problem areas that may result in low achievement scores or in higher costs to the
district, which may detract from the learning experience or instructional budget. Our approach
combines process management and performance management and was designed