DESCRIPTION
Take action to improve Districtwide student attendance
TASK
The District will produce monthly reports on attendance, absenteeism, and suspensions that will be shared with building principals; make monthly attendance data publicly available; review and update its existing attendance policies around attendance, absence, and suspensions; develop a Student Attendance Improvement Plan (SAIP) for each student with chronic absences; assign a staff person to monitor each SAIP; and evaluate its progress in improving student attendance annually against the targets set in the Recovery Plan
MAIN PARTY
Director of Accountability
ADDITIONAL
PARTIES
Building administrators, Child Accounting Office, Public Relations Coordinator
STATUS
Completed
NOTES
2021-22 - Production of monthly reports began at the end of September 2021. A review of policies is in process with formal adoption by the Receiver scheduled for November 15, 2021. A report was provided by building principals at the 2/28/2022 Act 141 team meeting which outlined steps taken at each level to improve student attendance. District student attendance is available on the Data Dashboard on the District website.
2022-23 - A committee will be formed after July 1, 2023 consisting of CRO, district and building level leadership to discuss strategies for improving student attendance.
2023-24 - The District is currently tracking student attendance and developing reports that are shared monthly. Human capital continues to impact this area. It's unclear if Student Attendance Improvement Plans (SAIPs) have been implemented with fidelity.
DEADLINE
July 2022
DESCRIPTION
Increase staff attendance by enforcing existing policies and improving reporting
TASK
The district will generate weekly and monthly staff attendance reports; reconvene the Staff Absenteeism Task Force to meet monthly; generate
quarterly reports on the costs of substitutes and overtime; and will review and update its existing attendance policies focusing on attendance and absences
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Business Services, Office of Human Resources
STATUS
In Progress
NOTES
2021-22 - Weekly and monthly staff attendance reports have been generated as of September 27, 2021.
2022-23 - The Director of HR works directly with building principals to address leave without pay concerns. The District is now enforcing staff attendance policies.
2023-24 - The District's Human Resources Director works with school principals to enforce the District’s existing policies and address leave without pay. The District acknowledges that human capital continues to be an issue for the District, but is taking steps to improve staff recruitment, retention, and attendance.
DEADLINE
August 2022
DESCRIPTION
Improve accountability for student performance
TASK
The District will review student performance data regularly with building leaders; develop a differentiated professional learning plan for staff; finalize a failure elimination plan; and incorporate student performance into evaluations of principals.
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Building leaders, Office of Academics, Office of Accountability, Office of Human Resources
STATUS
Completed
NOTES
2021-22 - Baseline student data for the 2021-22 school year has been collected and reviewed by building school improvement teams. Middle of the year student data has been collected and reviewed by principals and teachers. A comparison of data was presented at the March 21st School Board meeting by Dr. Susan Sneath, Chief Academic Officer.
2022-23 - Student data is disseminated to admin and building principals. Acadience and STAR Reading and Math is used for benchmarking students. Differentiated professional development has not yet been started. The District has created the position of Director of Professional Development effective July 1, 2023. A Failure Elimination Plan has not yet been started. The position of Director of Schools has been created. Principals have created academic goals for their buildings and are required to report progress on goals at the end of the 2022-23 school year.
2023-24 - The District has created Supervisor of Professional Development and Director of Schools positions to provide additional supports. Additionally, school principals are tasked with developing academic goals for their buildings and report progress at the end of the school year. Data from Imagine Learning, Acadience, Star Reading, and Math is shared between the central office staff and building principals.
DEADLINE
August 2022
DESCRIPTION
Use academic data to inform instructional practices
TASK
The District will identify the key academic data sources; review the quality of the data; select a framework to use to analyze the data; develop and distribute data to staff; each building will hold a monthly data meeting; provide training to staff on how to interpret academic data and how to adjust practices; and make assessment data publicly available
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
District staff and building leaders, Office of Accountability, IT Department, Office of
Academics
STATUS
Completed
NOTES
2021-22 - The District has identified Acadience as a key data source for the 2021-22 school year. Data Wise has been selected as the framework for data analysis. Building teams are in Year #2 of training.
2022-23 - Principals and teams are trained in Data Wise. Monthly grade level and department meetings are held. There needs to be increased fidelity for the effectiveness of data meetings. The District is moving forward with a framework for instructional practices.
2023-24 - The District is moving forward with a framework to support instructional practices. Principals and their teams were trained in Data Wise and monthly grade and department level meetings are held regularly.
DEADLINE
July 2022
DESCRIPTION
Continue Professional Learning Communities (PLC) for
principals and assistant principals
TASK
The District will expand the existing PLC program to include assistant principals; continue to hold PLC meetings on a monthly basis
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2021- 22 - Assistant Principals have been included in monthly Professional Learning Community (PLC) meetings. PLCs meet on a monthly basis. The District will continue to monitor the effectiveness of PLCs.
2022-23 - PLCs continue to meet monthly.
2023-24 - The District’s Professional Learning Communities hold monthly meetings with principals and assistant principals.
DEADLINE
September 2021
DESCRIPTION
Continue coaching programs in the District
TASK
The District will continue its instructional coaching program
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Office of Academics
STATUS
In Progress
NOTES
2021-22 - Instructional coaches are assigned to each school in the District. Effectiveness of this initiative will continue to be monitored.
2022-23 - Instructional coaches continue to work with teachers in each building in the District. A system for monitoring the effectiveness of this strategy must be established.
2023-24 - An instructional coach has been assigned to each school building and the District is in the process of establishing a system to monitor their effectiveness.
DEADLINE
August 2021
DESCRIPTION
Conduct annual performance evaluations of all staff
TASK
The District will establish a timeline and format for an annual performance review process; develop training materials for staff on how to understand and use performance evaluations; complete annual performance evaluations for all staff; and maintain copies of annual performance
reviews in employee files
MAIN PARTY
Office of Human Resources
ADDITIONAL
PARTIES
Office of Academics, Office of Accountability
STATUS
Completed
NOTES
2021-22 - District leadership is working on a timeline for the employee evaluation process for the 2021-22 school year. Professional employees will be evaluated using the Act 13 PDE forms; however, evaluations for the 2021-22 school year will not be issued until fall. Administrators will be evaluated by the Superintendent in June 2022. There is currently no evaluation tool in effect for non-certificated employees.
2022-23 - The District continues to evaluate certificated employees. The District still needs to develop an evaluation tool/process for AFSCME and Act 93 non-certificated employees.
2023-24 The School has established an evaluation process to evaluate certified staff, relying on tools such as Frontline, the PEERS system, PDE 13-2 forms, and PDE 13-1 forms. The District is working on developing an evaluation process for non-certified staff members. The District is also working with the Pennsylvania Association of School Personnel Administrators to complete an audit of the Human Resources Office.
DEADLINE
May 2022
DESCRIPTION
Ensure high-quality staff in key leadership positions
TASK
The District will establish a timetable for filling vacancies in positions currently filled by MCIU staff; update job descriptions and establish a
statewide and national plan for advertising openings; form an internal interview team to review applications and identify well-qualified and experienced school professionals; the Interview team will submit recommendations for the position(s) for the Receiver to review; and all positions vacated by the MCIU staff are filled by District employees
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
Office of Human Resources, Office of Business Services
STATUS
Completed
NOTES
2021-22 - The MCIU contract for the Office of Academics has been extended to June 2023. A Superintendent and Assistant Superintendent were hired. The job description for Business Administrator has been updated, position advertised, and interviews conducted as of November 2021. A qualified Business Administrator was hired in January 2022. The MCIU Director of Human Resources will retire as of June 30, 2022. A qualified Director of Human Resources was hired in April 2022 as a District employee.
2022-23 - The Business Administrator title was changed to Chief Financial Officer. All District leadership positions have now been filled: Director of Virtual Learning, Director of Special Education, Director of Schools, Director of Early Childhood, Director of Professional Development, Director of Finance, and Director of Extended Learning, and an ESSER Administrator.
2023-24 - The District has been actively recruiting and hiring high-quality staff members to fill leadership positions and continues to work towards filling other vacancies. For 2023-24, the District has budgeted for a Director of Early Childhood Education, Supervisor of K-12 ELA and Social Studies, Supervisor of
Math and Science, Supervisor of Professional Development, and Supervisor of School Improvement.
DEADLINE
May 2022
DESCRIPTION
Continue to implement a standards-aligned curriculum and invest resources in curriculum
TASK
The District has a standard curriculum for all subjects
and grade levels across the District that is aligned to
state standards and has allocated resources toward this
annually
MAIN PARTY
Superintendent and Assistant to the Superintendent
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
2021-22 - The Office of Academics is leading the curriculum review process for Social Studies and Science K-12. Math and ELA curricula were written and adopted this year.
2022-23 - The Office is Academics is writing Social Studies and Science curriculum K-12. There is a need to complete a curriculum audit for all core content areas.
2023-24 - The District has completed the development and implementation of a math curriculum and is currently working on developing an ELA curriculum. Once complete, the District plans to monitor progress and effectiveness through a curriculum audit. The District has also updated the curriculum for health & physical education, media literacy, art, and music.
DEADLINE
January 2022
DESCRIPTION
Follow MTSS process with fidelity in all buildings
TASK
The District will develop an implementation schedule for MTSS in all buildings; develop and deliver training to all staff on MTSS approach;
implement MTSS in all buildings; create a system to determine whether students are responding to interventions at each Tier; and evaluate the MTSS program annually
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Office of Accountability
STATUS
In Progress
NOTES
2021-22 - Academic team is conducting instructional sweeps to collect data every 3 weeks; instructional map for interventions (K-4) has been developed. There is still significant work to be done in this area to ensure that the MTSS framework is being used in all buildings.
2022-23 - The District has planned implementation of an MTSS framework for the 2023-24 school year. Trainings are scheduled for the fall of 2023. The District has applied for a grant to hire an MTSS Coordinator. If the grant is awarded, the Director of Special Education has agreed to pay two stipends - one for elementary and one for secondary - to support school MTSS teams. The District is also in the process of developing an MTSS Playbook for implementation in the 2023-24 school year.
2023-24 - The District received grants to support behavioral pieces of MTSS. The District is collaborating with Effective School Solutions in the development of a MTSS playbook with the goal of implementing in the Fall of 2023. The playbook will outline procedures to support students at all tiers. The District is applying for grants to hire a MTSS coordinator as well as exploring alternative methods of funding the position in the absence of a grant. MTSS has not yet been implemented with fidelity across District buildings.
DEADLINE
February 2022
DESCRIPTION
Continuation of learning options for District students
TASK
The District will develop a monthly report of all District and charter enrollment; verify placements to all charter schools on a monthly basis; monitor progress against reenrollment targets on a monthly basis; and continue the marketing committee
MAIN PARTY
Superintendent, Director of Virtual Learning
ADDITIONAL
PARTIES
STATUS
In Progress
NOTES
2021-22 - The District generates a monthly report of all students attending cyber/charter schools to verify placements. The District's marketing committee for HVLA has continued to meet from December 2021 - April 2022. Marketing campaigns were conducted. A new Director of Virtual Learning was named effective July 1, 2022, whose sole focus will be on advancing the virtual learning options for Harrisburg students.
2022-23 - The Director of Virtual Learning has expanded the HVLA program this school year by offering project days where students come into the Lincoln Building to work in-person with other students, similar to activities offered at outside competitive charter schools. The marketing efforts must continue to be a priority as the District continues to lose students to outside cyber/charter schools, and many parents are not aware that HVLA exists. The principals and counselors need to inform parents of this option when parents notify them of their intent to withdraw their child from the District.
2023-24 - Cougar Academy and Harrisburg Virtual Learning Academy (HVLA) serve as options for the District's students in addition to career pathways opportunities at the high school level. Examples include a pre-apprenticeship opportunity with ABC Network and with Hamilton Health and UPMC for
opportunities. The Director of Virtual Learning has continued to support the expansion of the HVLA program. The District is working on developing a marketing strategy to bring students back to the District. The District hired a College and Career Coordinator and has established dual enrollment programs
with Harrisburg University, Temple University, and HACC.
DEADLINE
Ongoing
DESCRIPTION
Attract and retain students at HVLA and Cougar Academy
TASK
The District will develop and maintain a database of current charter students; begin conducting outreach to current HVLA and Cougar Academy students; begin administering exit surveys to families not returning to HVLA or Cougar Academy; and develop the HSD Academies Media Plan
MAIN PARTY
Director of Virtual Programming
ADDITIONAL
PARTIES
Public Relations Coordinator
STATUS
In Progress
NOTES
2021-22 - A database of students attending cyber/charter schools has been developed and is monitored on a monthly basis. Exit surveys are under development for November 2021. The marketing committee will meet in early December to plan the mid-year marketing push. A marketing campaign was conducted in January 2022, specifically directed at students attending Premier Charter School, Sylvan Heights Charter School, CCA and PA STEAM. As of June 2022, there are 17 students who have asked to return to HBGSD and attend Cougar Academy.
2022-23 - Attendance has grown for both HVLA and Cougar Academy. Approximately 30% of John Harris HS students attend HVLA. The District will need to look at funding options for sustainability of HVLA and Cougar Academy.
2023-24 - Attendance at both Cougar and HVLA has increased, and as of March 2023, Cougar Academy and HVLA enrollment was 390 and 681 students respectively. The District would like to identify funding options to continue to sustain the continuation of both programs after the expiration of ESSER funding.
DEADLINE
December 2021
DESCRIPTION
Review Special Education program costs and placements
TASK
The District will confirm the residency of each student on a monthly basis; compile a database of all special education costs starting with the existing Act 16 information and adding in additional available data (i.e. transportation costs, etc.); analyze comparable costs and identify a total per pupil cost for special education; review the number of special education students returning to the District from outside placements and the number of referrals; issue a report of total special education costs twice per year to be shared with the administration; assess the number of compensatory education settlements it is making on an annual basis; and assess whether special education services can be provided at a lower
cost on an annual basis
MAIN PARTY
Director of Special Education
ADDITIONAL
PARTIES
Child Accounting Office, Office of Academics, District administration
STATUS
Completed
NOTES
2021-22 - The District has begun confirming residency of all special education students as of October 2021. The current Director of Special Education will retire effective June 30, 2022. A new Director of Special Education was hired to begin on July 18, 2022. A review of all students with IEPs and their placements will be conducted over the summer months.
2022-23 -
2023-24 - The District has hired a new Director of Special Education and is in the process of reviewing the special education plan.
DEADLINE
April 2022
DESCRIPTION
Annual training for all School Board members
TASK
The Receiver will develop a Board training plan that will meet statutory requirements and the specific needs of the Harrisburg Board that will be administered in the 2021-22 school year and ensure that all Board members participate in training
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
School Board
STATUS
Completed
NOTES
2021-22 - Newly elected and re-elected School Board members were sworn in on December 6, 2021. Board members are required to attend training in accordance with Act 55 and Act 18:
• Newly elected and appointed school board directors – Successful completion of five (5) training hours
• Reelected school board directors – Successful completion of three (3) training hours
Trainings are held in-person or virtually through the PA School Boards Association (PSBA).
School Board members participated in a 3-hour training on March 26, 2022 conducted by Tina Viletto, Esq. of MCIU.
2022-23 - The Receiver trained the Board in how to conduct the annual reorganization process in December 2022 by providing a script of the nomination and election of officers process. The Receiver meets with the Board in Executive Session two times per month to discuss personnel, student and legal matters which are not open to the public. During these sessions, the Receiver reinforces the need for the Board to maintain confidentiality on all matters discussed in closed sessions. Since this is an election year, the Receiver has opted to provide additional training in December 2023 after the results of the General Election are known.
2023-24 - School Board members completed their annual training for the 2022-23 school year and will need to do so for 2023-24 after the upcoming election this fall. The Receiver has provided additional supports by reviewing different topics with the Board. A Board retreat is planned for fall of 2023.
DEADLINE
June 2022
DESCRIPTION
Update Board policies
TASK
PSBA recommendations for updating Board policies will be shared with the Receiver and Board and the District will update Board policies based on PSBA recommendations
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
PSBA, Board President, Superintendent
STATUS
Completed
NOTES
2021-22 - Board policies were revised/updated based on PSBA's recommendations. The Receiver approved all policy revisions at the November 15, 2021 School Board Meeting, many of which were original policies that had not been updated for decades. Moving forward the District will use Policy News Network to keep abreast of recommended changes to District policies and ensure timely review/revision/approval of policies in need of updating.
2022-23 - The Board Secretary reviews Policy News Network and disseminates recommended policy revisions to the appropriate administrator for review. Policy updates are placed on the Committee of the Whole agenda for first reading and are formally adopted by the Receiver at the School Board/Receiver General Business Meeting after second reading occurs. Updated policies are then posted to the District website in BoardDocs.
2023-24 - The District provides policy updates to the Board and policies are approved by the Receiver at the business meetings.
DEADLINE
June 2022
DESCRIPTION
Improve public access to District documents
TASK
The District will continue to upload all relevant information from Board meetings to BoardDocs
MAIN PARTY
Board Secretary
ADDITIONAL
PARTIES
Receiver, Superintendent
STATUS
Completed
NOTES
2021-22 - Contracts, agreements, reports, lists of paid bills, policies, and other information for which Receiver approval is required is posted to BoardDocs to continue to improve the transparency of the District.
2022-23 - The Administration continues to post all documents that correspond to Board agenda motions to the BoardDocs platform for transparency and public review.
2023-24 - All contracts, agendas, and agreements are uploaded to Board Docs for public access.
DEADLINE
Ongoing
DESCRIPTION
Adopt an ethics policy for all district staff
TASK
The District will develop and adopt a new code of ethics or ethics policy and all District employees will sign an acknowledgement of the ethics policy
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
Superintendent, Director of Human Resources
STATUS
Completed
NOTES
2021-22 - The Receiver discussed this with the Director of HR (MCIU) and solicitor.
2022-23 - Per PSBA, Board Policy 827 (Conflict of Interest) covers this issue for all District employees.
2023-24 - The District, in conjunction with PSBA, has noted the District’s current conflict of interest policy (827) meets this standard.
DEADLINE
December 2021
DESCRIPTION
Reorganize central office staff
TASK
The District shall complete the reorganization of its central office staff
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2021-22 - The Superintendent is in the process of evaluating positions and job descriptions for all Cabinet level administrators and support staff and will recommend possible revisions to the organizational chart for the 2022-23 school year.
2022-23 - The Superintendent has finalized the organizational chart which has been shared with the CRO, Receiver and School Board. The organizational chart must now be placed on the Board agenda for formal approval.
2023-24 - An internal draft of the organizational chart has been developed by the Superintendent and shared with the Receiver, Chief Recovery Officer, and the School Board.
DEADLINE
May 2022
DESCRIPTION
Develop monthly and quarterly reports to be shared with District Administration, School Board and Receiver
TASK
The District will develop templates for each report listed in this initiative; present regular updates to the School Board; and develop a report with key timelines and information to be submitted for key revenue sources from the Commonwealth and the federal government.
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Office of Business Services, Office of Human Services, Office of Accountability, Office of Operations
STATUS
In Progress
NOTES
2023-24 - A weekly board and leadership team report is shared with the Receiver, the Chief Financial Officer (CFO) shares a quarterly report with the Receiver, and the Superintendent updates the School Board at the monthly meetings. The CFO's report includes topics such as updates on revenues and expenditures, projections, contracted transportation costs, and charter costs.
DEADLINE
January 2022
DESCRIPTION
Establish a monthly meeting to discuss Recovery Progress
TASK
The District will establish a monthly meeting to discuss Recovery Plan progress and provide a status report on the progress of initiatives in the Plan on an annual basis
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
Superintendent
STATUS
Completed
NOTES
A monthly meeting for the purpose of monitoring the Amended Recovery Plan has been scheduled effective September 2021. Meetings occurred the fourth Monday of each month from September 2021 - June 2022.
2023-24 - The Chief Recovery Officer and Superintendent collaborate to review and update the Recovery plan initiatives monthly and the Superintendent will provide monthly updates to the School Board. The District previously used Act 141 meetings to monitor progress and since the appointment of a Chief
Recovery Officer, meetings with responsible parties are conducted monthly.
DEADLINE
August 2022
DESCRIPTION
Develop an electronic Recovery Plan Status Dashboard
TASK
The District will develop an electronic means of tracking the progress of Recovery Plan initiatives and present to Receiver for approval
MAIN PARTY
Information Technology Manager
ADDITIONAL
PARTIES
Receiver
STATUS
Completed
NOTES
Director of IT created a dashboard that was shared with the Receiver and CRO in September 2021. The dashboard is populated monthly by the CRO following the Act 141 meetings. The dashboard was previewed with the Act 141 Advisory Committee in October 2021 and went "live" on the District website in December 2021.
2023-24 - The District has developed an electronic dashboard
DEADLINE
Two months after adoption
DESCRIPTION
Utilize a multi-year financial projection to guide budget decisions
TASK
The District will begin using a multi-year projection to develop its annual budget and to evaluate revenue and spending decisions; develop an
detailed inventory of potential revenue enhancement and expenditure control initiatives for the 2021-22 budget and future years to assess the financial impact of implementation; determine whether revenue enhancement may be needed to balance the 2021-22 budget and adopt any required resolutions; prepare a structurally balanced budget for presentation to the Board; and adopt a balanced budget for 2021-22, and approve revenue increases, if necessary
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Office of Business Services
STATUS
Completed
NOTES
2023-24 - The District works with a contractor, Public Financial Management (PFM), on multi-year financial projections but does not currently develop projections internally. The last projections were used to inform the 2023-24 budget.
DEADLINE
June 2022
DESCRIPTION
Adhere to existing fund balance policy
TASK
The District will prepare an annual fund balance report for the Receiver in conjunction with the preparation of the District's annual budget and
comply with existing fund balance policy
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Receiver, School Board
STATUS
Completed
NOTES
Board Policy 620 was revised and adopted by the Receiver in November 2021. A report on fund balance will be provided by the Business Administrator following the adoption of the 2022-23 budget and the finalization of the 2020-21 audit.
2023-24 - The District has successfully adhered to the policy and will continue to do so in future years. The CFO prepares an annual fund balance report and shares it with the Superintendent, CRO, and Receiver.
DEADLINE
May 2022
DESCRIPTION
Develop a multi-year facility utilization plan
TASK
The District will analyze existing enrollment data and historic enrollment trends that may impact building utilization; compile information on anticipated changes to educational delivery plans, including impact of virtual learning on long-term facility use; develop long-term enrollment projections, using information on current enrollment, birth rates, and other pertinent information; compile information about all the existing building facilities including an assessment of the physical condition and annual maintenance costs per building; develop a five-year plan for structures and building uses based on the enrollment projection, academic plans, and current condition of District buildings; the Receiver will approve the five-year facility plan and the District will review the five-year facility plan at a minimum every three years and present findings to the
Receiver
MAIN PARTY
Superintendent, Chief Financial Officer, and Chief
Operations Administrator
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
An enrollment study is underway via the PA Economy League as of November 2021. The enrollment study was completed and will be used in conjunction with the feasibility study currently in progress to make decisions regarding building utilization.
2023-24 - The District is working with Crabtree, Rohrbaugh, & Associates to complete a ten-year facility utilization plan. The Superintendent developed a facility usage plan that is being evaluated internally.
DEADLINE
April 2022
DESCRIPTION
Develop and implement a multi-year capital plan
TASK
The District will create a five-year schedule for all of the capital projects identified based on criteria including urgency, importance to educational mission, cost savings, and building safety; develop a multi-year financing plan for capital needs; adopt a capital budget for authorized capital expenditures based on the financing plan and the schedule of priority projects on an annual basis; and update the Receiver on the status of the capital plan annually
MAIN PARTY
Superintendent, Chief Financial Officer3
, and Chief
Operations Administrator
ADDITIONAL
PARTIES
STATUS
In Progress
NOTES
The District is working with Fidavia to develop a master document of facility needs. This document is being compared with a District-wide feasibility study currently underway through Crabtree Rohrbaugh & Associates.
2023-24 - The District is in the process of completing a ten-year facility plan. At this time, the District has approximately $99 million in identified capital needs over the next 10-years and the capital reserve fund stands at $19 million. The District cannot borrow new money (FM07) and is therefore working on identifying a prioritization plan to address its capital needs.
DEADLINE
March 2022
DESCRIPTION
Develop a comprehensive action plan for addressing and
correcting audit findings from annual independent audits
TASK
The District will develop an audit correction plan to address all audit findings and submit to the Receiver; and the District will report on the
progress of the plan to the Receiver every six months, as needed
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Receiver, Superintendent
STATUS
Completed
NOTES
The 2021-22 audit has not yet been finalized by the local auditor. Once it is received (June 2022?) this plan will be developed. The District is currently engaged with Boyer & Ritter to assist with the development of written accounting procedures for the Business Office.
2023-24 - As of the FY2021-22 Independent Audit, the District had no new findings and all prior year findings were no longer applicable.
DEADLINE
March 2022
DESCRIPTION
Contract with an independent financial advisory firm
TASK
The District will issue a Request for Proposals for financial advisory services; review proposals and select candidate(s) to present to the Receiver; the Receiver will approve an independent financial advisor for the District; and at the termination of the contract, the District will
evaluate the financial advisor and determine whether to renew the contract or select a new firm
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Receiver
STATUS
Completed
NOTES
An RFP for financial advisor is being developed and should be issued by early summer 2022.
2023-24 - The District has drafted an RFP for financial advisory services but cannot currently release it because the District is unable to borrow money due to a current policy (630).
DEADLINE
March 2022
DESCRIPTION
Review existing debt management policy
TASK
The District will review and update the existing debt service policy; adopt a new debt service policy; and review the debt service policy and make
updates every three years
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Superintendent, Receiver,
Financial Advisor
STATUS
Completed
NOTES
Board Policy 630 - Debt Management and Capital Funding was reviewed by PSBA Policy Services in the fall of 2021. PSBA recommended the policy be deleted because it was more procedural in nature and should be maintained as an Administrative Regulation. The Receiver communicated this information to PFM. PFM highly recommended that the District retain a policy on Debt Management. A policy revision is in process and will be reviewed in summer of 2022.
2023-24 - A policy (630) has been adopted as of February 2023. The policy limits the Districts debt service costs to no more than 10 percent of operating revenues and limits outstanding debt to no more than 10 percent of the full assessed valuation of the District.
DEADLINE
April 2022
DESCRIPTION
Ensure highly qualified staff in the Office of Business Services
TASK
The District will review staffing assignments and potential needs for training; conduct training on eFinance and Cognos for all Office of Business Services staff; review all current job descriptions for Office of Business Services employees and adjust where necessary; ensure all Office of Business Services staff are cross-trained; and ensure that any vacancies are filled with candidates possessing the qualifications outlined in updated job descriptions
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
The new Business Administrator began her duties at the end of January 2022. An assessment of Business Office operations and staffing is currently in progress.
2023-24 - The District has hired a high quality Chief Financial Officer, Director of Finance, and Chief Operations Officer. The District is working to fill four vacancies in the Business Office.
DEADLINE
August 2022
DESCRIPTION
Document all Office of Business Services processes and
implement a policy around document retention
TASK
The District will adopt a document retention policy; document all Office of Business Services procedures into an internal procedures manual;
and update and review processes for all Office of Business Services activities annually
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
The District has engaged the professional services of Boyer & Ritter to develop the internal procedures manual. This process is currently underway.
2023-24 - The District has partnered with Boyer & Ritter and 425 Consulting to develop desktop procedures to document processes and procedures. The District has completed the desktop procedures for the payroll specialist and is continuing to work on finalizing other procedures.
DEADLINE
January 2022
DESCRIPTION
Improve monitoring and reporting of financial information in documents shared with the board
TASK
The District will develop templates for each report listed in this initiative; present enrollment reports to the Receiver and administration on a monthly basis, including charter, special education, and out-of-District placement costs; present financial reports to the Receiver on a monthly and quarterly basis; develop a data submission report with the key timelines and information to the submitted for key revenue sources from the Commonwealth and the federal government; and present transportation reports to the Receiver on a biannual basis
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Office of Accountability
STATUS
Completed
NOTES
2023-24 - The Chief Financial Officer provides a monthly financial update to the Receiver including information on budget vs actuals, cash flow, transportation cost, and charter school tuition.
DEADLINE
June 2022
DESCRIPTION
Implement GLEAM
TASK
Standardized walkthrough template (with a focus on the GLEAM framework)
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Office of Academics
STATUS
In Progress
DEADLINE
Ongoing
DESCRIPTION
Approved contract with AIM Institute for Learning Research for Science of Reading Professional Development
TASK
Certificate of completion from AIM Institute training for every relevant staff member
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Office of Academics
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Continued monitoring of professional development of the science of reading for K-2
TASK
Standardized walkthrough template
MAIN PARTY
Building Principals/Supervisor of ELA
ADDITIONAL
PARTIES
STATUS
In Progress
DEADLINE
Ongoing
DESCRIPTION
Assessment Calendar Pre-K-12
TASK
Completed assessment calendar
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Implement Positive Behavior Interventions and Supports (PBIS) with Fidelity
TASK
SWIS data for PBIS (e.g. suspension data, student referrals to the office)
MAIN PARTY
Assistant Superintendent / Supervisor of Professional Development
ADDITIONAL
PARTIES
STATUS
In Progress
DEADLINE
Ongoing
DESCRIPTION
Increase number of Pre-K classrooms from 1 to 4 total
TASK
Enrollment and attendance in Pre-K classes (data should include building locations)
MAIN PARTY
Director of Early Learning
ADDITIONAL
PARTIES
Assistant Superintendent
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Kindergarten and Pre-K Marketing Plan for registration
TASK
Completed marketing materials (e.g. flyers, ads, etc.)
MAIN PARTY
Director of Early Learning
ADDITIONAL
PARTIES
Assistant Superintendent
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Seek out partners to collaborate on birth to 3 programs and home/parent education programs
TASK
Meeting agendas and/or minutes with preschools and community programs
MAIN PARTY
Director of Early Learning
ADDITIONAL
PARTIES
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Create partnerships for Early Learning
TASK
Evidence of joint professional development training
MAIN PARTY
Director of Early Learning
ADDITIONAL
PARTIES
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Create and early learning communication plan
TASK
Completed communication plan
MAIN PARTY
Assistant Superintendent
ADDITIONAL
PARTIES
Director of Early Learning, Public Relations Director
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Parent as partners (Initiative)
TASK
Host at least two parent workshops annually
MAIN PARTY
Family Engagement Specialists
Director of Early Learning
ADDITIONAL
PARTIES
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Create a Portrait of Graduate
TASK
Completed portrait profile
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
College and Career Coordinator
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Establish partnerships with higher education institutions
TASK
Dual enrollment agreements with local colleges; Dual enrollment attendance (including college courses are being taken)
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
College and Career Coordinator
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Creation of Academies and Pathways
TASK
Completed and adopted course of studies book; Evidence of trainings with school counselors (including training attendance and/or minutes); Evidence of student progression in pathway through transcript; Evidence of meetings with the freshmen class (e.g. presentation, attendance record)
MAIN PARTY
Chief Academic Officer/College and Career Coordinator
ADDITIONAL
PARTIES
Building Principals, MS/HS School Counselors
STATUS
In Progress
DEADLINE
Ongoing
DESCRIPTION
Increase equity and access to rigorous courses and programs for all student subgroups
TASK
Monitor demographics of students taking rigorous courses and programs
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
College and Career Coordinator
STATUS
Completed
DEADLINE
Ongoing
DESCRIPTION
Implement a System-wide School counseling model
TASK
Identify districtwide counseling model
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Director of Student Services
STATUS
In Progress
DEADLINE
Ongoing
DESCRIPTION
Discuss graduation rate and provide recommendations for next year
TASK
Evidence of annual graduation rate (4 and 5-year cohorts)
MAIN PARTY
Chief Academic Officer
ADDITIONAL
PARTIES
Director of Student Services
STATUS
In Progress
DEADLINE
In Progress
DESCRIPTION
Develop a contract administration database and implement performance standards into all contracts
TASK
The District will establish a contract administration database; review all current contracts and record the relevant information in the database;
complete the development of standardized contracts; and conduct quarterly meetings with all contractors who are paid over $250,000 by the District
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
IT Department
STATUS
Completed
NOTES
Acting Business Manager had begun working on this before his departure in September 2021. The purchase of a software module in eFinance is needed.
2023-24 - The District has hired a senior administration staff member who supports finance and operations. The staff member is in the process of entering contracts into the District's contract management software (OnBase). The District has added approximately 765 (412 new) contracts in the database.
DEADLINE
February 2022
DESCRIPTION
Review significant District contracts every three years
TASK
The District will identify contract end dates for all significant contracts and establish a schedule for review in the 2021-22 school year; establish
protocols for how the reviews will be conducted; complete the review of all four significant contracts following the schedule and including all steps laid out in this initiative; summarize its findings in a report it will share with the Superintendent and Receiver; and repeat the analysis for each program every three years at a minimum
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Internal Review Team, Office of Accountability
STATUS
Completed
NOTES
An internal review team, led by Mr. Celmer, has reviewed the transportation and food service contracts in spring of 2022. These are three significant costs to the District. A review of the facilities management contract is scheduled for fall of 2022.
2023-24 - The District has reviewed their food services, transportation, and custodial contracts. The District has developed an accountability tool for ESSER funded contracts and hired an administrator to track expenditures and ensure the law is being accurately followed.
DEADLINE
May 2022
DESCRIPTION
Conduct Districtwide risk assessment
TASK
The District will issue a RFP for a vendor to conduct a Districtwide risk assessment; contract with a vendor to conduct a Districtwide risk assessment; the risk assessment will be completed; the District will provide written guidance and training on risk management; and repeat the
risk assessment every three years
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Office of Accountability, External Consultant
STATUS
Completed
NOTES
The District contracted with Vulnerability Solutions Group, LLC to perform risk and vulnerability assessments in May 2022. The District is awaiting the report with recommendations.
2023-24 - The District worked with Vulnerability Solutions Group to conduct a risk assessment for every District building. The Chief Operations Administrator is utilizing the recommendations for next steps.
DEADLINE
March 2022
DESCRIPTION
Develop and implement a multiyear transportation improvement plan
TASK
The District will complete an evaluation of the transportation system that establishes the measure of transportation efficiency; provide progress updates quarterly, including the first transportation data report; develop a multiyear improvement plan and establish targets for efficiency and a specific timeline for improvement actions; issue a RFP for a special education bus contractor; hire a special education bus contractor, selected from the RFP process to begin with summer (2022) program transportation; issue a RFP for a regular education bus contractor; and hire a regular education bus contractor, selected from the RFP process to begin with summer (2023) program transportation
MAIN PARTY
Transportation Coordinator
ADDITIONAL
PARTIES
Director of Operations, Superintendent, PFM Consultant
STATUS
Completed
NOTES
A meeting was held with PFM on November 17, 2021 to map out the plan for the transportation evaluation.
PFM reported in early January 2022 that the evaluation is in progress. PFM was on site in early May 2022 to collect real-time transportation data (arrival times, seat count). Recommendations are forthcoming.
2023-24 - An analysis on transportation was completed in 2022 and the recommendations are being implemented. The District has re-engaged partners to further refine areas of transportation such as flow of traffic, walking zones, special education eligibility, maximizing use of seating capacity, and implementing transportation software.
DEADLINE
January 2022
DESCRIPTION
Develop a Districtwide communication plan
TASK
The District will undergo a communications audit; prepare a Districtwide communication plan and present to the Receiver and Superintendent; create a committee to brainstorm strategies of communicating with different groups of stakeholders; undergo a second communication audit to assess the impact of the communication plan and present the results to the Receiver and Superintendent
MAIN PARTY
Public Relations Coordinator
ADDITIONAL
PARTIES
External Consultant
STATUS
Completed
NOTES
The former Receiver contracted with Beth Trapani Communications to conduct the communications audit back in 2019. The COVID-19 pandemic delayed the completion of the communications plan, although the contractor had begun the work. This project will resume in summer 2022.
2023-24 - A communications assessment plan was completed in 2020 and the District is continuing to work on finalizing a Districtwide communications plan. The District has contracted Trapani Communications to support crisis communications
DEADLINE
March 2022
DESCRIPTION
Finalize and Maintain Position Control system
TASK
The Office of Human Resources staff will manage the input of data from the position control system; the District will use the position control
system to pull reports on employee and vacancy data to submit to the Receiver on a monthly basis; and a review of the position control system will be completed by an individual outside of the Office of Human Resources on a quarterly basis
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources, Office of Business Services
STATUS
In Progress
NOTES
The Director of Human Resources is the sole responsible party for updating the position control system for the District. Monthly reports will be provided to the Receiver from the Office of Human Resources.
2023-24 - The HR Office has developed a staffing tracker in the eFinance system and the tracker is updated monthly.
DEADLINE
February 2022
DESCRIPTION
Ensure high quality staff in the Office of Human Resources
TASK
The District will review staffing assignments and potential needs for training; conduct training on E-Finance, Cognos, the position control
system, and timekeeping system for all Office of Human Resources staff; review all current job descriptions for Office of Human Resources employees and adjust where necessary; ensure all Office of Human Resources staff are cross-trained; and ensure that any vacancies are filled with candidates possessing the qualifications outlined in updated job descriptions
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
In Progress
NOTES
Three of five employees of the Office of Human Resources are new to the District this year. Ongoing training is in progress.
A new Director of Human Resources was hired in April and began work in the District on June 6, 2022, to replace the MCIU contracted Director of HR who will retire at the end of June 2022.
2023-24 - The District has worked with the Pennsylvania Association of School Personnel Administrators (PASPA) to complete an audit of the HR office. The District is in the process of reviewing and implementing the PASPA recommendations.
DEADLINE
August 2022
DESCRIPTION
Document all Office of Human Resources processes and review all Districtwide policies
TASK
The District will document all Office of Human Resources procedures in a procedures manual; include and reference all policies in the Employee Handbook and School Operations Resource guide; review Office of Human Resources procedures and incorporate changes into the procedures manual annually; and review and update policies on an ongoing basis and update the Employee Handbook and School Operations Resource
guide
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2023-24 - In addition to implementing the PASPA recommendations, the District is working with the Pennsylvania School Boards Association (PSBA) to conduct a review of the District’s policies.
DEADLINE
January 2022
DESCRIPTION
Improve monitoring and reporting of Human Resources
information in documents shared with the Receiver and the Board
TASK
The District will develop reports on staffing, staff attendance, and staff turnover. Staffing and staff turnover reports will be presented quarterly, and staff attendance reports will be run on a weekly basis. The District will present staffing ratio reports on a quarterly basis
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2023-24 - The District's previous HR Director left and a new hire has transitioned into the role as of June 2022. The new Director is working on improving monitoring/reporting in conjunction with the PASPA audit of the HR office.
DEADLINE
December 2021
DESCRIPTION
Conduct exit interviews
TASK
The Office of Human Resources will begin conducting exit interviews for all departing staff; create a database based on information collected
from exit interviews; and submit quarterly reports that summarize findings from exit interviews
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
In Progress
NOTES
The Office of Human Resources began conducting exit interviews in early 2022; however, no reports have been issued to the Receiver yet. This will be a task for summer 2022.
2023-24 - The District is conducting exit interviews for staff members who leave and storing the responses.
DEADLINE
June 2022
DESCRIPTION
Develop a Districtwide recruitment strategy
TASK
The District will develop a recruitment strategy
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
In Progress
NOTES
The Office of Human Resources has participated in various job fairs throughout the region. Marketing materials for Harrisburg School District were developed and distributed to interested candidates at such events. The Superintendent has met with presidents of HBCUs to discuss partnerships with HBGSD.
2023-24 - The District is working with Color and Culture to conduct a nationwide search to assist the District in recruiting teachers and filling difficult positions. A new collective bargaining agreement was approved by the Receiver with raises to make the District more competitive with surrounding school districts. Additionally, the District attends job fairs to further recruiting efforts.
DEADLINE
May 2022
DESCRIPTION
Rewrite position descriptions for all District staff
TASK
The District will review and update all position descriptions
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
In Progress
NOTES
2023-24 - The District has reviewed and updated the position descriptions for AFSCME and Act 93 employees as part of the recent negotiation process and will complete HEA updates as well.
DEADLINE
April 2022
DESCRIPTION
Clarify roles and responsibilities between District and contracted Food Service staff
TASK
The District will clarify roles and responsibilities for all District and contracted food service staff; rewrite the job description for the District Food Service Supervisor; update the job descriptions for District Food Service positions as needed; develop training materials for all District Food Service employees; update the contract to reflect these changes at part of its annual renewal, if not earlier; and evaluate its food service contract annually prior to renewal
MAIN PARTY
Director of Operations
ADDITIONAL
PARTIES
Superintendent, Office of Human Resources, Food Service Supervisor
STATUS
Completed
NOTES
2023-24 - The District has updated the job description for Coordinator of Food Services and provided multiple training sessions to food service employees throughout the school year.
DEADLINE
January 2022
DESCRIPTION
Improve District oversight of Food Service Management
Company
TASK
The District will ensure that all staff complete OVS toolbox training; establish biweekly management meetings with FSMC; begin weekly site
visits at all District cafeterias; and review and update District Food Service website
MAIN PARTY
Food Service Supervisor
ADDITIONAL
PARTIES
Director of Operations
STATUS
Completed
NOTES
2023-24 - The Coordinator of Food Services and the food service management company (FSMC) meet weekly to review different areas and provide oversight. The Coordinator also performs an annual onsite review of all campuses in addition to the FSMC's monthly onsite visits.
DEADLINE
October 2021
DESCRIPTION
Monitor Point of Sale system to ensure accurate counts for
reimbursement
TASK
The District will identify which method of exchange of information will be implemented; implement an exchange of information system at all
schools; and monitor the new system and identify any changes or improvements
MAIN PARTY
Food Service Supervisor
ADDITIONAL
PARTIES
Director of Operations
STATUS
Completed
NOTES
2023-24 - The District has implemented a daily procedure to monitor their Point of Sale system and ensure accurate counts.
DEADLINE
September 2021
DESCRIPTION
Increase real estate taxes annually to the Act 1 Index as deemed necessary by the Receiver
TASK
The District will adopt the final proposed 2021-22 budget with the required tax increases and in accordance with all required statutory events; adopt the proposed preliminary budget with the required tax increases and in accordance with all required statutory events; and adopt the final
proposed budget with the required tax increases and in accordance with all required statutory events
MAIN PARTY
Receiver, Superintendent, and Chief Financial Officer
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
The District did not increase taxes in June 2021. However, the Administration and Receiver are proposing a 1 mill increase (3.36%) in taxes for the 2022-23 proposed budget.
2023-24 - The District's millage rate remained flat from 2019-20 to 2021-22. The District raised taxes below the Act 1 Index in 2022-23 and has proposed no tax increase in the 2023-24 budget. Taxes will continue to be raised as deemed necessary by the CFO and the Receiver.
DEADLINE
June 2022
DESCRIPTION
Improve the current year real estate collection rate
TASK
The District will continue to work with the City to work to improve the real estate tax collection rate
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
2023-24 - The District has connected with the City's treasurer's office to work on tax bills and improve collection. The District's 2021-22 collection rate was approximately 89 percent which is a small increase over the previous year.
DEADLINE
May 2022
DESCRIPTION
Develop partnerships with tax-exempt entities to generate voluntary payments
TASK
The District will document all existing PILOT agreements and expiration dates; develop a financial report for the Receiver and Board, noting the PILOT agreements and amount received; develop a list of tax-exempted organizations from which to request support; complete meetings with all of the tax-exempt organizations identified and consider the responses, as well as the role of its existing foundation and a public service foundation under the terms of Act 55; and build community relationships to maintain partnerships and seek additional voluntary payments
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Office of Business Services, Receiver
STATUS
In Progress
NOTES
2023-24 - The District has performed an analysis of potential organizations that may be interested in entering into voluntary or shared services agreements with the District. The District then intends to do outreach to those organizations.
DEADLINE
July 2023
DESCRIPTION
Receive Special Education Funding contingency annually
TASK
The District will apply for special education continency funds annually
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Director of Special
Education, Office of Academics, Grant Writer
STATUS
Completed
NOTES
The Director of Special Education submitted the application for contingency funds in December 2021 for three (3) special education students.
2023-24 - The District has applied for special education contingency funding for the 2021-22 and 2022-23 school years and did not receive the funding.
DEADLINE
January 2022
DESCRIPTION
Increase reimbursement for Social Security contributions paid on behalf of employees
TASK
The District will undertake a review of its current Social Security reimbursement process to identify issues; establish a training process for Business Office staff on monitoring and reporting reimbursement information to the Commonwealth; and based on the findings of the review, the District will budget for and receive the correct reimbursement rate for both Social Security and PSERS to ensure a full annual reimbursement
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2023-24 - The District has corrected prior deficiencies and is currently fully collecting social security reimbursements.
DEADLINE
April 2022
DESCRIPTION
Increase Medicaid ACCESS revenue
TASK
The District will review its ACCESS billing policies and procedures and determine if changes are required in order to increase Medicaid ACCESS
revenue
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
This initiative was monitored at the 11/23/21 Act 141 Meeting. ACCESS funds are available to be drawn down. Internal discussions need to occur as to when to drawn down to be utilized for various special education services.
2023-24 - The District has hired a full-time staff member who will be dedicated to processing ACCESS claims.
DEADLINE
December 2021
DESCRIPTION
Continue to support grant-writing professional
TASK
The District will submit an annual report on the costs of the grant writer, the timeline of current grants, and the amount accrued.
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Grant Writer
STATUS
Completed
NOTES
2023-24 - The District has contracted an employee through Community Centered Consulting to serve as a grant writer. This staff member is actively working on several grants (such as the Renew America Energy grant) that could possibly bring significant revenues to the District. The District has successfully obtained a dual enrollment grant.
DEADLINE
March 2022
DESCRIPTION
Repurpose vacant buildings
TASK
The District will sell the William Penn property
MAIN PARTY
Superintendent and Chief Operations Administrator
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
2023-24 - The District is working towards renovating the Steele building; negotiating deals for the sale of the land where the Woodward building was located; selling a small rowhome on Kensington Street; demolishing the William Penn building and developing a plan for the use of the land; and conducting a review of other vacant properties.
DEADLINE
June 2023
DESCRIPTION
Allocate windfall revenues and budgetary resources among priorities outlined in the Recovery Plan
TASK
The District will annually determine the total amount of windfall revenues and additional savings that the District has, using projected year-end actuals or audited numbers, and submit a report to the Receiver on total amount of revenues and provide recommendations for how revenues
and savings should be allocated.
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Receiver
STATUS
Completed
NOTES
2023-24 - This policy allows the Receiver to assign any excess revenues over expenditures in each budget cycle toward items needed, such as salary increases or improving fund balance. The District and the Receiver will continue to evaluate savings opportunities and apply funds as needed. The District has been able to build on its Capital Reserve Fund and establish the Internal Service Fund for health insurance claims.
DEADLINE
Ongoing
DESCRIPTION
Offer affordable and competitive salary increases to staff
TASK
The District will provide salary increases that are affordable given sustainable revenue sources and budget projections
MAIN PARTY
Receiver, Superintendent, Chief Financial Officer
ADDITIONAL
PARTIES
STATUS
In Progress
NOTES
A new collective bargaining agreement with Harrisburg Education Association (HEA) was approved on June 6, 2022 for the 2022-23 school year. This agreement increased the starting salary for new teachers and provided step and column advancement for teachers.
The District is currently in negotiations with AFSCME.
2023-24 - The District has finalized multi-year agreements with AFSCME and HEA and is currently working on finalizing the agreement with Act 93. PSBA completed a salary study for Act 93 and contracted employees and some Act 93 and contracted employees have received a salary increase because of the study’s findings.
DEADLINE
Effective during duration of
Plan
DESCRIPTION
Reduce future growth in healthcare costs
TASK
The District will implement healthcare cost savings changes designed to reach the Recovery Plan target annually and undergo a healthcare
eligibility audit every three years at a minimum
MAIN PARTY
Receiver
ADDITIONAL
PARTIES
Superintendent, Office of
Business Services
STATUS
Completed
NOTES
2023-24 - The District is exploring options to reduce future healthcare costs through membership in a healthcare consortium and during negotiations with their collective bargaining groups. The District is currently working on completing a dependent verification audit.
DEADLINE
June 2023
DESCRIPTION
Review and control workers compensation costs
TASK
The District will implement workers' compensation savings changes designed to meet or exceed the Recovery Plan target
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Receiver, Office of Business
Services
STATUS
In Progress
NOTES
2023-24 - The District has established a Workplace Safety committee that meets monthly. The committee reviews claims, trends, and makes safety related recommendations. The District is now self-funded for workers compensation.
DEADLINE
July 2022
DESCRIPTION
Monitor and reduce overtime costs
TASK
The District will continue to monitor the costs of overtime
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
Office of Human Resources
STATUS
Completed
NOTES
2023-24 - The District has worked to eliminate the payment of double time in their AFSCME agreement. The HR Director has created procedures to ensure overtime is being processed based on rules established in the appropriate collective bargaining agreements.
DEADLINE
Ongoing
DESCRIPTION
Contribute to health care reserves
TASK
The District will make an annual transfer from the General Fund to the health insurance service fund to build reserves
MAIN PARTY
Director of Business Services
ADDITIONAL
PARTIES
STATUS
Completed
NOTES
2023-24 - The District has established a self-insurance fund for health care costs. During FY2021-22, the District contributed approximately $4.5 million to the fund.
DEADLINE
June 2022
DESCRIPTION
Evaluate all staff positions
TASK
The District will regularly evaluate its current positions to identify organizational improvements and efficiencies, and maintain its position control
system to support personnel decisions
MAIN PARTY
Director of Human Resources
ADDITIONAL
PARTIES
Receiver, Superintendent
STATUS
Completed
NOTES
2023-24 - The HR Director monitors the staff tracking system and ensures the District has a vacancy available before hiring a new staff member. The CFO has recently completed a review of current and unfilled positions and eliminated vacant positions as part of the 2023-24 budget process. The District will continue reviewing staffing needs with building and department leaders as part of the budget process.
DEADLINE
Ongoing
DESCRIPTION
Explore managed competition for cafeteria and custodial functions
TASK
The District will consider whether to implement managed competition into its bidding process for custodial and/or cafeteria services
MAIN PARTY
Superintendent
ADDITIONAL
PARTIES
Office of Business Services
STATUS
Completed
NOTES
2023-24 - The District has entered into a multi-year contract with its custodial and food service providers after an RFP and review process was conducted by the District.
DEADLINE
Ongoing