Office of Business & Financial Services

1. Office of Business & Financial Services Tom Ciesynski, Chief Financial Officer February 24, 2017

2. Mission • The mission of the Office of Business and Financial Services is to support all Washoe County School District students, schools, divisions, departments, and employees, primarily by: • Aligning and managing District resources to support District goals and objectives; • Providing timely and accurate financial information to stakeholders and others who make informed decisions; and • Acquiring and paying for the goods, services, and employee compensation necessary to the District's educational mission.

3. Office of Business & Financial Services • Budget Department – Mike Schroeder, Budget Director • Financial Systems/Position Control/Process Improvement Department – Jill Murdock, Position Management and Financial Systems Manager • Financial Accounting/Accounts Payable/Payroll/Fixed Assets Department– Gail Carson, Controller • Purchasing and Warehouse Departments – Andrea Sullivan, Director of Procurement and Contracts • Please visit http://www.washoeschools.net/Domain/67 for the Mission, Vision, Major Functions, and organizational structure and links to the Office of Business & Financial Services.

4. Budget Department This Department has the responsibilities of: Developing the annual operating budget to align the District's resources with the Strategic Plan. This requires close collaboration between the Board of Trustees, the Superintendent, the Executive Leadership Team, and all of the District's stakeholders. Major responsibilities of the Budget Department include: • Forecasting future financial resources and needs based on growth and revenue projections. • Creating an annual budget cycle. • Assisting schools and departments in the development and monitoring of their budgets. • Job Cost Accounting and Budgeting for the Capital Bond Funds Program. • Continuous analysis of budget variances. • Preparing budget transfers. • Preparing periodic budget augmentations. • Producing annual budget documents and an annual budget report. • Preparing various required quarterly and annual reports. • Working with the Nevada Department of Education and the State Legislature on matters related to school district funding.

5. Financial Systems/Position Control/ Process Improvement Department This Department has the responsibilities of: Management of the financial systems to keep the District current on technology in support of all schools and departments; managing and budgeting all the position allocations of the District; and seeking process improvement to replace manual paper or spreadsheet processes with more efficient system solutions. Major responsibilities include: • Project planning. • Facilitating financial systems upgrades and new application implementations. • Annual forecasting and budgeting of staffing allocations based on District guidelines. • Processing the day to day position hiring paperwork in accordance with budgeted allocations. • Collaborating with Office of School Performance, Information Technology, Human Resources and Finance Departments in the development and use of financial applications. • Facilitating the training for all schools and departments in the use of the District’s Enterprise Resource Planning (ERP) Software, which is the SunGard K-12 BusinessPlus system.

6. Financial Accounting/Accounts Payable/Payroll/Fixed Assets Department This Department has the responsibilities of: Processing all the actual financial transactions of the District which are compared to the budget that has been established each fiscal year in accordance with State, Federal and Accounting laws and standards. Major responsibilities include: • Processing Accounts Payable payments and related 1099 tax reporting to vendors. • Facilitating the Purchasing Card Program for the District. • Processing the Payroll and related W-2, Federal Tax and retirement reporting for all District employees. • Managing all District Cash and Investments. • Issuing and Managing all District Debt Financings. • Safeguarding and accounting for all District Fixed Assets. • Preparing quarterly/annual federal and state reports including the District’s Comprehensive Annual Financial Report or Annual Audit.

7. Purchasing and Warehouse Departments This Department has the responsibilities of: Management, oversight, and assistance in acquiring all goods and services at the best value for the district, while adhering to all laws, policies, and procedures. Our processes are continually monitored and improved. Major responsibilities include: • Bidding and contracting of all Public Works projects. • Procuring Goods and Services (pre-award). • Administering contracts (post-award). • Working with the Office of the General Counsel on contract review process. • Monitoring and documenting vendor/contractor performance. • Assisting in vendor/contractor dispute and resolution process. • Assisting with E-Rate applications. • Warehouse – picking, staging, loading, and delivering items stocked to all schools and departments in the District. Also assisting schools and departments with office moves.

8. Business and Financial Services

9. Purchasing & Warehouse Departments

10. Strategic Plan Goal • Goal 4 To establish a system that is effective, efficient, transparent, and accountable by using meaningful structures and processes.

11. Initiative 4.1.1 - Budget Department The Budget Department has direct responsibility for the following Initiative within the District’s Strategic Plan Envision WCSD 2020: • Initiative 4.1.1: Develop significant ideas to create revenues or save expenditures (looking for million dollar ideas)

12. Initiative 4.1.1 - Budget Department • Current Status of Initiative: Working collaboratively with schools, departments, the legislature and the community, the Budget Department has or is in the process of addressing: • Enhanced Legislative Operating Funding - increased per pupil funding of $31 ($1.9M) in FY16 and $57 ($3.6M) in FY17 – now starting legislative process for FY18 and FY19. • Bond Issuances – issuing or will be both extended rollover bonds and new WC-1 to address capital renewal and revitalization needs. • Stacie Mathewson –$1 million per year for 13 years Transforming Youth Recovery. • Academic and Operating Return on Investment (ROI) – working with the Council of Great City Schools and our departments to work with these metrics once put in place. • Extension and new Legislative Categorical Grant Funding –see detail of programs being administered by State and Federal, Human Resources, Nutrition, and Business on next slide.

13. Initiative 4.1.1 - Budget Department

14. Initiative 4.1.1 - Budget Department • Barriers to Full Implementation of Initiative: • While the legislation approved in the last session was historic, it does take time for the Department of Education to roll all new programs out to the districts throughout the state, we are actively working with the Department to do so. Update, this is going better in the second year of the biennium.

15. Initiative 4.1.1 - Budget Department Initiative 4.1.1 Metrics include: • Track opportunities as they are identified, evaluated, and presented. • 2020: This initiative is one that is evaluated each year as we look at budgets and initiatives to see what is working and what needs to change.

16. Initiative 4.2.1 - Business and Financial Services The Office of Business and Financial Services has direct responsibility for the following Initiative within the District’s Strategic Plan Envision WCSD 2020: • Initiative 4.2.1: Develop external and internal system-wide transparency and data access to support District-wide decision making and accountability

17. Initiative 4.2.1 - Business and Financial Services • Current Status of Initiative: Working collaboratively with the Information Technology Data Warehouse Programmers and the Capital Projects leadership, the Business and Financial Services Staff has or is: • In prior years Completed Online Checkbook that allows users to access all checks written by the District for schools, departments, paychecks, and the 2002 Bond Rollover Fund. • Completed the Interactive Budget in September 2015, which will allow users to look at all school and department budgets from an Organization Chart drill-down perspective. • Developing additional Financial Dashboards for schools and departments during the current fiscal year to further streamline budget review. • Update and refine this site as opportunities present themselves.

18. Initiative 4.2.1 - Business and Financial Services • Barriers to Full Implementation of Initiative: • Developing transparency tools takes a tremendous effort by all the team members as these programs require sophisticated programming to capture data from different systems and make sure that this is being done with a high level of accuracy. • Dual responsibilities of some team members, doing this project in addition to the normal day-to-day jobs that they have, which slows down our effort in making this happen as fast as we would like.

19. Initiative 4.2.1 - Business and Financial Services Initiative 4.2.1 Metrics include: This initiative will roll out as follows: • 2013/14: Completed online checkbook and payroll during the fiscal year. Also completed parts of financial dashboards including capital expenditures reporting. • 2014/15: Further enhance the budget book, and roll out Interactive Budget website. • 2015/16: Complete financial dashboards and roll out to schools and departments. • 2016/17: Look for opportunities to refine and improve tools above. Also completed Popular Annual Financial Report – first time ever and submitted Budget Book to Government Finance Officers Association Distinguished Budget Presentation Award – first time ever. • 2020: • Track web use to determine the number of users accessing the data. • Seek feedback in the form of surveys from the public, the Trustees, and leadership on these transparency tools. • Compare cost and efficiency to other government entities as applicable.

20. Office of Business and Financial Services Other Major Projects within Office of Business & Financial Services (Not Initiative Based): • Working on new On-Base scanning system to eliminate paper forms, in progress. • Completed W-2 Payroll reporting available on-line in FY15. • CompletedElectronic Independent Contractor Form in FY15. • Completed update of the Student Activity Funds Policies and Procedures Manual. • Updating Credit Card Services to help schools and departments. • Implementing Budget Item Detail. • Developing various web forms to replace paper forms. • Cross-training staff to provide better backup and succession planning.

21. Key Performance Indicators Business and Financial Services Key Performance Indicator 1: Unmodified Audit Opinion Explanation: Gold standard assessment of financial audit reports for private and public entities. Key Performance Indicator 2: Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting Explanation: Indicates achievement of the highest standards in governmental accounting and financial reporting. (Award lags one year)

22. Key Performance Indicators Business and Financial Services Key Performance Indicator 3: Maintain Bond Rating Explanation: Indicates the financial strength of the District. Key Performance Indicator 4: Maintain General Fund Assigned for Subsequent Year’s Expenditures Ending Fund Balance at a Minimum of 2% of Expenditures Explanation: Board policy, reflects disciplined budgeting and proactive financial management.

23. Key Performance Indicators Business and Financial Services Key Performance Indicator 5: General Fund Expenditure Efficiency of 95% (Actual Expenditures as a Percent of the Final Amended Budget) Explanation: Maintaining a balanced budget that supports the goals of the organization is key to building a sustainable school district.

24. Key Performance Indicators Purchasing Key Performance Indicator 1: Annual Department Savings Explanation: Savings calculated according to Council of Great City Schools best practices. Goal is 2.5 times combined Buyers’ salaries. Key Performance Indicator 2: Competitive Procurements Explanation: Measures percent of purchases made on contract.

25. Key Performance Indicators Purchasing Key Performance Indicator 3: Cooperative Agreements Explanation: Increased purchasing power results in savings and staff time efficiencies. Key Performance Indicator 4: Receipt of award for Achievement of Excellence in Procurement (AEP) Explanation: Demonstrates the Purchasing Department is engaging in best practices in government procurement.

26. Office of Business & Financial Services Our team is committed to serving all of our customers! Questions?? Thank you!