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Roles and Responsibilities COC & District

Review of COC & District roles, BHUSD Capital Program update, tools needed for effective responsibility fulfillment, rebuilding schools collaboratively.

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Roles and Responsibilities COC & District

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  1. Roles and ResponsibilitiesCOC & District Beverly Hills unified school district Measure e Citizen’s oversight committee March 15, 2018

  2. Agenda • Review of Citizen Oversight Committee and District Roles and Responsibilities • BHUSD Capital Program—where are we now? • What tools does the COC need to fulfill its responsibilities more effectively? • Working together to rebuild our schools

  3. Roles of the Committee To inform the public concerning the expenditure of bond revenues; Actively review and report on proper expenditure of taxpayers’ money for school construction; and Advise public re: whether District has met California Constitutional requirements.

  4. Constitutional requirements • Ensuring bond revenues are expended only for construction, reconstruction, rehabilitation, or replacement of school facilities. (Article XIIIA, Section 1(b)(3) of the California Constitution.) • Ensuring no funds are used for any teacher and administrative salaries or other school operating expenses. (Article XIIIA, Section 1(b)(3)(A) of the California Constitution.)

  5. Sources of COC Authority • Education Code Sections 15278-15282 • Composition, terms, duties, accountability, reports • COC Bylaws (adopted by the Board) • Scope and purpose, membership, authorized activities, District support, meetings, officers, reports • Powers reserved to the Board of Education

  6. Permissible activities of COC • Review annual, independent financial and performance audits performed by an independent consultant. • Inspect school facilities and grounds to ensure that bond revenues are expended in compliance with law. • Review any deferred maintenance proposals or plans. • Review efforts by District to maximize revenues by implementing cost saving measures

  7. District Roles & Responsibilities • Powers reserved to the District • Determining how Bond funds are to be spent • Within parameters of the Bond Resolution & Project List • Determining project timing, terms, priorities • Timing for issuance of bonds

  8. District assistance to the COC • Board/staff provide technical, administrative assistance to COC • Website information posting • Brown Act agenda and minutes • Financial and progress reports • Submit Financial & Performance Audits at same time as to District • No later than March 31st • Respond to findings, recommendations, concerns expressed in audits within 3 months

  9. BHUSD Capital Program: Where are we now? • A mature capital program, 9 years in… • Successes • Horace Mann New Construction & Modernization • Sports Fields multiple sites • Transitional housing installed for modernization • BHHS B1 B2 Abatement & Demolition • Large number of small modernizations at multiple sites • Technology upgrades at all sites

  10. BHUSD Capital Program: Where are we now? • A mature capital program 9 years in… • Challenges • Program and staff continuity • Leadership changes, team changes • Changing priorities with false starts, shifting goals • Difficult construction environment—costs! • Schedule delays in starting construction

  11. BHUSD Capital Program: Where are we now? • A new team, a renewed commitment • Experienced school district construction professionals • Initiating needed changes to financial systems • Updating schedules, estimates • Poised to begin major construction • BHHS B1 and B2 Seismic & Modernizations • El Rodeo Building Modernizations • Making BHUSD an “owner of choice”

  12. What tools does the COC need to fulfill its responsibilities? • Discussion and consideration • Financial reporting—clear, understandable • Capital Program Procedures updates • Updated schedules • Audit responses • Staff support areas • Agendas and backup documentation • Website • Annual Report

  13. Working together to rebuild our schools • COC and District commitments • Transparency • Communication • Realistic goals • Focus on changing the culture • Building success, finishing what we start The new Board Facilities Subcommittee is an example of a commitment to communication and understanding for the Board. The capital program team provides updates and reports in an informal setting with two Board members. This allows discussion and in-depth consideration which leads to better understanding and decisions about projects.

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