- Before implementing solutions to problems, use a root cause analysis process to identify the problem, gather data, and analyze possible causes. Only then develop and execute plans to address those root causes, plans that have explicit goals, measurable outcomes, detailed timelines, and assigned responsibility.
- Adhere to sound fiscal policies. For example, issue purchase orders before, not after, the work is done. Create an internal audit function and fraud tip line to beef up compliance with standard accounting and financial procedures. Lastly, fix the district’s broken asset management system.
- Ensure adherence to policies and education codes. There is no excuse for a recent audit finding that resulted in the district returning over $450,000 in supplemental LCFF funds because the district mis-counted the students eligible for a free and reduced lunch.
- Fill public records act requests promptly. The district has been delaying the release of easily accessed records by weeks or months, and in some cases ignoring the request altogether. This is not only unlawful, but it also shows disrespect to the taxpaying public.
- Follow the Brown Act. For example, the act requires that links to board agendas be prominently displayed on the district home page. Instead, visitors must scroll through multiple screens to see a non-descriptive Board Meetings link at the very bottom. Agendas for Brown Act committees have not always been posted within the required 72-hour window.
- Bring back reports that were regularly scheduled and discussed by the board, but have been sporadic or eliminated altogether, e.g., Inter-district transfer reports, overtime reports, and reports of summer school plans in the spring, and results in the fall. That which gets measured, gets better. That which gets measured and reported, gets better faster.
- Use the influx of new ongoing funds to recruit new employees and provide competitive salaries that prevent the current loss of teachers and staff to surrounding districts. Almost 50% of principals, assistant principals and key district administrators left during the last two years. A reported 17% of our teachers left the district last year. This turnover is unacceptable, and works against a stable, well-functioning district.
- Use the influx of new one-time funds to meet immediate student needs, especially in math, by providing tutoring and supplemental “boost” opportunities, especially for our low income and English learner students. Analyze the root causes of the high failure rate of students in core high school courses and develop a long term TK-12 plan to ensure one year’s growth for every student every year.
- Recognize that student success requires that everyone be on board; a school board that operates with transparency and does their homework; administrators, teachers and classified staff who are given the freedom and support to do their best and who are allowed to fail—because that’s how growth occurs. People want to do a good job; given the opportunity, they will.