operational services unit presentation

Regular Board MeetingOctober 14, 2021

Mike Casey, Chief Operating OfficerJennifer Vobis, Executive Director, Transportation Department

David Wines, Director, Food ServiceSteve Staggs, Director, Purchasing, Warehousing, Mail Services & Graphic Arts

OPERATIONAL SERVICES UNIT PRESENTATION

FOCUS: 2024 STRATEGIC PLAN UPDATE

Mike CaseyOctober 14, 2021

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CLARK COUNTY SCHOOL DISTRICTFIVE-YEAR STRATEGIC PLANFOCUS: 2024

Sound Fiscal Management (Operations) Priority Area 1:

Ensure operational effectiveness and efficiency of schools and district facilities and operational resources.

Food Service

Increase school breakfast, lunch and supper participation.

Transportation

Reduce number of buses placed out-of-service to reduce service delays.

Reduce bus driver absenteeism to improve service to students and ensure full instructional minutes.


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CLARK COUNTY SCHOOL DISTRICTFIVE-YEAR STRATEGIC PLANFOCUS: 2024

Sound Fiscal Management (Operations) Priority Area 1:

Purchasing

Decrease processing time, reduce costs, and increase the competitive procurement ratio.

Reduce requisition processing time by increasing SAP catalog utilization to 70% within the next five years.

Technology Information System Services

Provide effective and reliable network connectivity for schools.

Reduce "on-hold" wait time for calls to user support help desk.


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SOUND FISCAL MANAGEMENT

FOOD SERVICE: PROGRESS ON KEY MEASURES1

Objectives Measure BaselineJanuary

2019

Actual2018-2019

Actual2019-2020

Actual2020-2021

Target 2020-2021

Target January

2024

Increase school breakfast, lunch and supper participation

School Breakfast Participation 26% 29% 22% 12% 29% 35%

School Lunch Participation 49% 50% 36% 12% 51% 54%

School Supper Participation 1% 1% 1% 0% 3% 6%

Notable 2020-2021 School Year Accomplishments: Operated 291 food distribution sites. Increased production to allow for the distribution of additional meals on Friday to assist families with weekend nutrition. Served 22.1M meals.

1. 2020-2021 results skewed due to “Distant Learning.”


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FOOD SERVICE STRATEGIES Increase points of service at school locations - additional serving windows and lunch carts.

Increase menu choices offered, eliminate low performing entrees, and increase the frequency ofpopular entrees.

Survey students on taste and appearance of menu items.

Expand CEP implementation district wide as a direct response to the economic crisis created by theCOVID-19 pandemic by offering meals at no charge to all CCSD students for at least four years.


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Reference 5.03


TRANSPORTATION: PROGRESS ON KEY MEASURES1


2019

Actual2018-2019

Actual2019-2020

Actual2020-2021

Target 2020-2021

Target January

2024

Reduce number of buses placed out-of-service to reduce service delays

Out-of-service bus rate2 25% 19% 13% 11% 16% 3%

Reduce bus driver absenteeism to improve service to students and ensure full instructional minutes

Driver absence rate 15% 14% 11% 6% 10% 8%

On-time services 82% 88% 93% 97% 88% 98%

Preventable accident rate3 1.0 0.8 0.8 0.2 0.8 0.6

3. per 100,000 miles

2. per Nevada Highway Patrol

1. 2020-2021 results skewed due to “Distant Learning.” Does not reflect current school year challenges related to bus driver shortage.


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TRANSPORTATION STRATEGIES Continue to increase on-time performance by improving efficiencies in routing and operations.

Staff vacant vehicle mechanic positions and evaluate the pay range to ensure competitive compensation withthe private sector.

Continue to expand bus driver attendance initiatives and professional training.

STRATEGIES TO ADDRESS BUS DRIVER SHORTAGE: Route consolidation to ensure routes with capacity are combined to guarantee efficient use of resources.

Collaboration with the Regional Transportation Commission (RTC) to launch the “RTC Ride On” program foreligible students.

Strategic mid-year bell time adjustments to reduce the number of required bus runs.

New Hire/Retention incentive to assist with recruiting and acknowledge the dedicated service of our bus drivers.

Continue to evaluate national trends that address the ongoing driver shortage, such as bell times and walk zones.


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PURCHASING: PROGRESS ON KEY MEASURES1


2019

Actual 2018-2019

Actual2019-2020

Actual 2020-2021

Target 2020-2021

Target January

2024

Decrease processing time, reduce costs, and increase the competitive procurement ratio

Competitiveprocurement ratio 80% 91% 92% 89% 85% 95%

Reduce shopping cart (requisition) processing time by increasing catalog utilization to 70 percent within the next five years

CatalogUtilization 58% 71% 64% 64% 65% 70%

1. The Purchasing Department received the 2020 Achievement of Excellence in Procurement® Award from the National Procurement Institute. This is the 18th consecutive year thatthe department received this award.


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PURCHASING STRATEGIES

Work with Teaching and Learning to identify categories of instructional programs and servicesfor potential competitive opportunities.

Push hard-to-bid items and services to competed national purchasing cooperative and othergovernment entity contracts.

Leverage Ariba catalog system to implement mass catalog uploads from large suppliers andreduce manual line-by-line catalog entry where possible.

Identify catalog alternatives to customers ordering off-contract materials.

Increase the catalog utilization by principals to lower costs.


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TECHNOLOGY: PROGRESS ON KEY MEASURES


2019

Actual 2018-2019

Actual2019-2020

Actual 2020-2021

Target 2020-2021

Target January 2024

Provide effective and reliable network connectivity for schools

Cumulative Network Uptime Percentage 98.5% 99.9% 99.9% 99.9% 98.8% 99.5%

Schools w/annual 1:1 WiFi/LAN refresh 29 77 85 81 75 75

Reduce "on-hold" wait time for calls to User Support Help Desk

Average "On-Hold" Wait Time 150 85 56 205 150 105

Improve business process efficiency related to human capital management

Reduction of HR paper forms and manual processes 98% 98% 48% 2% 38% 8%


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TECHNOLOGY STRATEGIESMaintain proactive replacement of aging network infrastructure gear with funding from the 2015 Capital

Improvement Plan. The goal is to replace all school infrastructure equipment following a defined equipmentlifecycle (every five years for switches and WiFi – approximately 75 schools per year).

Maintain enhanced network monitoring to proactively identify network infrastructure that may be failing.

Evaluate call and ticket data to identify areas of need and adjust support resources to accommodate.

Increase self-service ticket avoidance options and technology ticket creation alternatives to reduce call volume, holdtime and wait time.

Reclassified technology leadership position to “Chief Information Officer” to better align with the needs of CCSD.


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SUPERINTENDENT’S COMMENTS BOARD DISCUSSION AND

QUESTIONS


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