hisd procurement audit
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Dr. Terry Grier, Superintendent of the Houston Independent School District (HISD),
asked the Council of the Great City Schools (CGCS)1 to provide a high-level management
review of the school system‘s Procurement Services Department.2 Specifically, he requested
that the Council—
Review and evaluate the organization, leadership and management, and operations of
the district‘s Procurement Services Department.
Develop recommendations that would help the department achieve greater
operational efficiencies and effectiveness.
In response to this request, the Council assembled a Strategic Support Team of senior
procurement managers with extensive experience in other major city school systems across
the country. The team was composed of the following individuals. (Appendix A provides
brief biographical sketches of team members.)
Robert Carlson, Project Director
Director, Management Services
Council of the Great City Schools
David Koch, Principal Investigator Chief Administrative Officer (Retired)
Los Angeles Unified School District
Joseph A. Gomez
Assistant Superintendent, Procurement Management Services (retired)
Miami-Dade County Schools
Arthur S. Hanby, Jr.
Strategic Sourcing and Contracts Officer
San Diego Unified School District
1 The Council has conducted over 200 instructional, management, and operational reviews in more than 50 big-
city school districts over the last 12 years. The reports generated by these reviews are often critical, but they
also have been the foundation for improving the operations, organization, instruction, and management of many
urban school systems nationally. In other cases, the reports are complimentary and form the basis for
identifying ―best practices‖ for other urban school systems to replicate. (Attachment E lists the reviews that the
Council has conducted.) 2 The Council previously conducted a review of the HISD Facilities Services department in May 2010, its
Capital Facilities program in July 2010, and its Information Technology department in January of 2011. This
procurement review does not constitute a forensic audit but instead is a high-level review of department
operations.
Review of the Procurement Services Department
of the Houston Independent School District
October 2011
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 2
Duane Johnson
Chief Procurement Officer
Los Angeles Unified School District
Christopher Steele
Senior Director, Purchases & Supply
Norfolk Public Schools
The Council‘s team conducted fieldwork for the project during a four-day site visit to
Houston on October 9-12, 2011. The general schedule for the site visit is described below. (A
more detailed working agenda for the site visit is presented in Appendix B.) The team met with the Houston superintendent, chief financial officer, chief of staff,
controller, and interim general manager of procurement services on the first day of the site
visit to discuss expectations and objectives for the review and to make final adjustments to
the work schedule. The superintendent described his concerns about the district‘s
procurement function and identified areas where he wanted the team to focus its attention.
The team used the first two full days of the site visit to interview staff members and
review documents, reports, and data provided by the district. (Lists of individuals
interviewed and materials reviewed by the team are presented in Appendices C and D.)3 The
final day of the visit was devoted to synthesizing and refining the team‘s findings and
recommendations, and debriefing the superintendent, chief financial officer, chief operating
officer, chief of staff, and controller.
The Council sent a draft of this report to team members for their review to ensure its
accuracy and to obtain their concurrence with the final recommendations. This management
letter contains the findings and recommendations designed by the team to help improve
operational efficiencies and effectiveness of the Houston school district‘s procurement
services department.
The Houston Independent School District
Procurement Services Department
The Houston Independent School District is the largest public school system in Texas
and the seventh-largest in the United States. The school district operates 296 schools with
approximately 202,000 students, who are supported by almost 30,000 full- and part-time
employees. The General Fund operating budget amounts to approximately $1.6 billion
annually. The capital-facilities program of the district--included in the Capital Renovation
Fund--amounts to almost $1.1 billion with over $800 million from a 2007 bond issue, about
$150 million from ―pay-as-you-go‖ programs, and about $100 million from other capital
sources.
3 The Council‘s peer reviews are based on interviews of staff and others, a review of materials provided by the
district, observations of operations, and the teams‘ professional judgment. In conducting interviews the teams
must rely on the willingness of those interviewed to be factual and forthcoming, but cannot always judge the
accuracy of statements made by interviewees.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 3
The district is led by the superintendent of schools who reports to a nine member
elected board of education. The superintendent has ten direct line reports as shown in the
HISD Organization Chart – August 2011 (Exhibit 1 below) and three staff positions (chief of
staff, E-rate compliance officer, and general counsel).
Exhibit 1. HISD Organization Chart – August 2011
Source: Prepared by CGCS based on information provided by the HISD
The Procurement Services Department is headed by a General Manager who reports
directly to the Chief Financial Officer (CFO). As shown in the Procurement Services
Department Organization Chart–December 2011 (Exhibit 2 below), the Procurement
Services General Manager has seven direct reports, who are classified as Procurement
Managers.
In addition, five staff positions including the Web Content Administrator, Web
Designer, Customer Service Coordinator, Procurement Coordinator, and Team Leader for
Business Operations report to the General Manager.
Superintendent
of Schools
Chief
Communications
Chief Major
Projects
Officer
Chief Elementary
Schools
Staff Positions (3)
Chief Human
Resources
Chief Academic
Officer
Chief Financial
Officer
Chief Operating
Officer
Chief Middle
Schools
Chief Technology
Officer
Chief High
Schools
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 4
Exhibit 2. Procurement Services Department Organization Chart –
December 2011
Source: Prepared by CGCS based on information provided by the HISD
The Procurement Services Department has an Operating Budget of $1.9 million annually.
The department‘s operating budget and actual expenditures for the current and two prior
years are displayed below in Exhibit 3.
Exhibit 3. Procurement Services’ Operating Budget and Actual Expenditures
2010-2012
Object of
Expenditure
2010
Budget
2010
Actual
2011
Budget
2011
Actual
2012
Budget
Salaries and
Benefits
$1,814,041 $1,738,788 $1,823,105 $1,750,460 $1,699,502
Contracted Services 124,167 89,049 109,828 67,449 104,500
Supplies 28,000 24,902 30,650 22,976 42,847
Equipment 12,518 11,440 43,000 32,304 2,772
Professional
Services
5,000 0
3,500 3,000 3,500
Other 18,850 19,078 15,952 10,158 16,201
Totals $2,002,576 $1,883,257 $2,026,035 $1,886,527 $1,869,322 Source: Prepared by CGCS based on information provided by the HISD
The Procurement Services Department processed about 130,000 purchase-requisitions
amounting to more than one-half million line items during the 2010-11 fiscal year. The
department also launched 163 Requests for Proposal (RFP) during that fiscal year.
Procurement Services
General Manager
Procurement
Manager
PROCARD
Procurement
Manager
Technology
Procurement
Manager
Transportation/Maint
Procurement
Manager
Office Furniture
Procurement
Manager
Instructional
Procurement Manager
Construction
Procurement
Manager
Food Service
Staff
Positions (5)
Chief Financial
Officer
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 5
HISD reported that its total non-salary ―spend amount‖ as $530 million, of which 12
percent, or $65 million, was devoted to businesses identified as minority and women-owned
business enterprises (M/WBE). The district identified 30 percent, or $158 million, of its
spending to be with vendors within HISD‘s geographic boundaries. The dollars spent against
existing contracts were identified as amounting to 36 percent, or $193 million. In addition,
the district has issued almost 950 purchasing cards (Pro-Cards), which accounted for over
100,000 transactions and about $30 million in spending in fiscal year 2011. The department
also processed 1,300 travel requisitions amounting to almost $500,000 in that fiscal year.
Findings and Observations
The Council‘s Strategic Support Team‘s findings and observations are organized
around four general areas or themes: Commendations, Leadership and Management,
Organization, and Operations.
Commendations
The Chief Financial Officer recently appointed an Interim General Manager of
Procurement Services who is experienced, competent, and motivated to make positive
changes in the organization.
In the past two years, the district has made substantial improvements in its application
and execution of E-Rate grants.
The district appears to have an aggressive program to attract and engage small,
minority and women owned business enterprises (M/WBE) as HISD vendors.
Staff members of the Procurement Services department appeared to be competent and
focused.
Leadership and Management
The majority of the district‘s purchasing, which is based on Requests for Proposals
(RFPs), is awarded based on a number of weighted factors that are not always
transparent or consistently applied; are often under-value ―price‖ as a selection
criterion; and lead to a perception of manipulation of and distrust in the procurement
process. For example –
o The weighting of various factors for evaluating RFPs is not disclosed in most
RFPs (the exception being RFPs for construction contracts).
o The weighting of evaluation factors is not done until after the issuance of the RFP
and may be done as late as during the vendor-selection phase of the RFP process.
o RFP evaluation factors vary between RFPs, and there are instances where the
factors change during the RFP process (i.e., a different set of evaluation criteria
are published with the solicitation than are actually used in the vendor selection).
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 6
o ―Price‖ as an evaluation factor is generally weighted at about 50 percent in the
RFP processes with--
Some RFPs weighing ―price‖ at as little as 12.5 percent.
Food Service RFPs valuing ―price‖ at 25 percent or less.4
While significant purchasing authority has been delegated to schools under the
district‘s decentralization model, there has not been any analyses of the cost-benefits
of centralized vs. decentralized procurement processes and there has been limited
administrative oversight of school-based procurement processes.
The low dollar thresholds that have been established for the district‘s purchasing
methods are not aligned with best practices and restrict efficiency. For example--
o The threshold for the formal bidding (or RFP) process has been set at $10,000.
(Texas law allows districts to set this threshold at $50,000.)
o The district limits Pro-Card transactions to a maximum of $500 for an individual
purchase and $5,000 per month on an individual card.
The Best Practice Group reported by RPMG Research Corporation-2010
Purchasing Card Benchmark Survey Results-cited an average single
transaction spending limit of $3,266 and an average spending limit per month
of $11,578.
A 2010 Council of the Great City Schools survey indicated that the median
purchasing-card single transaction maximum among reporting districts was
$1,000.
o The $500 threshold of tagging and tracking of assets, which creates additional
administrative work, is not justified based on the cost of the asset.
o No dollar-value minimum has been established for purchase requisitions resulting
in unnecessary time and effort being expended on low-value transactions.
The district requires that the execution of contracts and agreements exceeding
$50,000 be vetted by the General Counsel with funding verified by the Finance
Department, presented by the Superintendent, and approved by the Board of
Education. This ineffective and time-consuming process requires the signatures of the
following high-level officials—
o The President of the Board
o The Board Secretary
4 Construction RFPs value ―price‖ at the highest levels, ranging between 55 percent and 100 percent in the
evaluation process.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 7
o The Superintendent
o The General Counsel
o The Chief Financial Officer
The General Manager of Procurement Services has no delegated authority to execute
contracts at any dollar level.
The purchasing work of the district is highly transactional and makes minimal use of
strategic sourcing, cooperative contracts, master contracts, and blanket purchase
orders as cost-effective alternatives to the district‘s repetitive bidding, RFP, and
contracting procurement processes.
o As seen in Exhibit 4 below, the Council‘s team found that--
One third of the purchase orders processed were for $500 or less.
86 percent of purchase orders processed were for less than $5,000.
Only 1 percent of purchase orders processed were for $50,000 or more
Exhibit 4. Purchase Order Processed by Dollar Value, 2010-11
Purchase Order
Value
Total
Dollars
Percent of
Total Dollars
Number of
Purchase
Orders
Percent of Total
POs
Up to $500 $3,317,164 2% 14,077 33%
$500-$2,500 21,761,004 11% 17,639 42%
$2,500-$5,000 16,630,029 9% 4,738 11%
$5,000-$10,000 18,823,870 10% 2,692 6%
$10,000-$25,000 30,656,515 16% 1,940 5%
$25,000-$ 50,000 24,562,811 13% 687 2%
$50,000 or More 79,157,857 41% 485 1%
Totals $194,909,252 100% 42,258 100%
Prepared by CGCS based on data provided by HISD
Senior financial management of the district is individually reviewing thousands of
contracts each year, many of which are for low dollar amounts.
The team was told that the General Counsel‘s office reviews all consultant contracts,
regardless of value, a process that can take 60 to 90 days to complete.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 8
Approximately $10 million of expenditures are never processed through an adopted
procurement method. For example –
o About $5 million is expended on direct payments to vendors (payments for
transactions without purchase orders or contracts) outside of the normal
procurement processes.
o $4.3 million of expenditures for school-based consultants and after-school
programs are routed through the General Counsel‘s office without going through
the procurement office.
There appears to be an overall lack of planning within the procurement department.
For example –
o The Procurement Services department has no strategic or business plan outlining
its future direction, and process improvements appear to take place on an ―ad hoc‖
basis.
o While an annual procurement calendar exists, it is incomplete and apparently not
utilized.
o Buyers appear to use an excessive number of temporary-contract extensions
because bids and RFPs are not completed on a timely basis.
The team encountered a number of situations that suggested poor communications,
inadequate coordination, or outright conflicts between Procurement Services
personnel and administrators in other functional units. For example –
o End users of Procurement Services indicated that often they are not involved in
selecting the procurement methodology that will be used for a particular contract,
e.g., selecting a large number of awardees for a small volume contract.
o End users complained that they are not frequently involved in the review of final
terms and conditions of the contracts and only learn of them after the contracts are
finalized.
o The team was told that some buyers project an adversarial attitude and do not
view themselves as part of a total team effort by the district.
o Some customers indicated that poor communications between buyers in the
Information Technology (IT) and Procurement Services units creates obstacles to
efficiency.
The team requested, but did not receive, copies of internal audits of Procurement
Services operations from the Office of the Inspector General.
There is no formalized professional-development program for Procurement Services
employees. In addition –
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 9
o While the district acknowledges the importance of certification, it has not been
aggressive in requiring staff certification and/or underwriting some portion of the
costs to encourage professional development for procurement services employees.
o Some long-time buyers and senior buyers do not have public sector professional
certification.
o Some procurement managers have not obtained public sector managerial
professional certification.
The training of school-based and central-office staff in procurement processes and
automated procurement systems is inadequate. For example –
o The team was advised that training is conducted primarily by IT personnel with
little participation by Purchasing Services staff.
o SAP training conferences are not attended by functional power users.
o Principals indicated that webinar training is insufficient and that purchasing issues
and methodologies are not adequately covered.
Organization
The organizational placement of Procurement Services (reporting to the Chief
Financial Officer) does not maximize potential efficiencies or contribute to the
internal control principle of separation of responsibilities. For example –
o The financial part of an organization is frequently focused on controls, whereas
the operations portion is more often focused on customer service and productivity.
o Principles of internal controls would suggest separating budget authorization and
vendor payments from vendor soliciting and contracting.
Operations
The district‘s investment in its Enterprise Resource Planning (ERP) system has not
been optimized to enhance procurement processes. For example –
o The functionality allowing supporting documents to be attached to requisitions is
not being utilized.
o The automated purchase-order faxing functionality has not been acquired,
configured, and operationalized by the district thereby causing staff to manually
fax purchase orders to vendors.
o The ability to make payments to multiple-street addresses for the same vendor
name has not been operationalized.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 10
o It was unclear to the team whether the tracking function in SAP is being used
effectively to ensure purchase orders do not exceed the school board approved
contract limits.
The team was advised that procurement policies and procedures had not been updated
in over two years, leading to confusion and miscommunications. For example –
o It was reported that different buyers provide conflicting information and use
different procedures.
o Some communications from buyers appear to be based on past practice rather than
adopted procedures.
Roles, responsibilities, and processes have not been clearly defined between
procurement and end users as it relates to negotiations with vendors and with contract
administration.
The team noted these additional concerns related to the district‘s contracting
processes –
o There does not seem to be clearly defined criteria regarding when to renew or
rebid an existing contract.
o Research of product markets is not consistently conducted by staff members prior
to renewal or awarding of a contract.
o The RFP process, rather than a straight bid (Invitation to Bid), is used for routine
purchasing of standard, off-the-shelf commodities.
o The district submits annual contract renewals to the school board for approval,
even though they have board-approved multi-year agreements.
o The total-cost-of–ownership is not always built into the RFP evaluation and
selection processes.
o Standardized form contracts are reviewed by the General Counsel‘s office.
o Many vendors reportedly find it difficult to do business with the district due to the
size of the solicitations (up to 150 pages).
Vendor protest policies are not incorporated in solicitation documents nor are they
posted on the procurement web site, and procedures to be followed are not well
understood.
The rotation of contract work among multi-award vendors is reportedly not being
done on a consistent basis.
The process for emergency orders is reported to take up to five days, making it
ineffective in meeting district needs.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 11
Although federal certification documents are included in RFPs and bid solicitations,
staff is not checking for excluded parties listed in the federal Excluded Parties List
System (EPLS) web site, as required by law for certain contracts and purchases over
$25,000.
The Procurement Services department has not monitored, measured, or documented
vendor performance.
The team noted that several links on the Procurement Services website are not active
and some information is not current.
Procurement Services does not rotate the commodity assignments of buyers on a
regular basis.
The district has held only one vendor fair in the past two and one-half years.
There are deficiencies in the operation of the travel desk, including the following–
o The district does not collect credits, points, or miles for air or hotel expenses.
o The district writes checks for hotel expenses, rather than using Pro-Card or
electronic payments.
o Air fare and hotel expenses are often paid in advance, rather than encouraging
employees to apply for reimbursement.
o The timing of travel-desk processing results in the loss of ‗early-bird‘ discounts.
Recommendations
1. Change the reporting relationship of the Procurement Services Department to the Chief
Operating Officer.
2. Initiate a nationwide search for a Procurement Services General Manager, preferably
having a Certified Public Purchasing Officer (CPPO), Certified Purchasing Manager
(C.P.M.), or equivalent designation.
3. Restructure the district‘s procurement contracting processes to –
a. Increase the use of strategic sourcing, cooperative contracts, master contracts, and
blanket purchase orders.
b. Increase the use of straight bidding with detailed specifications.
c. When using weighted RFPs -
i. Provide full disclosure in solicitation documents of the evaluation criteria and the
weights given to each factor in advance
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 12
ii. Use the same weighting factors in the evaluation process as disclosed in the
solicitation documents
iii. Provide substantially higher value to ―price‖ as a weighted factor.
d. Establish standard consultant and professional services contracts to provide for an
expedited contract-review process within the Procurement Services Department. e. Eliminate the use of temporary contract extensions by conducting bids and RFPs on a
timely basis
f. Publicize and communicate the vendor-appeal process.
g. Provide a monthly report to the Board of Education detailing the district‘s non-salary
―spend‖ amounts by category.
4. Conduct a cost/benefit analysis of centralized vs. decentralized procurement processes.
5. Establish appropriate standards and oversight for school-site based procurement
processes.
6. Increase dollar-value thresholds for purchasing processes as follows –
a. Increase the formal bidding (or RFP) threshold to the state-allowed limit of $50,000. b. Increase the single transaction limit on the district Pro-Card from the current level of
$500 to an amount more reflective of industry best practices.
c. Increase the threshold for the tagging and tracking of assets from the current level of
$500.
d. Establish a minimum dollar amount for purchase requisitions.
7. Eliminate inefficient and cumbersome contract signature processes and delegate signature
authority for board approved contracts, as well as contracts below the board approval
threshold, to the General Manager of Procurement Services. 8. Significantly reduce the number of direct-payment transactions constituting purchases
that are not processed through the Procurement Services Department.
9. Establish a strategic-business plan for the Procurement Services Department that is linked
to the district‘s strategic plan and contains goals, objectives, timelines, performance
measures, and accountabilities.
10. Review and update procurement master calendars for each unit within the department and
establish a monitoring and reporting component.
11. Improve communications and coordination with end users through their timely
involvement in the contracting process.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 13
12. Ensure that internal audits are conducted of Procurement Services operations on a regular
basis and make the resulting reports available to the School Board, administration, and
the public.
13. Establish a formalized professional development program5 for staff members of the
department and encourage buyers and managers to become certified by the Texas
Association of School Business Officials, the Universal Public Purchasing Certification
Council, or The Institute of Supply Management.
14. Enhance the SAP Supplier Relationship Management (SRM) system training.
15. Enhance the functionality of the SAP SRM system by incorporating –
a. Comprehensive budget checking and expenditure control capabilities.
b. The attachment of documents to requisitions by requesters
c. Automated faxing capability.
16. Update and post on the department‘s web site all procurement policies and procedures,
including--
a. The roles and responsibilities of both Procurement Services and end users in the
solicitation, negotiation, creation, and administration of contracts
b. Clearly defined criteria on when to renew and rebid existing contracts
c. Requirements for researching product markets prior to major solicitations
d. Total-cost-of–ownership in evaluations and selection processes.
e. How work on multi-vendor contracts will be distributed.
f. A revised emergency procurement procedure that can address urgent situations.
g. Processes that monitor, measure, and document vendor performance.
17. Establish procedures to ensure compliance with federal requirements on the Excluded
Parties List System (EPLS). 18. Periodically rotate the commodity assignments of buyers in the Procurement Services
department.
19. Establish a regular schedule of vendor fairs.
20. Improve the operational efficiency of the travel desk by –
5 Two and three day professional development courses are available from the National Association of
Governmental Purchasing (NAGP), including Introduction to Public Purchasing, Sourcing in the Public Sector,
Developing and Managing RFPs, Contract Administration, and Legal Aspect of Purchasing.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 14
a. Performing a cost-benefit analysis to determine the financial and operational
effectiveness of staffing this function vs. self-purchasing of travel tickets by staff
upon approval of a travel request
b. Encouraging employees to request travel reimbursement (rather than advance
payment) by expediting reimbursements c. Paying hotel bills by Pro-Card or other electronic means rather than checks
d. Considering the use of ―declining balance‖ debit cards for travel expenses
e. Developing a process to capture credits, points, and miles available for air and hotel
expenditures.
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 15
Appendix A. STRATEGIC SUPPORT TEAM
Robert Carlson
Robert Carlson is Director of Management Services for the Council of the Great City
Schools. In that capacity, he provides Strategic Support Teams and manages operational
reviews for superintendents and senior managers; convenes annual meetings of Chief
Financial Officers, Chief Operating Officers, Transportation Directors, and Chief
Information Officers and Technology Directors; fields hundreds of requests for management
information; and has developed and maintains a Web-based management library. Prior to
joining the Council, Dr. Carlson was an executive assistant in the Office of the
Superintendent of the District of Columbia Public Schools. He holds master and doctorate
degrees in administration from The Catholic University of America; a B.A. degree in
political science from Ohio Wesleyan University; and has done advanced graduate work in
political science at Syracuse University and the State Universities of New York.
David W. Koch
David Koch is the former Chief Administrative Officer for the Los Angeles Unified School
District (LAUSD). The LAUSD is the nation‘s second largest public school system, with
more than 700,000 students in grades K-12, an annual budget of more than $9 billion, and
more than 80,000 full- and part-time employees. Mr. Koch‘s responsibilities encompassed
virtually all non-instructional operations of the district, including finance, facilities,
information technology, and all of the business functions. Mr. Koch also served the LAUSD
as business manager, executive director of information services, and deputy controller. Mr.
Koch was also business manager for the Kansas City, Missouri Public School District and
was with Arthur Young and Company prior to entering public service. He is a graduate of
the University of Missouri and a Certified Public Accountant in the states of California,
Missouri, and Kansas. Currently a resident of Long Beach, California, Mr. Koch provides
consulting services to public sector clients and companies doing business with public sector
agencies.
Joseph A. Gomez
Joseph A. Gomez is the former Assistant Superintendent of Procurement Management
Services of the Miami-Dade County School Board, Florida. The Miami-Dade County school
district is the 4th
largest in the nation, with over 345,000 students, and over 45,000 full-time
and part-time employees. The annual budget is over $5 billion. His responsibilities included
the supervision of Procurement Management, Stores and Mail Distribution, Surplus Property,
Maintenance Materials Management, Materials Testing department, Furniture Fixtures and
Equipment and Textbook Services. Mr. Gomez is a certified CPM, APP, CPPO, CPPB, and
has 35 years of experience in procurement and materials management. He has a B.A. in
Business Administration, and completed the Executive Development Program at Florida
International University
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 16
Arthur S. Hanby, Jr.
Arthur Hanby is the Strategic Sourcing and Contracts Officer for the San Diego Unified
School District (SDUSD). SDUSD is the second largest district in California and serves over
130,000 students with over 250 educational facilities. He is responsible for the district‘s
entire procurement and contracting functions, including contracting for commodities,
equipment, professional, construction and non-construction services; and for the operations
of the district‘s PeopleSoft ERP Financial System eProcurement, Purchasing, eSupplier
Connection, Supplier Contracts Management and ancillary modules. Prior to working at
SDUSD, Mr. Hanby was the Deputy Chief Contracting Officer and Executive Director for
the Detroit Public Schools and the Director of Purchasing and Warehousing for The School
Board of Broward County in Fort Lauderdale, Florida. Mr. Hanby has a Bachelor‘s Degree
from the University of Delaware and a Master‘s Degree in Business Management from
Central Michigan University. He is both a Certified Public Purchasing Officer (CPPO) and
Certified Professional Public Buyer (CPPB), and holds Lifetime certification as both a
Certified Purchasing Manager (C.P.M.) and Accredited Purchasing Practitioner (A.P.P.). Mr.
Hanby is a member of the National Institute of Governmental Purchasing, and also a member
of the U.S. Communities Government Purchasing Alliance Advisory Board, appointed
jointly by the California Association of School Business Officials (CASBO) and the
California School Boards Association (CSBA), and previously by the National Institute of
Governmental Purchasing (NIGP). He has served as a member of the NIGP Research
Committee and the Purchasing and Supply Management Committee of ASBO International.
Mr. Hanby was a Qualified Examiner for the Universal Public Purchasing Certification
Council, which certifies public purchasing professionals. In 2009, he was elected to the
Board of Directors of the Public Sector User Group (PSUG), an organization of public sector
entities, including K-12 school districts, which use Oracle Corporation‘s ERP applications
software. He has been a frequent public speaker at PeopleSoft/Oracle conferences about its
eProcurement systems and is often sought for his forward-thinking in eprocurement
technology. He is a recipient of the U.S. Department of Commerce Public Service Award.
Duane Johnson
Duane Johnson is the Chief Procurement Officer (CPO) for the Los Angeles Unified School
District (LAUSD). Johnson was named the CPO of LAUSD on May 16, 2005, and assumed
responsibility for Purchasing, Contract Administration, Strategic Sourcing, Materiel
Management, Policy Procedure & Compliance, Vendor Management, Truck Operations,
Document Reproduction, and Mail Unit. He began his career with LAUSD as the Director of
Contract Administration in July, 2001. His previous experience consists of over twenty years
in public sector socio-economic programs and government contracting specifically in Public
Transportation. He began his career as an Equal Opportunity Analyst for minority business
wherein he developed strategies to promote utilization of minority contractors increasing
minority business participation in transportation projects to unprecedented percentages. In
1983, he was promoted to the position of Contract Administrator and began to assume
increasing responsibility in contracting activity. This included substantial involvement in the
design and construction of the Los Angeles underground subway system leading to his
subsequent appointment to Director of Contracts. He joined public education in 2001 and
transformed the procurement practices of the second largest school district in the nation.
Johnson earned a masters degree in public education from California State University–
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 17
Dominguez Hills, Carson, CA. and a bachelors of arts degree from Dominican College,
Racine, WI. He also attended Northrop University School of Law.
Christopher P. Steele
Christopher Steele is the Senior Director, Purchases & Supply for Norfolk Public Schools,
Virginia. Mr. Steele has over 30 years‘ experience in operational supply chain logistics,
financial management, facility management and acquisition contracting with both the public
(federal, state, and K-12) and private sector. Mr. Steele holds a master‘s degree in
engineering and business from the University of Kansas, a master‘s degree in human
resource management from Pepperdine University, and a B.S. degree in chemistry from
Pennsylvania State University. Mr. Steele is a Certified Purchasing Manager (C.P.M.),
Certified Purchasing Card Professional (CPCP), Certified Management Accountant (CMA),
Certified Professional Public Buyer (CPPB) and he attained the highest certification level in
the federal Acquisition Professional Corps. Mr. Steele is a member of the National Institute
of Governmental Purchasing K12 Leadership Team and the Council of Great City Schools
KPI Procurement Team,
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 18
Appendix B. WORKING AGENDA
Strategic Support/Peer Review Team Procurement Operations
Houston Independent School District October 9-12, 2011
Contacts: Melinda Garrett
Chief Financial Officer Email: mgarrett@houstonisd.org
Sunday, October 9 Team Arrival 6:30 p.m. Dinner Meeting Melinda Garrett
Chief Financial Officer Leo Bobadilla
Chief Operating Officer Michele Pola
Chief of Staff
Others Ken Huewitt Rick Coulter
Monday, October 10
7:00 - 8:00 a.m. Continental Breakfast Rick Coulter
Interim General Manager of Procurement 8:15 - 9:15 a.m. Team Interviews Enriqueta Berruete
Team Leader, Business Operations Antoinette Lewis Procurement Coordinator
Jarry Wilson Customer Service Coordinator Adam Arbour
Web Content Administrator Jason Washington
Website Designer 9:30 - 10:30 a.m. Team Interviews Guy Mazzola
Procurement Manager Ethel Kujimiyo
Document Control Administrator Amiri Scott
Vendor Master Specialist 10:45 - 12:00 p.m. Team Interviews Elvis Eaglin
Procurement Manager, Construction
12:00 - 1:00 p.m. Working Luncheon
1:00 - 2:00 p.m. Team Interviews Chalita Cyprian
Procurement Systems Manager Donna Aron
PROCARD Administrator Patricia Griggs
PROCARD Administrator
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Council of the Great City Schools Page 19
Tara Haire
Travel Specialist 2:15 - 3:15 p.m. Team Interviews Cesar Rodriguez
Procurement Manager, Office Furniture Bill Garner Karen Allen
Senior Buyers Demetria Murray
Buyer 3:15 - 4:15 p.m. Team Interviews Everlynn Goff
Procurement Manager, Instructional Supplies Carri Wallis Danyelle Osborne
Buyers 4:15 - 5:15 p.m. Team Interviews Ad Hoc Principal’s Committee
Superintendent’s Conference Room
Team Discussion of Work Plan for Balance of Site Visit
Tuesday, October 11
7:00 - 8:00 a.m. Continental Breakfast Ken Huewitt
Controller 8:00 - 9:00 a.m. Team Interviews Robert Fazakerly
Procurement Manager, Technology/Office Equipment Ken Phillips
Senior Buyer Ryan Titzman Maria Goldman
Buyers 9:15 - 10:15 a.m. Team Interviews Andre Morrow
Procurement Manager, Transportation/Maintenance Gary Hogg Kimberly Burnaman Janice James
Senior Buyers 10:30 – 11:30 a.m. Team Interviews Earl Finley
Procurement Manager, Food Services Mark Martinez
Senior Buyer Beth Rutherford Jessie Ray
Buyer
11:45 - 12:45 p.m. Working Luncheon
1:00 – 2:00 p.m. Team Interviews Nicole Ware-Smith
Senior Manager, Warehouse Operations Oscar Montemayor
Manager, Warehouse Support Timothy Brown
Manager, Warehouse Operations Veronica Ruiz
Manager, Furniture Services Harvey Schulze
Manager, Vehicle Services
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 20
2:15 - 3:15 a.m. Team Interviews Focus Group wth Non-School Users
Instructional and Operational Divisions 3:15 - 4:30 p.m. Team Interviews Focus Group wth Non-School Users
Instructional and Operational Divisions
5:30 p.m. Team Discussion of Work Plan for Balance of Site Visit
Wednesday, October 12 7:00 - 12:00 Noon Team Meeting Discussion of Findings & Recommendations
12:00 - 1:00 p.m. Working Luncheon Dr. Terry Grier & Debriefing Superintendent Michele Pola
Chief of Staff Melinda Garrett
Chief Financial Officer Leo Bobadilla
Chief Operating Officer Ken Huewitt
Controller Rick Coulter
Procurement 1:00 p.m. Adjourn & Departures
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 21
Appendix C. DISTRICT PERSONNEL INTERVIEWED
Dr. Terry Grier, Superintendent of Schools
Michele Pola, Chief of Staff
Melinda Garrett, Chief Financial Officer
Ken Huewitt, Controller
Arnold Viramontes, Chief Information Technology Officer
Rick Coulter, Interim General Manager of Procurement
Enriqueta Berruete, Team Leader, Business Operations
Antoinette Lewis, Procurement Coordinator
Adam Arbour, Web Content Administrator
Jason Washington, Website Designer
Guy Mazzola, Procurement Manager
Ethel Kujimiyo, Document Control Administrator
Amiri Scott, Vendor Master Specialist
Elvis Eaglin, Procurement Manager, Construction
Chalita Cyprian, Procurement Systems Manager
Donna Aron, PROCARD Administrator
Patricia Griggs, PROCARD Administrator
Stuart Stratford, Travel Specialist
Cesar Rodriguez, Procurement Manager, Office Furniture
Bill Garner, Senior Buyer
Demetria Murray, Buyer
Everlynn Goff, Procurement Manager, Instructional Supplies
Carri Wallis, Buyer
Danyelle Osborne, Buyer
Noemi Vaglienty, Buyer
Robert Fazakerly, Procurement Manager, Technology/Office Equipment
Ken Phillips, Senior Buyer
Ryan Titzman, Buyer
Maria Goldman, Buyer
Andre Morrow, Procurement Manager, Transportation/Maintenance
Gary Hogg, Buyer
Kimberly Burnaman, Senior Buyer
Janice James, Buyer
Ursula Shelton, Buyer
Karen Allen, Senior Buyer
Earl Finley, Procurement Manager, Food Services
Mark Martinez, Senior Buyer
Beth Rutherford, Buyer
Jessie Ray, Buyer
Nicole Ware-Smith, Senior Manager, Warehouse Operations
Oscar Montemayor, Manager, Warehouse Support
Veronica Ruiz, Manager, Furniture Services
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 22
Harvey Schulze, Manager, Vehicle Services
Charotte Holden, Administrative Services
Aaron Spence, Chief School Officer, High Schools
Kevin Hobbs, Leadership Development
Dallas Dance, Chief School Officer, Middle Schools
Mark Smith, Academic Services
Bill Horwath, Performance Management
Sara Sagarnaga, Human Recourses
Sharon Eaves, Budgeting
Don Boehm, Finance Attorney
Richard Patton, E-Rate Compliance
Melanie Evans-Smith, Professional Support and Development
Victor Mitchell, School Police Department
Robert Mock, School Police Department
Terry Daniels, Police Department
Kermit Falgout, Risk Management
Dan Bankhead, Construction Services
Willie Burroughs, Facility Services
Brain Busby, Facility Services
Gavin Dillingham, Energy Service
Scott Lazar, Facility Services
Eugene Salazar, Facility Services
Mark Swackhamer, Transportation
Nathan Graf, Transportation
Issa Dadoush, Facilities Services
Alexis Licata, Business Assistance
Christian Masick, Policy Administration
Melanie Farmer, Transportation
Jimmy Dotson, School Police Department
Brian Giles, Food Service
Clifford W. Buck, Principal
Beverly J. Cage, Principal
Norma L. Perez-Gwynn, Principal
Armando Lujan, Principal
David E. Terrell, Principal
Kregg A. Cuellar, Principal
Michael D. Harrison, Principal
Hafedh Azaiez, Principal
Bertie A. Simmons, Principal
Takisha M. Bolden, Principal
Sonja Williams, Principal
Jaime Castaneda, Principal
Noelia G. Longoria, Principal
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 23
Appendix D. DOCUMENTS REVIEWED
HISD Organization Chart, August 2011
Procurement Services Organization Chart, September 2011
HISD Board Policies
o Ethics – Prohibited Practices, Issued 2/1/2010
o Fiscal Management Goals and Objectives , CCA1 (Regulation), Financial Ethics,
Issued 4/15/2010
o Fiscal Management Goals and Objectives , CCA2 (Regulation), Financial Ethics,
Issued 9/2/2010
o Fiscal Management Goals and Objectives , CCA(Local), Financial Ethics, Issued
11/30/2010
o Accounting – Audits, CFC (Legal), Issued 2/1/2010
o Accounting – Audits, CFC (Legal), Issued 6/14/2010
o Purchasing and Acquisition, CH (Legal), Issued 11/3/2009
o Purchasing and Acquisition, CH (Local), Issued 1/15/2010
Finance Manual, Procurement Section (1300)
Section 1303, Purchasing Guidelines
Section 1317, Supplier Performance
Flow Charts
o Business Process of Acquiring a Signed Contract
o Cross-Functional Team Process
o Instructional Products and Services, Evaluation Business Process
o Requisition Business Process
o Shopping Cart Business Process
o Complete RFP Flow Chart Process
o Waiver of Competitive Bidding Business Process
o SRM RFX Request for X Business Process
o Supplier Registration Business Process
o Assurance of Vendor Payment of Ad Valorem Taxes
o Supplier Score Card Business Process
Average Lead-time to Process Requisitions, August 2011
Amount Spent with M/WBE Suppliers, August 2011
PO Lines Processed Against Annual Contracts, August 2011
Dollar Amount and Number of New and Renewed Proposal Projects Completed per
Month
Procurement Services – Total Requisition Line Items Processed, August 2011
Supplier Registration, August 2011
Procurement Services – Total Dollars Spent on P.O.‘s, August 2011
Procurement Services – Total Number of P.O. Transactions, August 2011
Evaluation of Competitive Sealed Proposals for Alcott ES, Garden Villas ES, Woodson
MS Renovation, September 13, 2011
CSP Proposal Tabulation, Alcott ES, Garden Villas ES and Woodson PK - 8 Renovation
Project, July 14 2011
CPS Matrix, Alcott ES, Garden Villas ES and Woodson, August 29, 2011
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 24
Compliance Of ―Specific Conditions For Minority And Women Business Enterprise
Participation‖ Documentation For Alcott ES, Garden Villas ES, And Woodson MS,
Renovations,8/29/2011
Approval Of Primary Construction Methods For District Construction Contracts, Criteria
for Selection of Contractors, and Delegation of Evaluation Authority, Board of
Education Meeting of February 10, 2011
Request for Proposal (Pro-forma), Part I, II, III, & IV, Version 6.2
Suppliers Score Card, HISD Materials Management, (Internet Screen Shots)
Procurement Services, Employee Portal, (Internet Screen Shots)
Proposal Solicitations Download Homepage, September 14, 2011 (Internet Screen Shots)
Active Product Categories (54 Spend Categories and 457 Product Categories)
Annual Proposal Calendar, September 14, 2011
Procurement Services‘ ―BUYLINES‖, 9/20/2011
(Texas) Education Code, Chapter 44. Fiscal Management
Authority to Negotiate and Execute Interlocal Agreements with Various Purchasing
Cooperatives, Board of Education Meeting of January 15, 2009
(Texas) H.B. No. 628, May 2011
House Research Organization Bill Analysis, 5/6/2011, HB628
HISP Procurement Services Manual, Last Updated May28, 2010
How to do Business with HISD
Supplier Agreement Between Houston Independent School District and ―Name Of
Supplier‖, (Pro-forma)
HISD Procurement Services, Major Accomplishments Report, July1, 2010-June 30, 2011
Vision Statement, Mission Statement, Guiding Principles, Core Values, and Motto
HISD Sample Purchase Order
HISD ProCard, User Manual, Revised: August 2011
HISD Request For Quote (AED Maintenance)
SAP BI Reports (Screen Shots)
SAP Enterprise Portal, Training Manual
Service Contract between HISD and ― Provider‖, ( Pro-Forma), Revised May 2011
Request to Waive Competitive Bidding, (Form)
SRM Shopping Cart, (Screen shots)
Texas Education Agency, Financial Accountability System, Resource Guidelines,
January 2010
Procurement Services, Technology Plan
Request for Qualifications, Performance Audit of Contract Recommendation Awards
Processes, Project Number -11-09-04
Certifications of Procurement Managers/buyers
NIGP Webinars for 2008, 2009, ooler2010, and 2011
Over $10,000 Spend, by Contract, 2010-11
Sec. 271.903. COMMITMENT OF CURRENT REVENUE
2010-2011 Vendor Report, Description/Amount
Vendor Payments, 7-01-11 to 10-10-2011
Purchasing Order line Details, 10/10/2011
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 25
2010-2011 Expenditures For Professional, Consulting & Miscellaneous Contracted
Services
Project listing, Fazakerly Group, October 6, 2011
Request for Proposal, Project 10-06-06, Project Name: End User Devices District –wide
RFP Results, End User Devices: Computers; printers; & Servers (#10-06-06), October/
2010
Contracts by product Category
Approval of Primary Construction Methods for District Construction Contracts, Criteria
of Selection of Contractors, and delegation of evaluation authority.
Summary of Direct Payments, FY 2011
2010- 2011 Summary of Consultants, Miscellaneous Contracts, and Professional Services
Payments
Rodriguez Team Projects Summary
Goff Team Projects Summary
Food Service RFP Summary
Eaglin Team Projects Summary
Morrow Team Projects Summary
Review of the Procurement Services Department of the Houston Independent School District
Council of the Great City Schools Page 26
APPENDIX E. ABOUT THE COUNCIL
Council of the Great City Schools
The Council of the Great City Schools is a coalition of 65 of the nation‘s largest urban public
school systems. The organization‘s Board of Directors is composed of the Superintendent,
CEO or Chancellor of Schools, and one School Board member from each member city. An
Executive Committee of 24 individuals, equally divided in number between Superintendents
and School Board members, provides regular oversight of the 501(c)(3) organization. The
composition of the organization makes it the only independent national group representing both
governing and administrative arms of urban education and the only education association
whose sole purpose is urban.
The mission of the Council is to advocate for urban public education and assist its members in
their improvement and reform. The Council provides services to its members in the areas of
legislation, research, communications, curriculum and instruction, and management. The group
convenes two major conferences each year; conducts studies of urban school conditions and
trends; and operates ongoing networks of senior school district managers with responsibilities
for such areas as federal programs, operations, finance, personnel, communications, research,
and technology. Finally, the organization informs the nation‘s policymakers, the media, and the
public about the successes and challenges of schools in the nation‘s Great Cities. Urban school
leaders from across the country use the organization as a source of information and an umbrella
for their joint activities and concerns.
The Council was founded in 1956 and incorporated in 1961, and has its headquarters in
Washington, D.C.
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Council of the Great City Schools Page 27
History of Strategic Support Teams Conducted by the
Council of the Great City Schools
City Area Year
Albuquerque
Facilities and Roofing 2003
Human Resources 2003
Information Technology 2003
Special Education 2005
Legal Services 2005
Safety and Security 2007
Anchorage
Finance 2004
Communications 2008
Math Instruction 2010
Atlanta
Facilities 2009
Transportation 2010
Austin
Special Education 2010
Baltimore
Information Technology 2011
Birmingham
Organizational Structure 2007
Operations 2008
Facilities 2010
Boston
Special Education 2009
Broward County (FL)
Information Technology 2000
Food Services 2009
Transportation 2009
Buffalo
Superintendent Support 2000
Organizational Structure 2000
Curriculum and Instruction 2000
Personnel 2000
Facilities and Operations 2000
Communications 2000
Finance 2000
Finance II 2003
Bilingual Education 2009
Caddo Parish (LA)
Facilities 2004
Charleston
Special Education 2005
Charlotte-Mecklenburg
Human Resources 2007
Cincinnati
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Council of the Great City Schools Page 28
Curriculum and Instruction 2004
Curriculum and Instruction 2009
Chicago
Warehouse Operations 2010
Special Education 2011
Christina (DE)
Curriculum and Instruction 2007
Cleveland
Student Assignments 1999, 2000
Transportation 2000
Safety and Security 2000
Facilities Financing 2000
Facilities Operations 2000
Transportation 2004
Curriculum and Instruction 2005
Safety and Security 2007
Safety and Security 2008
Theme Schools 2009
Columbus
Superintendent Support 2001
Human Resources 2001
Facilities Financing 2002
Finance and Treasury 2003
Budget 2003
Curriculum and Instruction 2005
Information Technology 2007
Food Services 2007
Transportation 2009
Dallas
Procurement 2007
Staffing Levels 2009
Dayton
Superintendent Support 2001
Curriculum and Instruction 2001
Finance 2001
Communications 2002
Curriculum and Instruction 2005
Budget 2005
Curriculum and Instruction 2008
Denver
Superintendent Support 2001
Personnel 2001
Curriculum and Instruction 2005
Bilingual Education 2006
Curriculum and Instruction 2008
Des Moines
Budget and Finance 2003
Detroit
Curriculum and Instruction 2002
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Council of the Great City Schools Page 29
Assessment 2002
Communications 2002
Curriculum and Assessment 2003
Communications 2003
Textbook Procurement 2004
Food Services 2007
Curriculum and Instruction 2008
Facilities 2008
Finance and Budget 2008
Information Technology 2008
Stimulus planning 2009
Greensboro
Bilingual Education 2002
Information Technology 2003
Special Education 2003
Facilities 2004
Human Resources 2007
Hillsborough County (FLA)
Transportation 2005
Procurement 2005
Houston
Facilities Operations 2010
Capitol Program 2010
Information Technology 2011
Procurement 2011
Indianapolis
Transportation 2007
Information Technology 2010
Jackson (MS)
Bond Referendum 2006
Communications 2009
Jacksonville
Organization and Management 2002
Operations 2002
Human Resources 2002
Finance 2002
Information Technology 2002
Finance 2006
Kansas City
Human Resources 2005
Information Technology 2005
Finance 2005
Operations 2005
Purchasing 2006
Curriculum and Instruction 2006
Program Implementation 2007
Stimulus Planning 2009
Little Rock
Curriculum and Instruction 2010
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Council of the Great City Schools Page 30
Los Angeles
Budget and Finance 2002
Organizational Structure 2005
Finance 2005
Information Technology 2005
Human Resources 2005
Business Services 2005
Louisville
Management Information 2005
Staffing study 2009
Memphis
Information Technology 2007
Miami-Dade County
Construction Management 2003
Food Services 2009
Transportation 2009
Maintenance & Operations 2009
Capital Projects 2009
Milwaukee
Research and Testing 1999
Safety and Security 2000
School Board Support 1999
Curriculum and Instruction 2006
Alternative Education 2007
Human Resources 2009
Minneapolis
Curriculum and Instruction 2004
Finance 2004
Federal Programs 2004
Newark
Curriculum and Instruction 2007
Food Service 2008
New Orleans
Personnel 2001
Transportation 2002
Information Technology 2003
Hurricane Damage Assessment 2005
Curriculum and Instruction 2006
New York City
Special Education 2008
Norfolk
Testing and Assessment 2003
Orange County
Information Technology 2010
Philadelphia
Curriculum and Instruction 2003
Federal Programs 2003
Food Service 2003
Facilities 2003
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Council of the Great City Schools Page 31
Transportation 2003
Human Resources 2004
Budget 2008
Human Resource 2009
Special Education 2009
Pittsburgh
Curriculum and Instruction 2005
Technology 2006
Finance 2006
Special Education 2009
Portland
Finance and Budget 2010
Procurement 2010
Operations 2010
Providence
Business Operations 2001
MIS and Technology 2001
Personnel 2001
Human Resources 2007
Special Education 2011
Bilingual Education 2011
Richmond
Transportation 2003
Curriculum and Instruction 2003
Federal Programs 2003
Special Education 2003
Rochester
Finance and Technology 2003
Transportation 2004
Food Services 2004
Special Education 2008
San Diego
Finance 2006
Food Service 2006
Transportation 2007
Procurement 2007
San Francisco
Technology 2001
St. Louis
Special Education 2003
Curriculum and Instruction 2004
Federal Programs 2004
Textbook Procurement 2004
Human Resources 2005
St. Paul
Special Education 2011
Seattle
Human Resources 2008
Budget and Finance 2008
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Council of the Great City Schools Page 32
Information Technology 2008
Bilingual Education 2008
Transportation 2008
Capital Projects 2008
Maintenance and Operations 2008
Procurement 2008
Food Services 2008
Toledo
Curriculum and Instruction 2005
Washington, D.C.
Finance and Procurement 1998
Personnel 1998
Communications 1998
Transportation 1998
Facilities Management 1998
Special Education 1998
Legal and General Counsel 1998
MIS and Technology 1998
Curriculum and Instruction 2003
Budget and Finance 2005
Transportation 2005
Curriculum and Instruction 2007
Common Core Standards 2011
Wichita
Transportation 2009
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