joint services report

8/2/2019 Joint Services Report

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PULASKI COUNTY SCHOOL BOARD

JOINT SERVICES AGREEMENT REPORT

Office of AdministrationPulaski County Public Schools

Thomas M. Brewster, Ed.D.Assistant Superintendent for Administration

Pulaski County Public Schools202 North Washington Avenue

Pulaski, VA [email protected]


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Overview

The Joint Services Agreement entered into between the County of Pulaski and PulaskiCounty Public Schools in 2005 was designed to establish an organizational structure to

enhance efficiency, improve effectiveness in the expenditure of public funds, and toprovide a vehicle for expansion to include other local governmental branches, and futurepotential for expansion to include other functional areas. The contents of this report willfocus on three main areas of operation, information technology, operation and countyfleet, and fiscal services.

Methodology

The data collected from documents and interviews were handled qualitatively. This studyused written and oral sources. Written sources for this study included: individual jointservices agreements and a resolution on the joint services project adopted by both Boards.

A list of questions pertinent to the topic of Joint Services was developed prior to theinitial stage of the interview process (Appendix I). The investigator attempted to gain acontextual grasp of the topic prior to the development of the question set. For this study,the researcher used a combination of an organized questionnaire and the free-formapproach to data collection. The free-form approach includes the preparation of adetailed list of questions, but employment of the set only as a general guide for theinterview.

Since the researcher is a member of the organization whose program is being studied, theresearcher was cautious not to reflect his interest or biases in this study. The researchersprimary responsibility was to ascertain, investigate, accumulate, and accurately reportdata and information related to the joint services agreement and project.

Administrative Structure and Process

The Joint Services Agreement that County and School Board agreed upon was to reflectthe following administrative structure and process:

1. The County and the School Board agreed to establish the Joint Services OversightBoard to approve policies and regulations as necessary for its establishment andsustainment.

2. The Joint Services Oversight Board was designed to include the chairperson ofthe Pulaski County Board of Supervisors, the chairperson of the Pulaski CountySchool Board, a Board member from each of the Boards, the CountyAdministrator, and the Superintendent of Schools, with the potential for inclusionof additional other chief elected and executive officers as the need may arise.


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3. The intended purpose of the Joint Services Oversight Board was to study,evaluate, develop, and recommend to the Boards implementation plans andpolicies for the joint administration of services.

4. The Joint Services Oversight Board was to study the functions of County and

School Board administrative services for purposes of determining the advisabilityof joint services of functions within the County, School Board, or that of otherlocalities.

5. The Joint Services Oversight Board was to meet at least quarterly, with its agendajointly developed by the County Administrator and the Superintendent of Schools,with input from the Boards. The two Boards shall meet at least twice annually.

6. The Joint Services Oversight Board was proposed to study the policies,procedures, systems, and physical locations used by each of the above servicefunctions and recommend appropriate joint service policies, procedures, systems,

and locations for the effective operation of the joint services functional areas.

Currently, the Boards are not utilizing the proposed administrative process outlined in theJoint Service Agreement. If implemented, the Joint Services Oversight Board can providenecessary oversight for the administrative processes and procedures designed to increasethe effectiveness and efficiency of the Joint Services Agreement. In addition theoversight board can assist with the necessary standardization of Joint Services. It is myrecommendation that the Boards review the original agreement, and decide if the JointService Oversight Board provides the appropriate administrative structure for movingforward with the spirit of the Joint Services Agreement.

Recommendations:

1. The Boards should review the administrative structure outlined by the JointServices Agreement. Under the original proposal, the Joint Services OversightBoard (JSOB) was designed to study, evaluate, develop, and recommend to theBoards plans and policies for the continued joint administration of services. TheJSOB was designed to consist of the of the chairperson of the Pulaski CountyBoard of Supervisors, the chairperson of the Pulaski County School Board, aBoard member from each of the Boards, the County Administrator, and theSuperintendent of Schools, with the potential for inclusion of additional otherchief elected and executive officers as the need may arise.

2. The Boards should provide an administrative review process by which policies,practices, and procedures can be continually evaluated for effectiveness andpracticality. Under the original proposal, the Joint Services Oversight Board wasto meet at least quarterly, with its agenda jointly developed by the CountyAdministrator and the Superintendent of Schools, with input from the Boards. Thetwo Boards currently meet at least twice annually. In addition, the originalproposal recommended that subcommittees appointed by the JSOB meet bi-monthly to help develop recommendations for the JSOB.


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communications

There are several other areas where shared services have been beneficial to all parties.The County and School Systems computer systems are networked together allowingshared access to the mainframe computer on which financial software is located. Also,

the staffs have joined together in the utilization of Verizon serviced Blackberry PDAs,improving the quality of cell phone service, and monetary savings for the county. Theshared GroupWise support has allowed for universal synchronization of calendars, email,and address information. A joint effort to expand the telephone system has led toimprovements in the network capacity, Voice Over Internet Protocol (VOIP), and costsaving for Pulaski County.

Commendations

1. Dr. Sandidge and staff have done an exceptional job with making shared servicesa successful venture. They have expanded upon their roles and responsibilities to

ensure that there are no unattended deficiencies, and that services are adapted toinclude the latest innovations and trends. Dr. Sandidge has also put emphasis onensuring that public safety issues are addressed, and that equipment is operationalunder optimal conditions.

2. The standardization of equipment purchases and network mapping has led tosome joint interconnection. However, more standardization of operations isneeded for continued success.

3. A joint effort to expand the telephone system has led to improvements in thenetwork capacity, VOIP, and cost saving for Pulaski County.

4. The purchase and utilization of Verizon serviced Blackberry PDAs, improving thequality of cell phone service, and has included a monetary savings for the county.

5. The IT Department supported the implementation of electronic voting machines.

Recommendations

1. The technology department should continue the move forward towardsstandardization by designing and implementing a countywide technology plan. Inaddition, billing issues should be resolved and an interconnection of resourcesbetween the school system and the county established. Furthermore, policiesinvolving joint services employees that differ between the School System and theCounty should be investigated and resolved.

2. The school system and county should continue to move in the direction ofcreating a central warehouse for technology. Plans have been drawn up anddistributed to both boards for a warehouse and office complex at Maple Shade. Itis recommended that our boards continue to move forward on the Maple Shadeproject.

3. The technology department should to work towards joint connection of facilitiesvia fiber optic lines. This would include the installation of a fiber optic connectionbetween the Dublin Town Center, Animal Shelter, County Garage, and DublinElementary School using PSA staff and equipment.


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4. The county and school system should work towards improving their web presencethrough the standardization of web sites, and creating more opportunities for twoway communication and e-government.

Operations and County Fleet

The Director of Operations and staff has provided excellent leadership in the area ofjoints services over the past several years. Currently, the department works with the areaslisted in the chart below.

Pulaski County/SocialServices

Pulaski County PublicSchools

Regional EmergencyMedical Services,Incorporated (REMSI)

PSA Sheriff Fire Departments

The goals identified in the original Joint Services Agreement have been met. In fact, thedepartment now provides maintenance for approximately 250 acres of county and schoolgrounds, including providing maintenance and upkeep of athletic fields, county facilities,and playgrounds. In addition, the crew provides care for trees and shrubs. In the winterthe crew provides the schools and county with snow removal. In addition, joint serviceshave allowed the county and school system to share vehicles and mechanics to expandresources and share expertise.

Commendations

1. Under the leadership of Mr. Nichols and staff, Joint Services has been expanded

to include provides maintenance for approximately 250 acres of county andschool grounds, including providing maintenance and upkeep of athletic fields,county facilities, and playgrounds. In addition, the crew provides care for treesand shrubs.

2. Joint Services has allowed the county and school system to share vehicles andmechanics to expand resources and share expertise.

Recommendations

1. Currently, the School Board dispenses fuel at the its garage in the Town ofPulaski and at the Dublin Middle School while the Board of Supervisors

dispenses fuel at the County Garage. Both the county and the school system havepurchased a metering system to use as a database for fuel consumption byindividual vehicles and drivers. By combining data systems, the Dublin MiddleSchool fuel depot could be eliminated, allowing the county and school system tofuel in the Town of Pulaski and the County Garage. In order to accomplish thisgoal, a financial mechanism would have to be established to ensure that thecounty and school system would be fairly compensated for the fuel dispensed ateach site.


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2. The School System and County should continue to move in the direction ofcreating a central warehouse for operations and receiving. The facility could alsobe used to dispose of resources and materials no longer needed by the SchoolSystem and the County.

3. The School System and County should continue to explore ways to standardize

their operations. For example, billing issues should be resolved and aninterconnection of resources between the school system and the countyestablished. Furthermore, policies involving joint services employees that differbetween the school system and the county should be investigated and resolved.

Finance

Joint Services in the area of fiscal management was designed to coordinate accuratereporting of revenue and expenditures to chief administrative officers and both boards.The Directors of Finance for both entities have a collaborative working relationship, andconsult with one another on many issues.

The Board of Supervisors and School Board have jointly used the same accountingsystem prior to the Joint Services Agreement. This provides both entities with thecapacity to integrate all county receipts and expenditures and resulted in significantefficiency savings on a daily basis. For instance, all county funds are combined into onechecking account eliminating the need for balancing two or more accounts. Currently,checks written by the School Board are automatically entered into the Treasurersaccounting system, eliminating the need for reentry or transfer of data from one system tothe other. Furthermore, shared accounting saves considerable effort during the auditprocess and makes possible joint training and potential sharing of employees.

Commendations:

1. The Directors of Finance for both entities have a collaborative workingrelationship, and consult with one another on many issues.

2. Shared accounting saves considerable effort during the audit process and ensuresaccurate financial reporting to both boards.

Recommendations:

1. Combining the financial reporting functions of both boards into a singledepartment would eliminate duplicative efforts and augment efficiencies whilegenerating the value-added benefits of participating in a joint effort. Thiscombined department could provide fiscal services to both organizationsincluding finance, budget, procurement, and payroll.

2. After reviewing the current compensation for Joint Services team leaders, theSchool System is paid half of the salary for the County Director of Finance.However, the administrative structure identifying the County Director of Financeas team leader is not being followed. Therefore, both the School System and theCounty should review the proposed administrative structure for fiscal services to


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ensure that the compensation is aligned with the oversight and duties of the teamleader position.

3. In Virginia, there are several models of consolidated finance departments betweenschool divisions and local governing bodies including Fauquier County/FauquierCounty Schools and Roanoke County/Roanoke County Schools. In the case of

Roanoke County Schools, the Finance Department of Roanoke County hasresponsibility for the school division payroll. The school division does not fundany payroll positions in its annual budget. The Roanoke County School divisionand the Roanoke County finance department work cooperatively to process theaccounts payable of the school division. The Roanoke County finance departmentprocesses payments for the school division weekly. Invoices and vouchers arereviewed for authorized signatures and any required supporting documentation;however, both the responsibility and the authority for compliance reside with theschool principals or the school division department heads. Both the payrollprocess and the accounts payable process work to reduce redundancy of effortswhile helping to ensure continuity and backup for these functions. In the area of

procurement, the purchasing department of Roanoke County is authorized toconduct purchasing transactions of goods, services, and professional services forRoanoke County Schools. This purchasing process ensures that goods andservices satisfy the needs of their customers and at the same time assure that thetaxpayers receive the maximum value for each dollar expended. The jointfinancial system between Roanoke County and Roanoke County Schools wascommended in a School Efficiency Review conducted by the Department ofEducation in 2004 as being a model, which other school divisions and localgovernmental units may wish to emulate. This School Efficiency Review alsocommended this arrangement for eliminating duplicative efforts and beingefficient.

Conclusion

The Joint Services Agreement between the School System and the County has led toincreased collaboration and improved efficiency through the sharing of availableresources and employee expertise. However, Joint Services currently lack theadministrative structure to provide the oversight needed to improve upon thestandardization and the continuation of the Joint Services operation. Therefore,consideration should be given to revisiting the administrative structure and identifyingthe processes needed to continually evaluate the effectiveness of the Joint Servicesoperation in the areas of standardization of operations and services, efficiency, policy,and procedures.


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Appendix I

Joint Services Report

Leading Questions

1. Has joint services been implemented in accordance with the agreement between

the Pulaski County School Board and the Pulaski County Board of Supervisors?

2. What were some of the reasons for initiating the joint services agreement betweenthe Pulaski County School Board and the Pulaski County Board of Supervisors?Were the reasons addressed in the implementation of the agreement?

3. What are some of the positive out growths of the joint services agreement? Whatare some of the challenges? What are some areas that can be explored for futureopportunities?

4. What are some steps that might be taken to improve efficiency and balance?


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Appendix II

Joint Services

Information Technologies

Goals

To support the School Board and Countys technology infrastructure To provide staff development for all employees To evaluate and upgrade technology capacity To merger all data, voice, and video into one network

Customers

Pulaski County Citizens Accessing Local Government Services via the Internet Pulaski County school students School system employees

County employees Circuit Court employees Commonwealths Attorney employees Sheriffs office employees Circuit Court judges Juvenile and Domestic judges Victim Witness Service employees Treasurers Office employees Commissioner of the Revenues employees Pulaski County Library employees Visitors Center employees County Parks and Recreation employees Town of Dublin employees Dublin Police Department employees REMSI employees (Fairlawn, Dublin, Pulaski, Snowville, and Hiwassee) Fire Department volunteers (Draper, Dublin, Fairlawn, Hiwassee, Newbern,

Snowville, and Twin Community)

Services

Maintain voice systems with all options Maintain data systems Maintain student information system Maintain email system Maintain all employee and student network accounts Maintain all wiring, hubs, switches, computers, servers, LANS (local area

networks), and WAN (wide area network) Maintain web access and network connections Maintain security for over 2,400 computers and servers Provide technology training to all employees


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Install, upgrade, and replace all computer resources Maintain the systems web sites Develop and maintain the systems intranet Maintain a helpdesk for all employees and their software Monitor Internet access and usage

Monitor telephone calling records and provide billing records Maintain 911 systems Maintain wireless authority equipment

Departmental Structure

1st

level tech support

This will consist of PC installs, configurations, software applications (particularlyMicrosoft office, BAI, Internet, GroupWise, patches, and others), printer installationsand printer problems, network cards and connections, monitors, computer drops, and

PC specific problems.

2 technicians will be on duty 7:00 a.m. to 4:00 p.m. with lunch from 11:00 a.m.to12:00 noon.

2 technicians will be on duty 8:00 a.m. to 5:00 p.m. with lunch from 12:00 noonto1:00 p.m.

1 technician will be on call each weekend (rotating among the 4) On-call duty will be supplemented with an as yet to be determined scale Any technician time after hours and on weekends will be compensated at 1.5

times. The Tech Support supervisor will dispatch the technicians. Support will cover all PCs in the schools, libraries, courthouses, sheriffs dept,

Town of Dublin Police, and county maintenance shops. All requests for service will be documented in the HelpLink software for later

billing Personnel involved: Scott Trobaugh, Steven Gregory, Bruce Bentley, Paul

Manning, and Dianne Dripps.

2nd

level tech support

This will consist of support for servers, switches, routers, wireless access points,wireless authority issues, 911 issues, emergency dispatch, law enforcement dispatchissues, andLAN and WAN issues.

All requests for service will be documented in the HelpLink software for laterbilling

Personnel involved: Joe Weddle, Josh Taylor, Chris Akers Hours to cover 7:00 a.m. to 6:00 p.m. and as needed.

Email


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Rick Boland (with ALI as backup)

Zenworks

Rick Boland (with ALI as backup)

User Accounts

Rick Boland, Josh Taylor (with ALI as backup)

Web sites and new portal

Paige Weaver, Carol Smith, and Jim Bell

Education (in-service)

Carol Smith, Tami Dean

Telephones

Joe Weddle, Lesli Farmer, and Josh Taylor

Student Information (SASI) systems

1st level

Basic applications, state reports, queries, attendance, report cards

2nd level

SASI DI, IGPro Server, Parent Access

Paige Weaver, Tami Dean, and Lesli Farmer Hours 8:00 a.m. to 5:00 p.m., with alternating coverage during lunch

AS400

Linda Rigney, Michea Prescott, Jim Bell (with Bright as backup)

BAI (Jwalk)

Dianne Dripps (school side) (with Bright as backup)

Follett


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Dianne Dripps

School House

Paige Weaver, Tami Dean, and Lesli Farmer

GIS, 911 data

John Spangler

SOL online testing

Rick Boland, all technicians, Joe Weddle, Josh Taylor (with ALI as backup)

MP2


FleetVision


Edulog


Renaissance Learning

Dianne Dripps, Rick Boland, Josh Taylor (with ALI as backup)

GWGuardian for spam filtering


GWArchive


RT Monitor for Internet use monitoring-


BorderManager



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Symantec AV


Telephones

Joe Weddle, Josh Taylor, Chris Akerso Avayao Centrex

Radio Dispatch Systems

Chris Akerso Countyo Sheriffso REMSI

Cell phones

Rick Boland, Tina ODello Nextelo Blackberries

Microsoft Applications

Carol Smith, Paige Weaver, Tami Deano Wordo Excelo PowerPointo Outlooko Accesso FrontPage

Backup Exec

Rick Boland, Josh Taylor (with ALI as backup) Dissolution of the Structure

The Pulaski County School Board and Board of Supervisors have had cooperative andcollaborative structures in place for years. Fiscal services for both entities have shared acommon accounting system for years and have recently brought on line the BrightAssociates, Inc. software which is shared by both. The School Board has providedinternet connective to the public library for years.

Most recently, the boards began using a common e-mail system. Each board haspurchased cellular telephones for its personnel, using a common provider with identical


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equipment. As fiber becomes more readily available, the boards will need to explore ashared voice over internet protocol (VOIP) system.

The proposed structure for Information Technologies (IT) acknowledges the expertisethat each boards personnel can bring to a combined IT structure. Each board should

share in the purchasing of equipment that supports the structure, and the Team Leadershould keep careful and accurate records of equipment, systems, and supplies purchasedto support the IT structure.

Dissolution will be more difficult than in other departments. In its present form, the legalrelationships between the Pulaski County School Board and the Board of Supervisorsrequire dialogue and collaboration. Having common platforms and systems will saveeach board time and money.

The Team Leader will be supervised on a day-to-day basis by the Superintendent ofSchools, with collaboration and input from the County Administrator.

Current Benefits

The Board of Supervisors and School Board computer systems are networked togetherallowing shared access to the mainframe computer on which the financial software islocated. Staffs are also jointly working on the provision of both wireless and wiredbroadband internet service. Staffs of both boards are routinely working together toaddress various connectivity issues. However, technology staffs employed by the Boardof Supervisors, Social Services, Library, and the School Board, are each responsible fornetwork connections, virus and hacker security, future planning, equipment purchases,training, and repair. Of particular concern is the ability to coordinate equipmentpurchasing and future planning without one individual being ultimately responsible foroverall operations. Currently the staffs of both boards have joined together in theutilization of Nextel cell phones and Blackberry personal data assistants. In addition, theTown of Pulaski, Sheriffs Department, PSA and REMSI are also using this service.While, procurement of this service was done separately by each entity we have joined inthe shared purchase of a $2,000 software package allowing for continuoussynchronization of calendars and address information.

Future Benefits Development of a joint information technology department wouldallow significant efficiency and improved work satisfaction by allowing employees tospecialize in a specific area of expertise. It would also allow for standardization ofequipment purchases, network mapping, and the potential expansion of School Boardtelephone system to include the Countys administrative staff. Joint interconnection offacilities via fiber optic lines could save over $100,000 in existing connectivity costs.The most direct example of this potential would be the installation of a fiber opticconnection between the Dublin Town Center, Animal Shelter, County Garage and DublinElementary School using PSA staff and equipment (who routinely install and maintainunderground utilities). Future joint procurement of cell phone service would provideboth organizations with more leverage in improving the quality to cell phone services.


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Appendix III

Joint Services


Goals

To provide leadership and management of operations and transportation for thePulaski County School Board and Board of Supervisors.

To transport students to and from school and to and from school activities. To provide repair and maintenance for all School Board vehicles, including

school buses, maintenance department vehicles, administrative vehicles, andgrounds vehicles and equipment.

To support refuse collection for public and commercial customers. To provide repair and maintenance for all county vehicles, including vehicles

operated by Public Service Authority (PSA), REMSI (Regional EmergencyMedical Services, Incorporated), sheriffs department, social services, buildings

and grounds, and administration. To provide Commercial Driver Licenses (CDL) training for bus drivers and others

who need a CDL. To maintain approximately 175 acres of school grounds, including providing

maintenance and upkeep of athletic fields, playgrounds, and trees and shrubs. To provide general maintenance, repair, and cleaning for School Board owned

buildings and components. To provide leadership for school board construction and renovation projects. To collaborate and provide support for public safety and emergency services.

Customers

Pulaski County school students PSA refuse customers School system employees County employees Sheriffs office employees REMSI employees (Fairlawn, Dublin, Pulaski, Snowville, and Hiwassee) Fire Department volunteers (Draper, Dublin, Fairlawn, Hiwassee, Newbern,

Snowville, and Twin Community) Citizens of Pulaski County and the Town of Pulaski Businesses operating in Pulaski County and the Town of Pulaski

Services

Transport students Pick-up and haul refuse for citizens and businesses Maintain vehicles, equipment, and buildings and their major components Repair vehicles, equipment, and buildings major components Clean vehicles, equipment, and buildings


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Build schools Renovate schools Mow, mulch, and keep school grounds and safe Manage and lead vehicle maintenance, refuse, and school board building

maintenance staff.

Operations and County Fleet Organizational Structure (see attached chart)

The structure of the Operations and County Fleet has a flat organizational structure, withsupervisors for the six (6) functional areas (the County Garage; PSA Refuse; SchoolBuses; School Board Garage; School Board Maintenance and Grounds; and SchoolBoard Custodial) reporting directly to the Team Leader of the Joint Services FunctionalArea. The Team Leader is assisted by two (2) Office Assistants.

At the present time, there is a collaborative and cooperative relationship among the six(6) functional area supervisors. The Team Leader reports to and is supervised by the

Superintendent of Schools for the four (4) functional areas under the School Board andby the County Administrator for the two (2) functional areas under the County. TheSuperintendent of Schools provides daily supervision and leadership for the TeamLeader.

Ownership of Vehicles, Equipment, Materials, Supplies, and Buildings

There has been no change in the ownership of vehicles, equipment, materials, supplies, orbuildings because of Joint Services.

Dissolution of the Structure

If the Pulaski County School Board and the Pulaski County Board of Supervisors wish todissolve this aspect of the Joint Services Agreement, the Team Leader, presently anemployee of the School Board, will return to his position as Director, Operations. In thepresent structure, supervision of personnel is the only shared function.

Current Benefits

1. Eliminated the need for PSA staff to separately gather weather informationwhen deciding whether or not to put trash trucks and school buses on theroad.

2. Allowed for joint training of employees for CDL licenses.3. Allowed for use of PSA equipment to efficiently remove plantings from

Critzer Elementary School and exchange dumpsters during the move intoPulaski Elementary School.

4. Eliminated duplicate trips to Roanoke for parts by requiring each garage tocheck with the other and run errands for each other before sending aperson outside the County. Each garage now checks with the other prior totraveling to determine if there are items needed, saving time and fuel.


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5. Provided routine assistance to each other for years by lending equipmentand parts when needed.

6. Provided, more recently, for sharing mechanics at either garage in theevent of being short staffed because of vacations and/or holidays.

7. Provided twice per day courier service to deliver materials to various

school and county facilities. This eliminated the need by a Board ofSupervisors employee to go to the Dublin Town Center building on a dailybasis, provided expanded service to several County facilities and reducedcourier cost for the School Board through assumption of a portion of totalcosts by the Board of Supervisors.

Potential Benefits

1. Sharing of vehicle and/or work-order software acquisition andmaintenance costs. This would allow a mechanic from one garage todirectly check the availability of parts in the other without assistance of

the other garage. Mechanics could more easily fill in for each other asmay be needed in order to keep critical vehicles in operation by being ableto access vehicle maintenance records and repair manuals without learninga different software system.

2. Currently the School Board dispenses fuel at the its garage in the Town ofPulaski and at the Dublin Primary School while the Board of Supervisorsdispenses fuel at the County Garage. Joint use of fueling depots throughthe purchase of a metering system at the School Board garage would allowfor elimination of the Dublin Elementary School fueling location (which isless than a mile from the County garage) while allowing County, SocialServices, and Sheriffs Department vehicles with a place to refuel in theTown of Pulaski, eliminate the danger of additional vehicles travelingthrough a school property to refuel, reduce the environmental liabilityassociated with separate fueling facilities and potentially reduce the cost offuel by combining our purchasing power.

Appendix IV

Joint Services


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Fiscal Services

Goals

To provide leadership and management of accounting and fiscal reporting

functions for the Pulaski County School Board and Board of Supervisors. To coordinate the accurate reporting of revenues and expenditures to the chief

administrative officers and both boards.

Customers

Pulaski County School Superintendent and School Board Pulaski County Administrator and Board of Supervisors Board of Supervisors and School System employees Pulaski County Taxpayers School Board and County employees

Constitutional Officers employees

Services

Accurate, unbiased, and timely reporting of financial transactions by the SchoolBoard, the Board of Supervisors, and Constitutional Officers, REMSI, the PulaskiCounty Public Service Authority and the Industrial Development Authority ofPulaski County.

Manage all financial records and facilitation financial transactions

Fiscal Services Organizational Structure (see attached chart)

The structure of the Fiscal Services Department would have a flat organizational structurereporting to Gordon Jones who would be serving in the function of Team Leader, FiscalServices.

Ownership of Vehicles, Equipment, Materials, Supplies, and Buildings

There has been no change in the ownership of vehicles, equipment, materials, supplies, orbuildings because of Joint Services.

Dissolution of the Structure

If the Pulaski County School Board and the Pulaski County Board of Supervisors wish todissolve this aspect of the Joint Services Agreement, the Team Leader, presently anemployee of the Board of Supervisors, will return to his position as Finance Director forthe county. In the present structure, supervision of personnel is the only shared function.Current Benefits


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The Board of Supervisors and School Board have jointly used the same accountingsystem for the past several years. While the most recent change in accounting systemsrequired significant work by both staffs, the ability to integrate all county receipts andexpenditures eliminated the purchase of separate systems by both boards and results insignificant efficiency savings on a daily basis. For instance, all county funds are

combined into one checking account eliminating the need for balancing two or moreaccounts. Checks written by the School Board are automatically entered into theTreasurers accounting system, eliminating the need for reentry or transfer of data fromone system to the other. The primary cause of current accounting difficulties can betraced to the need for consistency in areas of data entry. Currently, tax tables, IRS, andfair labor practice reporting is done separately by the staff of each board using the samesoftware system. Errors in these areas can involve significant penalties.

Potential Benefits

Shared accounting saves considerable effort during the audit process and makes possiblejoint training and potential sharing of employees.

Joining the financial reporting functions of both boards into a single department allowsfor greater employee specialization, double checking and consistency all of which resultin improved accuracy and efficiency.


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Appendix V

Team LeaderJim Sandidge

AS400Linda Rigney, Jim Bell, and Michea Prescott

TrainingCarol Smith, Paige Weaver, Tami Dean,

and Lesli Farmer

CommunicationRick Boland and Chris Akers

Network InfrastructureJoe Weddle, Chris Akers, and Josh Taylor

Web PortalPaige Weaver and Carol Smith

Proposed Administrative Structure

Information Technologies

Tech SupportDianne Dripps and 4 technicians

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Appendix VI

Team LeaderRon Nichols

County GarageDon Cressell, Supervisor, and four

(4) other employees

PSA RefuseKenny Stoots, Supervisor

Jerry Taylor, Assistant, and 29 other

employees

School BusesVickie Jarrells, Supervisor, and 62

drivers and ten (10) bus aides

Custodial

Tony Bruce, Supervisor, and 37 otheremployees

Maintenance and Grounds

Supervisor (open) and eight (8)other employees



School Board Garage

Paul Crosier, Supervisor, and three(3) other employees

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Office

Assistant

Sheila Brown

Office

Assistant

Schoo

Count


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Appendix VII

Team LeaderGordon Jones

Accounts PayableNorma Spence

Health and RiskInsurances

PayrollSandra Graham

Employees Time

Yvonne Quesenberry

Reimbursables

Janice Holt


Fiscal Services

Accounts Payable

Rebecca Cook

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a

Budge

Business

,Finance,and

Pete

Huber

Vacant

JoeMakolandra

Count

Schoo


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Appendix VIII

Organizational Chart

Policy

Pulaski County

Public Schools

Board of Supervisors

Pulaski County

Other Public

Organization

Joint Services Oversight Board

Chairperson, Pulaski County Public Schools Member, School Board Chairperson, Pulaski County Board of Supervisors Member, Board of Supervisors Superintendent of Schools County Administrator Other chief elected and executive officers

Management

and

Leadership

Superintendent ofSchools

County Administrator Appropriate ThirdParties

Or

Functional Area Team Leader

Functional Area

Personnel

Joint ServicesEmployees

Joint ServicesEmployees


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Appendix IX

Joint Services Agreement

THIS JOINT SERVCIES AGREEMENT made and entered into this 26th day of

September, 2005, between the County of Pulaski, a Political Subdivision of theCommonwealth of Virginia (hereinafter the County) and the Pulaski County SchoolBoard, a Political Subdivision of the Commonwealth of Virginia (hereinafter the SchoolBoard).

WHEREAS, the Pulaski County Board of Supervisors and the Pulaski County SchoolBoard share a common goal of ensuring the efficient use of local, state, and federalgovernment funds; and

WHEREAS, these two separate political entities desire to work together in an equitable,fiscally sound, and mutually supportive manner; and

WHEREAS, Section 15.2-1231 of the Code of Virginia, 1950, as amended, provide forjoint operation of the purchasing and purchasing accounting functions of County andSchool Boards; and

WHEREAS, Section 15.2-1300 of the Code of Virginia, 1950, as amended, provides forthe joint exercise of powers among governmental entities; and

WHEREAS, the County and School Board have determined that combining departmentsand offices providing functional services in the areas of Personnel, Finance, Purchasing,Operations and Maintenance, Facilities Design and Construction, and InformationTechnology Systems will results in more cost effective administration of the Countygovernment and school system and will achieve long term savings and enhancedproductivity; and

WHEREAS, the County and School Board have determined that the joint administrationof these and other support functions to be desirable and constitute a valid public purposeby enhancing efficiency and effectiveness in the expenditure of public funds; and

WHEREAS, joint operation of support functions enhances opportunities for employeegrowth; and

WHEREAS, the School Board and County wish to establish an organizational structurefor working together which is designed for expansion to include other local governmentalbranches as well as other localities with future potential for expansion to include otherfunctional areas.

Now, therefore,


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WITNESSETH:

In consideration of the mutual promises and covenants contained herein the County andSchool Board (collectively the Boards) agree as follows:

Section 1. Policy Level. By adopting this Joint Services Agreement, the County and theSchool Board shall mutually agree to establish the Joint Services Oversight Board andshall approve policies and regulations as necessary for its establishment and sustainment.

Section 2. Establishment of Joint Services Oversight Board. There is herebyestablished a Joint Services Oversight Board which shall consist of the chairperson of thePulaski County Board of Supervisors, the chairperson of the Pulaski County SchoolBoard, a Board member from each of the Boards, the County Administrator, and theSuperintendent of Schools, with the potential for inclusion of additional other chiefelected and executive officers as the need may arise.

Section 3. Purposes of the Joint Services Oversight Board. The Joint ServicesOversight Board shall study, evaluate, develop, and recommend to the Boardsimplementation plans and policies for the joint administration of services in the areashereinafter specified. Although the Boards are presently collaborating on jointadministration of services within the area of transportation, including school buses,vehicles, and refuse, each Board shall approve implementation plans and policies for anyjoint administration of services, including transportation.

Section 4. Duties of the Joint Services Oversight Board. The Joint Services OversightBoard shall study the hereinafter enumerated service functions of County and SchoolBoard administrative services for purposes of determining the advisability of jointservices of functions within the County, School Board, or that of other localities. TheJoint Services Oversight Board shall develop and recommend to the Boards plans forjoint administration of functions when so advisable and shall develop appropriateamendments to this joint services agreement, including organization charts for eachfunction to be jointly administered. The Joint Services Oversight Board may appointsubcommittees to help develop recommendations. The Joint Services Oversight Boardshall meet at least quarterly, with its agenda jointly developed by the CountyAdministrator and the Superintendent of Schools, with input from the Boards. The twoBoards shall meet at least twice annually. The administrative service functions forcurrent study include the following:

a) Transportation (school buses, vehicles, and refuse)b) Garagec) Information technologiesd) Accountinge) Human resources


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Section 5. Development of Uniform Policies and Procedures. The Joint ServicesOversight Board shall study the policies, procedures, systems, and physical locationsused by each of the above service functions and shall recommend appropriate jointservices policies, procedures, systems, and locations for the effective operation of thejoint services functional areas.

Section 6. Joint Services Leadership. A Team Leader shall be selected based onapplicable personnel selection processes to head each functional area using the JointServices. This person shall be supervised, mentored, and advised by either the CountyAdministrator or the School Superintendent, as mutually agreed upon by the PulaskiCounty Board of Supervisors and the Pulaski County School Board, and shall oversee thefunction of his or her respective department.

Section 7. Joint Services Administration. Employees who are supervised by a TeamLeader shall be employees of the County or School Board subject to all policies andprocedures of the Board, including but not limited to, the personnel, travel, pay,

grievance, performance evaluation and disciplinary procedures of the County, subject tothe approval by the School Board and the Board of Supervisors. The Team Leader, withapproval of the Boards, shall make all decisions relating to the respective department,including but not limited to yearly performance evaluations, employment, salary,discipline, travel and grievances.

Section 8. Functional Area Budgets. Each respective Team Leader shall create andrecommend an appropriate budget for the operation of his or her respective administrativefunction. The Joint Services Oversight Board shall review the proposed budget and shallrecommend the budget, with any amendments it shall deem advisable, to the Board ofSupervisors and the School Board.

Section 9. Acquisition and Disposition of Property.

a) Real Property. When real property necessary for use by a Joint Servicesdepartment is purchased with funds appropriated by both Boards, title to the realproperty shall be in the name of both Boards based upon the percentage of fundscontributed for the Acquisition of the real property. Real Property acquired solelywith funds allocated by one Board shall be titled in the name of that Board. Whenthe Boards have determined that any real property, either jointly or solely titled isof no further use to accomplish the purpose of this agreement, or upon partial orcomplete termination of this agreement the real property affected shall bedisposed of in the manner prescribed by law.

b) Personal Property. When personal property necessary for use by a JointServices department is purchased with funds appropriated by both Boards, title tothe personal property shall be in the name of both Boards based upon thepercentage of funds contributed for the acquisition of the personal property.When the personal property is determined to be of no further use, or upon partialor complete termination of this agreement the property shall be deemed surplus


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property and offered to the departments of both Boards. The surplus propertypolicy procedures contained in the Countys Purchasing Policy shall be used inoffering the property to the departments of each Board. Where more than onedepartment wishes to claim the surplus property, the Committee shall determineto which department the personal property shall be allocate. When such personal

property titled jointly in the name of the Boards is disposed of by sale, theproceeds of sale shall be distributed to each Board based upon the percentage ofcontribution of acquisition funds. Personal property acquired solely with fundsallocated by one Board shall be titled in the name of that Board and when theproperty is of no further use to accomplish the purposes of this agreement, thesurplus property policy of that Board shall govern the method of disposal and thatBoard shall be solely entitled to the proceeds of sale of that personal property.

Section 10. Liability and Insurance. The Joint Services Oversight Board shall beconsidered a board of the County and School Board and shall be listed as and insuredunder the Countys and School Boards errors and omissions policy at the same rate of

coverage as is afforded all other boards, commissions, and committees. Employees of theJoint Services departments shall be considered employees of the County and SchoolBoard and shall be covered under their respective insurance policies. All Joint Servicesemployees shall be covered under the insurance policies of their respective employers.Jointly titled real property and personal property shall be insured under appropriateCounty or School Board insurance policies and the proportionate share of the premiumshall be paid by the County and the School Board within the budget process. Realproperty and personal property titled solely in the name of one of the Board shall becovered by the appropriate insurance policies of that Board.

Section 11. Term of Agreement. This agreement shall have a duration of one yearfrom the date of its execution and shall be automatically renewed unless any part to thisagreement gives the other party one hundred eighty (180) days written notice ofcancellation prior to the annual expiration date of this agreement.

Section 12. Appropriation. This agreement is subject to the appropriation of funds byeach party hereto. Shall either party fail to appropriate the funds required by thisagreement for the purposed stated herein, this agreement shall be automaticallyterminated upon the date for which the funds which have been appropriated for thepurposes herein expire.

Section 13. Amendment. This agreement may be amended upon written agreement ofthe parties hereto as adopted by ordinance and resolution.


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Witness the following signatures and seals this month, day, and years first written above.

County of Pulaski,

A Political Subdivision of theCommonwealth of Virginia

by: ________________________________

Pulaski County School Board,

A Body Corporate

by: ____________

joint services report

Documents