Lead: Stephanie Corbo
Lead: Stephanie Corbo
| Action Step | Deadline | Status |
|---|---|---|
| Quarterly report for 1st quarter | 5/1/2026 | Complete |
| Prepare annual comprehensive financial report (ACFR) and achieve unmodified opinion | 6/30/2026 | Complete |
| Quarterly report for 2nd quarter | 7/30/2026 | Complete |
| Quarterly report for 3rd quarter | 11/16/2026 | Not Yet Started |
| Prepare annual budget | 12/15/2026 | In Progress |
| Quarterly report for 4th quarter | 2/15/2027 | Not Yet Started |
| Report on 7A revenue spending - for Board report | 6/30/2027 | In Progress |
| Enhance content of quarterly report (add cost savings, add projects, add disposal) | 6/30/2027 | Complete |
Lead: Mike Smith
| Action Step | Deadline | Weight | Status |
|---|---|---|---|
| Update Procurement Policy within Standardization Manual | 7/3/2026 | High | Complete |
| Create Schedule for Solicitation | 12/31/2026 | Medium | Complete |
| Solicit Highest Risk Expenditures | 12/31/2026 | Medium | Operationalized |
| Create and Maintain Centralized Document Management System | 12/31/2026 | Medium | In Progress |
| Train Budget Owners on Procurement Process | 2/28/2027 | Medium | In Progress |
| Action Step | Deadline | Status |
|---|---|---|
| Set up annual report that shows what 7A revenue funded or assigned - on our webste | 4/1/2027 | In Progress |
| Partner with Communication to get community update polling every 1-2 years | 11/1/2028 | Not Yet Started |
Lead: Stephanie Corbo
Big Beautiful Bill
| Action Step | Deadline | Status |
|---|---|---|
| Research Implications of Big Beautiful Bill | 12/31/2026 | Complete |
| Incorporate Payroll System Updates for Big Beautiful Bill | 12/31/2026 | Complete |
Lead: Mike Smith
| Action Step | Deadline | Status |
|---|---|---|
| Evaluate right resource for job: example approvals and vehicle being used for the job | 12/31/2026 | In Progress |
| Define cost of service deployment all division bureau | 12/31/2028 | Not Yet Started |
| Utilize technology or AI to improve efficiency and effectiveness of our services | 12/31/2028 | Not Yet Started |
| Action Step | Deadline | Status |
|---|---|---|
| Conduct outreach with stakeholders | 4/17/2026 | Complete |
| Establish a cross functional review team | 5/1/2026 | Complete |
| Bind all financial policies in one comprehensive manual | 8/3/2026 | Complete |
| Action Step | Deadline | Weight | Status |
|---|---|---|---|
| Change ERP consultants | 7/15/2026 | High | Complete |
| D365 System Architect | 11/2/2026 | High | In Progress |
| System Diagnostics | 11/30/2026 | Medium | In Progress |
| Improve inventory management system | 12/31/2026 | Medium | In Progress |
| Financial Reporting Solution | 2/1/2027 | Medium | Not Yet Started |
| Training and guides for end users | 2/22/2027 | High | In Progress |
Lead: Mike Smith
| Action Step | Deadline | Status |
|---|---|---|
| Extend Long-Range Financial Planning to Full Replacement Cycle | 6/30/2026 | Complete |
| Define Fund Balance Targets | 10/30/2026 | In Progress |
| Balance expenditures with expected revenues | 11/23/2026 | In Progress |
| Action Step | Deadline | Status |
|---|---|---|
| Address Finance Team Capacity by hiring an Analyst | 9/1/2026 | Complete |
| Reestablish quarterly meeting cycle | 10/30/2026 | In Progress |
| Build Reporting Functionality for End Users and Finance | 12/31/2026 | Not Yet Started |
| Refine Data Components that Integrate into ERP System (i.e., UKG, TeleStaff, banks, purchasing cards, Logistics inventory, Invoices, etc.) | 12/31/2026 | In Progress |
| Foster proactive ownership of divisional budgets | 12/31/2027 | In Progress |
| Action Step | Deadline | Status |
|---|---|---|
| Define how costs increase over time - inflation | 6/30/2026 | Complete |
| Identify full capital replacement schedule - new capital needs too | 11/30/2026 | Complete |
| Full inventory of all assets - deal life; maintenance; cost of replacement | 11/30/2026 | Complete |
| Define growth needs - population; demographic changes; linked growth factors | 11/30/2027 | In Progress |
| Capture links between service & support needs - triggers/drivers | 11/30/2027 | In Progress |
| Action Step | Deadline | Status |
|---|---|---|
| Create System for Strategic Grant Acquisition and Tracking | 6/30/2027 | Not Yet Started |
| Pursue congressionally directed spending grants | 7/1/2027 | In Progress |
| Pursue grant opportunities through research | 8/31/2027 | Not Yet Started |
| Develop a philosophy of cash vs. borrowing (debt/bonds) | 5/15/2028 | Not Yet Started |
| Pursue inclusion of properties within district boundaries | 12/31/2028 | In Progress |
Lead: Matt Weller
| Action Step | Deadline | Status |
|---|---|---|
| Create data model for UKG, Telestaff and D365 data | 5/1/2026 | Complete |
| Identify overtime reporting variables and categories | 7/1/2026 | Complete |
| Quarterly Board education | 12/31/2026 | In Progress |
| Action Step | Deadline | Status |
|---|---|---|
| Develop budget request templates | 5/1/2026 | Complete |
| Host Board workshop to establish expectations for budget guide parameters and use | 6/15/2026 | Complete |
| Publish budget instructions (OPEX, On Call, Project / Meeting OT) | 6/15/2026 | Complete |
| Update Budget Guide (Power DMS) | 5/30/2027 | Not Yet Started |
| Action Step | Deadline | Status |
|---|---|---|
| Identify levers that can be used to adapt to changing financial picture | 5/31/2027 | Not Yet Started |
Most Recent Measure: $396,563.00
Measurement as of December 31, 2025
Tracking
Beginning Balance after Previous Year End
Most Recent Measure: $33,487,527.00
Measurement as of December 31, 2025
Tracking
Tracks the balance of the capital replacement fund used for planned replacement of apparatus, equipment, and facilities per the district's adopted capital improvement plan. Chart displays beginning balance after previous year's end.
Most Recent Measure: $1,455,373.00
Measurement as of December 31, 2025
Tracking
Chart displays beginning balance after previous year's end.
Most Recent Measure: $391,084.00
Measurement as of June 30, 2026
Tracking
We are measuring the savings from our competitive bid process. Note there is only one current data point.
Most Recent Measure: $56,233,744.00
Measurement as of December 31, 2025
Tracking
Chart displays beginning balance, after previous year's end
Most Recent Measure: $14,489,015.12
Measurement as of January 1, 2025
Tracking
Most Recent Measure: 30.80%
Measurement as of December 31, 2025
On Target
|
At or above target is better.
Chart displays beginning threshold, after previous year's end
Most Recent Measure: $3,821,086.00
Measurement as of January 1, 2026
Tracking
Chart shows year end balance of previous year
Most Recent Measure: 32.30%
Measurement as of January 1, 2026
On Target
|
At or above target is better.