Extended Day Program Management Plan
2010‐2011
Department Finance & Management Services
Office Extended Day Program
Office Overview/Narrative
The Extended Day Program provides a safe, enriching and fun environment before and after school each
day for almost 3,000 children. Offering age appropriate and asset‐building activities, over 350 child care
professionals work in 22 elementary schools, five middle schools and the Stratford Program to meet the
individual needs of each child and the expectations of every family. Established in 1969, the Extended
Day Program is the state’s oldest school‐sponsored child care program and a leader in the industry.
Through a variety of asset building activities and experiences, the Extended Day Program plays a critical
role in the development of young people’s social and academic skills and experiences. Cognitive and
social skills are enhanced through the building of positive relationships and participation in a wide
variety of games, art, drama, cooking, science, recreation and other projects and events.
The Extended Day Program is operated under the Department of Finance and Management Services and
meets state licensing standards as established by the Virginia Department of Social Services. These
standards include requirements for staff qualifications, adult‐to‐child ratios, programmatic and
administrative procedures and expectations and a number of “best practice” principles.
An integral part of the Arlington community, Extended Day
supports
the
educational
mission
of
the
schools
by:
o Supporting APS instructional goals by instilling feelings of value, competence and confidence in
each child
o Building positive relationships with children and families and the community
o Presenting opportunities for children to participate daily in enriching, thought provoking
activities and experiences
o Valuing the cultural diversity of the students
o Meeting the needs of families with a high level of customer service
o Hiring and training qualified and experienced staff
List of major services provided by the department/office
o Before school child care in 22 elementary schools and the Stratford Program
o After school child care in 22 elementary schools, five middle schools and the Stratford Program
o Services to meet the individual needs of children
o Daily asset‐building activities and events
o Daily homework support
o Child care services to support the needs of families with children attending schools with unique
calendars (Barcroft & Campbell)
o Child care services for children attending summer school
o Online payments
o On‐going staff development
Extended Day Program Management Plan
2010‐2011
2 2009‐10 Accomplishmentso Emphasized and supported asset‐building programming, including on‐going projects, community
service opportunities, regularly scheduled guests and special events
o Established a collaborative relationship with the Dept. of Parks, Recreation & Cultural Affairs to
promote on‐going communication, identify efficiencies and share resources
o Created a more welcoming and culturally aware environment in the Extended Day Central Office
o Created a Volunteers Handbook, designed to be used with a burgeoning volunteer program in
Extended Day
o Conducted the first annual system‐wide Extended Day Back‐to‐School staff training and school
year kickoff
o Initiated training for supervisors to conduct staff payroll on‐site
o Worked with Information Services to set up mySchoolBucks for Extended Day payments to
ensure the system was ready to accept payments in FY 2011.
SMART Goal 1: By June 30, 2011, increase by 10‐percent over FY 2010, the number of staff attaining the
state‐mandated annual requirement of 16 hours of staff development.
Rationale: Meets Virginia Department of Social Services Standards for Licensed Child Care Centers
requirement while increasing the capacity and skills of the staff to better meet the needs of each child
and improve professionalism and problem‐solving skills at each site.
Evidence:
o The number of hours each staff member participates in staff development workshops and
training opportunities during FY 2011.
o The number of hours each staff member participated in staff development workshops and
training opportunities during FY 2010.
Action Plan:
o Develop a comprehensive staff development program, including a monthly calendar of training
opportunities, offering training on and off‐site, during weekdays, evenings and weekends
o Collect data on each staff member’s participation in staff development sessions
o Compile data in a program‐wide database
o Monitor participation on a monthly basis
o Compare annual data
SMART Goal 2: Increase the number of families submitting payments online each month (Sept. 2010‐
June 2011). By June 30, 2011 establish annual baseline data for FY 2012.
Rationale: Online payments improve customer service by providing a secure and convenient payment
option for families. In addition, online payments increase administrative efficiency, which could allow
Extended Day Central Office resources to be redirected to other priorities. Future strategies to allocate
office resources and further promote the online payment option will rely on the compiled data.
Extended Day Program Management Plan
2010‐2011
Evidence:
o Monthly data representing usage of the online option (# of families, # of payments, total
revenue)
o Monthly data representing payments submitted by check to the Extended Day Central Office
o Monthly data representing payments submitted by credit card in the Extended Day Central
Office
Action Plan:
o Collect data on the number of families/accounts utilizing the online payment option each month
o Collect data on the number of payments submitted online each month
o Collect data on the total revenue submitted online each month
o Collect data on the number of families/accounts paying by credit card in the Extended Day
Central Office each month
o Collect data on the number of families/accounts paying by other methods (by check through
mail or in Extended Day Central Office) each month
o By June 30, 2011, compile the monthly data into an annual total
o Continue to promote the online payment option through School & Community Relations, APS
Talk, the APS and Extended Day websites and other APS sources
o Monitor and compare monthly and annual data to detect usage trends
o Assess the effect of online payments on Extended Day Central Office operations
SMART Goal 3: By February 1, 2011, purchase and install a new accounts receivable system for the
Extended Day Central Office, with full implementation in place by September 2011.
Rationale: The current accounts receivable system used in the Extended Day Central Office is
inadequate and negatively impacts customer service and the efficient administration of customer
accounts. A new system will increase office efficiency and improve customer service by providing
reliable, accurate and timely account information and online registration. Finally, a new system will
result in more efficient use of Extended Day Central Office resources and provide the ability to create
reports, letters and other documents internally.
Evidence:
o September‐November 2010, compile information regarding accounts receivable systems that
meets the priorities of the Extended Day Central Office
o By February 1, 2011, purchase and install a new accounts receivable system
o February‐August 2011, run the original and new accounts receivable systems concurrently
o By September 1, 2011, fully implement the new accounts receivable system, discarding the
original system
Action Plan:
o Develop a list of the specific priorities and functions that must be included to meet the needs of
the Extended Day Central Office accounts receivable system (September 2010)
o Investigate, “test drive” and evaluate a variety of accounts receivable systems available, based
on the specific needs of the office (October‐November 2010)
o Purchase and install an appropriate system (December 2010)
o Fully implement the new system (September 2011)
From: Mary Beth Chambers
To: Lisa Stengle; Pat Murphy
CC: Amy Maclosky; David Blorstad; Jim Totty; Leslie Peterson; Robert Kaplow
Date: 10/29/2010 4:17 PM
Subject: Finance & Management Services Office Plans
Attachments: Extended Day Office Plan FY 2011 Final.doc; Finance and Budget Office Plan
FY 2011 Final.doc; Food Services Office Plan FY 2011 Final.doc; Purchasing Office Plan FY 2011 Final.doc
Please see attached Office Plans for the four areas in Finance & Management Services.
Let me know if you have any questions.
Thanks, Mary Beth
Mary Beth Chambers
Assistant Superintendent for Finance & Management Services Arlington Public Schools
mchamber@arlington.k12.va.us (703) 228-7654
= = = = = = = = = = = = = = = = = = = = = = = = =
This communication was sent via the Arlington Public Schools mail system. Please be advised that email is not a secure form of communication. There should be no expectation of right to privacy in anything sent via electronic mail.
Finance
and
Budget
Department
Management
Plan
2010
‐
2011
Department Finance
Office Finance and Budget
Department/Office Overview/Narrative
The Finance and Budget Offices are responsible for the budgeting, accounting, and auditing functions for
the eight funds managed and operated by the Arlington Public Schools totaling more than $440 million
dollars. In addition, the department is responsible for the financial management of all school activity
funds, all federal, state and other grants totaling over $18 million, and for approximately $27 million of
bond construction funds.
List of major services provided by the department/office
To provide essential support to instructional programs and administrative staff to achieve Strategic Plan
goals, the Finance and Budget office will:
o Ensure there is a clear link between the Budget and the Strategic Plan;
o Monitor the on‐line payment system for the collection of various fees by APS; o Provide required CIP financial and planning information in a timely manner; o Collaborate with Arlington County to include the use of school facilities; and
o Implement rules and procedures to provide greater accountability as part of the operation of
the business application (STARS).
2009‐10 Accomplishments
o Association of School Business Officials International (ASBO) – Meritorious Budget Award for
Fiscal Year 2009‐2010
o Government Finance Officers Association (GFOA) – Distinguished Budget Presentation Award for
Fiscal Year 2009‐2010
o Implementation of online payment system for parents to be able to pay for school meals online
by credit card and view student meal purchase history
o Expansion of EMS building use software implementation to include all school buildings
SMART Goal 1: Increase by 25% the amount of funds received during FY 2011 for payments online at
mySchoolBucks.com from the amount received in FY 2010. Explore the feasibility of adding additional
programs into the mySchoolBucks online payment system.
Rationale:
o Online payments are an efficient way to collect payments due from parents o Parents expect to be able to pay fees online
o By increasing online payments, fees received in school offices are decreased which
decreases the amount of time school staff spend on processing payments
o APS increases internal control over the payment receipt process thus lowering the risks
associated with handling payments received
Finance
and
Budget
Department
Management
Plan
2010
‐
2011
Evidence: Reports are available online at mySchoolBucks.com detailing payments received online
Action Plan:
o Work with Extended Day Office and Early Childhood Office to identify processes and procedures
needed to successfully implement online payments
o Explore the feasibility of adding other program revenue streams into the mySchoolBucks.com
online payment system. Possibilities could be Summer School Tuition, REEP Tuition, etc. o Work with IT Department on design of web pages and documentation to post online for these
online payments
o Set up Merchant Accounts through the County Treasurer to support the credit card processing
o Work closely with mySchoolBucks.com to implement the payment streams for Extended Day
and Montessori tuition.
SMART Goal 2: Implement Electronic Check Presentment during FY 2011, thus moving 100% (virtually)
of checks and money orders received to electronic presentment for deposit.
Rationale: Electronic presentment of checks and money orders speeds up the process of depositing all
payments received and potentially decreases the instances of returned checks.
Evidence: Number of trips made to the County Office of the Treasurer will be decreased substantially
and will only be made for cash deposits. The local travel reimbursements to Finance staff will decrease
due to fewer trips to the County offices.
Action Plan:
o Contact Treasurer’s Office to initiate request to begin electronic presentment of checks/money
orders
o Work with bank personnel on the set up of equipment and software
o Develop processes and procedures related to processing and recording of payments received
SMART Goal 3: Collaborate with Purchasing on best procurement procedures, to include p‐card and
direct pays, and assist Purchasing on the language of the communication to the end users, thus
decreasing purchase orders issued by 10% by 6/30/11. Included will be reviewing and updating
purchasing categories to make it easier for users to select the correct categories and associated object
codes; revising the chart of accounts and providing definitions for use of object codes; and
implementing a method to ensure all purchases are coded correctly.
Rationale: Best procurement procedures will facilitate purchasing goods and services needed by
schools and departments. Increasing P‐Card purchases and allowing direct pays for lower dollar
purchases will speed up the procurement process and allow users to receive the goods and services
needed more quickly. Providing definitions for using object codes will improve budget accountability
Finance
and
Budget
Department
Management
Plan
2010
‐
2011
Evidence: The number of purchase orders issued will be monitored and tracked. Purchases will be
charged to the correct accounts.
Action Plan:
• Determine dollar threshold for requiring purchase orders.
• Review P‐Card dollar limits and item limits and adjust as appropriate.
• Communicate to schools and departments the revised requirements and rules.
• Revise the current chart of accounts. This could include the addition and elimination of
particular cost centers and object codes as well as the investigation of the use of the Function
code to assist with coding for the state’s Annual School Report.
• Create a manual with definitions of how each code is to be used. Investigate whether this
manual could be housed on line with direct access from STARs.
• Ensure all purchasing categories are tied to at least one object code.
• Work with Purchasing to implement a process to ensure the correct object codes are being used
for all purchases.
SMART Goal 4: Update Finance and Budget policies and procedures to reflect current practices and to
make them easier to follow and more understandable to our audience. This is a two year goal that will
update 50% of the Finance and Budget policies and procedures by 6/30/11 and the remaining 50% by
6/30/12. Included in this goal is the Umbrella MOU project with the County. APS PIP’s associated with
joint use/building use will be among the first PIP’s to be reviewed and updated.
Rationale: Updating the policies and procedures will make them easier to follow and more
understandable to end users as well as facilitate the procedures for financial transaction processing.
Evidence: The actual number of policies and procedures updated will be tracked to meet this goal.
Action Plan:
• Review all policies and procedures. • Determine need for updating.
• Update policies and procedures to reflect current requirements and improve comprehension
among end users.
Food
Services
Office
Management
Plan
2010
‐
2011
1
Department Finance & Management Services
Office Food Services
Office Overview/Narrative
The Food Service Office is a self‐supporting $5 million business. Over 120 food service professionals take
pride in serving 8,000 customers daily at 34 schools and satellite centers. Lunch, breakfast and a la carte
items are available at all locations.
The food service program, as an extension of the educational programs in the schools, is operated under
the federally funded National School Lunch Act and Child Nutrition Act. The federal laws regulating the
food service program are administered by the United States Department of Agriculture through the
regional office and implemented within the Commonwealth of Virginia by the State Department of
Education.
The program's objective is to improve the health of students by providing a variety of palatable, high‐
quality, safe, nutritious foods that students will enjoy eating at a price affordable to them. Students are
provided the opportunity to make educated, healthy food choices that will have positive long‐term
health, academic and physical outcomes.
The program supports the educational mission of the schools through:
o Providing a variety of nutritious choices that meet the Dietary Guidelines for Americans
o Offering a high level of customer service
o Valuing the cultural diversity of our students
o Hiring and training the best staff possible
List of major services provided by the department/office
o Administer National School Breakfast and Lunch programs
o Administer the Federal Free and Reduced Lunch program
o Create menus
o Cater APS special functions
o Allow and monitor online meal payments
o Monitor APS wellness policy
2009‐10 Accomplishments
o Created a delivery system for USDA commodity foods to be delivered to each site enabling APS
food service to better utilize our commodity dollar
o Decreased labor costs by 7%
o Decreased food costs by 3%
o Increased total breakfasts served by 1% ‐ 3,375 students
o Increased total lunches served by 2% ‐ 26,287 students
o Operated Food Service Program adhering to all State and Federal Regulations
o Developed productive relationships with stakeholders
o Eliminated deep fat frying in all schools.
Food
Services
Office
Management
Plan
2010
‐
2011
2009‐10 Accomplishments (continued)
o Successfully implemented mySchoolBucks allowing parents to monitor students’ food
purchases, set up low balance reminders and make online payments.
o For the first time since FY 2003, the Food Services fund is back to being self‐supporting which
allows APS to be compliant with the NSLP regulations.
o Successfully converted the Claremont, Barcroft and Barrett kitchens to become cooking
kitchens, providing freshly prepared meals on a daily basis.
o Piloted breakfast programs in five elementary schools during SOL testing, creating the
opportunity to now serve breakfast in all elementary schools in FY 2011.
SMART Goal 1: By December 31, 2010, all a la carte items offered to students will meet or exceed the
Institute of Medicine (IOM) standards.
Rationale:
o The Healthier US Challenge monitors and uses these standards for awarding best practices.
o Provides healthier food choices for our students.
Evidence: “Red foods”, or those foods that do not meet the standards, will be eliminated from the a la
carte offerings, and more fresh fruit, vegetables, whole grains and items lower in fat and sugar will be
offered.
Action Plan:
o Utilize the Virginia Department of Education’s on‐line nutritional analysis tool to make
determinations for all items currently being offered.
o Achieve bronze level certification.
SMART Goal 2: Increase participation in the breakfast program by 5% by June 2011.
Rationale:
o An average of 14% of our students currently eat breakfast at school daily.
o The average breakfast participation in Virginia is 42%.
o Our breakfast participation should be more in line with our percentage of economically
disadvantaged students (31%).
Evidence:
o Offer breakfast in all schools.
o Monitor the percentage of students eating breakfast.
Action Plan:
o Develop promotional and educational materials for teachers, parents and students.
o Offer a variety of appealing breakfast items, creating new interesting combinations, and
including whole fruit as a choice.
o Outreach to parents by attending PTA meetings, VPI and Kindergarten orientations, and school
Food
Services
Office
Management
Plan
2010
‐
2011
3
o Work with Team Nutrition (USDA) and the Virginia Department of Education to market the
program more effectively.
SMART Goal 3: Increase lunch participation by 2% by June 2011.
Rationale:
o An average of 43% of students purchase a full lunch each day.
o The national average is 65%.
o It is better for students to eat a complete balanced meal rather than a la carte items.
Evidence:
o Improve the quality and variety of the food items offered, and note the changes being made.
o Establish higher standards than the federally required standards for the availability of healthy
options.
Action Plan:
o Communicate nutrition information and food service initiatives to parents, teachers and
students.
o Train cafeteria staff regarding strategies to increase the selection of complete, balanced lunches
rather than only a la carte items.
o Outreach to parents by attending PTA meetings, VPI and Kindergarten orientations, and school
health fairs.
Purchasing
Office
Management
Plan
2010
‐
2011
Department Finance & Management Services Office Purchasing Office Overview/Narrative The Purchasing Office serves all departments and schools throughout Arlington Public Schools with the procurement of goods and services. The Purchasing Office establishes term contracts to meet specific requirements in accordance with the Virginia Public Procurement Act (VPPA) and Arlington County School Board’s Purchasing Resolution. The Purchasing Office’s primary objective is to provide high quality goods and services at a fair and reasonable price in the right quantity and delivered at the time when needed by departments and schools. The Purchasing Office supports the educational mission of the school system.List of major services provided by the Purchasing Office: o Processing daily requisitions into Purchase Orders through STARS o Establishing Term Contracts for various goods and services o Issuing Invitation For Bids (IFB) and Request For Proposals (RFP) for goods, services and construction above $50,000 o Disposing of surplus property o Reviewing and revising the purchasing resolution and purchasing policies and procedures as necessary o Training department and school staff on how to make procurements on behalf of Arlington Public Schools 2010‐11 Accomplishments: o Implemented the use of Virginia Business Opportunities (VBO) to advertise solicitations which has increased the number of responses to IFB’s and RFP’s. o Increased the amount of information available on the Purchasing website. o Introduced revised RFP procedures, establishing clear and consistent guidelines for the process, and giving more responsibility to the evaluation committee. o Reduced the time for approving purchase orders by delegating more authority to buyers. o Implemented a revised file management system which allows easy access information in the file. o Established new templates for Invitations for Bids, Request for Proposals and Request for Qualifications. o Encouraged Purchasing Department staff to raise their visibility and services available from Purchasing by arranging regular meetings at the department and school level.
SMART Goal 1: By June 30, 2011, the revision of the Arlington Public Schools Purchasing resolution will be 100%
completed. This will include a review and update of the Resolution and then final approval by the Arlington County School Board. Rationale: Current resolution needs to be updated to include changes to the Virginia Public Procurement Act (VPPA) and bring it into compliance with the VPPA. o Incorporate changes that have been made to the VPPA since the resolution was adopted in July 2003 o Revise purchasing limits that have not been updated since July 2003 Evidence: Staff will meet quarterly to evaluate the progress made on the changes to the resolution, and provide the Assistant Superintendent for Finance an update of the progress made.
Purchasing
Office
Management
Plan
2010
‐
2011
2 Action Plan: o Incorporate VPPA changes o Add purchasing suggested changes to delegated purchasing limits; have them reviewed by senior staff and the legal department. o Present revised resolution to Arlington County School Board for approval.SMART Goal 2: By June 30, 2011, 75% of the necessary changes that need to be made to the Arlington Public Schools
Purchasing Policies and Policy Implementation Procedures (PIPs) for Purchasing will be complete. This will include a review and approval from Senior Staff and approval of the Policies by the School Board. Rationale: Current policies and procedures need to be updated to include changes to the VPPA and to bring them into compliance with the VPPA. Current procedures also need to be updated to provide clearer information to our clients and to reflect current practices. Evidence: Staff will meet quarterly to evaluate the progress made on the changes to the Policies and PIPs, and provide the Assistant Superintendent for Finance an update of the progress made. Action Plan: o Incorporate VPPA changes to policies and procedures o Add Purchasing suggested changes to delegated purchasing limits o Have policies and procedures reviewed by senior staff o Have final revised policies approved by the School Board and final revised procedures approved by the Superintendent and senior staff.
SMART Goal 3: June 30, 2011, procurement training materials will be developed and tested and 75% of the staff in the
departments and schools throughout Arlington Public Schools who are responsible for procuring goods and services will receive the new procurement training. Rationale: o A procurement training program has not been conducted throughout Arlington Public Schools since November 2004. o The training will provide clear and concise guidelines for all APS purchasing requirements. o The proper training of departments and school staff will help to eliminate improper, illegal and unsubstantiated purchases. o Follow up training will be conducted for all departments and school staff when changes are made to the VPPA, Purchasing Policies and Policy Implementation Procedures. Evidence: Training materials will be completed, reviewed by staff and tested with a pilot group. Changes will be made based upon the feedback received.
