SAU BOARD MEETING Documents...both schools conducted Instructional Rounds to observe UDL in...

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May 6, 2020 Webinar Link http://www.timberlane.net/zoomsau55/

Technology Assistance

603-382-6541 x 3955

7:00 p.m.

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[In accordance with Emergency Order #12 pursuant to Executive Order 2020-04, the School Board is authorized to meet electronically.] Log on Instructions: When logging on, members of the public will be prompted to provide their email address and name. (Note: the participation option has been disabled consistent with state provisions for board videoconferencing.)

7:00 pm 1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Approval of Minutes (April 15th)

5. Superintendent’s Evaluation

6. SAU Office Summer Hours

7. Assistant Superintendent Vacancy

8. Assistant Treasurer Vacancy

9. Withdrawal Process Update

10. Superintendent’s Report

11. Adjournment

Upcoming Meetings

DATE LOCATION TIME

May 20, 2020 SAU/Zoom Webinar 7:00PM

http://www.timberlane.net/zoomsau55/

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1-3 OPEN MEETING Self-explanatory.

4. APPROVAL OF MINUTES Two sets for April 15th (re-org and special meeting); nonpublic sets are sealed and will be made available for approval once the board meets in person.

5. SUPERINTENDENT’S EVALUATION With remote instruction now continuing to the end of the school year, the process to evaluate the Superintendent will need to be discussed. Because evaluation materials (self-eval, SLT eval and SAU Board eval) are confidential and not subject to disclosure, the Board may not be able to conduct the full evaluation until they can physically meet again. Included in board packets is the goals evidence summary for 2019-20 goals to date.

6. SAU SUMMER HOURS Dr. Metzler to present plan to staff the SAU building during the summer months should the building be re-opened to the public.

7. ASSISTANT SUPERINTENDENT The board to discuss how to fill this vacancy. 8. ASSISTANT TREASURER Chairman Boyle to present candidate for assistant treasure position.

9. WITHDRAWAL PROCESS UPDATE Dr. Farah and Caitlin Parnell to update the board on the withdrawal process as well as the process for developing the Hampstead-specific SAU55 budget.

10. SUPERINTENDENT’S REPORT Opportunity for Dr. Metzler to present any updates to the board.

11. ADJOURNMENT

Superintendent’s Goals Evidence Summary for School Year 2019-20 – Page 1 of 8

SUPERINTENDENT’S GOALS EVIDENCE SUMMARY FOR SCHOOL YEAR 2019-20

as presented to the SAU55 Board on May 6, 2020 for use in the annual evaluation of the Superintendent of Schools

1 ACAD EMICS , P ROG RAMS and P RACTICES

HAMPSTEAD

Work with Directors and Administrators to:

a. Implement Foreign Language Elementary Schools (FLES) program. 100% Complete

Implementation of the first year of FLES was completed with great success. With the partnership of a consultant, the district employed a

FLES teacher, developed a schedule for students and kindergarten teachers, developed mid-year assessments, and began the transition

and development of a 1st Grade FLES program.

b. Monitor the Universal Design for Learning training and implementation plan. 100% Complete

Universal Design for Learning (UDL) work was an area of focus this year for the Hampstead School District. Hampstead Central School

and Hampstead Middle School teams continued working with the staff during Professional Development days. A team of teaches from

both schools conducted Instructional Rounds to observe UDL in practice. The educational framework for designing classroom instruction

beginning with the review of its three principals: multiple means of engagement, multiple means of representation, and multiple means

of action and expression. Both teams have done an outstanding job this year of continuing the work.

c. Support new Mentor, Professional Development, and Curriculum Coordinators. 100% Complete

The Executive Director of 21st Century Learning, Assessment and Technology collaborated with these new coordinators to develop the

new structures needed within the Mentoring, Professional Development, and Curriculum teams. Meetings were held each month with

the coordinators to develop plans, address instructional staff concerns, and develop timelines. These new teacher leaders flourished in

their new roles in successfully supporting district educators throughout the school year.

d. Report out quarterly on curriculum progress. 100% Complete

New curriculum leaders along with the Executive Director of 21st Century Learning, Assessment and Technology took the summer to

redesign the curriculum flow along with evaluating the work that would be accomplished this year. The team targeted the refocus on

what was going on in the classrooms. The team met with teachers individually, grade levels, as well as with the administrative team to

assess the needs and explore options to improve our curriculum. The team spent the year specifically evaluating the math program for

the district PK-8. At Hampstead Middle School, Social Studies teachers met with vendors to determine new curriculum materials for

their upcoming cycle. The Science team is researching possible new materials as well. Curriculum progress reported to the School

Board in 2019-20 include Distance Learning in September, Homework in October, and Grading, scheduled for May 2020.

e. Maintain a focus on student performance data review at monthly H-Team meetings. 100% Complete

Student Performance Data is studied throughout the school year on an ongoing and regular basis. Facilitated by the Executive Director

of 21st Century Learning, Assessment and Technology, H-Team (all Administrators) reviews school-wide student performance data during

several meetings throughout the year and utilizes this data in making decisions on best practices and instructional strategies based on

their analysis.

f. Support integrated lessons, STEAM activities, the Ventures program and opportunities where student

demonstrate creativity and innovation.

Both schools continue to support the integration of science, technology, engineering, art and math. Examples include:

• Fresh Picks Cafe Salad Bar Advertising Project - This project directly correlates with both the Art and Ventures curriculums at

HMS, as well as the 21st Century Learning Outcomes of Creative Thinking, Communication, and Collaboration.

• 8th Grade Ventures Poetry and Photogram Collaborative Project with Senior Art students from New England College/NHIA - New England College Art Senior students collaborated with our 8th Grade HMS Ventures students to explore the relationship

between people and landscape and how that affects our perception of the larger world.


• Rubik’s Cube Mosaic Design & Create Project for Elf Production - Seventh Grade Ventures students were tasked with the

challenge to design and create a mosaic to artistically add to the school’s Elf production scenery using only the 300 Rubik’s

Cubes.

• 8th grade Survey and Proposal Project for Seating Capacity & Arrangement for Elf In-School Performance - Eighth grade

Ventures students were tasked with figuring out how many students and staff can fit comfortably in the cafeteria for the Elf

production based on a number of estimations.

• Caine’s Arcade- Cardboard Arcade Project where students in third grade used the engineering design model and collaborated

in small groups to design, create, revise, and improve cardboard arcade games.

• Gorham Garden Grant Project - This project will be done in phases with a goal to make this an outdoor classroom space where

classes and small groups of students can come to work. Fourth grade Math Ventures students were enthusiastic about this

project. These students used their knowledge of volume and cubic yards to determine how much loam we would need to make

this project a success.

• Little Bits - Ventures students used these tools to create a variety of prototypes including a working flashlight and a pinball

game. Little Bits kits are referenced in the Elevate Science curriculum for third and fourth grade as an enrichment opportunity

for students

• National Computer Science Week where students in Math Ventures explored and practiced multiple coding opportunities for

National Computer Science Week including Dash, Scratch and Scratch Junior, and Bee Bots.

g. Continue to implement and improve competency-based performance assessments. 100% Complete

Teachers have continued their work on the validation process where the rubrics are closely examined and tested to make sure the

assessment will yield the content outcomes that are desired. Each school has continued building their data base to ensure students’

needs are being met academically.

h. Maintain curriculum, instruction items as part of the Monthly H-Team agenda items. 100% Complete

Throughout the year, the H-Team spends time discussing curriculum and data-based information. Topics this school year included

Instruction Rounds, UDL practices, performance assessments, Title I, II and IV grants, Dibels, and iReady. NH SAS results are also

reviewed, and strategies are designed for inclusion into action plans and staff trainings.

TIMBERLANE


a. Provide assessment reports to the School Board by June 1, 2020. 100% Complete

Thorough assessment data and detailed assessment reports were provided to the Timberlane Regional School Board throughout the

2019-2020 academic year. A formal presentation on the Advanced Placement (AP) program, including 2019 AP scores, was presented

on November 7, 2019. Two weeks later, based on a request by the Timberlane Regional School Board, raw assessment data was

compiled, edited to remove personal identifiable information, and delivered to all board members at the school board meeting on

November 21, 2019. This raw data included student and school-level results for the following assessments:

● The 2019 SAT School Day (grade 11),

● The 2019 New Hampshire Statewide Assessment System (NHSAS) in:

o Math (grades 3-8)

o English Language Arts (grades 3-8), and

o Science (grades 3, 5, and 11)

• The 2019 STAR scores (grades K-12)

A formal presentation on school-level and district-wide assessment results was presented at the school board meeting on February

20, 2020. This thorough presentation reported on 2017-2019 state testing results in ELA, math, and science, 2016-2020 results

from the SAT School Day, as well as 2017-2019 STAR scores in math, reading, and early literacy. TRSD School and district-level

results were compared to state-level proficiency targets and state averages.

The February 20, 2020 assessment presentation also highlighted federal expectations relative to participation rates and performance

of students in state assessments across schools and subgroups. To further clarify the impact of these federal expectations, the

presentation included two sets of data for TRSD state assessment results, as reported through two different platforms provided by

the New Hampshire Department of Education (NHDOE):


o The Online Reporting System (ORS), through the American Institutes for Research (AIR) Statewide Reporting System, provides

school-wide student achievement data, based on all students who took the assessment.

o The NHDOE School and District Report Card (SDRC), publicly available online on the NHDOE iReport platform, provides School

and District Accountability Data. Results on the SDRC reflect adjustments to assessment data, based on student participation

and attendance. These results are also calculated based on achievement, growth, and participation across schools and

subgroups.

b. Provide Advanced Placement class statistics to the School Board by December 15, 2019. 100% Complete

A thorough presentation on the Dual Enrollment and Advanced Placement (AP) Programs was delivered to the Timberlane Regional

School Board on November 7, 2019. In conjunction with a TRSD School Board goal, the presentation included detailed statistics relative

to the AP Program including course offerings, enrollment, and scores:

● AP Course Offerings

o The total number of AP courses currently offered at Timberlane Regional High School (TRHS);

o A comparison of the number of TRHS AP courses as compared to the number of AP courses offered at 19 other high schools

in the southern tier of the state.

● Enrollment

o Five-year enrollment statistics in all AP courses;

o Five-year enrollment statistics of the number of students enrolled in AP courses as compared to the total number of students

eligible to take AP courses;

o Plans to expand enrollment in AP courses.

● AP Scores

o 2014-2019 percentage of TRHS AP students with qualifying scores of 3 or better as compared to state and global averages;

o Plans for ongoing and continuing improvement in the AP Program.

2 CLIMATE, CULTURE and PUBLIC RELATIONS

HAMPSTEAD


a. Deliver press releases and messages to our staff and community on important educational topics affecting

Hampstead School District. 100% Complete

In addition to the use of monthly school newsletters as a method to get out important information to parents, press releases, email

communications and voice announcements were utilized throughout the COVID-19/Remote Instruction period. Since the beginning of

the pandemic in February 2020, over 20 messages have been relayed to parents, staff members, and members of the school community

to keep them informed of district and state initiatives with respect to minimizing the risk of exposure, the implementation of state-wide

remote instruction, modifications to the school calendar, and remote instruction progress reports.

b. Monitor and report this year on the progress of the final year of the School District’s Strategic Plan and

establish new team to update Strategic Plan. 75% Complete

The work of the Strategic Plan continues with initiatives that strengthen our commitment to prepare students for transitions across grade

levels by promoting skills that will allow them to assume responsibility for their own learning and personal growth as evidenced by:

• Staff and teachers continued their work in Second Step as well as UDL

• Hampstead Middle School continued with Personal Learning Plans and Hampstead Central School used SeeSaw for their

ePortfolios with great success

• Transition events continued to improve this year with 5th grade and with our students heading to Pinkerton

We refine programs, update facilities, and create strategies that proactively address the educational risk-taking, emotional well-being and

physical safety of all our students as evidenced by:


• Entire district has worked with Eric Mann this year with respect to the Social Emotional being of students.

• Hampstead Middle School revised advisory program

• Both schools are upgrading security camera systems

• School Board adopted Policy KI – No Trespass

We continue to promote a positive school culture utilizing innovative changes that respond to our students’ and staffs’ immediate and

future needs. TriPod was scheduled for a second year, but due to COVID-19 we were unable to administer. We will be using this in the

20-21 school year.

We enhanced public and internal communication to ensure all stakeholders are informed of school issues relative to the budget,

curriculum, events and procedures as evidenced by:

• The Comprehensive Communications Plan was used throughout the year. It included guidelines for communication as well as

templates and flow charts to indicate the flow of communication. Both buildings have sent out newsletters, along with tweets

and postings to Facebook.

c. Deliver seven policies per month to the Policy Committee for review and action. 100% Complete

The Policy Committee meets monthly with a standard agenda to review an update seven policies. As of the month of May, a total of 32

policies were approved for second read and adoption by the School Board.

d. Successfully implement the use of new positions: Executive Director of 21st Century Learning, Assessment

and Technology and Facilities Director. 100% Complete

Michael Flynn has transitioned into the new role of Executive Director of 21st Century Learning, Assessment, and Technology. He has

worked closely with building administration as well as the new teacher leader positions in mentoring, professional development, and

curriculum. He has also chaired the Policy committee. His work with the technology team has improved the system to support teacher,

students, and other stakeholders involved. Our new Facilities Director, Jeffrey Mackey, has done an outstanding job since joining the

team in October. He immediately was able to help the building address some issues with the state report. He also has worked on

upgrading the security cameras along with receiving grant money to accomplish the work.

e. Continue to support efforts of Hampstead’s System of Care with a district-wide team. 100% Complete

The Hampstead School District continues to support the implementation of System of Care that focuses on Social Emotional Learning.

Both Hampstead Central School and Hampstead Middle School partnered with Eric Mann to work with staff through the year on System

of Care initiatives: managing Trauma-informed schools, Response to Intervention, Special Education, and Student Safety. This

important work will continue into the next school year to help and support our students and families.

f. Increase Diversity awareness and cultural responsibility with all Stakeholders by way of staff training and

curriculum review. Ongoing

Rollout of this initiative was scheduled for April and May 2020; however, due to COVID-19 will need to be rescheduled to the 2020-21

school year. H-Team focused on diversity awareness throughout the school year with targeted events scheduled for the spring. H-Team

will continue this work for the 2020-21 school year. Mr. Flynn and the Curriculum team work on this goal while evaluating the purchase

of new materials. This is an ongoing goal.

g. Focus on effective teaching and learning practices through the use of the TriPod Survey. On Hold

The TriPod Survey was scheduled for implementation in late March/early April 2020. Due to COVID-19 and the demands of remote

instruction, it was determined the slated timeframe was not an appropriate time to administer the survey. It has been rescheduled for the

2020-21 school year.

h. Evaluate technology infrastructure to ensure all Stakeholders needs are being met. 100% Complete

Finished infrastructure upgrades that were suggested by the Rmon Audit in the summer of 2018. These upgrades included new cat6

wiring in both buildings, new 10gig stackable switches and a new VMware virtual infrastructure. The wireless infrastructure was deemed

worthy of an upgrade per our own Technology team. In order to stay current with the demand of the 1:1 Chromebook initiative and the

move to online state testing we created a RFP to deploy a new updated solution that utilizes wireless protocol 802.11AC which supports

over 1Gbps. Every instructional area in our Hampstead Schools will have an access point deployed for sufficient wireless coverage. The

Distance Learning project was deployed in September of 2019. We have had a very successful year connecting with Pinkerton for remote

learning at the high school level. This setup came with an 82” Samsung 4k UHD TV with HDR and a Cisco TelePresense Webex room


kit. Our last large project was the Castus upgrade for our internal meeting recordings and casting to channel 6. The next large upgrade

will come in the 20-21 school year when the Technology team will upgrade the wireless infrastructure that was discussed through the

budgeting process and supported by the School Board.

TIMBERLANE


a. Provide input and information to the Personnel Committee for use in board negotiated agreements. 100%

Complete

Negotiation meetings for Timberlane Support Staff Union occurred throughout the fall. Budgeting data, insurance data, and staffing data

were provided to the Committee as needed. Representatives from the Superintendent’s Leadership Team (CFO/Business Administrator

and Human Resource Director) participated in these negotiation sessions. Information provided to the negotiation committee included:

TSSU:

• TSSU Wages & Insurance Summary

• TSSU Negotiations Master Worksheet

• TSSY data 7.2019 for SY 2020

A new agreement was successfully negotiated and approved by the voters.

The Personnel Committee also met with representative from the newly formed Administrator’s Union. Information provided to the

negotiation committee included:

• Admin Union Positions & Salaries

An agreement was not negotiated in time for presentation to the voters.

b. Meet with union representative three times throughout the school year (fall, winter and spring) and

provide executive summaries to the School Board. 90% Complete and Ongoing

The Superintendent met (in person and telephonically) with union representatives of the Timberlane Teachers Association (TTA) and

the Timberlane Support Staff Union (TSSU) in the fall and winter months of the 2019-20 school year (TTA – November 18/March 12

and TSSU – October 22/March 12). Superintendent Leadership Team (SLT) members also worked with these unions on important

matters of union interest. TTA meeting topics as well as topics addressed with SLT members included duty schedules, Demonstrated

Success initiatives, professional courtesy, remote instruction, and videoconferencing. TSSU topics included technology training

opportunities, job descriptions, the evaluation tool, Employee Self-Serve annual reminder, monthly employee lists, Extended School

Year rate of pay, and remote instruction. Although the Superintendent cannot meet with union representatives in person, he continues

with an open line of communication (telephonically and email) with both unions throughout the remote learning period.

3 FACIL IT IES IMP ROV EMENTS

HAMPSTEAD


a. Collaborate with the School Board in identifying the facilities plan for meeting the educational needs of

the students, including the Hampstead Central School Renovation and Improvement Plan. 100% Complete

The School Board, along with administration, spent a good part of the fall analyzing building plans as well as its efforts in proposing a

Construction and Renovation Plan for Hampstead Central School to the voters. The Board and key administrators met with Architects and

Engineers to update the building plan. In the end, the Board decided to hold off on presenting the plan to voters this year.

b. Support the Board goals of recycling and energy efficiency. 100% Complete and Ongoing

The Facilities Director reviewed existing system operational optimization, identified the need for further building management systems to

control real-time operational efficiency as well as identified windows in district buildings as a major contributor to heat gain/loss, identified

efficient methods to mitigate the heat gain/loss factor while still complying with NH DOE rules on classroom facilities locations. Recycling

initiatives are ongoing.

c. Assist in developing a Comprehensive Facilities Plan with Board priorities. 100% Complete


Finalized existing facilities conditions report, developed priorities with the School Board on allocation of resources and areas of focus in

order to complete facilities plan.

TIMBERLANE

a. Employ a Facilities Director by November 1, 2019 provided quality candidates apply and the finalist

accepts the terms of employment. 100% Complete

Gary Paradis was nominated to the position of Facilities Director at the October 28, 2019 meeting of the Timberlane Regional School

District School Board. Mr. Paradis has already displayed expertise and skillset in the following areas: detail oriented, cross-networking,

decision-making, communication, team work, time management, technical skills, leadership, estimating/projecting, code compliancy,

inventory control, and budgeting.

b. Finalize a Facilities Department staff organizational chart by December 5, 2019 or 30 days from the date

of hire of a new Facilities Director should the hire date be after November 1st. 100% Complete

The Facilities Department staff organizational chart development process took longer than expected as determinations on maintenance

needs shifted due to some personnel issues related to that department. Presentation of the organizational chart is slated for the May 7,

2020 school board meeting.

c. Present a Maintenance Repair and Projects Master List to the School Board by October 15, 2019. 100%

Complete

The School Board was presented with a 76-page confidential Facilities Assessment Report at their October 3, 2020 meeting. This

comprehensive report covers all buildings and sites in the district and will serve as a valuable resource in the planning of maintenance

and repair and capital improvements.

d. Work with the Business Administrator to present projected unencumbered fund balance figures to the

School Board by March 1, 2019 to inform them on monies available to address facilities’ needs with end-

of-year funds. 100% Complete

The School Board had made special request during the budget development process to review unencumbered fund balance figures

earlier in the school year so that appropriate time and planning could be given in order for the Board to designate those funds towards

facilities improvements. In the past, the figures were presented in middle to late spring making it difficult to secure contracting services

by the July 1st deadline. Unencumbered funds projections were presented to the board on February 20, 2020.

4 BUSINESS and BUD GETING

HAMPSTEAD


a. Develop the 2020-21 budget for the school district that supports a culture of continued improvement,

factors student academic requirements, and a bottom line that is acceptable to the Board. 100% Complete

Administrators met with the Superintendent in early fall to present fiscally responsible department budgets for consideration by the school

board. Board meetings from September to November focused on budget priorities and revisions with the board finalizing the budget in

December. Incorporated into the budget 1) stipend position Curriculum leads to develop a full cycle view on continuous curriculum

development and improvement and to continue to proactively meet student academic requirements, 2) an $85,000 wireless upgrade

where educators and students alike will benefit from a better wireless system that will improve the speed and capacity of our instructional

tools and platforms, i.e. Google Classroom, iReady, and Pearson Math, as well as allow for the possibilities of additional programs and

supports, and 3) remote learning opportunities with Pinkerton Academy for advanced level courses in order to advance student academic

requirements by including FTE’s to cover the same in Outside Tuition. The voters passed the 2020-2021 budget in March 2020.

b. Support Business Administrator in development of budget and default budget. 100% Complete

The Superintendent supported the Business Administrator by providing leadership in budget development by setting priorities with

budget owners, principals, and directors to develop and prioritize staffing and other expenses. Additionally, he supported the Business

Administrator in developing the Default Budget by reviewing expenditures which could be included or excluded, as the case may be,

from the Default Budget.


c . Liaise with Pinkerton Academy for budget preparation, programs, and sending school agenda items. 100%

Complete

The Superintendent attended sending schools Pinkerton meetings which are held in the Fall, Winter and Spring as well as joint School

Board and trustees’ meetings, and liaisoned regularly with the Headmaster to communicate Pinkerton’s budget needs from Hampstead’s

perspective. Worked with Headmaster to obtain early estimates of tuition increases in order to pinpoint the direction of Hampstead’s

largest single expenditure and impact on Hampstead’s total budget. The middle school principal attends the sending school Principal’s

meetings and a middle school guidance counselor attends pertinent Pinkerton meetings for the 8th graders transition. Several 8th

grade teachers attend the Pinkerton curriculum meetings to ensure the alignment of curriculum as needed.

TIMBERLANE

Work with the Business Administrator to:

a. Provide financial documentation to the SAU55 Withdrawal Study Committee by August 1, 2019 for use

and/or presentation at the August 20, 2019 Withdrawal Plan public hearing. 100% Complete

Tthe following documents were provided to the Withdrawal Committee as follow:

May 7, 2019

1. SAU 55 Pro-forma Draft Budget

2. SAU 55 Salaries 2008-09; 2009-10; 2010-11; 2011-12; 2012-13; 2013-14; 2014-15; 2015-16; 2015-16; 2016-17; 2017-18;

2018-19

3. Schedule of SAU 55 Contractual Obligations for staff, including Contract Expiration Date; Retirement Incentive; Vacation Leave

Redemption; Annual Sick Leave Redemption; Annual Perf. Bonus, Annuity, Mileage, Travel and Conference

4. SAU 55 Budget including Budget 2019-20, Budget 2018-19, Actual 2017-18; Budget 2017-18

5. Budgetary Classification Detail:

a. Contracted Services;

b. Other Employee Benefits

c. Technology

6. SAU 55 Contractual Obligations by major vendor

7. SAU 55 Schedule of Shared Services

8. SAU 55 Job Descriptions

May 15, 2019

1. Revised SAU 55 Pro-Forma Draft Budget

2. SAU 55 Salaries 2015-16; 2016-17; 2017-18 (re-post)

May 28, 2019

1. Revised SAU 55 Pro-Forma Draft Budget

2. SAU 55 Salaries with breakdown by category 2015-16; 2016-17, 2017-18

June 19, 2019

1. TRSD Administrative Staffing Scenario including all District-wide Administrators and Directors

2. Clarification memo addressing:

a. Why 2900 series of accounts are Benefits accounts and not Salaries accounts

b. Why certain accounts show $0 in the proposed pro-forma budget

c. Why account 2900-580 is captured under “Offsets/Additions”

3. SAU 55 Salaries with breakdown by category 2016-17 and 2017-18

4. Clarification on the roles of Pupil Personnel Services and Student Services

5. SAU 55 Schedule of shared services

6. Timberlane Regional School District Combined/Consolidated SAU budget into TRSD budget by account (fund/function/object

level)

July 9, 2019

1. SAU 55 Salaries with breakdown by category 2018-19

July 23, 2019

1. Memorandum on Other Post-Employment Expenditures and Liabilities

2. Schedule of Insurance subsidies paid (and not the actual long-term liability) and NH Retirement System expenditures (not the

actual long-term liability)


**THESE GOALS WERE APPROVED BY THE SAU BOARD ON NOVEMBER 13, 2019**

b. Implement a credit card/electronic check vehicle to accept district payments at the Performing Arts

Center by June 30, 2020. 100% Complete

The Performing Arts Center (PAC) has successfully implemented a credit card/electronic check processing system starting in January of

2020. The district is using MySchoolBucks as the processing application for this system. MySchoolBucks is already in use in the district

for food service payments and Chromebook protection plan sign ups and payments for incoming 6th and 9th graders. The PAC now

has an online ticket office website selling tickets by event with the ability to take buyer information and allow them to choose seating

areas based on the event configuration. The online system allows the use of any major credit card or electronic check for payment and

is located on the PAC’s website by going to https://www.timberlane.net/pac/trsd-pac-box-office/. Additionally, a Point Of Service (POS)

device was installed in the PAC’s front ticket office allowing for in person purchases to use credit cards to purchase tickets securely by

chip reader. The PAC staff have been trained on how to process purchases, run reports and enter and edit events into the MySchoolBucks

platform.

c. Generate a financial reporting calendar to incorporate into the School Board’s agenda schedule that will

allow for preview/presentation of reports in advance of submission deadlines by January 2, 2020 or the

first meeting in January 2020. 100% Complete

The financial reporting calendar was provided to the School Board at their January 9, 2020 board meeting. The calendar included the

following items:

• Report of Appropriations Voted

• Budget as Posted (MS-27)

• DRA Approved Appropriations (MS-22R)

• Signed Appropriations as Voted (MS-22)

• Signed Default Budget of the School (MS-DS)

• Auditor Option & Schedule (MS-60A)

• School Financial Report (DOE-25)

• School Financial Report (MS-25)

• Revised Estimated Revenues (MS-24)

• Signed Revised Estimated Revenues (MS-24S)

• MS-60 or CPA Financial Audit

d. Provide a first draft of proposed 2020-21 operating budget and a draft default budget to the School Board

by October 3, 2019. 100% Complete

Initial draft of the TRSD Operating Budget and TRSD Default Budget was presented to the Timberlane School Board on October 3, 2019.

https://www.timberlane.net/pac/trsd-pac-box-office/

School Administrative Unit # 55

Procedure Code: CBI-R

Adopted: 10-12-11

Revised: 01-23-13

Revised: 11-13-13

Page 1 of 12

EVALUATION OF THE SUPERINTENDENT, ACTING SUPERINTENDENT OR

INTERIM SUPERINTENDENT

The evaluation of the Superintendent (herein consisting of the Superintendent, the Acting Superintendent or Interim Superintendent of SAU 55) will be done each year in the following manner.

1. Beginning in early spring of the school year, and at the direction of the SAU Board chair, the “360 Direct Report Feedback” form (see below) will be distributed to all direct reports of the Superintendent. The responses from this feedback may be anonymous. The Superintendent will also fill out a self evaluation using the “Superintendent’s Evaluation” form (see below).

2. The compiled responses of the “360 Direct Report Feedback” and the completed self evaluation will be forwarded to SAU Board members to use in completing the “Superintendent’s Evaluation” form.

3. The compiled responses of the “Superintendent’s Evaluation” form by the SAU Board will then be distributed to all members of the SAU Board prior to their next meeting.

4. At the first meeting following the distribution of the compiled responses of the Superintendent’s Evaluation form, the Board will go into a non-public session to discuss the evaluation results and Board feedback for the Superintendent.

5. No later than May 31st, the Board will go into a non-public session to approve the written evaluations of the Superintendent.

6. No later than June 30th, the Chair and Vice-Chair will meet with the Superintendent to review his/her evaluation.

7. Immediately following the meeting with the Superintendent, the Chair will provide a signed copy of the evaluation letter to the Director of Human Resources to be placed in the Superintendent’s personnel file.

May 6, 2020

Executive Summary

CENTRAL OFFICE SUMMER COVERAGE

At their April 15th SAU55 Board meeting, Dr. Metzler requested the board approve a four-day

summer workweek for central office staff members. The SAU Board has granted this annual

request since at least 2005. Board members expressed a preference that the central office be

open five days a week during the summer months for 2020. Their intent was to provide maximum

office hours to the general public because the building has been closed since the second week of

March by reason of the COVID-19 pandemic. The board also recognized the benefits associated

with allowing a four-day work week during the summer as it allows central office staff members

opportunity to work longer days and enjoy a three-day weekend after a demanding and busy

school year, it provides for uninterrupted workflow when the building is closed to the public, and

it allows for custodial staff to have full access of the building for specialized cleaning initiatives.

Furthermore, it only reduces public access to the building by one day of the week, which has

been the custom for at least the past 15 years.

The SAU55 Board requested the Superintendent present an update with respect to providing

summer coverage for a five-day work week. In doing so, both administrators (salaried) and

support staff (non-salaried) were solicited for feedback and availability for summer coverage. A

summary of responses are as follows:

• Most, if not all, staff members (both salaried and non-salaried) use accrued vacation time

during the summer months. Several utilize their vacation time in one-day increments

towards the four-day summer schedule. With a four-day summer schedule being

established for at least the last fifteen years, staff members have planned the use of their

vacation time towards this four-day summer schedule. Many have long-standing three-

day weekend vacation plans already scheduled.

• Essential employees (business/technology) are not given the luxury of taking full weeks

off during much of the school year due to the need to run payroll and accounts payable.

These dedicated staff members typically work throughout the holidays each year to

ensure employees and bills are paid on time.

• Staggering days off as suggested by the board have their own set of challenges. Front of

the office coverage can be difficult due to the need for staff members to physically re-

locate their workstations to the front of the building. This can also create problems with

safeguarding confidential matters.

• Staff turnover anticipated for July 1st of this year may also complicate the ability to provide

five-day coverage. The onboarding of new staff members requires current staff members

to take time from their own duties to train. This process will reduce the number of

scheduling options in which we will have to work with.

More importantly, significant concerns have been raised about the opening of the building itself.

These are unprecedented times and we, like the nation, are monitoring closely the timing for re-

opening businesses and offices to the general public. The SAU office building is not configured

in any way as to limit or reduce the potential exposure to the virus by visitors (general public or

other staff members alike). We have several staff members, as well as their family members,

who fall into the higher risk category with respect to possible COVID-19 exposure. These

concerns will need to be addressed in addition to the scheduling concerns aforementioned.

Should it be the will of the board, the Superintendent is prepared to manage a five-day summer

workweek; however, upon hearing the concerns of central office staff members, he respectfully

asks the SAU55 Board to reconsider a four-day workweek.

Respectfully Submitted,

Nancy Louiselle

Director of Human Resources

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