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A Message from Mr. Colbert:

Going forward to fiscal year 2024-2025

We are at the middle of FY 24-25, and we need to FOCUS on our objectives to end the year on a positive mode. We need to sharpen our expectations to continue to provide exemplary services while increasing the value of services and relationships with our school districts and stakeholder community at large. It is important to keep in mind the business formula that we have undertaken and the administrator’s code that we value in our organization.

Our stakeholders, our board, our community, and our client expect:

Value, Trust, Integrity, Focus,    

Excellent Performance Expectations Every Day

Exceptional by Design

To achieve this, we must continue to develop a prudent balanced budget that ensures positive budget model while delivering quality services. New initiatives will be entertained, and we need to make sure that we have sound fiscal projections for both estimated revenues and appropriations. New initiatives and or growth areas in the budget must be tied to revenue growth or use of planned resources. One of the first steps is to review fees schedules and revenue projections, thus a meeting will be scheduled with you early this month with the business office to make sure that our fee structure is feasible and reflective of the target market.

Planning for fiscal year 2025-2026

The Accountability and Research Department has provided you with the planning toll for your objectives for the upcoming year. You must plan NOW and not wait until the budget process. Planning and goal setting and strategic action must occur prior to allocating funds to programs. The budget process is then only an allocation process for the goals and objectives set for the coming year along with your SWOT Analysis. As you plan, be cognizant of our Board and Supt priorities currently.

A list of new priorities has been provided to the Executive Team. I challenge you to be flexible to adjust projections based on organization projected initiatives and collaboration among affected divisions to make sure that we meet our goals.

We also ask that you keep reviewing the FY 2025 trends and identify possible new revenue streams or what I call the “new water” of the Department. Also, it is essential that we identify those expenditure areas that need to be adjusted and reprioritized. During the budget process, additional direction will be given to develop various alternative plans to meet a balanced budget.

Our FY 2025-2026 budget goals include to develop a performance-based budget that meets the following budget goals:

1. Develop a balanced budget,
2. Be Ready to develop, if necessary, Contingency Projections
3. Maintain a positive business model.
4. Establish competitive and sustainable fee structures,
5. Continue implementing efficiencies – proprietary divisions to be self-supporting and support divisions to operate efficiently,
6. Identify the “new water’’ new revenue possibilities inclusive of forecast models.

The top 12 Major Executive Team Performance Objectives for FY 2025-2026 include the following:

1. Development of feasibility plans for the Phase II Capital Improvement Plan to include expansion of workforce project, future growth and support facilities.
2. Assure program compliance and sustainability and adherence with federal, state, and local policies.
3. Develop and improve customer service and climate and culture for all divisions.
4. Develop communication strategies to assure interagency and division collaboration and communication among all stakeholders.
5. Implement the national enhancement of our enterprise programs.
6. Develop Head Start Program Capital/Lease Program
7. Develop strategies for employee recruitment and retention to include benefit enhancement and wellness programs and improve teacher quality.
8. Develop 3-5 year leasing technology program to assure state of the art leading technology at all facets of the organization.
9. Develop a maintenance and on-going strategy plan to address maintenance of all facilities.
10. Monitor legislation and be responsive to changing laws that affect our divisions.
11. Develop a philanthropic micro plan to enhance donations to the department and the foundation.
12. Develop new initiatives and or expand existing programs that are aligned with our mission – the new water-