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Page 110 | Financial Section  
Fiscal Year 2015-16
EXECUTIVE LEADERSHIP:  CHIEF COMMUNICATIONS AND COMMUNITY ENGAGEMENT OFFICER
Communications, RC066
Description of Responsibilities
The Communications Department  supports the District's  vision, 
mission, and core beliefs by delivering effective, authentic, two-
way communication with all of its stakeholders. It is responsible for 
the District's internal and external communication efforts, media 
relations  program,  social media  presence,  brand  management, 
marketing material production and visual design, and community 
engagement initiatives.
2015-16 POSITION SUMMARY, RC066
POSITION DESCRIPTION
FTEs
AMOUNT
Chief Communications and 
Engagement Officer
1.00
121,575
Graphics & Communications 
Specialist II
1.00
49,350
Manager
1.00
70,591
Multicultural Outreach Specialist II
1.00
66,954
Public Information Officer
1.00
60,550
School Communication Specialist 
III
1.00
66,954
Virtual & Blended Specialist II
1.00
45,460
Clerical Aide - On-call
0.00
5,587
Communications & Broadcast 
Media Production Specialist
1.00
52,233
Executive Assistant
1.00
53,081
Secretary - On-call
3.00
30,240
Secretary - Welcome Center
1.00
30,445
Social Media Specialist
1.00
53,742
TOTAL SALARIES
14.00
706,761
TOTAL BENEFITS
271,512
TOTAL GENERAL FUND S&B
14.00
978,272
Chief Communications and  
Community Engagement Officer
Communications
Welcome Center
Community Education
Community Engagement
OVERALL GENERAL FUND BUDGET - Chief Communications & Community Engagement Officer
2013-14 Actuals
2014-15 Budget
2015-16 
Amended Final Budget
Change from  
2014-15 to 2015-16
MAJOR CATEGORY
FTEs 
AMOUNT
FTEs 
AMOUNT
FTEs 
AMOUNT
AMOUNT
PERCENT
Salaries
10.13
536,472
14.00
694,762
14.00
706,761
11,998
1.7%
Benefits
197,502
262,229
271,512
9,282
3.5%
Purchased Services
79,928
80,722
80,722
0
0.0%
Supplies
37,084
12,211
12,211
0
0.0%
Property
0
0
0
0
0.0%
Other
674
1,700
1,700
0
0.0%
TOTAL GENERAL FUND
10.13
851,660
14.00
1,051,625
14.00
1,072,905
21,280
2.0%
The General Fund budget amount is distributed between the following budget units or Responsibility Centers:
Communications
Public Affairs
Effective June 23, 2015
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Washoe County School District
Financial Section | Page 111
EXECUTIVE LEADERSHIP:  CHIEF COMMUNICATIONS AND COMMUNITY ENGAGEMENT OFFICER
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 066 - Communications
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
10.13
536,472
14.00
694,762
14.00
706,761
11,998
1.7%
Benefits
197,502
262,229
271,512
9,282
3.5%
Purchased Services
74,266
70,222
70,222
0
0.0%
Supplies
29,784
700
700
0
0.0%
Property
0
0
0
0
0.0%
Other
674
750
750
0
0.0%
TOTAL GENERAL FUND 
10.13
838,697
14.00
1,028,664
14.00
1,049,944
21,280
2.1%
Public Affairs, RC029
Description of Responsibilities
Public Affairs spearheads the District's community outreach activities, working with stakeholders to become advocates for WCSD and its 
goals. 
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 029 - Public Affairs
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
0.00
0
0.00
0
0.00
0
0
0.0%
Benefits
0
0
0
0
0.0%
Purchased Services
5,662
10,500
10,500
0
0.0%
Supplies
7,301
11,511
11,511
0
0.0%
Property
0
0
0
0
0.0%
Other
0
950
950
0
0.0%
TOTAL GENERAL FUND 
0.00
12,963
0.00
22,961
0.00
22,961
0
0.0%
Strategic Initiatives within 
Envision WCSD 2020
(information compiled March 2015) - Office of Communications & Community 
Engagement
Initiative  3.1.1:  Expand  the  scope  of  external  stakeholder 
communication, specifically:
• 
Multicultural communications and engagement
• 
School stakeholder communications and engagement
• 
School capital needs communications
Current  Status  of  Initiative  -  Multicultural  communications  and 
engagement
The objective of this initiative is to establish genuine, trustworthy, 
consistent relationships between the school district and our under-
served  communities,  and  to  provide  authentic opportunities  for 
two way communication. We are working to establish a new vision 
for communications, engagement and partnership that takes into 
account the strengths and needs of our  under-served students, 
families and stakeholders. Initial targeted groups include Latino/
Hispanic,  African  American/Black,  and  American  Indian/Native 
American communities.
Achievements  so  far  include  establishing  a  partnership  with 
our  faith  based  community  including  the  coordination  of  five 
Parent University workshops hosted at Little Flower Church, the 
coordination and facilitation of Community Conversation Circles, 
increasing  the  number  of  positive  stories  published  in  local 
Spanish language publications, the establishment of relationship 
with the African American Clergy Council of Northern Nevada and 
with American Indian communities.
Measurements  used  to  gauge  implementation  and  success  of 
initiative - Multicultural communications and engagement
•  Increase the advertising  equivalent  rate  for  positive WCSD 
stories in appropriate media (Spanish etc) outlets
2014/15: 
Baseline collection year
2015/16: 
TBD once baseline has been established
•  Develop  a  community  engagement  plan  which  identifies 
challenges  and  offers  solutions  to  better  work  with  our 
underserved  communities,  with  particular  emphasis  to  our 
Latino/Hispanic,  African  American/Black,  and  American 
Indian/Native American communities.
2014/15: 
Implementation of plan
2015/20: 
Successful delivery of goals and objectives
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Page 112 | Financial Section  
Fiscal Year 2015-16
EXECUTIVE LEADERSHIP:  CHIEF COMMUNICATIONS AND COMMUNITY ENGAGEMENT OFFICER
Current Status of Initiative - School stakeholder communications 
and engagement
The objective of this initiative is to provide direct support to our 
schools and school/district administrators so they can effectively 
communicate  important  and  emerging  issues  to  their  school 
communities, neighborhoods and  stakeholders  thereby  building 
the positive reputation of the school and the school district.
The  initial  focus  was  on  projects  with  broad  and  global 
applications. These included: Sporting Event Signage campaign, 
updating the  Media  Release for the Parent Student Handbook, 
promoting the legislation surrounding attendance requirements for 
students applying for drivers permits and/or licenses, support for 
recruitment of committee members for the newly formed Wellness 
Advisory Committee, rebranding/reformatting the employee online 
newsletter, and FEMA training.
Going  forward,  the  goal  is  to  open  channels  of  two  way 
communications  between  Central  Services,  schools  and  their 
communities. One of the strategies being employed is to visibly 
position the seven Area Superintendents as leaders of their schools 
and the neighborhoods in which the schools reside. A program of 
regular outreach meetings is being developed and promoted.
An  analysis  of  each  school’s  communication  needs  and 
requirements was recently undertaken to identify those schools 
in the greatest need of support. Communication plans are in the 
process of being written for ten schools. The timeframe for each 
of communication plans extends through this school year and into 
2015/2016.
Barriers to Full Implementation of Initiative - School stakeholder 
communications and engagement
Successful,  authentic  implementation  is  dependent  upon  time 
and  resources  not  only  for  the  Office  of  Communication  and 
Community  Engagement  staff  but  for  Area  Superintendents, 
Principals and other staff members.
Measurements  used  to  gauge  implementation  and  success  of 
initiative - School stakeholder communications and engagement
• 
2014/15: 
Develop  a  plan  for  increasing  the  profile  of  the 
Area  Superintendents  in  their  school  and  neighborhood 
communities.
2015/16: 
Successful delivery of goals and objectives.
•  Develop  individual  plans  for  school  stakeholder 
communications  and  engagement  for  the  ten  identified 
schools.
2015/16: 
Implementation  of  school  communication  and 
engagement plans.
2015/20: 
Successful delivery of goals and objectives.
Current Status of Initiative - School capital needs communications
The focus of this initiative is to build a comprehensive, ongoing 
communications and community outreach system that will increase 
community awareness of the District’s school construction needs 
and shortfalls, and build support for additional funding.
Overall Objectives:
•  Increase community awareness of, and interest in fixing, the 
school construction funding problem
•  Make WCSD a partner in the solution as opposed to a cause 
of the problem
•  Build  an  army  of  third-party  spokespeople  for  our 
communications
Action taken so far has been to form a strategy that has included 
reframing the messaging on how we discuss our capital needs, 
refocusing the school capital  needs website section in line  with 
the  revised  messaging,  production  of  marketing  material  and 
working with other departments on understanding, and eventually 
communicating, the impact lack of funding will have on teaching 
and learning in WCSD and on the Washoe community as a whole. 
Possible  impacts include  schools  having to  move to  multi-track 
or double-session calendars. We are also working to reengage/
develop additional community partners.
Considerable  time  and  effort  is  being  placed  on  ensuring  the 
Data Gallery is ready for public consumption. Plans are in place 
to initially validate the data with school principals and community 
stakeholders.  A  comprehensive  communications  plan  including 
media rollout of the website, is being developed.
Barriers to Full Implementation of Initiative - School capital needs 
communications
The school capital needs initiative is reliant upon legislative and 
community support and action.
Measurements  used  to  gauge  implementation  and  success  of 
initiative - School capital needs communications
• 
2014/15:
Develop  a  plan  for  the  effective  launch  and 
communication of the Data Gallery.
2015/16:
Successful delivery of goals and objectives.
•  Increase  the  advertising  equivalent  rate  for  positive media 
stories addressing our school capital needs.
2015:
Baseline collection year
2016/17:
TBD once baseline has been established
Other Major Projects (not Initiative based)
•  RiSE  Academy  for  Adult  Achievement  -  rebranding  and 
marketing
•  Innovations HS - rebranding
•  North Star Online School - marketing and recruitment
•  WeAreWCSD.net
•  Equity and Diversity department marketing
•  Human  Resources  department  recruitment  marketing 
campaign
•  Traditional and social media training
•  ‘Student Voice’ symposium
•  ‘Washoe Parents’ magazine
•  ‘Door to Door for Student Achievement’
•  Community Project Review committee
•  ‘Countdown to Graduation’ campaign
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Washoe County School District
Financial Section | Page 113
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
Chief Financial Officer
Budget and Job Cost 
Management
Purchasing, Contracts 
Administration, and 
Warehouse Administration
Financial Accounting, 
Accounts Payable, Payroll, and 
Asset Management
Financial Systems 
Management, Position Control, 
and Process Improvement
OVERALL GENERAL FUND BUDGET - Chief Financial Officer
2013-14 Actuals
2014-15 Budget
2015-16 
Amended Final Budget
Change from  
2014-15 to 2015-16
MAJOR CATEGORY
FTEs 
AMOUNT
FTEs 
AMOUNT
FTEs 
AMOUNT
AMOUNT
PERCENT
Salaries
45.29
2,350,796
46.79
2,459,529
46.79
2,503,895
44,366
1.8%
Benefits
907,439
1,001,311
1,029,970
28,659
2.9%
Purchased Services
454,063
636,558
634,508
-2,050
-0.3%
Supplies
67,763
161,640
192,590
30,950
19.1%
Property
0
50,000
20,000
-30,000
-60.0%
Other
641,742
3,450
634,550
631,100 18292.8%
TOTAL GENERAL FUND
45.29
4,421,802
46.79
4,312,487
46.79
5,015,513
703,025
16.3%
The General Fund budget amount is distributed between the following budget units or Responsibility Centers:
Business Office                                                     District-wide New Teacher Set-Up                                  Warehouse
District-wide Tuition                                               Purchasing
Effective June 23, 2015
Business Office, RC008
Description of Responsibilities
The mission of the Office of Business and Financial Services is to 
support all WCSD students, schools, divisions, departments, and 
employees, primarily by:
•  Aligning  and  managing  District  resources  to  support 
District goals and objectives;
•  Providing  timely  and  accurate  financial  information  to 
stakeholders and others who make informed decisions; 
and
•  Acquiring  and  paying  for  the  goods,  services,  and 
employee  compensation  necessary  to  the  District's 
educational mission.
2015-16 POSITION SUMMARY, RC008
POSITION DESCRIPTION
FTEs
AMOUNT
Chief Financial Officer
1.00
149,589
Budget Director
1.00
124,420
Accountant
3.00
160,045
Accounts Payable Supervisor
1.00
65,202
Bond Accountant
0.10
8,563
Budget Analyst
2.00
137,221
Controller
1.00
101,549
Manager I - Business
1.00
72,339
Position Control & Financial 
Systems Manager
1.00
90,758
Position Control Analyst
1.00
69,204
Senior Accountant
1.00
77,932
Account Clerk II
5.00
197,855
Account Technician
1.00
39,816
Executive Assistant
1.00
54,631
Payroll Technician
6.69
291,942
Property Control Clerk
1.00
32,597
Property Control Technician
1.00
44,012
Secretary
0.75
24,416
Student Activity Fund Technician
1.00
36,566
Technology Trainer
1.00
49,422
TOTAL SALARIES
31.54
1,828,078
TOTAL BENEFITS
758,228
TOTAL GENERAL FUND S&B
31.54
2,586,307
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Page 114 | Financial Section  
Fiscal Year 2015-16
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
Initiative  4.1.1
: Develop  significant  ideas  to create revenues or 
save expenditures (looking for million dollar ideas)
Current Status of Initiative
The Office of Business and Financial Services has worked with 
our  actuary  to  reduce  the  Other  Post-Employment  Benefits 
(OPEB) funding requirement by approximately $3.6 million.  We 
are currently working on a Bond Refunding that is estimated to 
save  approximately  $1.5  million  and  possibly  create  improved 
capital funding options. The 120-day biennial legislative session 
began  on February 2,  2015, and involves  Business  Leadership 
Team  members working  on bills that  address  new and existing 
categorical programs as well as the Distributive School Account 
(DSA) funding, Class Size Reduction funding, procurement laws 
as well as other educational programs. As part of the legislative 
process our team is working with the Board, the Superintendent, 
Capital  Projects,  Facilities  Management,  Legislative  Staff, 
Communications,  and  others  to  secure  much  needed  Capital 
Funding.  This  legislative  work  involves  millions  of  dollars  of 
education funding, so this work is critical to our strategic efforts. 
Working collaboratively across all schools and departments, the 
Budget Department is seeking expenditure saving ideas by asking 
all leaders to look through their respective budgets to see if they 
are getting academic or operating return on investment in areas 
where they spend funds. From a revenue perspective, we work 
closely  with  the  Grants  and  Operations  Departments  to  see  if 
any new funding opportunities present themselves to the District, 
including E-Rate.
Barriers to Full Implementation of Initiative
School and Department budgets are very tight given the lack of 
growth during the last seven fiscal years of economic recovery, 
so looking for expenditure savings is challenging. The economy in 
Nevada has shown good recovery in the last couple of years and 
economic development appears to be very strong with Tesla and 
other new companies coming; however, the positive impacts of this 
growth are still a few years away. We won’t know the legislative 
outcomes of  the  budget  and related bills until possibly June or 
later, so our ability to plan around these barriers is slowed.
Measurements  used  to  gauge  implementation  and  success  of 
initiative
•  Track  opportunities  as  they  are  identified,  evaluated,  and 
presented.
• 
2020:
This initiative is one that is evaluated each year as we 
look at budgets and initiatives to see what is working and what 
needs to change.
Initiative  4.2.1:  Develop  external  and  internal  system  wide 
transparency and data access to support District- wide decision 
making and accountability
Current Status of Initiative
Working  collaboratively  with  the  Information  Technology  Data 
Warehouse  Programmers  and  Capital  Projects  leaders,  the 
Business  and  Financial  Services  Staff  developed  the  Online 
Checkbook that allows users to access all checks written by the 
District for schools, departments, paychecks, and the 2002 Bond 
Rollover Fund. The Budget Department is now working with the IT 
Programmers to develop an Interactive Budget website, which will 
allow users to look at all school and department budgets from an 
Organizational Chart drill-down perspective. We are also seeking 
to add additional financial dashboards for schools and departments 
during the current fiscal year to further streamline budget review.
Barriers to Full Implementation of Initiative
Developing  transparency  tools  like  this  takes  a  tremendous 
effort by all the team members, as sophisticated programming is 
required to capture data from different systems and to make sure 
this is being done with a high level of accuracy. For some team 
members,  this  responsibility  is  in addition  to normal day-to-day 
responsibilities, which slows down the effort of making this happen 
more quickly.
Measurements  used  to  gauge  implementation  and  success  of 
initiative
• 
2013/14
 Completed  online  checkbook  and  payroll  during 
the fiscal year. Also completed parts of financial dashboards, 
including capital expenditures reporting.
• 
2014/15: 
Further enhance the budget book, complete financial 
dashboards, and roll out the Interactive Budget website.
• 
2020:
•  Track  web  use  to  determine  the  number  of  users 
accessing the data.
•  Seek feedback in the form of surveys from the public, the 
Trustees, and leadership on these transparency tools.
•  Compare cost and efficiency to other government entities 
as applicable.
•  Eventual  receipt  of  the  Government  Finance  Officers 
Association Distinguished Budget Presentation Award.
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 008 - Business Office
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
31.29
1,705,192
31.54
1,795,574
31.54
1,828,078
32,504
1.8%
Benefits
656,218
735,059
758,228
23,169
3.2%
Purchased Services
285,484
404,010
400,860
-3,150
-0.8%
Supplies
21,611
24,084
26,134
2,050
8.5%
Property
0
0
0
0
0.0%
Other
640,197
2,350
633,450
631,100
26855.3%
TOTAL GENERAL FUND 
31.29
3,308,701
31.54
2,961,078
31.54
3,646,751
685,673
23.2%
Strategic Initiatives within 
Envision WCSD 2020
(information compiled March 2015) - Business Office
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Washoe County School District
Financial Section | Page 115
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
Other Major Projects (not Initiative based) - Business Office
•  We have moved all elementary schools from MYOB to Blue 
Bear software for student activity fund accounting.
•  Developed  a  process  to  make  annual  W-2  Payroll  forms 
available on-line.
•  Developing  an  electronic  Independent  Contractor  Form  in 
BusinessPLUS to replace a paper process.
•  Implementing  Budget  Item  Detail  in  BusinessPLUS  to 
streamline the budget development process.
•  Updating  Credit  Card  Services  to  help  schools  and 
departments with fee collections and to save on fees.
•  Developing  various  web  forms  to  replace  paper  forms  for 
improved customer service.
•  Cross-training staff for better backup and succession planning.
•  Updating the Student Activities Fund Policies and Procedures 
Manual.
Other Key Performance Indicators (not Initiative based) 
Key Performance Indicator 1:  Unmodi
ed Audit Opinion
Explanation: 
Gold standard assessment of financial audit reports 
for  private  and  public  entities.  This  indicates  the  effectiveness 
of the Department’s system of internal controls over accounting, 
budget and financial reporting when measured against the national 
metric of Generally Accepted Acc
ounting 
P
rinciples. The standard 
provides assurance to users of the District’s financial information, 
including banks, bondholders, state  and federal agencies.  This 
assurance helps to provide the District with lower interest rates on 
medium-term and bond financing, to secure grants, and provides 
favorable reviews from state and federal oversight bodies.
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
Receive
Receive
Receive
Receive
Receive
Actual
Received Received Received Received
TBD
Strategies to accomplish this KPI: 
Working with the Board, the 
Superintendent, schools and departments to establish a balanced 
budget  that  aligns  to  our  strategic  plan.  Once  the  budget  is 
established, managing it with disciplined internal controls to make 
sure that funds are properly accounted for in all material respects.
Key Performance Indicator 2 Government Finance Of
cers 
Association  Certi
cate  of  Achievement  for  Excellence  in 
Financial Reporting
Explanation: 
Indicates achievement of the highest standards in 
governmental accounting and financial reporting.  This provides 
assurance  to the users of  the  District’s financial  information as 
measured by standards set for school districts, cities, counties and 
other major governmental entities throughout the United States. 
(Award lags one year.)
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
Receive
Receive
Receive
Receive
Receive
Actual
Received Received Received
TBD
TBD
Strategies  to  accomplish this  KPI: 
Keeping  current  on  and 
implementing  new  Governmental  Accounting  Standards  Board 
pronouncements  as they become required,  and attending state 
and national conferences that assist the Office in learning these 
standards.
Key Performance Indicator 3  Maintain Bond Rating
Explanation: 
Indicates the financial strength of the District. This 
provides assurance to bondholders that they will be paid timely, 
and reduces the District’s borrowing costs.
FY 10-11
FY 11-12
FY 12-13
FY 13-14
FY 14-15
Goal
Moody’s:
Aa2
S&P: AA
Moody’s: 
Aa2
S&P: AA
Moody’s: 
Aa2
S&P: AA
Moody’s: 
Aa3
S&P: AA
Moody’s: 
Aa3
S&P: AA
Actual
Moody’s: 
Aa2
S&P: AA
Moody’s: 
Aa2
S&P: AA
Moody’s: 
Aa3
S&P: AA
Moody’s: 
Aa3
S&P: AA
TBD
Strategies  to  accomplish  this  KPI: 
Managing  the  District’s 
budget in a fiscally sound manner and working to achieve stable 
fund  balances.  This  rating  is  also  tied  to  the  rating  agency’s 
view of  the  entire state’s economy.  Because  of Nevada’s slow 
economic recovery and the fact that the District has had to use its 
fund balance reserves to balance the budget, Moody’s reduced our 
rating in FY13 (Aa3 with a stable outlook), and S&P has upgraded 
our outlook in FY14 (AA with a stable outlook).
Key  Performance  Indicator  4:  Maintain  General  Fund 
Assigned for Subsequent Year’s Expenditures Ending Fund 
Balance at a Minimum of 2% of Expenditures
Explanation: 
The ending fund balance assigned for subsequent 
year’s  expenditures  reflects  the  opening  balance  for  the 
forthcoming year. This is in accordance with Board policy, reflects 
disciplined budgeting and proactive financial management to adjust 
to an economy that has been very unstable the last six years, and 
signifies the District’s ability to absorb funding decreases or other 
adverse financial events.
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
2%
2%
2%
2%
2%
Actual
2.83%
2.04%
2.08%
2.00%
TBD
Strategies to accomplish this KPI: 
Building a realistic budget 
based  on  sound  forecasts  of  revenues  and  expenditures.  
Monitoring the actual outcomes in relation to the budget and making 
adjustments, as needed, to provide for the internal and external 
uncertainties or changes that are inherent in organizations.
Key  Performance  Indicator  5   General  Fund  Expenditure 
Ef
ciency of  95% Actual Expenditures  as  a  Percent  of  the 
Final Amended Budget)
Explanation: 
Maintaining a  balanced  budget that  supports  the 
goals of the organization is key to building a sustainable school 
district.  Building the budget and managing the actual outcomes 
includes  the  Board,  the  Superintendent,  schools,  departments, 
and our employees who perform their functions every day.  Every 
person in the organization makes decisions that can help or hinder 
the budget, so having disciplined structures in place and training 
staff helps the organization succeed with limited resources.
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
95%
95%
95%
95%
95%
Actual
94.8%
95.9%
95.3%
96.1%
TBD
Strategies  to  accomplish  this  KPI: 
 Business  Leadership 
Team that is highly skilled at managing the finances of the school 
district in a proactive way to allow for change and reform that is 
critical to organizations that seek to be great.  Having an integrated 
Enterprise Resource Planning (ERP) technology system allows us 
to manage financial data in an effective and efficient manner.
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Page 116 | Financial Section  
Fiscal Year 2015-16
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
District-wide Tuition, RC035
Description of Responsibilities
This budget center is used to make payments for Washoe County students attending out-of-District schools. This is primarily based on 
agreements with California school districts where Washoe County students living close to the border attend California schools, and vice 
versa. Although this budget unit is a cost center, reimbursement between districts results in a cost neutral program. 
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 035 - District Wide Tuition
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
0.00
0
0.00
0
0.00
0
0
0.0%
Benefits
0
0
0
0
0.0%
Purchased Services
161,007
224,798
224,798
0
0.0%
Supplies
0
0
0
0
0.0%
Property
0
0
0
0
0.0%
Other
0
0
0
0
0.0%
TOTAL GENERAL FUND 
0.00
161,007
0.00
224,798
0.00
224,798
0
0.0%
District-wide New Teacher Set-Up, RC249
Description of Responsibilities
This District-wide budget center is used to purchase furniture, computers, and supplies for classroom teachers who are new to the District. 
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 249 - District Wide New Tchr Set Up
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
0.00
0
0.00
0
0.00
0
0
0.0%
Benefits
0
0
0
0
0.0%
Purchased Services
0
0
0
0
0.0%
Supplies
127,801
121,306
151,306
30,000
24.7%
Property
0
50,000
20,000
-30,000
-60.0%
Other
0
0
0
0
0.0%
TOTAL GENERAL FUND 
0.00
127,801
0.00
171,306
0.00
171,306
0
0.0%
Purchasing, RC059
Description of Responsibilities
The  Purchasing  Department  provides  management,  oversight, 
and  assistance  in  acquiring  all goods  and services  at the best 
value  for  the  District  while  adhering  to  all  laws,  policies,  and 
procedures. Key services include the administration and oversight 
of procurement processes before bids are awarded and contract 
administration after bids are awarded.
2015-16 POSITION SUMMARY, RC059
POSITION DESCRIPTION
FTEs
AMOUNT
Director of Procurement & 
Contracts
1.00
83,886
Assistant Purchasing Supervisor
0.25
13,943
Administrative Secretary
1.00
44,312
Buyer II
2.00
106,112
Program Services Technician I
1.00
36,607
Secretary
1.00
37,475
TOTAL SALARIES
6.25
322,335
TOTAL BENEFITS
126,563
TOTAL GENERAL FUND S&B
6.25
448,898
Washoe County School District
Financial Section | Page 117
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 059 - Purchasing
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
6.00
306,979
6.25
316,606
6.25
322,335
5,729
1.8%
Benefits
122,573
122,105
126,563
4,458
3.7%
Purchased Services
6,947
7,750
7,750
0
0.0%
Supplies
-82,375
11,250
11,250
0
0.0%
Property
0
0
0
0
0.0%
Other
1,545
1,100
1,100
0
0.0%
TOTAL GENERAL FUND 
6.00
355,669
6.25
458,811
6.25
468,998
10,187
2.2%
Key Performance Indicators (not Initiative based) - Purchasing
Key Performance Indicator 1 Annual Department Savings
Explanation: 
Savings calculated according to Council of  Great 
City Schools best practices. Goal is 2.5 times combined Buyers’ 
salaries
FY 10-11
Savings
FY 11-12
Savings
FY 12-13
Savings
FY 13-14
Savings
FY 14-15
Savings
Goal
$527,448
$553,347
$546,066
$711,618 $2,000,000
Actual
$1,061,412 $1,370,996 $1,964,275 $3,194,237
TBD
Strategies to accomplish this KPI: 
Issuing solicitations for public 
works  projects,  products,  equipment  and  services  pursuant  to 
Nevada  Revised  Statutes 332 and  338.  Ensure  every  effort is 
made to notify as many potential vendors as possible in order to 
create a fair, competitive environment.
Key Performance Indicator 2:  Competitive Procurements
Explanation:
Measures percent of purchases made on contract
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
Baseline
79%
79%
80%
80%
Actual
79%
79%
80%
83%
TBD
Strategies to accomplish this KPI:
The Purchasing Department 
issues solicitations for public works projects, products, equipment 
and  services  pursuant  to  Nevada  Revised  Statutes  332  and 
338. Every effort is made to notify as many potential vendors as 
possible in order to create a fair, competitive environment which 
provides value to stakeholders including taxpayers.
Key Performance Indicator 3  Cooperative Agreements
Explanation: 
Increased purchasing power results in savings and 
staff time efficiencies
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
District 
as Lead
Goal
5
5
5
5
4
Actual
5
6
5
5
Other 
Agency 
as Lead
Goal
5
5
5
5
3
Actual
5
6
5
3
Strategies  to  accomplish this  KPI: 
The  Department actively 
participates in the Northern Nevada Consortium for Cooperative 
Purchasing  (NNCCP)  meetings.  The  goal  of  this  group  is  to 
identify opportunities to combine volume for products and services 
into  one  solicitation.  This allows the agencies  to leverage their 
volume, resulting in better pricing.  It also requires only one agency 
to issue solicitations on behalf of the other participating agencies, 
thus saving staff time.
Key  Performance  Indicator  4   Receipt  of  award  for 
Achievement of Excellence in Procurement (AEP)
Explanation: 
Demonstrates  the  Purchasing  Department  is 
engaging in best practices in government procurement.
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15
Goal
Receive 
Award
Receive 
Award
Receive 
Award
Receive 
Award
Receive 
Award
Actual
Received Received Received Received
TBD
Strategies to  accomplish this KPI: 
The  Department annually 
submits its application which is based on pre- determined criteria. 
Prior  to  submitting the  application, the  department  reviews the 
criteria and discusses process improvements and best practices 
that  can  be  implemented  or  enhanced.  Some  of  the  criteria 
include: percentage of purchases to contract, education level of 
department head and professional staff, professional certifications 
of  department  head and  professional  staff,  department policies 
that are written and published, having an ethics standard in place, 
professional development of staff, providing vendor training, having 
an environmental purchasing policy established, etc. (Award lags 
one year)
Page 118 | Financial Section  
Fiscal Year 2015-16
Warehouse (Materials Distribution), RC242
Description of Responsibilities
The  Warehouse  Department  manages  and  distributes  the 
necessary  textbooks,  office  supplies,  furniture,  equipment, 
maintenance supplies, surplus, and other materials to all schools 
and  departments.  This  includes  management  of  the  Teacher's 
Warehouse,  which  supplies  free  items  to  WCSD  educational 
personnel.  These  items  are  donated  by  retired  teachers, 
businesses, and private individuals in the surrounding community.
2015-16 POSITION SUMMARY, RC242
POSITION DESCRIPTION
FTEs
AMOUNT
Administrator I
1.00
45,460
Costing Technician
1.00
42,557
Inventory Control Technician
1.00
53,581
Worker
2.00
65,815
Worker Driver I
3.00
107,518
Worker/Driver I
1.00
38,550
TOTAL SALARIES
9.00
353,481
TOTAL BENEFITS
145,179
TOTAL GENERAL FUND S&B
9.00
498,660
EXECUTIVE LEADERSHIP:  CHIEF FINANCIAL OFFICER
GENERAL FUND BUDGET FOR RESPONSIBILITY CENTER 242 - Purchasing-Warehouse
2013-14 
Actuals
2014-15
Budget
2015-16 
Amended Final Budget
Change from
2014-15 to 2015-16
MAJOR CATEGORY
FTEs
AMOUNT
FTEs
AMOUNT
FTEs
AMOUNT 
AMOUNT
PERCENT
Salaries
8.00
338,626
9.00
347,349
9.00
353,481
6,133
1.8%
Benefits
128,648
144,146
145,179
1,033
0.7%
Purchased Services
625
0
1,100
1,100
0.0%
Supplies
726
5,000
3,900
-1,100
-22.0%
Property
0
0
0
0
0.0%
Other
0
0
0
0
0.0%
TOTAL GENERAL FUND 
8.00
468,624
9.00
496,495
9.00
503,660
7,166
1.4%
Washoe County School District
Financial Section | Page 119
EXECUTIVE LEADERSHIP:  CHIEF HUMAN RESOURCES OFFICER
Human Resources, RC052
Description of Responsibilities - Employee Services
Employee  Services  is  responsible  for  transactions  related  to 
employment  for  all  employees,  onboarding/new  employee 
orientation,  record  management  and  retention,  managing 
unemployment  costs,  recognition  programs,  administrator  and 
teacher licensure, teacher and  paraprofessional  highly qualified 
status, job posting/hiring process, and job analysis/classification/
compensation.
2015-16 POSITION SUMMARY, RC052
POSITION DESCRIPTION
FTEs
AMOUNT
Chief Human Resources Officer
1.00
132,988
Assistant Coordinator-Staff/
Employment
3.00
249,299
Human Resources Analyst
1.00
47,425
Human Resources Coordinator
1.00
86,810
Human Resources Specialist
1.00
73,658
Labor Relations Manager
1.00
91,783
Manager I - Human Resources
1.00
67,108
Supervisor - Human Resources
2.00
108,716
WEA President
1.00
67,406
Administrative Secretary
1.00
41,312
Clerical Aide
2.00
53,547
Executive Assistant
1.00
61,985
Program Services Technician I
1.00
41,124
Secretary
4.00
142,844
Substitute Services Coordinator
1.00
52,072
Technician
9.00
366,989
Technician - Fingerprint
1.00
40,224
Technician - Lead
1.00
50,309
Technician - Licensing/HQ
1.00
39,025
TOTAL SALARIES
34.00
1,814,625
TOTAL BENEFITS
715,872
TOTAL GENERAL FUND S&B
34.00
2,530,497
Chief Human Resources Officer
Employee Services
Talent Acquisition
Labor Relations
Professional Growth 
Systems
Risk Management
OVERALL GENERAL FUND BUDGET - Chief Human Resources Officer
2013-14 Actuals
2014-15 Budget
2015-16 
Amended Final Budget
Change from  
2014-15 to 2015-16
MAJOR CATEGORY
FTEs 
AMOUNT
FTEs 
AMOUNT
FTEs 
AMOUNT
AMOUNT
PERCENT
Salaries
34.68
1,701,665
34.00
1,805,633
35.00
1,920,122
114,489
6.3%
Benefits
666,490
694,525
749,457
54,932
7.9%
Purchased Services
2,519,516
2,602,180
2,230,530
-371,650
-14.3%
Supplies
134,860
179,504
180,854
1,350
0.8%
Property
0
7,540
9,272
1,732
23.0%
Other
9,808
3,798
4,858
1,060
27.9%
TOTAL GENERAL FUND
34.68
5,032,339
34.00
5,293,180
35.00
5,095,093
-198,087
-3.7%
The General Fund budget amount is distributed between the following budget units or Responsibility Centers:
Human Resources                          Risk Management                          Talent Acquisition
Effective June 23, 2015
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