EXECUTIVE COMMITTEE MEETING Thursday May 28, 2020 10:00 …€¦ · possible report/staffing functions and activites intended to support districts in meeting the needs of students

EXECUTIVE COMMITTEE MEETING Thursday May 28, 2020

10:00 am CES Virtual Meeting

AGENDA I. Call to Order

II. Roll Call

III. Approval of Agenda*

IV. Approval of Minutes – March 31, 2020*

V. Agency CommunicationsA. Partnerships – LeAnne Gandy

1. NMCCS – Erik Bose2. NMCEL – Stan Rounds3. NMPED – Adan Delgado4. NMSBA – Joe Guillen5. Higher Ed (4 yr.) – Dr. Penny Garcia6. Higher Ed (2 yr.) – Edward DesPlas

B. Finance – Dwain HaynesC. Scholarship – Brenda VigilD. Nominating – Dwain HaynesE. Policy – LeAnne Gandy

VI. Program Overview/ReportsA. Real Estate Update/ Site Visit if possibleB. Leap Update/SEED GrantC. Superintendent AcademyD. School Boards Leadership

VII. Administrative OverviewA. Administrative Reports

1. Directors(Finance) a. Robin Strauser*

(Ancillary) b. Lisa Chacon-Kedge*

(Procurement) c. Gustavo Rossell*

(REAP/ Northern Services) d. Paul Benoit*

(Technology) e. Brad Schroeder*

(Southern Services) f. Jim Barentine*

(Human Resources) g. Teri Thelemaque*

(Food) h. Lori O’Rourke*

2. Executive Director*a. CES Budgetb. Approve Submittal for SEED Grantc. Insurance – Domestic Partner Resolutiond. Approve permission to lease office spacee. CARES Act Paycheck Protection Program (PPP)

B. Personnel - Report1. Staff Contracts and Resignations*

C. Consent Agenda1. Approval of Checks*2. Profit and Loss and Balance Sheets*3. RFB and RFP Awards*

VIII. Setting Next Meeting DatesA. Executive Committee Meeting, Tuesday, July 21, at 3:00 p.m., Embassy Suites

(in conjunction with NMCEL Annual Conference)

IX. Adjournment

All items on agenda are subject to action by CES Executive Committee

* Included in Advance Packet Mailing

Cooperative Educational Services


******************************** Item VII.A.1.a

Finance Report –Robin Strauser Deputy Executive Director

Finance:

At the end of April CES completed ten months of the 2019-2020 fiscal year. As of April 30, 2020, CES’ revenue totals $260,182,643. This is a very healthy increase of $55,831,225 over April 2019’s revenue of $204,351,419. This is a 27.3% increase over last year. CES’ profit as of April 2020 is $1,454,271. An increase in profit of $1,210,585 over April 2019’s profit of $243,586. Net fund balance has increased from $6,539,582 to $8,543,827.

CES’ Sandia Synergy Center, (SSC), rental property is doing well also. Revenue at the end April 2020 is $433,023. This is an increase in revenue of $131,933, 43.8%, over last year for this same time. Profit is $230,886 as of April 2020; up $123,127 over April 2019. This is an increase in profit of 114.3% as compared to April 2019’s profit of $107,759.

Combining the financial reports of CES and SSC, revenue is $260,615,666 and profit is $1,685,157. Wow.

The reasons for this huge increase in revenue is that members use of CES’ construction contracts keep increasing, Ancillary services continues to provide more services and that the Sandia Synergy Center is completely rented.

CES’ purchase order volume at the end of April 2020 is $276,321,452. This is an incredible increase of $92,679,994 over April 2019 purchase order volume of $183,641,458. This represents an increase of 47.7%. The number of purchase orders received has increased as well. CES has received 811, 18%, more PO’s this year over last year.

CES’ strong financial results this fiscal year do not seem to be waning because of the great growth in purchase order volume. Revenue, profit, and PO volume are all up substantially as compared to the same time last year. Kudos to the staff of CES for making all they do in contributing to the great success that CES has seen this fiscal year.

Staff: The business department staff have all been working remotely. CES has not skipped a beat in processing PO’s, invoices, making deposits and paying vendors. Things are going very well at CES.

Strategic Plan:

Refer to the Strategic for all updates made through May 11, 2020. (page 34)

1.

Cooperative Educational Services EXECUTIVE COMMITTEE MEETING

Thursday May 28, 2020 ********************************

Item VII.A.1.b Ancillary Report –Lisa Chacon-Kedge

Ancillary Office Staff The Ancillary Office is currently working to wrap up the 2019-2020 school year. It has certainly been an eventful year. Since our last Executive Committee report, Adela Chavez has returned to work full time. We are grateful to have her back. Rhonda Yrene has resigned from her position and will be pursuing other opportunities. We wish Mrs. Yrene well and thank her for her support over the last several months.

The final weeks of this school year were no doubt challenging for all. The Ancillary Office has worked to provide support to Ancillary staff on a few topics following the State-mandated school closings:

1. Training webinars on teletherapy etiquette2. Written guidance on delivery of services during transition from traditional school operations

to implementation of continuous learning plans. This included development of a matrix ofpossible report/staffing functions and activites intended to support districts in meeting theneeds of students with disabilities during the period of school closure.

3. Written guidance on confidentiality and delivery of social work services4. Webinar for diagnosticians following issuance of NMPED guidance on school closure5. Written guidance on conducting initial evaluations during school closure

We have also completed a number of tasks in preparation for the 2020-2021 school year.

1. We have completed the process of entering ancillary staff preferences into our planningspreadsheets/matrix for the 2020-2021 school year. As the weeks have progressed,however, we have received updates from some ancillary staff who are reconsidering theirpreferences for next year due to concerns over current events and personal healthlimitations.

2. CES Ancillary Service Requests were sent to school districts with a return date of April 17,2020. The requests continue to come in. As we receive the Ancillary Service Requestforms, we enter districts’ requests into planning spreadsheets/matrix to build allocations.

3. The Spring Ancillary Meeting originally set for May 16, 2020 has been cancelled. In lieu ofthis in-person meeting, the Ancillary Office will be hosting virtual meetings by role groupduring the week of May 26, 2020.

4. Staff evaluations have been prepared to distribute to ancillary service providers during rolegroup meetings scheduled for the week of May 26, 2020.

5. We have also tentatively set a date for the first 2020-2021 Ancillary Meeting. It will be heldon August 1, 2020.

6. CPI training dates set for March 14 and April 18 were postponed. Ancillary Office isworking to reschedule these training dates once restrictions on gatherings are lifted.

Recruitment and Staffing The Ancillary Office continues its efforts to recruit ancillary staff for the 2020-2021 school year. Applications are coming in for positions for school year 2020-2021. On May 7, 2020, CES Ancillary Office hosted a one-hour webinar for graduating students from WNMU’s social work program. A second webinar is scheduled for May 14, 2020 and will be offered to students in the nursing and social work programs.

2.

The Ancillary Office added a veteran occupational therapist (OT) to our staff. CES has also been able to fill some vacancies in schools with existing staff and deliver service via a teletherapy option.

Total Number of Ancillary Staff to date: 265 By Discipline:

Diagnosticians - 55 Occupational Therapists 35 Physical Therapists - 10 Certified Occupational Therapy Assistants 5 School Psychologists -18 Clinical Psychologists – 2 Social Workers -42 Speech Language Pathologists -61 Audiologists- 2 Registered Nurses -16 Licensed Practical Nurses -1 Recreation Therapists -8 Adapted Physical Education Teachers - 1 Certified Orientation & Mobility Specialists - 1 Teachers of the Visually Impaired -1 Rehabilitation Counselors -5 Ancillary Teachers -2

Ancillary Staff Review of Work The Ancillary Office has requested evaluation reports for review from speech language pathologists (SLPs) and social workers (SWs). Those evaluation reports were due to the office on March 31, 2020. The Ancillary Office will begin the review of these evaluation reports in the coming weeks.

Background Checks Ancillary Office uses its monthly newsletter to remind staff to contact the Human Resources Department prior to completing background checks. This allows the service provider to get some support and direction on how to proceed in light of their specific circumstances.

Collaboration with LEAP The Ancillary Office is working to support the CES LEAP students as they prepare to sit for their teacher preparation test. A small number of LEAP students have a history of suspected disabilities. Three CES diagnosticians have agreed to conduct evaluations for these students to ensure that they have the necessary documentation (current evaluation report) to request testing accommodations for teacher preparation test.

3.


Thursday May 28, 2020 ********************************

Item VII.A.1.c Procurement Report –Gustavo Rossell

The CES Procurement Department continues with its mission to issue the solicitations and resulting contract vehicles for our Members to use saving them time and hundreds of thousands of dollars.

Since our last report, the most salient points in the Procurement Department were:

e-Procurement systemOngoing meetings with RTS, the software developer, to develop Phase II of our system whichconsists of the development of the Cost, Contract, and BlueBook Modules.

Mockups and coding began in mid-February 2020. We are currently testing the new cost built-in templates, and other aspects of the Cost Module, and have started identifying elements in the Dashboard and reviewing mockups of the Contract Module. We are also working on consolidating and validating all vendor and contract data in all servers to provide “clean data” for RTS to upload to the new e-Procurement system. Due to developmental delays, related to covid19, the prescribed delivery date of April 30, 2020 has been moved to end of May, 2020.

Interagency Collaboration with PSFA For years, PSFA has been doing a lot of good work for NM schools helping them benefit from the e-Rate program. PSFA approached us with the idea of partnering so that synergy enables NMschools get the most out of the e-Rate program. PSFA’s idea is to have both agencies do what wedo best, CES will do the RFPs + Form 470s, issue and manage contracts for schools & libraries`use, and PSFA will provide the technical expertise.

We are meeting biweekly and are working on the elements to be included in RFP, the scope of work, and a timeline. As you may know, this e-Rate process is very structured and from beginning-to-end it takes several months to see it come to fruition.

I Update on Recent Publicly Competed Solicitations and Contract Awards

RFPs that have been advertised, are closing, or that have been scheduled for evaluations or to be awarded are listed below. A more detailed list of the contracts and the vendors awarded can be found in the New Contracts - Board Report through May 8, 2020 (see Appendix I).

RFP # Description 2020-30 Student & Senior Nutrition Program ‐ Food and Non‐Food Items

• 4/30 Recommendation for award to Labatt. Protest period ends on 5/152020-31 Vehicles

A. Cars, Trucks, Pickup Trucks, Vans, Police Car and Public Safety VehiclesB. Medium and Heavy Duty Trucks, Truck Bodies, Accessories, Parts and ServicesC. Light, Medium and Heavy-Duty Truck Bodies, Accessories, Parts and ServicesD. On and Off-Road Trailers, Accessories, Parts and Services

2020-34 Janitorial Cleaning and Related Services A. Commercial & Janitorial CleaningB. HVAC / Duct Systems Cleaning & RelatedC. Specialty Cleaning (Fire, Water, and other damage)

4.

II Upcoming Publicly Competed Solicitations:

The following is a list of the Requests for Proposals to be advertised and available to the public in the 4th Quarter of FY 2019-2020:

RFP # RFP Description 2020-37 Interactive Classroom Technology 2020-38 Public Sector Administrative S/W 2020-39 Professional and Consulting Services and Deliverables for Capital Outlay and

Construction Projects 2020-40 Medicaid Billing & Collection Services

III Strategic Plan Update

4/20/20 report on strategic goals for the Procurement Department for FY 2019-2020.

Activity Periodic Report commentary 1. RTS repair issues as identified Development of Phase II of the e-Proc. s/w development (Cost,

Contract, and BlueBook Modules) began in mid-Feb. Currently, the Cost module and the Messaging program are under construction. Testing estimated to begin last week in April 2020. Contract and Bluebook modules will follow.

2. Finalize Cost module.

3. Finish development of internalprocedures and T/Cs.

T/Cs (General T/Cs, + supplemental for construction and federal) ✓; continuous review & improvements of our procurementdocuments will be done as needed.

4. Finalize Contract module. Contract Module: development and coding are under construction during this Phase II. Est. completion date is April 30, 2020 → due to covid19, the completion date may be pushed back a few weeks.

5. Develop procedures for use ofeProcurement system by proposers &evaluators.

CES requested a quote for development of the complete e-Proc. system Instructions / User Manual. The cost through the developer was high; CES decided to do short “how to” videos and short instructional scripts in-house when the completed Phase II is delivered. (tentative completion of this activity is 4th quarter of FY 2019-2020)

6. Finalize bluebook from the contractmodule.

During the development of Phase II of the e-Proc. System, to include Cost module, Contract module and e-Bluebook Modules, we will have mtgs. to design what the e-Blue Book will look like, what elements & functionality it should include, etc. Est. completion date is April 30, 2020 → due to covid19, the completion date may be pushed back a few weeks.

7. Enhancements or changes basedon use of system.

Enhancements or changes based on use of system TBD after Phase II is completed, and system is in use. Updates to the s/w are expected throughout the life of the s/w.

5.


Thursday May 28, 2020 ********************************

Item VII.A.1.d Northern Services/NMReap Report –Paul Benoit

Northern Services Notes Things have been really “interesting” since the last Executive Board Meeting. 100% of the

time has been spent in “quarantine”. The scope of work has not changed – Touch base with Member Schools and Participating entities and keep them appraised of all that CES has to offer. What has been a challenge is to maintain the personal approach that CES has established and valued with it’s customer base. We have had to become “creative” in our means of contacting people without “inundating” them with unnecessary phone, text, or email overload. For the last 6-8 weeks I have monitored activity through the PO Volume Reports that Lori provides us. I have followed up with thanks to members and PE’s for their continued use.

Usually, in my rounds, I am able to “personalize” visits with conversations about what is “on their minds” at the moment of my visit. Having to track what is going on with various agency and governmental decisions and how it effects members (in various ways) has been a challenge. David keeps us appraised, well, of all the information coming out of various places.

One of the tasks I completed during this time was a regional analysis of the major capital outlay bill and creating a listing of all of our members/PE’s that received capital outlay. This information was shared with David so that he could provide some detail to our vendors for follow up. Unfortunately, due to the circumstances, some of those projects may be rescinded due to the financial strains on state revenue…. These are challenging times and call for prayer, discernment, and prudent effort to move forward wisely…..

There are many facets to the development of the Direct Purchasing Model that we are going to with our vendors. In order to facilitate this, we have been working with the procurement and business offices to prepare data for the on-line and interactive blue book. This is a tool that is very helpful/useful to Jim and me in the field, so we have an active and vested interest in helping move this forward. In our “down time”, during this quarantine period, we have been able to provide data entry assistance related to vendor, contract, and contract input and updating in the on-line procurement App that Brad designed. It is a big task with a lot of data review and input. Jim and I have worked to categorize contracts and have also helped in organizing vendor data.

It will be nice to get back on the road, soon, and make personal visits to all of our members and PE’s. They have been very appreciative of any and all efforts we are able to make in reaching out to them.

NMREAP NOTES We have added a number of new subscribers in the last weeks. Invoices have been sent out and slowly coming in. At the July meeting, I should have a more detailed report of renewals and status of NMREAP use and continued use.

Addenda 1) NMREAP Data2) PO Summary/Comparison July 2019 through April 2020 to Prior Year3) July 2019 through Apr 2020 PO Volume Summary by EntityType and Region4) 5 Year PO Volume Comparisons (10 Month July-April 2015-2020)

NMREAP – JULY/AUG TO APRIL 2019-2020 Teaching Applicants AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD New Applicant Files Activated 11 4 18 13 24 37 37 43 52 232

6.

Applicant Files Updated 2 1 3 1 3 2 34 -32 36 50 Applicants Hired* 33 34 42 28 28 21 14 17 13 230

Admin Type Applicants AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD New Applicant Files Activated -1 0 0 2 1 0 1 2 5 11 Applicant Files Updated -1 -1 -1 0 -1 23 -11 21 -30 -1Applicants Hired* 9 7 2 0 0 -4 -6 -15 -8 -15

Support Type Applicants AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD New Applicant Files Activated 0 1 0 1 0 2 1 2 0 8 Applicant Files Updated 0 0 0 0 0 0 4 -3 11 13 Applicants Hired* 0 0 0 0 0 0 0 0 0 0

These Figures are calculated from monthly reports sent from REAP National Office. 1) New Applicants Activated refer to Teachers not Previously in NMREAP or were

previously Deactivated2) Updated Files indicate applicants who have been active, but updated/uploaded new

information to NMREAP3) Applicants Hired are those in which an applicant (or district/school) updated an

applicants file, marking them as hired.*This figure is not all inclusive because often applicants or districts do not markan applicant as "hired".

4) July is "baseline" month, so figures indicate data from July to August; August to Sept,etc…

5) A Negative ( - ) number indicates an applicant who has deactivated or removedNMREAP application.

These negatives could be because applicant was hired, but did not know process for indicating "hired" and deactivated/removed application.

7.

PO VOLUME BY REGION – DETAIL PO REPORT FROM JULY-DECEMEBER 2019

North PO's Generated South PO's Generated "State" Entities TOTAL YR July $ 8,580,181.27 $ 12,229,585.17 $72,966.02 $20,882,732.46 August $ 14,932,074.51 $ 11,802,579.06 $142,879.89 $26,877,533.46 September $ 21,478,861.27 $ 14,281,053.94 $23,366.41 $35,783,281.62 October $ 23,793,787.02 $ 12,486,695.70 $354,281.48 $36,634,764.20 November $ 17,499,846.30 $ 22,670,779.47 $119,989.67 $40,290,615.44 December $ 12,201,635.36 $ 9,558,107.63 $8,427.40 $21,768,170.39 January $ 10,474,761.22 $ 7,169,609.11 $16,476.94 $17,644,370.33 February $ 13,825,320.24 $ 7,388,365.62 $941.86 $21,213,685.86 March $ 12,771,859.74 $ 16,888,615.50 $527,376.19 $30,187,851.43 April $ 13,443,487.93 $ 11,567,122.77 $10,417.15 $25,021,027.85 May $ - $ - $ - $ - June $ - $ - $ - $ - YEAR $ 149,001,814.86 $ 126,042,513.97 $1,277,123.01 $276,321,451.84

July August

September

October

November

December

January

February

March April May June

North PO's Generated $8,58 $14,9 $21,4 $23,7 $17,4 $12,2 $10,4 $13,8 $12,7 $13,4 $- $-South PO's Generated $12,2 $11,8 $14,2 $12,4 $22,6 $9,55 $7,16 $7,38 $16,8 $11,5 $- $-Monthly "N" Avg

Monthly "S" Avg

Monthly Average

$-

$5,000,000.00

$10,000,000.00

$15,000,000.00

$20,000,000.00

$25,000,000.00

PO's

Gene

rate

d in

Mill

ions

PO Dollar Amount Generated - 2019-2020 (North/South)

8.

PO TOTAL DOLLAR AND PERCENT VOLUME – JULY 2019-APRIL 2020

Member/Entity Type $ Per Type % # Per Type # Per Type Avg PO School Districts $134,854,738.19 49% 3441 67% $39,190.57 Charter Schools $3,350,794.08 1% 166 3% $20,185.51 Higher Education Institutions $35,092,942.44 13% 278 5% $126,233.61 REC's $237,095.66 0% 13 0% $18,238.13 Municipalities $54,377,815.79 20% 650 13% $83,658.18 Counties $32,160,162.05 12% 332 6% $96,867.96 Entities (Includes non-public districts) $16,247,903.63 6% 231 5% $70,337.25 Total to Date $276,321,451.84 100% 5111 100% $54,064.07

School Districts, $134,854,738.19

Charter Schools, $3,350,794.08

Higher Education Institutions,

$35,092,942.44

REC's, $237,095.66

Municipalities, $54,377,815.79

Counties, $32,160,162.05

Entities (Includes non-public districts),

$16,247,903.63

Purchase Order Dollar Volume by Entity/Member - Year to Date

School Districts, 50%

Charter Schools, 1%Higher Education Institutions, 13%

REC's, 0%

Municipalities, 18%

Counties, 12%

Entities (Includes non-public districts),

6%

Purchase Order Percent Volume by Entity/Member - Year to Date

9.

Actual Number of PO’s Generated – Per Detail Reports July 2019-February 2020

Region Breakdown $ Per Region % PO's %PO Avg PO Northern Region Members/Entities $149,722,165.33 54% 2771 54% $54,031.82

School Districts, 3441

Charter Schools, 166

Higher Education

Institutions, 278

REC's, 13Municipalities, 650

Counties, 332Entities (Includes

non-public districts), 231

Number of PO's by Entity/Member Type - Year to Date

School Districts, 67%

Charter Schools, 3%

Higher Education

Institutions, 5%

REC's, 0%

Municipalities, 13%

Counties, 6%

Entities (Includes non-public districts), 5%

Percent of PO's by Entity/Member Type - Year to Date

10.

Southern Region Members/Entities $126,460,164.15 46% 2330 46% $54,274.75 Other Entities $139,122.36 0% 10 0% $13,912.24 Total to Date $276,321,451.84 100% 5111 100% $54,064.07

Above is a regional breakdown of the PO volume and number of PO’s Per Region.

TOTAL PO VOUME COMPARISON JULY TO FEBRUARY (5 YEAR COMPARISON)

This graph shows PO Volume each year, from July to April (10 months) for each year from 15-16 to present. This is a $ 92,679,993.35 (Just over 50%) increase over volume at the end of April (Prior Year(s)).

FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20Totals to Date 145,470,076.58 192,810,775.77 170,715,656.71 183,641,458.49 276,321,451.84

0.00

50,000,000.00

100,000,000.00

150,000,000.00

200,000,000.00

250,000,000.00

300,000,000.00

Axis

Title

Total Volume - Year to Date FY 15-16 to FY 19-20 (10-Month Comparison)

11.

One final bit of data, regarding continued growth of PO volume. This graphs shows that this is the first year, in the last 5 (recorded) that PO volume per month is higher than PO volume of prior year(s) in each month of the current fiscal year. Business continues to boom, though recent events and concerns over recall of all capital outlay projects is sure to have some impact.

July August September

October

November

December

January

February March April May June

FY 15-16 17,345 12,422 15,892 16,214 15,836 15,366 8,785, 18,291 12,410 12,904 28,181 27,642FY 16-17 15,065 19,913 17,693 14,338 26,676 13,494 31,790 14,306 19,096 20,436 20,209 21,492FY 17-18 8,253, 20,384 10,884 38,862 18,020 10,431 18,127 13,485 15,500 16,765 30,118 29,822FY 18-19 $18,76 $22,57 $22,41 $19,89 $16,50 $15,70 $15,48 $12,16 $16,28 $23,84 $28,91 $37,95FY 19-20 $20,88 $26,87 $35,78 $36,63 $40,29 $21,76 $17,66 $21,21 $30,18 $25,02

0.00

5,000,000.00

10,000,000.00

15,000,000.00

20,000,000.00

25,000,000.00

30,000,000.00

35,000,000.00

40,000,000.00

45,000,000.00

Mon

thly

Vol

ume

PO Volume Monthly Comparison - FY 15-16 to FY 18-19

12.


Thursday May 28, 2020 ********************************

Item VII.A.1.e Technology Report –Brad Schroeder

As we continue working on the last phase of eProcurement development as well as Direct Purchasing, we are also ramping up our data validation regarding vendors, contracts, contacts, etc.

We are using an internal application, ProCure, to work through this data. This will also allow us to demo and test how we would like our final systems to work in real time.

We will be using this application to access active contracts and pricing, messaging vendors, create both an online working mock-up of a Bluebook, as well as a printed version of the Bluebook.

We can use these mock-ups as requirements for final design and development of our eProcurement system and Direct Purchasing process. Those two systems are still on track for testing and available for rollout by July 1st.

Accessing contract information has proven to be a major challenge as we are working from home. The goal of these systems is to move away from local file storage systems and make them more accessible through applications.

Microsoft Teams and GoToMeeting have been our mainstays for communicating and collaborating during this time. We use less and less email for general internal communication. One of the challenges is learning these platforms on the fly, and although there is plenty of online training available, having to check in on information in many different places and adopting to communication other than email has “growth mindset” in full action!

13.


Thursday May 28, 2020 ********************************

Item VII.A.1.f Southern Services-Jim Barentine

With the “introduction” of the Corona virus, travel to member and vendor sites in my assigned area has taken a digital approach since the March Executive Committee meeting. I have become additionally proficient in the use of conference calls, GoToMeeting, Zoom, and Microsoft Teams. I have had conversations with many of my contacts across southern New Mexico and at least email conversations with those unavailable to “meet.” Eliminating travel time makes me more efficient timewise but eliminates the key component of face-to-face so important in my work. I look forward to being able to resume those onsite visits.

There has been more staff turnover than usual among members. It has made contact updating a more involved task than usual. While working from home, it has at least fit into the schedule easily. With new personnel at our members organizations comes many opportunities for education regarding CES. Fluctuations in the use of CES contracts by members occur most often when an entity experiences staff turnover, so I focus a lot of work time on educating entities’ new staff on the benefits and processes related to using CES as a procurement partner. As well, when the staff turnover occurs among member schools and districts, the educating includes the education-related programs and services offered by CES.

Bo and I continue to try new approaches to enhance our digital media program. Specific projects to support TAP, SITE, and Ancillary have broadened our reach and “pushed” us to improve the program. During the seven months Bo Perry has been with CES, the growth of our social media reach has continued. Currently, we have 418 followers on Facebook (43% growth in 11 months), 256 on LinkedIn (25% growth in 11 months), 215 on Twitter (92% growth in 11 months), and 193 on Instagram (82% growth in 11 months). Our post reaches/impressions remain in the thousands each month. Our posting modalities are multiple, and we have worked (and continue to work) to collect a large pool of CES-related photos to support the posts. We would welcome any explained photos from members as well, as we strive to emphasize our members and the human component of what we’re about. We continue to “double-publish” multiple videos through sharing, through both the CES Website and YouTube.

Paul and I have been working to support the efforts of the Procurement and Business Office departments to transform the CES purchasing model for members. Our focus has been upon the assignment of appropriate “index” categories for vendors, the development of a new Bluebook format that will better support the change in model, and the transfer of information from the Bluebook into the Procure application. It is exciting to see CES moving forward in ways that benefit the members through improved efficiencies.

Marketing and collaboration efforts have been scattered and informal, occurring via email, teleconference, and/or videoconference. This quarantine time has allowed for participation in multiple online trainings and meetings, including the School Budget Workshop.

14.


Thursday May 28, 2020 ********************************

Item VII.A.1.g Human Resources- Teri Thelemaque

The staff at CES are amazing and transitioned to working from home very well.

The month of April and May have consisted of a significant amount of guidance and assistance to the Ancillary office as they prepare for the end of the year meetings and look forward to the fall. In the extreme time of unknowns this has been a difficult time to plan in that office. Having walked through this season in that office over the past two years, I hope my presence and experience has been beneficial to them.

We finished the 3rd quarter Health and Wellness Challenge. We had 18 people complete the requirements. The Climate Action Team has created the final quarter challenge. Options are:

Stress Management Interactive Notebook lunch and learn – April 28, 2020 (Medical Wellness)

NMPSIA Wellness Screening and Lunch and Learn- June 17, 2020 (Medical Wellness)

CPR Certification – Date TBD depending on ability to host groups. (Medical Wellness)

Share a list of fun ways you’ve found to get moving while at home. (Physical Wellness)

Join the CES team on the Charity Miles app and track miles for charity (Physical Wellness)

We already completed the Stress Management course. It was attended by almost everyone. It was a great hour to stop and think about how we are taking care of ourselves with practical options. We are in the process of getting a video of this course so those who had to miss it can watch it at their convenience.

I’ve been looking forward to HR tasks over the summer months, including contracts and Ancillary hiring. We will begin talking about new hire orientations and the Ancillary Beginning of Year meeting as we learn more about what may be allowed with the public health orders. These meetings may need to be adjusted to online formats. I have been thinking about how we could record a new hire orientation that could be used year-round as we hire Ancillary staff on a regular basis.

Again, as we look at hiring new Ancillary staff, we still need to nail down an updated policy in regard to background checks.

I plan on addressing Professional Service contracts early this summer. Along with issuing new contracts to those staff members, I’ll be gathering information for our updated website.

Mr. Chavez prompted a look at our acceptance for Domestic Partners to our NMPSIA plan. It appears our paperwork never made it to the correct hands, and we are submitting that to the Executive Committee again for signatures and then submission to NMPSIA

15.


Thursday May 28, 2020 ********************************

Item VII.A.1.h Food – Lori O’Rourke

As we near another year-end, the CES food program continues to be invaluable to our schools and senior centers during the quarantine. Labatt’s first 4-year contract is coming to an end, and they have been awarded the contract for the coming term of five years. They are currently in the 15-day protest period, but I anticipate the award will be finalized soon. Labatt has done an excellent job growing the contract usage, increasing sales volume, and serving our members well.

PED and CYFD continue to provide meals for children at school and community sites through USDA waivers that made “grab and go” meals prepared in school cafeterias possible. More than 102,000 children and youth per day in NM are receiving these meals, which they pick up at local schools or in other community locations. Labatt has had a big part in the grab and go meals with their “student meal bundles” which provide individually packaged items that provide the nutritional requirements needed for students across the state. Below are the CES Districts and Senior Centers that are serving Students and the Community during COVID-19:

DISTRICT/SENIOR CENTOR EST. MEALS PER DAY NOTES

CHAMA VALLEY SCHOOLS 360 Also feeding community

CITY OF SANTA FE SENIORS 1,200 MORA HEAD START 20 RIO ARRIBA SENIOR CENTERS 1,025 TAOS SENIOR CENTER 1,250 WEST LAS VEGAS SCHOOLS 1,400 MESCALERO APACHE SCHOOLS 450 JEMEZ MOUNTAIN SCHOOLS 300 VAUGHN MUNICIPAL SCHOOL 150 DZIL DITL'OOI SCHOOL 45 ZUNI SCHOOLS 400 CORONA PUBLIC SCHOOLS 10 HONDO VALLEY SCHOOLS 144 LINCOLN COUNTY SR. CENTER 275 MAGDALENA SCHOOLS 220 QUEMADO ISD # 2 220 RESERVE SCHOOLS 116 SENIOR CENTER 320 ESPANOLA SCHOOLS 1,200

Labatt has partnered with the Navajo Nation Gaming Enterprise (NNGE) for the distribution of groceries, bottled water, and non-food supplies to families across the Navajo Nation. So far, there have been 6 deliveries totaling nearly $65,000 that NNGE has donated to the Tribe. Additionally, Labatt has worked with the San Felipe Pueblo to deliver grocery items for over 600 families as part of FEMA food relief for the Pueblo.

16.

PED worked with the new Early Childhood Education and Care Department to apply for the waivers and both agencies will follow through with uninterrupted meal provision through the regular NM Summer Meals Program, which was the model for the pandemic meals to go efforts. Increasing food security for students and seniors is being achieved through extensive collaboration between multiple state and local government agencies, tribal governments, the United States Department of Agriculture (USDA), New Mexico farmers, food banks, meal suppliers, and corporate foundations.

17.



******************************** Item VII.2

Executive Director Report –David Chavez

Item (A) The CES budget for 2020-2021 is attached for your review. I’m also attaching the talking points that speak to the changes from current year budget to proposed activities and expenses for fiscal year 2020-20212. The budget incorporates the 4% compensation increase for all staff, a 2% one-time incentive for accomplishing the goals that will be identified in the CES strategic plan, a tentative 3% compensation increase for Ancillary staff

Item (B) I was notified of a Grant that appears to align very well with the LEAP program goals and objectives. The Supporting Effective Educator Development (SEED) grant is accepting applications through mid-June. I would like to contract with the same individuals that successfully wrote the Teacher Quality grant to also write this grant for CES. The grant would fund strategies to support our LEAP candidates/graduates in years one, two, and three of the program. We will be requesting $15,000,000.00 over the initial three years of the grant with the potential for an additional two years.

Item (C) Request Executive Committee approval allowing CES to extend NMPSIA benefits to individuals in a Domestic Partner relationship. We have several Ancillary employees living as Domestic Partners and we do not have the ability to provide benefits. This requires Executive Committee approval allowing CES administration permission to extend NMSIA coverage.

Item (D) Request approval to advertise and lease office space, as vacancies occur, for the building we own at 1451 Innovation Parkway. Occasionally we lose a lessee and are placed in a position of having to advertise, have an appraisal done on the vacant office space, negotiate a contract, prepare the application to seek approval from State Board of Finance to lease the property, and for partial renovation of the property i.e. paint, carpeting etc. to suit the tenant. I request that the Executive Committee give permission to the Executive Director to lease office space at 1451 Innovation Parkway as vacancies occur.

Item (E) CARES Act Paycheck Protection Program (PPP) – I am requesting approval for acceptance of a Federal PPP Loan forgiveness. I received notification on April 30, 2020 that we were approved for a Paycheck Protection Program round two funding. We were notified by our banker, Mr. Jeremy Osborne, that monies through the Federal Government Paycheck Protection Program (PPP) would be available. He suggested that CES would qualify for monies through the PPP loan forgiveness program. I indicated to him that we would be interested in having him submit CES for grant consideration.

At the time I held this conversation with Mr. Osborne, I was not certain that school districts would be able to pay for our Ancillary staff providing services to districts. This program would allow us to pay our Ancillary Staff in the absence of districts being able to pay for contract services. We also have to pay our Professional Services staff ALD, SITE, TAP for dates we had scheduled with school districts during this COVID period.

Due to the quick turnaround, I was notified on April 29th, that we were approved for a $2,452,900.00 loan. Given the short time period that we had to submit the acceptance I reached out to our officers requesting permission to accept the PPP Loan on behalf of CES and present for ratification at the next Executive Committee meeting.

18.

Wednesday, May 13, 2020

Budget Assumptions

o 8.7% increase in medical on the high option, 2.1% increase on the low optiono 20% increase on Risk insurance (Workman’s Comp., New Building Innovation Parkway,

two additional cars)o 4% compensation for office staffo 2% merit increase for office staff if we meet or exceed our financial objectives as defined

in our 2020-2021 strategic plano I’ve reorganized the Professional Development for all leadership programs under one

umbrella. These programs include Administrator Leadership Development (formerlyPrincipal Leadership Development), Superintendent/Central Office LeadershipDevelopment, and School Board Leadership Development. I’ve established a budget of$225,000.00 for these programs.

o Depreciation will increase beginning on or about January of 2021 as we move into ournew facility

o We will no longer pay for the facilitation of the International Teacher Program until welearn if CES has been approved as a designated program site.

o We’ve added cost centers for three programs in Ancillary: Physical Therapy Assistant,Apprentice SLP, and Supervision for these programs

o Continue to support School Improvement Technical Expertise (SITE), TechnicalAssistance Program (TAP) and Leading Educators Through Alternative Pathways(LEAP).

o Continue with the 2nd year of the Teacher Quality grant at approximately $300,000.00

Financial Assumptions:

o Increased Professional Services by $300,000.00o Medicaid billing program no change, that program currently serves 95% of the students

through the Sivic Solutions contracto We project a $2,000.00 increase in the food programo We’ve raised the procurement revenue by $30,123,440.00 over current year for a total of

$250,000.000.00o Increase contracted staff by $130,000.00 allowing us to continue with software

enhancements for procurement and ancillary programs.o Increased AEPA revenue by $2,590,000.00 we have several new contracts that we

anticipate will increase revenue for CESo Ancillary will need to increase the bill rate by 3% to offset the potential increase in

19.

compensation for staff. o We’ve requested an additional $50,000.00 to our NMPSIA contract for the 2020-2021

fiscal year. We’ve seen an increase in request for services from school districts andcharter schools. The increase would put the TAP budget at $300,000.00

o The budget includes sponsorships for the following partners at current year levels: NewMexico Coalition of Educational Leaders (NMCEL), New Mexico School BoardsAssociation (NMSBA), Association of Counties, New Mexico Municipal League, andEducators Rising, Increase the NMASBO sponsorships by $2,000.00, increase theNMAA sponsorship by $5,000.00.

o Budget for the Sandia Synergy Center lease property is projected at $555,321.00. Weproject a profit of $269,726.00

20.

Approve1 COOPERATIVE EDUCATIONAL SERVICES 2020-2021

lndiactes new Pro.9.ram for 2020-2021 Indicates new Account for 2020-2021

PROGRAM ONE (Admin Support) Program 9011

Function Obiect Job Class Insurance

Income

Sales and Sen 43215 25,000

2300 Sunnort Services-General Administration

51000 Personnel Services - Compensation

.2300 .51100 .1111 Salary - Executive Director 0

52000 Personnel Services - Benefits

.2300 52111 .0000 Retirement Contributions 0

.2300 .52210 .0000 FICA Payments 0

.2300 .52220 .0000 Medicare Payments 0

.2300 .52311 .0000 Health/Medical Payments 0

.2300 .52312 .0000 Life 0

.2300 .52500 .0000 Unemployment Compensation 0

.2300 .52700 .0000 Workers Compensation 0

53000 Purchased Professional & Technical Services

.2300 .53414 .0000 Contracted Staff 0

.2300 .53713 .0000 Indirect Costs 25,000

54000 Purchased Property Services

.2300 .54416 .0000 Communications 0

55000 Other Purchased Services

.2300 .55400 .0000 Advertisina 0

.2300 .55813 .0000 Employee Travel

.2300 .55814 .0000 Employee Training 0

.2300 .55915 .0000 Meetino Expense

56000 Supplies

.2300 .56113 .0000 Software 0

.2300 .56114 .0000 Library/Audio Visual 0

.2300 56118 .0000 General Supplies & Materials 0

.2300 .56119 .0000 Postage 0

.2300 .56120 .0000 Printing 0

.2300 .56121 .0000 Copying 0

.2300 .56122 .0000 Items - resale 0

57000 Property .2300 .57331 .0000 Fixed Assets (>$5000) 0

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0


.2400 .51100 .1113 Salarv - Management 0

.2400 .51100 .1114 Salary - Support Staff 0


.2400 52111 .0000 Retirement Contributions 0

.2400 .52210 .0000 FICA Payments 0

.2400 .52220 .0000 Medicare Payments 0

.2400 .52311 .0000 Health/Medical Payments 0

.2400 .52312 .0000 Life 0

9012 9013

lnt'I Teacher Prof. Svcs

program

1,000,000 I I

. .. - .

0

0

0

0

0

0

0

0

0

72,598

0

0

15,000

0

0

0

0

0

0

0

0

0

0

0

837,250

0

0

51,910

12,140

0 0

9014 9015 9016 Budaet Budaet

Placement Svcs Medicaid 2020-2021 2019-2020

68,000 850,000 1,943,000 1,640,000

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

32,425 112,649 242,672 133,406

0 0 0 0

0 0 0 0

1,500 0 16,500 20,500

0 0 0 0

0 0 0 1,000

0 0 0 0

0 0 0 0

500 0 500 5,500

80 0 80 80

0 0 0 0

100 0 100 100

27,318 733,550 760,868 760,073

0 0 0 0

0 0 0 0

5,000 0 842,250 636,000

0 2,325 2,325 1,745

628 163 791 5,750

310 144 52,364 39,540

73 34 12,246 9,247

0 1,105 1,105 19,856

0 0 0 0

21.

.2400 .52500 .0000 Unemployment Compensation 0 0 2,512 15 7 2,534 1,275

.2400 .52700 .0000 Workers Compensation 8,591 51 24 8,666 5,926

TOTAL PROGRAM BUDGET 25,000 1,000,000 68,000 850,000 1,943,000 1,640,000

19-20 to 20-21 Change 3,000 300,000 0 0 303,000 353,000

PROGRAM TWO IProcurementl Proaram 9021 9022 9023 9024 9026 Budaet Budaet

Function Obiect Job Class Food Procurement AEPA 2020-2021 2019-2020

Income

Sales and Service 0 0 249,500,000 5,760,000 255,260,000 222,650,000

Rebates/Alowances 60,000 623,440 240,000 923,440 818,000

Total Revenue 60,000 250,123,440 6,000,000 256,183,440 223,468,000

2300 Suooort SeNices-General Administration


.2300 .51100 .1111 Salary - Executive Director 0 0 0 22,581 0 22,581 21,712

52000 Personnel Services - Benefits 0 0

.2300 52111 .0000 Retirement Contributions 0 0 0 2,836 0 2,836 2,727

.2300 .52210 .0000 FICA Payments 0 0 0 1,400 0 1,400 1,346

.2300 .52220 .0000 Medicare Pavments 0 0 0 327 0 327 315

.2300 .52311 .0000 Health/Medical Payments 0 0 0 3,316 0 3,316 3,081

.2300 .52312 .0000 Life 0 0 0 0 0 0 0

.2300 .52500 .0000 Unemployment Compensation 0 0 0 68 0 68 43

.2300 .52700 .0000 Workers Compensation 0 0 0 232 0 232 201


.2300 .53414 .0000 Contracted Staff 0 0 0 130,000 0 130,000 50,000

.2300 .53713 .0000 Indirect Costs 47,575 1,595,771 332,632 1,975,978 1,591,767

64000 Purchased Propertv Services

.2300 .54416 .0000 Communications 0 0 0 2,000 0 2,000 10,000

.2300 .54417 .0000 Cell Phone 708

66000 Other Purchased Services 0 0

.2300 .55400 .0000 Advertisina 0 0 100,000 1,000 101,000 121,000

.2300 .55811 .0000 Board Travel 0 0 0 0 0 0 0

.2300 .55813 .0000 Employee Travel 500 0 0 10,000 8,000 18,500 15,500

.2300 .55814 .0000 Employee Training 0 0 0 5,000 0 5,000 5,000

.2300 .55915 .0000 Meetina Expense 0 0 0 15,000 0 15,000 15,000

2300 55916 0000 Evaluation Expense 17,000 17,000 17,000

66000 Supplies

.2300 .56113 .0000 Software 0 0 0 0 0 0 0

.2300 .56114 .0000 Library/Audio Visual 0 0 0 0 0 0 0

.2300 56118 .0000 General Supplies & Materials 0 0 0 25,000 5,000 30,000 33,000

.2300 .56119 .0000 Postage 0 0 0 4,000 0 4,000 4,000

.2300 .56120 .0000 Printina 0 0 0 15,000 0 15,000 15,000

.2300 .56121 .0000 Copvina 0 0 2,000 0 2,000 3,000

.2300 .56122 .0000 Items - resale 0 0 0 247,035,496 5,647,059 252,682,555 220,421,206

57000 Property 0 0

.2300 .57331 .0000 Fixed Assets (>$5000) 0 0 0 0 0 0 0

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0.00 0 0 0 0 0 0


.2400 .51100 .1113 Salary - Management 5,000 0 0 357,319 4,514 366,833 378,612

.2400 .51100 .1114 Salary - Support Staff 0 0 0 431,470 0 431,470 410,888


22.


.2400 .52210 .0000 FICA Payments 310 0 0 48,905 280 49,495 48,949

.2400 .52220 .0000 Medicare Payments 77 0 0 11,437 65 11,580 11,452

.2400 .52311 .0000 Health/Medical Payments 765 0 0 201,031 823 202,619 202,010

.2400 .52312 .0000 Life 0 0 0 0 0 0 0

.2400 .52500 .0000 Unemployment Compensation 15 0 0 2,366 14 2,395 1,579

.2400 .52700 .0000 Workers Compensation 5,130 0 0 8,093 46 13,269 7,296

TOTAL PROGRAM BUDGET 60,000 0 0 250,123,440 6,000,000 256,183,440 223,468,000

19-20 to 20-21 Chanae 2,000 0 30,123,440 2,590,000 32,715,440 19,433,000

PROGRAM THREE (Ancillary) Program 9031 9032 9033 9034 9036 9036 Budget Budget

Function Obiect Job Class Anclllarv 2020-2021 2019-2020

Income

Sales and Service 0 0 0 0 0 14,500,000 14,500,000 14,250,000

2100 Suaaort Services-Students

61000 Personnel Services - Comoensation

.2100 .51100 .1311 Payroll - Diagnosticians 0 0 0 0 2,266,000 2,266,000 2,067,032

.2100 .51100 .1312 Payroll- Speech Therapists 0 0 0 0 2,987,000 2,987,000 3,240,903

.2100 .51100 .1313 Pavroll - Occupational Therapists 0 0 0 0 1,442,000 1,442,000 1,560,248

.2100 .51100 .1314 Payroll - Physical Therapists 0 0 0 0 391,400 391,400 379,351

.2100 .51100 .1315 Payroll - Psychologists 0 0 0 0 1,030,000 1,030,000 985,525

.2100 .51100 .1316 Payroll - Recreational Therapist 0 0 0 0 463,500 463,500 482,559

.2100 .51100 .1317 Payroll - Rehab Counselor 0 0 0 0 123,600 123,600 160,586

.2100 .51100 .1318 Payroll - Social Worker 0 0 0 0 1,751,000 1,751,000 1,638,744

.2100 .51100 .1319 Payroll - Certified Orientation & M 0 0 0 0 2,000 2,000 0

.2100 .51100 .1320 Payroll - Nurse 0 0 0 0 618,000 618,000 532,198

.2100 .51100 .1321 Payroll - Nurse Practionerr 0 0 0 0 20,600 20,600 20,000

.2100 .51100 1322 Payroll - Behavioral Health Dir 0 0 0 0 0 0 0

.2100 .51100 1323 Payroll- COT A 0 0 0 0 247,200 247,200 199,793

.2100 .51100 1324 Payroll - Audiologist 0 0 0 0 10,000 10,000 50,000

.2100 .51100 1325 Pavroll - Teacher 0 0 0 0 25,750 25,750 54,754

2100 .51100 1326 Payroll - Classroom Teacher 10,300 10,300 10,000

2100 .51100 1327 Payroll - Physical Therapy Assistant 60,000 60,000 0

2100 .51100 1328 Payroll-Apprentice SLP 75,190

2100 .51100 1329 Pavroll-Supervision 50,000


.2100 .52210 .0000 FICA Payments 0 0 0 0 0 717,559 717,559 698,550

.2100 .52220 .0000 Medicare Payments 0 0 0 0 0 167,816 167,816 163,371

.2100 .52311 .0000 Health/Medical Pavments 0 0 0 0 0 0 0 0

.2100 .52312 .0000 Life 0 0 0 0 0 15,000 15,000 13,000

.2100 .52500 .0000 Unemployment Compensation 0 0 0 0 0 56,712 56,712 78,869

.2100 .52700 .0000 Workers Compensation 0 0 0 0 0 118,746 118,746 104,171


.2100 .53211 .0000 Diaanosticians - Contracted 0 0 0 0 0 0 0 0

.2100 .53212 .0000 Speech - Contracted 0 0 0 0 0 0 0 0

.2100 .53213 .0000 Occupational Therapists - Contrac 0 0 0 0 0 0 0 0

.2100 .53214 .0000 Phvsical/Recreational Therapists 0 0 0 0 0 0 0 0

.2100 .53215 .0000 Psycholoaists - Contracted 0 0 0 0 0 0 0 0

.2100 .53216 .0000 Recreational Therapists - Contrac 0 0 0 0 0 0 0 0

.2100 .53217 .0000 Rehab Counselor - Contracted 0 0 0 0 0 0 0 0

23.

.2100 .53218 .0000 Social Worker - Contracted 0 0 0 0 0 0 0 0

.2100 .53219 .0000 Mobility & Orientation - Contractec 0 0 0 0 0 0 0 0


.2100 .55813 .0000 Employee Travel 0 0 0 0 0 538,000 538,000 538,000

.2100 .55814 .0000 Employee Training 0 0 0 0 0 10,000 10,000 10,000

.2100 55815 .0000 Relocation Cost 0 0 0 0 0 3,000 3,000 3,000

.2100 55816 .0000 Training Cost - Ancillary 0 0 0 0 0 1,000 1,000 1,000

.2100 55817 .0000 Background Checks - Ancillary 7,000


.2300 .51100 .1111 Salary - Executive Director 0 0 0 0 0 30,107 30,107 28,950


.2300 52111 .0000 Retirement Contributions 0 0 0 0 0 3,781 3,781 3,636

.2300 .52210 .0000 FICA Payments 0 0 0 0 0 1,867 1,867 1,795

.2300 .52220 .0000 Medicare Pavments 0 0 0 0 0 437 437 420

PROGRAM THREE (Ancillary) Pro11ram 9031 9032 9033 9034 9036 9036 Budget Budget

Function Object Job Class Ancillary 2020-2021 2019-2020

.2300 .52311 .0000 Health/Medical Payments 0 0 0 0 0 4,421 4,421 2,903

.2300 .52312 .0000 Life 0 0 0 0 0 0 0 0

.2300 .52500 .0000 Unemplovment Compensation 0 0 0 0 0 90 90 58

.2300 .52700 .0000 Workers Compensation 0 0 0 0 0 309 309 268


.2300 .53414 .0000 Contracted Staff 0 0 0 0 0 15,000 15,000 6,000

.2300 .53713 .0000 Indirect Costs 0 0 0 0 850,917 850,917 830,749


.2300 .54416 .0000 Communications 0 0 0 0 0 0 0 0

.2300 .54417 .0000 Cell Phone 708

.2300 .54416 .0000 Advertising 0 0 0 0 0 17,000 17,000 17,000

.2300 .55813 .0000 Employee Travel 0 0 0 0 0 4,000 4,000 4,000

.2300 .55814 .0000 Employee Training 0 0 0 0 0 3,000 3,000 3,000

.2300 .55915 .0000 Meetin11 Expense - Contract 0 0 0 0 0 10,000 10,000 10,000

66000 Supplies

.2300 .56113 .0000 Software 0 0 0 0 0 0 0 0

.2300 .56114 .0000 Library/Audio Visual 0 0 0 0 0 100,000 100,000 100,000

.2300 56118 .0000 General Supplies & Materials 0 0 0 0 0 14,000 14,000 14,000

.2300 .56119 .0000 Postage 0 0 0 0 0 1,000 1,000 1,000

.2300 .56120 .0000 Printing 0 0 0 0 0 3,000 3,000 3,000

.2300 .56121 .0000 Copying 0 0 0 0 0 1,500 1,500 3,000

.2300 .56122 .0000 Items - resale 0 0 0 0 0 0 0 0

67000 Property

.2300 .57331 .0000 Fixed Assets (>$5000) 0 0 0 0 0 0 0 0

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0 0 0 0 0 0 0 0

2400 Support Services-Administration


.2400 .51100 .1113 Salary - Management 0 0 0 0 0 88,920 88,920 90,000

.2400 .51100 .1114 Salary - Support Staff 0 0 0 0 0 68,466 68,466 72,991


.2400 52111 .0000 Retirement Contributions 0 0 0 0 0 15,961 15,961 16,413

.2400 .52210 .0000 FICA Payments 0 0 0 0 0 9,758 9,758 10,105

.2400 .52220 .0000 Medicare Payments 0 0 0 0 0 2,282 2,282 2,363

.2400 .52311 .0000 Health/Medical Pavments 0 0 0 0 0 43,016 43,016 28,003

.2400 .52312 .0000 Life 0 0 0 0 0 0 0 0

.2400 .52500 .0000 Unemployment Compensation 0 0 0 0 0 472 472 326

24.

.2400 .52700 .0000 Workers Compensation 0 0 0 0 0 1,615 1,615 1,366

TOTAL PROGRAM BUDGET 0 0 0 0 14,500,000 14,500,000 14,250,000

19-20 to 20-21 Change 0 250,000 250,000 1,729,384

PROGRAM FOUR (Related Services) Proaram 9041 9042 9043 9044 9046 9047 Budget Budget

Function Object Job Class lnservlces Meetlnas SITE TAP Leadership 2020-2021 2019-2020

Income

Sales and Sen 43215 110,000 0 0 50,000 230,000 80,000 470,000 520,000

Grants/Other Revenue 0 25,000 25,000 25,000

2300 Sunnort Services-General Administra Total Revenue 110,000 50,000 255,000 80,000 495,000 545,000


.2300 .51100 .1111 Salary - Executive Director 7,527 7,527 0 0 0 0 15,054 14,475


.2300 52111 .0000 Retirement Contributions 945 945 0 0 0 0 1,891 1,818

.2300 .52210 .0000 FICA Payments 467 467 0 0 0 0 933 897

.2300 .52220 .0000 Medicare Payments 109 109 0 0 0 0 218 210

.2300 .52311 .0000 Health/Medical Pavments 1,105 1,027 0 0 0 0 2,132 2,054

.2300 .52312 .0000 Life 0 0 0 0 0 0 0 0

.2300 .52500 .0000 Unemployment Compensation 23 23 0 0 0 0 45 29

.2300 .52700 .0000 Workers Compensation 77 77 0 0 0 0 154 134


.2300 .53414 .0000 Contracted Staff 12,000 0 48,000 0 35,000 95,000 53,000

.2300 .53713 .0000 Indirect Costs (29,181) (17,396) (397,602) 26,288 (226,692) (643,382) (573,128)


.2300 .54416 .0000 Communications 0 0 0 0 1,050 0 1,050 1,050

.2300 .54416 .0000 Cell Phone 708 1,416


.2300 .55400 .0000 Advertising 300 0 0 0 0 0 300 300

.2300 .55813 .0000 Emolovee Travel 0 2,000 0 59,000 6,500 9,000 76,500 77,500

.2300 .55814 .0000 Employee Trainino 0 0 0 0 0 0 0 0

.2300 .55915 .0000 Meeting Expense 95,000 5,000 0 1,000 3,000 0 104,000 94,000

56000 Supplies

.2300 .56113 .0000 Software 0 0 0 0 0 0 0 0

.2300 .56114 .0000 Library/Audio Visual 0 0 0 0 0 0 0 0

.2300 56118 .0000 General Supplies & Materials 12,000 0 0 3,000 5,500 4,000 24,500 16,500

.2300 .56119 .0000 Postage 50 20 0 0 0 0 70 70

.2300 .56120 .0000 Printino 2,600 100 0 0 1,000 0 3,700 3,600

.2300 .56121 .0000 Copyino 300 100 0 4,000 3,500 0 7,900 3,900

.2300 .56122 .0000 Items - resale 0 0 0 0 0 0 0 0

67000 Property

.2300 .57331 .0000 Fixed Assets (>$5000) 0 0 0 0 0 0 0 0

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0 0 0 0 0 0 0 0



.2400 .51100 .1113 Salary - Manaoement 0 0 0 75,712 65,000 100,000 240,712 147,000

.2400 .51100 .1114 Salary - Support Staff 4,350 0 0 0 0 0 4,350 4,472

2400 51100 1123 Payroll-Professional Sppt Staff 225,000 141,000 135,000 501,000 608,500

52000 Personnel Services - Benefits 0


.2400 .52210 .0000 FICA Payments 270 0 0 4,694 0 14,570 19,534 5,857

.2400 .52220 .0000 Medicare Payments 63 0 0 1,098 0 3,408 4,568 1,370

25.

.2400 .52311 ,0000 Health/Medical Payments 1,633 0 0 7,468 0 0 9,101 8,967

.2400 .52312 .0000 Life 0 0 0 0 0 0 0 0

.2400 .52500 .0000 Unemplovment Compensation 13 0 0 227 130 705 1,075 303

.2400 .52700 .0000 Workers Compensation 45 0 0 3,085 2,032 2,493 7,655 7,030

2600 54316 .0000 Vehicle Expense - SITE 0 0 0 5,000 0

TOTAL PROGRAM BUDGET 110,000 0 0 50,000 255,000 80,000 495,000 495,000

19-20 to 20-21 Chanae 0 0 (80,000) 75,000 (5,000) 145,000

PROGRAM FIVE (Professional Development) Program 9060 91111

Function Object Job Class LEAP 1QP

Income Rolled Into Rolled into

Sales and Sen 43215 192,500 Leadership Leadership 299,997 492,497 268,000

Grants/Other Revenue 12,500 12,500 0

2300 Suooort Services-General Administra Total Revenue 205,000 205,000 268,000

61000 Personnel Services - Compensation 0 0

.2300 .51100 .1111 Salarv - Executive Director 0 0


.2300 52111 .0000 Retirement Contributions 0 0

.2300 .52210 .0000 FICA Pavments 0 0

.2300 .52220 .0000 Medicare Pavments 0 0

.2300 .52311 .0000 Health/Medical Payments 0 0

.2300 .52312 .0000 Life 0 0

.2300 .52500 .0000 Unemplovment Compensation 0 0

.2300 .52700 .0000 Workers Compensation 0 0


.2300 .53414 .0000 Contracted Staff 48,000 124,800 Living Wage Stipends 172,800 71,000

.2300 .53713 .0000 Indirect Costs 164,733) 12,919 (51,814) (31,908)


.2300 .54416 .0000 Communications 0 0

.2300 .54416 .0000 Cell Phone 708 708 816


.2300 .55400 .0000 Advertisina 0 0

.2300 .55813 .0000 Employee Travel 12,000 10,304 22,304 31,000

.2300 .55814 .0000 Employee Training 1,500 Proaram Evaluator 1,500 0

.2300 .55915 .0000 Meetina Expense 27,000 27,000 15,000

66000 Supplies 0 0

.2300 .56113 .0000 Software 0 0

.2300 .56114 .0000 Library/Audio Visual 0 0

.2300 56118 .0000 General Supplies & Materials 12,000 12,830 24,830 9,000

.2300 .56119 .0000 Postaae 200 200 200

.2300 .56120 .0000 Printing 0 0

.2300 .56121 .0000 Copying 0 0

.2300 .56122 .0000 Items - resale 0 0

67000 Property 0 0

.2300 .57331 .0000 Fixed Assets (>$5000) 0 0

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0 0



.2400 .51100 .1113 Salary - Management 81,120 81,120 76,378

.2400 .51100 .1114 Salary - Support Staff 0 3,000 Site Mentors 3,000 0

2400 51100 1123 Payroll-Professional Suppt Staff 43,680 71,400 115,080 52,200


26.

.2400 .52100 .0000 Retirement Contributions 10,189 10,189 9,593

.2400 .52210 .0000 FICA Payments 5,029 12,350 17,380 4,735

.2400 .52220 .0000 Medicare Payments 1,176 2,888 4,065 1,107

.2400 .52311 .0000 Health/Medical Payments 22,106 38,615 60,721 20,540

.2400 .52312 .0000 Life 0 0

.2400 .52500 .0000 Unemployment Compensation 243 398 642 153

.2400 .52700 .0000 Workers Compensation 1,281 1,992 3,273 1,076

2600 54316 .0000 Vehicle Expense - LEAP 5,000 7,000 12,000 0

TOTAL PROGRAM BUDGET 205,000 205,000 268,000

19-20 to 20-21 Chanae

(Administration} Pro11ram 9091 9092 9093 9094 9095 Bud11et Budget

Function Object Job Class Bus Office Exec Dir Human Resources Technology Entity 2020-2021 2019-2020

Income Sales and Serv 41500 0 0 0 0 32,000 32,000 35,000

lnvestiments 43215 0 0 0 0 0 0

Total Income 0 0 0 0 32,000 32,000 35,000

Net Fund Balance Subsidy 0 0 0

Total Income and Subsidy 32,000 32,000 35,000

2300 Administration


.2300 .51100 .1111 Salary - Executive Director 0 30,108 0 0 52,688 82,796 79,612

.2300 .51300 .1111 Additional Compensation 0 0 0 3,011 3,011 2,900


.2300 52111 .0000 Retirement Contributions 0 3,782 0 0 6,618 10,399 9,999

.2300 52112 .0000 Retirement Contributions 1% 12,381

.2300 52113 .0000 Retirement Contributions 3% 22,240

.2300 .52210 .0000 FICA Payments 0 1,867 0 0 3,453 5,320 5,116

.2300 .52220 .0000 Medicare Payments 0 437 0 0 808 1,244 1,196

.2300 .52311 .0000 Health/Medical Payments 0 4,421 0 0 7,737 12,158 10,270

.2300 .52312 .0000 Life 0 0 0 0 72 72 72

.2300 .52500 .0000 Unemployment Compensation 0 90 0 0 158 248 159

.2300 .52700 .0000 Workers Compensation 0 309 0 0 541 850 727


.2300 .53411 .0000 Auditing 0 0 0 0 20,000 20,000 20,000

.2300 .53413 .0000 Leoal 0 0 0 0 22,000 22,000 20,000

.2300 .53414 .0000 Contracted Staff 21,000 1,000 0 25,000 22,000 69,000 63,000

.2300 53415 .0000 Cloud Services 40,000

.2300 .53713 .0000 Indirect Costs (69,703) (73,356) (85,348) (226,346) (1,919,618) (2,374,371) (1,950,886)

.2300 .53714 .0000 Member Credit Expense 0 0 0 0 0 0 0


.2300 .54311 .0000 Maintenance & Repair 0 0 0 0 0 0 0

.2300 .54416 .0000 Communications 0 0 0 0 60,000 60,000 60,000

.2300 .54417 .0000 Cell Phone 0 708 708 708 708 2,832 4,248

.2300 .54417 1115 Cell Phone - SR 0 0 0 0 708 708 708

.2300 .54417 1117 Cell Phone - NR 708 708 708


.2300 .55400 .0000 Advertisino 0 0 2,000 0 10,000 12,000 12,000

2300 55401 0000 Marketing Expense 0 0 0 0 30,000 30,000 30,000

.2300 .55811 .0000 Board Travel 0 0 0 0 10,000 10,000 10,000

2300 55812 0000 Employee Travel, Marketing 0 0 0 0 0 0 0

.2300 .55813 .0000 Employee Travel 0 6,000 0 1,000 0 7,000 7,000

.2300 .55813 1115 Employee Travel - SR 0 0 0 0 21,000 21,000 18,000

27.

.2300 .55813 1116 Employee Travel - NR 21,000 21,000 18,000

.2300 .55814 .0000 Employee Trainina 5,000 0 2,000 2,000 5,000 14,000 14,000

.2300 55815 .0000 Professional Development - Emtity 25,000 25,000 25,000

.2300 .55915 .0000 Meeting Expense 0 4,000 0 0 0 4,000 4,000

Function Object Job Class Program 9091 9092 9093 9094 9095 Budget Budget

Bus Office Exec Dir Human Resources Technoloay Entltv 2020-2021 2019-2020

56000 Supplies

.2300 .56113 .0000 Software 10,000 0 0 0 10,000 10,000

.2300 .56114 .0000 Library/Audio Visual 0 0 0 500 0 500 500

.2300 .56115 .0000 Board Expenses 0 0 0 0 12,000 12,000 12,000

2300 56116 0000 Educational Assistance 0 0 0 0 10,000 10,000 7,000

.2300 56118 .0000 General Supplies & Materials 5,000 500 3,000 18,000 18,500 45,000 42,000

2300 56118 1115 General Supplies & Materials - SR 0 0 0 2,000 2,000 2,000

2300 56118 1117 General Supplies & Materials - NR 2,000 2,000 2,000

.2300 .56119 .0000 Postaoe 0 0 0 0 2,000 2,000 2,000

.2300 .56120 .0000 Printing 0 0 0 0 3,000 3,000 3,000

.2300 .56121 .0000 Copying 1,500 100 0 0 5,000 6,600 8,100

.2300 .56122 .0000 Items - resale 0 0 0 0 0 0 0

.2300 .56123 .0000 Bank Chanies 0 0 0 0 10,000 10,000 12,000

57000 Property

.2300 .57331 .0000 Fixed Assets (>$5000) 0 0 0 6,000 0 6,000 6,000

.2300 .57332 .0000 Fixed Assets ($5000 or less) 0 0 0 12,000 0 12,000 12,000

58000 Debt Services and Miscellaneous Expenditures

.2300 .58211 .0000 Tax Liability/Penalty 0 0 0 0 0 0 0

.2300 .58211 .0000 Depreciation 0 0 0 0 171,244 171,244 121,153

(Administration I

.2300 .58213 .0000 Emeraencv Reserve 0 0 0 0 72,149 72,149 0



.2400 .51100 .1113 Salarv - Manaaement 20,116 0 57,200 85,121 120,624 283,061 281,767

.2400 .51100 .1114 Salarv - Assistants 0 13,050 0 0 93,351 106,401 106,767

.2400 51300 .1113 Additional Compensation 0 0 0 0 39,400 39,400 35,063

. 2400 .51100 1115 . Salary - Southern Rep 0 0 0 0 100,490 166,990 267,480 254,172

.2400 .51100 1117 Salarv - Northern Rep 86,086 144,866 230,951 218,514


.2400 52111 .0000 Retirement Contributions 2,527 914 7,184 10,691 21,685 43,001 42,864

2400 52111 1115 Retirement Contributions - SR 0 0 0 0 12,622 12,622 12,136

2400 52111 1117 Retirement Contributions - NR 10,812 10,812 10,397

.2400 .52210 .0000 FICA Payments 1,247 809 3,546 5,278 15,709 26,589 26,263

2400 52210 1115 FICA Payments - SR 0 0 0 0 6,230 6,230 5,991

2400 52210 1117 FICA Payments - NR 5,337 5,337 5,132

.2400 .52220 .0000 Medicare Payments 292 189 829 1,234 3,674 6,218 6,142

2400 52220 1115 Medicare Payments - SR 0 0 0 0 1,457 1,457 1,401

2400 52220 1117 Medicare Payments - NR 1,248 1,248 1,200

.2400 .52311 .0000 Health/Medical Payments 2,754 4,900 8,121 17,685 37,037 70,497 80,352

2400 52311 1115 Health/Medical Payments - SR 0 0 0 0 21,079 21,079 19,525

2400 52311 1117 Health/Medical Payments - NR 16,460 16,460 14,522

.2400 .52312 .0000 Life 0 0 0 0 2,016 2,016 2,016

2400 52312 1115 Life - SR 0 0 0 0 72 72 72

2400 52312 1117 Life - NR 72 72 72

.2400 .52500 .0000 Unemployment Compensation 60 39 172 255 642 1,168 777

2400 52500 1115 Unemployment Compensation - SR 0 0 0 301 301 193

28.

2400 52500 1117 Unemplovment Compensation - NR 258 258 166

.2400 .52700 .0000 Workers Compensation 207 134 587 874 2,600 4,402 3,607

2400 52700 1115. Workers Compensation - SR 0 0 0 0 1,031 1,031 896

2400 52700 1117 Workers Compensation - NR 883 883 768

.2400 .52914 .0000 Deferred Sick Leave Reserve 0 0 0 0 0 0

Function Obiect Job Class Proaram 9091 9092 9093 9094 9095 Budaet Budaet

Bus Office Exec Dir Human Resources Technoloav Entity 2020-2021 2019-2020

2600 Operation & Maintenance of Plant


.2600 .51100 1116 Salarv Expense - Janitor 5,000 5,000 9,229


.2600 52111 .0000 Retirement Contributions

.2600 .52210 .0000 FICA Payments 310 310 572

.2600 .52220 .0000 Medicare Pavments 73 73 134

.2600 .52311 .0000 Health/Medical Payments 0 0 0

.2600 .52312 .0000 Life 0 0 0

.2600 .52500 .0000 Unemployment Compensation 10 10 18

.2600 .52700 .0000 Workers Compensation 98 98 86


.2600 54310 0000 Janitorial Services 12,000 12,000

.2600 .54311 .0000 Maintenance & Repair - Furniture/Fixtures/Equipment 10,000 10,000 9,000

.2600 .54312 .0000 Maintenance & Repair - Buildinas & Grounds 13,000 13,000 13,000

.2600 .54313 .0000 Electricitv 30,000 30,000 16,000

.2600 .54314 .0000 Natural Gas 20,000 20,000 18,000

.2600 .54315 .0000 Water/Sewage 10,000 10,000 5,500

.2600 .54316 .0000 Vehicle Expense - Entitv 5,000 5,000 5,000

2600 54320 9095 Mortaaae Expense 550,000 550,000


.2600 .55200 .0000 Property/Liability Insurance 24,727 24,727 23,283

56000 Supplies

.2600 .56118 .0000 General Supplies & Materials 4,500 4,500 3,500

57000 Property

.2600 .57331 .0000 Fixed Assets (>$5,000)

.2600 .57332 .0000 Fixed Assets ($5,000 or less)

4000 Capital Out/a ,

TOTAL PROGRAM BUDGET 0 0 0 0 32,000 0 32,000 35,000

19-20 to 20-21 Change 0 0 0 0 (3,000) (3,000) 19,000

Total Office FTE 29.6

Total Indirect Cost 0 0

FUND SUMMARY, ADMINISTRATION AND TOTAL CES BUDGET

Purchased Property Services Program Program Program Program Program Programs Budget Budget

9011-9016 9021-9026 9031-9036 9041-9049 9050-9059 9091-9095 2020-2021 2019-2020

Income

Sales and Serv 41500 1,943,000 256,183,440 14,500,000 495,000 205,000 32,000 273,358,440 240,509,000

lnvestiments 43215 0 0 0

Total Income 1,943,000 256,183,440 14,500,000 495,000 205,000 32,000 273,358,440 240,509,000

Net Fund Balance Subsidy 0 0 0

Total Income and Subsidy 273,358,440 240,509,000

Bdgt lncr/(Dcr) 32,849,440 22,047,384

% lncr/lDcrl 13.66% 10.09%

29.

Approved

0000

0000

0000

0000

0000

0000

2300

2300

2300

2300

2300

2300

2300

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

2600

41740 100000

41741 100000

41742 100000

41743 100000

41744 100000

41745 100000

COOPERATIVE EDUCATIONAL SERVICES

Sandia Science Center Budget

2020-2021

Income

0000 Revenue Rent - In Pkwy I I 0000 Revenue Passthur Maintenance - In Pkwy 0000 Revenue Passthru Electricity - In Pkwy I 0000 Revenue CAM - In Pkwy I I 0000 Revenue - Interest Tenant Deposits - In Pkwy 0000 Revenue Misc - In Pkwy I I

!Total RevenueSuaaort Services-General Administration

53413 100000 0000

53414 100000 0000

53415 100000 0000

53713 100000 0000

56123 100000 0000

58211 100000 0000

Operation & Maintenance

55200 100000 0000

55205 100000 0000

59001 100000 0000

59002 100000 0000

59003 100000 0000

59004 100000 0000

59005 100000 0000

59006 100000 0000

59007 100000 0000

59008 100000 0000

59009 100000 0000

59010 100000 0000

59011 100000 0000

59012 100000 0000

Legal Fees - In Pkwy I Accounting/Audit Fees - In Pkwy Commission Expense - In Pkwy Indirect Cost - In Pkwy I Bank Fees - In Pkwy I Depreciation Expense - In Pkwy

I I I I

Property Insurance - In Pkwy Property Tax - In Pkwy I Janitorial CAM - In Pkwy I Janitorial Supplies CAM - In Pkwy Contract Maintenance CAM - In Pkwy Maintenance Supplies CAM - In Pkwy Electrical Repairs CAM - In Pkwy Plumbing Repairs CAM - In Pkwy Door & Lock Repair & Maint CAM - In Pkwy Pest Control CAM - In Pkwy Safety Equip & Maint CAM - In Pkwy Roof Repairs CAM - In Pkwy Electricity CAM - In Pkwy I Gas CAM - In Pkwy I

9096 --

In Pkwy

504,120

0

6,000

45,175

26

0

555,321

500

5,000

20,000

269,726

1,200

66,879

14,280

0

14,000

3,000

9,000

500

1,000

1,000

500

600

500

1,000

10,000

8,000

30.

2600 59013 100000 0000 Water & Sewer CAM - In Pkwy 9,000

2600 59014 100000 0000 Solid Waste Removal CAM - In Pkwy 2,500

2600 59015 100000 0000 Telephone CAM - In Pkwy I 700

2600 59016 100000 0000 Security & Alarm Monitoring CAM - In Pkwy 1,000

2600 59017 100000 0000 HVAC Maint CAM - In Pkwy 14,000

2600 59018 100000 0000 HVAC Repairs CAM - In Pkwy 3,000

I I 2600 Operation & Maintenance I I

2600 59019 100000 0000 Grounds Maint CAM - In Pkwy 6,000

2600 59020 100000 0000 Snow Removal CAM - IN Pkwy 3,000

2600 59021 100000 0000 Window Washing CAM - In Pkwy 500

2600 59022 100000 0000 Association Fees CAM - In Pkwy 4,500

2600 59023 100000 0000 Management Fees Contract CAM - In Pkwy 13,000

2600 59024 100000 0000 Management Fees intercompany CAM - In Pkwy 17,036

2600 59025 100000 0000 Internet - CAM - SSC I 2,200

2600 59101 100000 0000 Equipment & Storage Rental Fees 0

2600 59102 100000 0000 Electricity Landlord - In Pkwy 14,000

2600 59103 100000 0000 Repairs Landlord - In Pkwy 5,000

2600 59104 100000 0000 Maintenance Landlord - In Pkwy 1,500

2600 59105 100000 0000 Repairs & Maint General - In Pkwy 1,500

2600 59106 100000 0000 Electricity Passthru - SSC I 9,000

2600 59107 100000 0000 Maintenance - Passthru - SSC 200

2600 59108 100000 0000 Janitorial Services - SNL - SSC 11,000

2600 59109 100001 "0000 Renovation Expense - Rental Suites 10,000

Total Program Budget I I 555,321

19-20, 20-21 change I (1,274}

31.

Monday, April 20, 2020

Supporting Effective Education Development (SEED):

I. Notice of intent to apply: May 13, 2020

II. Deadline for transmittal of applications June 12, 2020

III. Purpose of Program:

a. Increase the number of Highly Effective Educators through Evidenced Based Practices

that prepare, develop, or enhance the skills of educators

IV. SEED program is designed to use rigorous evidence in selecting and implementing

interventions in preparation, recruitment, evaluation, professional learning and leadership

development

V. Absolute Priority 1 Supporting effective teachers (LEAP)

a. Providing teachers from nontraditional preparation and certification routes to serve in

traditionally underserved LEA’s

b. Provide teachers with Evidenced Based Professional Development activities that address

literacy, numeracy, remedial, or other needs

c. Providing teachers with Evidenced Based PD which may lead to an advanced credential

VI. Absolute Priority 2

a. Providing principals and other school leaders from non-traditional preparation and

certification routes or pathways in traditionally underserved LEA’s

b. Providing Principals and other School Leaders with Evidenced Based PD that address

literacy, numeracy, remedial or other needs of LEA’s and students served

c. Providing Principals or other School Leaders with Evidenced Based PD that may lead to

an advanced credential

VII. Competitive Priorities will provide additional points if addressed

a. Promoting science

b. Fostering knowledge

c. Spurring investment in Qualified Opportunity Zones

Qualified Opportunity Zones:

Bernalillo Colfax Eddy Lea Quay Sandoval Sierra

Chaves Curry Grant Luna Rio Arriba San Juan Taos

Cibola Dona Ana Hidalgo McKinley Roosevelt Santa Fe

Torrance Valencia

32.

PETITION ADOPTED BY COOPERATIVE EDUCATIONAL SERVICES GOVERNING BODY GIVING NOTICE OF INTENT TO

OFFER DEPENDENT EMPLOYEE BENEFITS COVERAGES TO DOMESTIC PARTNERS

The Governing Body of Cooperative Educational Services (Petitioner) having affirmatively voted in a meeting noticed and conducted pursuant to the Open Meetings Act petitions the New Mexico Public Schools Insurance Authority (Authority) as follows:

The Petitioner will offer employee domestic partner benefits, as such lines of coverage are provided by the Authority to its employees; and

The Petitioner will offer insurance eligibility to domestic partners and will offer the employer’s share of the insurance premiums for domestic partners; and

The Petitioner understands that to offer such employee domestic partner benefits pursuant to the rules of the Authority, there must be an affirmative choice to offer that coverage and notice of such choice to the Authority; and

The Petitioner understands that in offering employee domestic partner benefits, as provided by the Authority rule, it may or may not choose to pay an employer contribution toward the employee’s insurance premium for such coverage; and

The Petitioner understands that in order for an employee to be eligible to participate in employee domestic partner benefits, an affidavit of domestic partnership must be provided in the form attached to this Petition as well as any further documentation required locally in support of the affidavit of domestic partnership;

THEREFORE, THE members of the governing body of the Petitioner affirmatively choose to offer employee benefits to domestic partners as such benefits are provided by the Authority and hereby notifies the Authority of that choice. Petitioner hereby offers authorization of payment of employer contribution equal to that made for married employee benefits (or _____% of each employee’s insurance premium for domestic partner benefits) as an employer contribution and such payment is conditioned on submission of an Affidavit in proper form establishing a domestic partnership and providing the following information in support of the Affidavit:

____________________________________________________________________________

This Petition must be submitted to the Authority for it to be effective. Domestic partner coverage shall be effective on the date set forth in the notice from the Authority to the Employer indicating the effective date of coverage for the domestic partner coverage.

Members of the Governing Body of ________________________________ ________________________________ ________________________________ ________________________________ ______________________________ ______________

Date: ____________________

33.

Strategic Goal 1. Make Every Customer a Raving Fan

Strategy: (1.g) Implement strategies to increase the percentage of Ancillary requests filled. Team Lead: Lisa Chacon-Kedge Strategic Initiative: Recruit staff to meet the needs requested by districts and charters. Other Resources needed/used: Resources to recruit staff – Social Media (i.e. indeed, REAP, ZIP Recruit), newspapers, attend local/national discipline conferences. Activity: Broaden the resources available for recruiting options

1. Tracking applicant pool by discipline area (i.e. OT,PT,SLP) by gathering dataquarterly

2. Identifying most effective tools for recruiting3. Explore alternative methods for recruiting staff4. Survey ancillary staff who did not return5. Increase number of vacancies filled6. Yearly surveys to educational institutions and employees7. Review vacancies weekly

Measure of progress, including baseline data 1. Identify job applications received per discipline area2. Identify applicant pool per recruiting per social media- indeed, REAP, Zip Recruiter3. Pursue job fairs with educational institutions, attend local/national conferences,

establish relationships with key institutions.4. Contact ancillary staff who did not return and identify reasons (phone calls, survey

monkey)5. Gather data quarterly to monitor the percentage of ancillary staff requests filled6. Send out surveys to ancillary staff in January and educational institutions in April,

report data in May

Periodic Report commentary: August 2019 - Establish a baseline of staffing patterns, identify factors that lead to staff attrition. Baseline data – May 2019 - 257 ancillary staff employed

• Number per discipline May 2019: Diagn-47, OT-38, Soc.Worker-40, SLP-60,Audiologist-1, School Psych-18, Reg. Nurse-19, PT-7, Rehab. Counselor-5, ClinicalPsych-2, Ancillary Tchr-2, APE-1, COTA-4, LPN-1, RT-10,

• Anc. Teacher VI-1, O&M-1• Percentage of vacancies filled May 2019: Diagnosticians – 100%, OT-67%, Social

Worker-75%, SLP-53%, Audiologist-80%, School Psych-85%, Reg. Nurse-100%, PT-17%, Rehab Counselor-100%, Clinical Psych-100%

• Prepared for a CES booth at the NMOTA Conference• Interviewed 6 applicants – 2 SLP’s, 1 OT, 1 PTA, 1 Diagnostician. 4 accepted job

offer. ( indeed)

September 2019 – 258 ancillary staff employed • Number per discipline-IEP Tchr-2, Aud -2, SW-15, Diagn-57, RN-15, LPN-1, OT- 21,

Sch Psych-18, Psych-2,SLP-59, PT-9, RT-7, O&M-1, VI Tchr-1, APE-1

• Percentage of vacancies filled – Diagn-54.4%, OT-28.6%, SW- 66.7%, SLP- 17.4%,Aud.-80%, Sch. Psych-28.6%, RN-40%, PT-12.5%, RT-0%

• Attended NMOTA Conference in Albuquerque on 9/14

34.

• Interviewed 6 applicants -2 RN’s, 4 SW’s. Contacted 1 Social Worker, 1 Diagnosticianand 4 interested School Psychologists in southern NM, no success with hiring. (REAP,indeed, Jim B.)

October 2019 - 260 Ancillary staff employed • Interviews and placements continue

November 2019 – 261 Ancillary staff employed • Attended NMSU health sciences job fair• Ongoing interviews

December 2019 – 261 Ancillary staff employed • Registered for social worker national conference• Registered for Speech and Language job fair at UNM for February• Ongoing interviews

January 2020 – 270 Ancillary staff employed • Preparing for conferences and job fairs• Ongoing interviews

February 2020—270 Ancillary Staff employed • CES Ancillary Office attended the 2/27/2020 UNM Speech and Hearing Sciences Job

Fair• Ongoing interviews for related services, specifically OTs and PT assistants. Interviews

for diagnostician scheduled for March.• Discussion with staff regarding supervision requirements• Preparation for attendance at March 2020 Social Workers’ Conference in Albuquerque• Conducting research on top programs in region and nationally for all ancillary disciplines

(OT, PT, SW, Psychology, etc.) for possible recruitment trips• Contacted University of Texas at El Paso Health Sciences department programs to

determine possible recruitment opportunities and job fairs.• Updated ZipRecruiter and CES job postings• Started process of creating interview questions for each role group (OT/PT)• Created list of questions for applicant’s references

March 2020-- • Ongoing interviews for related services, specifically OTs, SLPs, Diagnosticians, social

workers.• Posted positions for various ancillary groups on UTEP Health Sciences website.• Contacted Western New Mexico University seeking information on upcoming job fair

scheduled for 4/28/2020.• Ongoing communication with WNMU regarding possible video conferences with

graduating students from the University’s social work department.• Continue to update job postings on CES website.• Continued work on development of interview questions that are specific to each

discipline (diagnostician).

April 2020 • Communication with school districts with existing vacancies for the current school year

to determine whether they wish to fill those vacancies.35.

• Introductions between ancillary services providers (new applicants and existingemployees) and school districts to determine if working arrangement is suitable for both.

• Forwarded CES Ancillary flyer to WNMU social work department to advertise on theirinternal communication platform for 2020 graduates. Completed registration form forparticipation in virtual job fair for prospective SW applicants. Virtual job fair webinar isscheduled for 5/7/2020.

• Worked with CES HR to develop an exit survey to query CES ancillary staff who resignto identify reasons for their departure. Survey is developed and is available on SurveyMonkey for completion at the end of the year.

• Reviewing applications via multiple sources (CES website, Indeed, ZipRecruiter) inpreparation for next school year (2020-2021)

• Hired new occupational therapist to deliver services via teletherapy to school district ona part-time basis.

• Worked on creating job descriptions for service providers (APE, O & M) in preparationfor job postings.

May 2020 • Hosted two virtual meetings for WNMU graduates from departments of social work and

nursing.• Continued review of incoming applications for ancillary services for 2020-2021.• Collaboration with J. Barentine and B. Perry to create video clip of current ancillary

services providers and posted to social media.

36.

Strategy: Improve Operational Efficiencies - Contacts Team Lead: Brad Schroeder

Strategic Initiative: Create and maintain a current “internal use” contact list. Other Resources needed/used: Activity:

1. Develop parameters/fields to capture all needed contact data2. Create additional database for “internal use” contacts in SharePoint3. Populate “internal use” database with contacts from each department, categorized by

department4. Link/migrate SharePoint database to Outlook5. Provide staff training re use of new database6. Database to be kept current by each department

a. Procurement – Lisab. Ancillary – Teric. Business Office – Margaretd. Admin - Leslie

Measure of Progress, including benchmark: 1.

Periodic Report commentary: 8/26/19 Report: Have gathered all contacts from each department, working on setting up the required fields in order to consolidate. Still in development and discovery stage. Plan for early September testing with each department lead. Rollout by end of September. Formal Training for staff at October 7 Staff Meeting. 10/31/19 Report: With the push for Direct Purchasing using SharePoint, I am re-evaluating the use of Internal Contacts to consolidate into this process as well. Will have finalized by end of November. 11/21/19 Report: As more contacts will be created in Direct Purchasing and now eProcurement, the function of managing Internal contacts will become some form of consolidation some various systems. Both Direct Purchasing and eProcurement are scheduled for April testing with June completion. Still evaluating the use of Internal Contacts to consolidate into this process as well. 2/28/20 Report: Direct Purchasing will bring Member contacts into eProcurement, some in the form of user logins and other as general contacts. This will be the area where internal contacts for the Business Office and Procurement will reside. We will need to decide if we will do the same for Ancillary and Admin contacts, as they are maintained in separate systems. A bigger question is: should we will we provide a public member directory on our website?

37.

Strategy: Improve Operational Efficiencies - Procurement Team Lead: Gustavo Rossell

Strategic Initiative: Fully develop and implement the eProcurement system. Other Resources needed/used: Bluebook project committee involving multiple departments. Activity:

1. RTS repair issues as identified.2. Finalize cost module.3. Finish development of internal procedures and T/Cs.4. Finalize contract module.5. Develop procedures for use of eProcurement system by proposers &

evaluators.6. Finalize bluebook from the contract module.7. Enhancements or changes based on use of system.

Measure of Progress, including benchmark: 1. Identified issues are completely repaired (RTS). Ongoing.2. Cost module works accurately per CES instructions to programmers, including performing

multiple lots and multiple cost proposals per RFP. 9/20/19.3. Working copy ready for CPO review. 9/20/19.4. The contract module fully receives data from other modules and contact databases and

organizes it so that bluebook software can fully access all contract data. 2/1/20.a. Vendor contacts capturing system must be identified and/or developed. 1/1/20.

5. Initial procedures developed for ongoing review and revisions. 2/1/20.6. Development of multi-department criteria for bluebook configuration (which will feed

development of contract module). Begin 10/1/19. Complete 11/1/19.a. Fully functioning interactive bluebook with links for contract downloads. 2/1/20.

7. Completed and functioning enhancements and changes, as determined by CES. 2/1/20Periodic Report commentary: 8/26/19 report: 1&2) Continued conversations and mtgs. to develop Phase 2 of the e-Proc. s/w development. Currently, a “utility” for evaluating Cost submission sheets is being developed. 3) T/Cs done. 4) We are in the final stages of the development & review of the contracttemplate.5) We need to develop the e-Proc. Instructions.6) As we move along in the development of Phase 2 of the e-Proc. System, we will need tohave mtgs. and pick up where Rebecca and the team left off to design what the e-Blue Book willlook like, what elements & functionality it should include, etc. *Need to develop a generalagenda / timeline to draft the Functional Requirements to execute the s/w development → willneed to include stakeholders, as required, in the different stages of this development7) TBD after Phase 2 is completed, and system is in use.9/23/19 report: 1&2) Continued conversations and mtgs. to develop Phase 2 of the e-Proc. s/w development. Currently, a “utility” for evaluating Cost submission sheets is being developed; testing should occur week of 9/23 3) T/Cs (general T/Cs, + supplemental for construction and federal) ✓; continuous look &improvements of our docs 4) Contract Module: Ron is condensing 2 docs. in one, removing CES, as much as possible, tomitigate exposure. Should get a draft week of 9/23/19 this document will be used as the standardcontract for all solicitations awarded.5) When done with e-Proc. System (after Phase 2?), per early conversation about e-Proc. System,we (Brad) would develop the e-Proc. Instructions will be developed by third quarter of fiscal year2019-2020.6) As we move along in the development of Phase 2 of the e-Proc. System, to include costmodule, contracting module and e-Bluebook, we will need to have mtgs. and pick up where

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Rebecca and the team left off to design what the e-Blue Book will look like, what elements & functionality it should include, etc. *Need to develop a general agenda / timeline to draft the Functional Requirements to execute the s/w development → will need to include stakeholders, as required, in the different stages of this development 7) Enhancements or changes based on use of system TBD after Phase 2 is completed, andsystem is in use.

12/23/19 report: 1&2) Continued conversations and mtgs. to develop Phase 2 of the e-Proc. s/w development (Cost, Contract, and BlueBook Modules). Currently, a “Utility” for evaluating Cost submission worked and will be the cornerstone for the Cost module which will be under construction starting Jan. 2020. 3) T/Cs (general T/Cs, + supplemental for construction and federal) ✓; continuous look &improvements of our docs 4) Contract Module: under development (see item 1 & 2)5) CES requested a quote for development of the complete e-Proc. system Instructions / UserManual (tentative completion by 3rd quarter of fiscal year 2019-2020)6) During the development of Phase II of the e-Proc. System, to include Cost module, Contractmodule and e-Bluebook Modules, we will have mtgs. to design what the e-Blue Book will look like,what elements & functionality it should include, etc.7) Enhancements or changes based on use of system TBD after Phase 2 is completed, andsystem is in use.

2/20/20 report: 1&2) Contract between CES & RTS, signed on 2/2/20, for Phase 2 of the e-Proc. s/w development (Cost, Contract, and BlueBook Modules). RTS will provide every 2 weeks code for CES Proc. Team to test. Est. completion date: late Apr. – early May 2020. The new modules will address “Activity” action items 1 – 7 (see above) 3) T/Cs (general T/Cs, + supplemental for construction and federal) ✓; continuous look &improvements of our docs 4) Contract Module: ongoing planning conversations w. RTS and will be under constructionstarting mid-Feb. 20205) CES will request a quote for development of the complete e-Proc. system Instructions / UserManual → It was cost-prohibitive ($25K for basic text, $55K for text + videos, $91K for videos &graphics). CES will develop in-house.(tentative completion by 3rd quarter of fiscal year 2019-2020)6) During the development of Phase II of the e-Proc. System, to include Cost module, Contractmodule and e-Bluebook Modules, we will have mtgs. to continue with the development & designinteractive e-Blue Book, what elements & functionality it should include, etc.7) Enhancements or changes based on use of system TBD after Phase 2 is completed, andsystem is in use. However, enhancements devised to date by the Proc. Team will beimplemented in Phase 2, currently, under development.

3/23/20 report: Activity Periodic Report commentary

1. RTS repair issues asidentified

Development of Phase II of the e-Proc. s/w development (Cost, Contract, and BlueBook Modules) began in mid-Feb. Currently, the Cost module is under construction, followed by the Contract and Bluebook modules. 2. Finalize Cost module.

3. Finish development ofinternal procedures and T/Cs.

T/Cs (General T/Cs, + supplemental for construction and federal) ✓• continuous review & improvements of our procurement documents will bedone as needed.

4. Finalize Contractmodule.

Contract Module: ongoing planning conversations w. RTS and will be under construction during the Phase II development. Est. completion date is April 30, 2020

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5. Develop proceduresfor use of eProcurementsystem by proposers &evaluators.

CES requested a quote for development of the complete e-Proc. system Instructions / User Manual. The cost was high and CES has decided to do short “how to” videos in-house. (tentative completion by 3rd / 4th quarter of FY 2019-2020)

6. Finalize bluebookfrom the contract module.

During the development of Phase II of the e-Proc. System, to include Cost module, Contract module and e-Bluebook Modules, we will have mtgs. to design what the e-Blue Book will look like, what elements & functionality it should include, etc. Est. completion date is April 30, 2020

7. Enhancements orchanges based on use ofsystem.

Enhancements or changes based on use of system TBD after Phase II is completed, and system is in use.

4/20/20 report: Activity Periodic Report commentary

1.RTS repair issues asidentified

Development of Phase II of the e-Proc. s/w development (Cost, Contract, and BlueBook Modules) began in mid-Feb. Currently, the Cost module and the Messaging program are under construction. Testing estimated to begin last week in April 2020. Contract and Bluebook modules will follow.

2.Finalize Cost module.

3.Finish development ofinternal procedures andT/Cs.

T/Cs (General T/Cs, + supplemental for construction and federal) ✓• continuous review & improvements of our procurementdocuments is done as needed.

4.Finalize Contract module. Contract Module: development and coding are under construction during this Phase II. Est. completion date is April 30, 2020 → due to covid19, the completion date may be pushed back a few weeks.

5.Develop procedures foruse of eProcurementsystem by proposers &evaluators.

CES requested a quote for development of the complete e-Proc. system Instructions / User Manual. The cost through the developer was high; CES decided to do short “how to” videos and short instructional scripts in-house when the completed Phase II is delivered. (tentative completion of this activity is 4th quarter of FY 2019-2020)

6.Finalize bluebook fromthe contract module.

During the development of Phase II of the e-Proc. System, to include Cost module, Contract module and e-Bluebook Modules, we will have mtgs. to design what the e-Blue Book will look like, what elements & functionality it should include, etc. Est. completion date is April 30, 2020 → due to covid19, the completion date may be pushed back a few weeks.

7.Enhancements orchanges based on use ofsystem.

Enhancements or changes based on use of system TBD after Phase II is completed, and system is in use. Updates to the s/w are expected throughout the life of the s/w.

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Strategy: Improve Operational Efficiencies - Business Office Team Lead: Robin Strauser Strategic Initiative: Implement, market, and refine the online marketplace. Other Resources needed/used: Team to address marketing plan. Procurement department. Tyler Technologies. Activity:

1. Develop a marketing plan directed toward both customers and vendors.2. Continue to sell project to vendors.3. With Procurement Dept., develop a contract addendum for use with vendors.4. Explore with Tyler Technologies the integration of CES eCommerce with iVisions.

Measure of Progress, including benchmark: 1. Pull together team to develop plan. 8/1/18.

a. Produce outline of marketing plan. 8/20/18.b. Plan complete and ready to implement. 9/15/18.

2. Additional vendors added to marketplace. Ongoing.3. Addendum developed 10/1/18.4. Determination of whether integration will occur. 10/1/18.

Periodic Report commentary: Had phone call with Cassandra from Tyler, Martin Romine from Zuni Schools, Cathy from Equal Level and Robin from CES to discuss the format of the presentation being done at the Fall NMASBO conferences.

9/30/19 report: The presentation mentioned above happened on September 19th. There were about 30 people in attendance. The presentation demonstrated how to use CES’ online system through IVisions. There have been approximately 33 new entities and 42 new users registered to use the SNAP system. El Paso Office supplies has been added to the list of vendors. 10/31/2019 report We have had several new users’ signup for the online marketplace. There is no real push for this program as it will likely go away when the direct purchase option is implemented.

11/19/2019 When the Direct Purchase process is fully implemented, this process will most likely be discontinued. The Direct Purchase process has a goal of being implemented by June 30, 2020. Therefore, the emphasis on this process is remaining the same. 12/31/2019 This strategy has been throttled back due to the Direct Purchase initiative.

2/28/2020 report No new efforts have been devoted to this goal. It is being replaced by the goal below. No more reporting on this will be done.

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Strategy: Improve Operational Efficiencies - Business Office Team Lead: Robin Strauser Strategic Initiative: Explore modification of member purchasing to mirror all/part of Mohave’s practices. Team Members: David, Brad, Gustavo, Lori Other Resources needed/used: Activity:

1. Measure of Progress, including benchmark:

1. Periodic Report commentary: 8/26/19 report:

Had first internal meeting to discuss, at a high level, what we need to focus on. These points were brought up and discussed:

• Options discussed about how to receive PO’s from members and how to process them; through CES’website or just by email to a central mailbox.

• What system would be used to store data that would allow for searching on multiple fields on the PO.• Will Share Point meet our needs?• If we are thinking of utilizing Share Point, we need a demonstration of what that would like. Brad is to

set a demonstration.• Caron Snow would be contacted to better understand IVisions and its emailing capabilities for PO’s

and quotes.• It was decided that this new process would only be for non-construction PO’s because of all the forms

and paperwork involved with construction projects. Doing this for construction could be a phase II.

9/30/19 report At each regional meeting in September the model of members issuing their PO’s to the CES vendor but sending the PO to CES was presented. There were many questions and comments but those in attendance thought this would be a good model to implement. Now that the regional meetings are over, we will be scheduling an internal meeting to create an implementation plan. A core focus group of members would need to be created top consult with CES about implementation. Meetings with the focus group of members could happen at a regional level. Likewise, CES will need to schedule meetings with vendors to discuss their role for implementing this new process. Again, these meetings could occur at a regional level.

10/31/2019 report The Regional meetings were completed at the beginning of October where one of the topics discussed with Superintendents and business officials was a” direct purchase’” option for all non-construction purchases. This option was discussed at the October 22nd Executive Committee meeting and approval was given to move forward with this project. David, Brad, Gustavo and Robin met on October 28th to further discuss implementation of a “direct purchase” option for non-construction purchases. One of the first things that needs to be developed is a program that will be able to capture member PO’s, quotes and be searchable on the various fields on the documents. Brad proposed using Share Point. Members would logon to the CES website and upload their PO and quote. There would be drop down boxes that would be preloaded with members names and vendor names. This information would then be recorded in Share Point. Brad is to prepare a mockup of how Share Point would work. Individual PO’s would need to be tracked so only one PO per upload. Order approval would be done digitally and then forwarded onto the vendor with a copy of the approval going to the member. CES would also make a notation on the approved PO indicating the correct CES fee for that order. Tasks to implement are listed here and are not in any order of priority:

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1. Identify pilot groups of members and vendors. The pilot group of members would be BloomfieldSchools, Aztec Schools, Albuquerque Schools, UNM and CNM. The vendors will be determined bythe vendors used by these pilot members.

2. Meet with non-construction vendors of pilot member group to get them on board3. Develop program to warehouse data and be able to create reporting. This is what was discussed

above.4. Schedule meetings, possibly by region with vendors and members to train them on the direct

purchase option5. Need to have frequent internal meetings to meet goal of transitioning to the direct purchase system

by July 1, 20206. Need to get the electronic Blue Book up and running as this will be an essential tool to move to the

direct purchase option. Gustavo is to schedule a meeting with RTS to discuss what needs to happento get the electronic Blue Book

7. Need to create the internal “Teams” and train them on the new process.The next meeting for the group will be November 1st where there will be a demo of Share Point by Brad, rules of processing will be discussed and talking about the electronic Blue Book. 11/1/2019 David, Brad, Lori, Gustavo and Robin met to further discuss the process by which order data would be captured, stored and generate reports. Now that there are more specifics, Brad will be preparing a live demo that we can process a PO and see what reporting will look like. This may take a few weeks to create. We also briefly discussed the PO approval process. It was decided that Lori and Robin would work on that process and present it at the next meeting. A meeting with RTS is scheduled for November 5th to discuss the new Blue Book format. 11/6/2019 The tam met to further discuss how the Direct Purchase process will work. The team is looking at utilizing Share Point. It is not determined conclusively that Share Point will be the program to capture the required data and do reports. This will be determined after the demo. This demo should happen the first or second week of December. It was noted that Mohave has 80 vendors with 210 contracts and CES has 470 vendors with 750 contracts. Some of the reports that are needed are:

1. PO’s on hold with alerts at 3 and 7 days,2. Open PO report showing PO amount, balance open to aid with reconciliations,3. PO’s by member, vendor, region, N/S, 4.be able to search by open or closed PO’s and see PO, quote

and any other documents submitted.4. Search on open or closed PO’s. Should be able to see PO, quote and any other documents

submitted This is probably not an exhaustive list. Processing rules were discussed:

1. PO made out to CES instead of vendor, action-notify member to make PO to vendor, alert to follow upat 3 days, another alert at 7 days, return PO to member if not resolved in 7 days.

2. Receive PO but no quote/quote not according to contract, action-notify member & vendor need newquote, alert to follow up at 3 days, another alert at 7 days, return PO to member if not resolved in 7days.

3. Pricing not up to date, action-notify member & vendor, alert to follow up at 3 days, another alert at 7days, return PO to member if not resolved in 7 days.

4. PO not for CES vendor, vendor’s contract expired, or items ordered not under contract, action-POreturned to member

5. An item on PO not under contract, action-process PO but do not collect fee on that item, notifymember & vendor

6. PO for construction, action-return PO to member and have them make it to CESCES will note administrative fee on PO when approving PO’s from members only get sent to CES. CES approves and sends confirming email to member and vendor. Online training manuals/videos, member handbook would be nice to have.

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12/31/2019 Progress has been slowed down with this initiative due to the holidays. The team is waiting on a demo of how CES will capture the required information for the Direct Purchase process to work. This demo is to take place January 9th. Plans are in the works to set up regional meetings with Procurement Partners and members to introduce them to the Direct Purchase process. These regional meetings should happen in February. The number of sites will be determined by the location of CES’ non-construction Procurement Partners. The next scheduled team meeting will be January 9th.

1/10/2020 Had a team meeting today. Further discussed the setup of the Share Point module. Issues discussed were: how do we handle change orders, need a separate line for each fee payment received for a PO, how are we going to address the AEPA contracts that are already set up with online direct purchasing. Change orders – retain record of original PO plus add the revised, change order, PO. Fee payments – will have ability to enter separate line for each fee payment for a PO. There will be a “remaining balance” showing the about still open on the PO for reconciliation purposes. AEPA contracts – Will leave these as is because the reporting has been in place for years and the process is working. Reports – What reports are going to be imbedded in Share Point. The data can be exported into Excel as well.

Confirmed the 6 pilot districts as Aztec, Bloomfield, Zuni, Dexter, Rio Rancho and Albuquerque. This pilot group will meet on 1/28/2020 at 10 am for a demo and discussion of how we propose the Direct Purchase process to work and get their feedback.

1/20/2020 Had a demo of the Direct Purchase process with the business department, procurement department, Jim and Paul. Some new questions were raised that need to be answered. They are:

• should we require that we get one PO per vendor contract number? Sometimesvendors have multiple contracts and the member orders from multiple contracts onone PO.

• If a construction PO comes through the Direct Purchase process; how do wehandle that? Construction PO’s will continue to be made out to CES.

• How handle processing and reporting for blanket PO’s?• Should we suspend a vendor’s contract and not show it in the Blue Book if the

vendor is not reporting or remitting CES’ fee properly?Attendees will ponder these questions and will discuss further in a later meeting.

1/28/2020 Had a meeting with the pilot group of members. Those represented at this meeting were: Evelyn Garcia, Aztec, Jeannie Harris, Dexter was unable to attend, Michael Madrid, Rio Rancho, Jody Maestas and Stacey Babcock, Bloomfield, Robert Russel, Albuquerque PS and Martin Romine, Zuni. Gave an overview of the Direct Purchase project, why CES is doing this new process, what the process will look like, How the online Blue Book will function and what that will look like and what will be the responsibilities of the various parties; CES, members and procurement partners. A brief demo of the process was given to members. Michael Madrid asked if this process would be used for construction. The answer is no for now, but construction could be a phase 2. Michael, from Rio Rancho, and Robert, from APS, agreed it was good to not do construction at this time. Members decided that would want only one login per member. Talked about other needs for the online submission of member Po’s such as: indicate if the procurement partner gets a 1099, show the w-9 in the Blue Book, have a change order check box on the PO submission

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page, Have the PO submitter enter their name and email on the submission page in case there are any questions about the submittal, when members close a PO at the end of the fiscal year, have them reference the closed PO on the submission page for the new PO. The roll out date for the Direct Purchase process was to be July 1, 2020. The members said that would not be a good with year end and all that needs to happen in the Summer. It was decided that a better time for the roll out would be October 2020.

2/18/2020 Had a meeting with interested procurement partners to discuss the Direct Purchase proposed process. There were 25 procurement partners in attendance with a few being construction contractors. Construction is not going to be rolled out right away. All procurement partners agreed that they would like to see this Direct Purchase process implemented. There were some questions about the specifics of the process and were told that nothing has been built. This meeting was to introduce them to the idea of the process and if they liked it, CES would move forward. A discussion with CES staff took place after this meeting to discuss next steps. A subgroup of Gustavo, Lori and Robin were to go through the Blue Book and identify procurement partners that did any type of construction.

2/26/2020 Lori, Gustavo and robin met to designate the procurement partners that do construction. These procurement partners will not be part of the initial rollout of Direct Purchase.

3/5/2020 Gustavo, John, Joe, Lori and Robin met to come up with some guidelines for procurement partner listings in the Blue Book. These Guidelines are:

Construction will definitely be a phase 2 Contract numbers in Blue Book will have alerts indicating whether the PO is to be made out to CES, (construction) or procurement partner, (direct purchase). Have a designation by each procurement partner in the Blue Book indicating if they are Direct Purchase or construction Have a reference page(s) in the Blue Book listing all procurement partners and indicating if they are Direct Purchase or construction

If a procurement partner does any construction through any of their contracts, then they would be designated as a construction procurement partner and PO’s for them would be made out to CES. This will make it easier for members in generating their PO’s.

3/11/2020 Discussed where should PO’s be sent for specific vendors. Was decided that if vendor does any construction then all PO’s for that vendor will be issued to and sent to CES. All PO’s will be uploaded through the online submittal form. Construction PO’s, as determined by vendor, will be automatically segregated from non-construction PO’s. Jim and Paul are going to work on possible format for printed version of the new Blue Book. PE pilot entities will include Taos County, UNMH, City of Carlsbad, City of Albuquerque, San Juna County and City of Rio Rancho.

4/1/2020 Jim and Paul presented some preliminary information about printed BB. Need to discuss details a bit more. Scheduled a specific meeting on 4/6/2020 for this. The training of staff has been postponed until all are back in the office. Postponed the 8regional meetings until facilities are opened by the Governor. The Direct Purchase teams at CES will incorporate Contract Specialist, Procurement specialists and Audit Specialists. Will schedule specific meetings to develop Job Descriptions for the Specialists.

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4/8/2020 Met to discuss BB. Determined that printed version will be a much shorter version than the current printed one. New format will include region [pages with all customers for Regions included, have company name 1 contact, phone number and email. Vendors will be listed alphabetically and by commodity.

4/22/2020 Met to go over get an overview of Procure system Brad created to aid in developing BB. This is a stop gap application until RTS gets the BB fully functional. Paul and Jim continue to work on category and sub-category for vendors. Gustavo gave an update on RTS’ progress. COVID 19 has slowed progress a bit. Talked about the three specialist positions and scheduled a meeting for 4/24/2020 to specifically deal with the job descriptions.

4/24/2020 Went over Mohave job descriptions to see what parts are applicable to CES staff and discuss briefly which CES staff will perform what functions. It is not a one to one relationship between Mohave’s staff and CES’ staff. Determined that additional training will need to be provided to staff as these new roles develop.

5/6/2020 Met to go over Mohave’s Audit Specialist job description. Tweaked tie to fit the roles and responsibilities of CES staff. This description is tentatively completed. May need some revision as we go through the other two job descriptions.

5/11/2020 Met to review Mohave’s Procurement Specialist job description. This lost closely resembles CES’ MSR’s. Determined some things from Mohave’s better belong to the Audit Specialist.

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Goal 2 Improve the Quality of Instruction & Educational Leadership

Strategy: Professional Development Team Lead: David Chavez Strategic Initiative: Develop a transition plan for long-term sustainability of programs (including strategic partnerships and funding strategy) to support continued growth in the number of individuals and districts utilizing SITE, TAP (e.g. expand TAP outside of Albuquerque), ALD, LEAP, SLD, NMSBALD. Other Resources needed/used: Activity: Measure of Progress, including benchmark:

1. Periodic Report commentary:

8/7/19 report: Research budgets allocated to SITE, TAP, LEAP, PLD, SLD and NMSBALD and develop goals of sustainability for 2019-2020 school year, 2020-2021 school year. 9/26/19 Send memo to each coordinator and ask them to get with David about their Budget and long-term sustainability plan. 10/29/19 Budgets were sent to all coordinators, LEAP, ALD, SITE and TAP on 10/10/19. Grant opportunities will be sought on a continuous basis. 12/2/19 CES received a Teacher Quality Performance (TQP) grant in the amount of $1,000,000.00 over the next five-year period. This grant will support the LEAP program. 01/31/2020 All program leads will be meeting on February 7th to discuss current year progress and begin planning for fiscal year 2020-2021. 02/14/2020 Meeting was held to discuss how we might develop a unified system for the delivery of complementary services through all of CES.

• Discussions were held about providing turnaround services by having all programs coordinate their delivery tocomplement each programs menu of services for districts.

• The program leads will meet to develop a common vision/mission for the CES educational programs, developgoals and action plans to address the identified goals.

• Next meeting is scheduled to take place on March 27th

• March 27th meeting was postponed until a later date when individuals are able to meet for training.April/May

• Met with the Coordinators of TAP, SITE, ALD, SLD, and LEAP to discuss 2020-2021 academic year services toschool districts. Discussion centered on offering programs through a unified systemic approach relying on thestrengths of each program to support all CES complementary programs.

• We’ve combined all Leadership Programs under one umbrella and will be coordinated by two individuals• All CES Professional Development Coordinators will be meeting with Dr. Hugh Prather and Bobbie Gutierrez

on Wednesday, May 20th to participate in a Strategic Planning Committee Meeting to discuss StrategicPlanning for CES Complementary programs.

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Strategy: Professional Development – Funding Sources Team Lead: Gary Strategic Initiative: Identify partnerships and additional external funding sources to ensure funding availability for expanded instructional support and school service offerings. Other Resources needed/used: Activity:



8/7/19 report: TAP – New Mexico Public School Insurance Authority. TAP brought in outside revenue in the 2018-19 school year. SITE – SITE brought in outside revenue in the 2018-19 school year PLD – $500.00 per school semester tuition per candidate for the 2019-20 school year. LEAP – Self Supporting, tuition of $1,500 per candidate per year (2019-20 school year) SLD – Have developed the modules for the Mentor and Mentee program. Have identified the modules for the Academy NMSBLD – Have identified the workgroup that we’ll be working with in module development for the training. 9/26/2019 TAP- TAP continues to bring revenue in from individual school districts requesting support/services and is funded by NMPSIA. SITE- To date, SITE has Scopes of Work that equal $57.000 PLD- PLD is collecting $500 per participant at this time as our first classes have begun. LEAP-PED agreed to pay the tuition for LEAP candidate pursuing Special Education Licensure SLD- Have held two sessions with new superintendents and their mentors. Preparing for the Superintendents Academy NMSBLD- We are continuing to hold meetings with the NMSBA workgroup to finalize the training modules. 10/29/19 TAP - TAP continues to bring revenue in from individual school districts requesting support/services and is funded by NMPSI SITE - To date, SITE has Scopes of Work that equal $57.000 ALD (PLD) – ALD will begin collecting $500 X 92 participants in ALD this semester, Fall 2019 from Cohort 5. LEAP – Was awarded a grant to assist with cost of the program in the Northwest region of New Mexico. Details of the grant will be made known in November’s report. SLD – The Superintendent Leadership Academy occurred October 20 – 23, 2019. Numbers of participants and revenue collected will be reported in November of 2019. NMSBLD – Trainings will begin on December 5, 2019. Funding of program will be borne by CES for the 2019- 2020 school year.

11/27/2019 SITE-SITE continues to support districts within the existing budget. No new revenue for November LEAP-CES was awarded the Teacher Quality Enhancement Grant for $260,325.00 per year for five years ALD – Kelly will be sending out invoices to all schools that paid for their candidates through a Purchase Order. TAP – TAP continues to bring revenue in from individual school districts requesting support/services and is funded by NMPSI

SLD – We had a total of 80 participants for our inaugural Superintendents Academy. Three additional follow-up sessions have been identified and will be delivered in four regions. NMSBA-LD- The modules for the four topics have been developed and finalized. 12/20/19 SITE-SITE continues to support districts within the existing budget. No new revenue for November

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LEAP-CES was awarded the Teacher Quality Enhancement Grant for $260,325.00 per year for five years ALD – Collecting on 89 members for the Fall, 2019 semester. $500 tuition per participant. TAP-– TAP continues to bring revenue in from individual school districts requesting support/services and is funded by NMPSI February: SITE- continues to support districts with programs identified through individual district MOA’s. ALD – The individuals that are scheduled to complete the program this spring will sit for their last class during the month of March and April. The program will continue to offer a test prep class for those that will be sitting for the exam. after completing the ALD program. TAP – continues to offer professional development in areas associated with meeting the needs of district special needs populations. TAP has submitted a proposal to NMPSIA for an increase in funding for the 2020-2021 fiscal year. NMSBA – The second session of the training was delivered in January at the NMSBA state meeting. The topic for the training was Board Superintendent Relationship and included two panel discussions one composed of master board members and the other of seasoned superintendents. This session was not a required session but was very well attended. LEAP - learned that the TQP grant has some program requirements that will require CES staff to revisit the objectives and program delivery to comply with the grant. Program Leads attended the conference in Atlanta and learned more about the program requirements, observed presentations from other states and will have a follow-up meeting with federal program specialist on Wednesday, March 18th to see if LEAP will be able to modify its program to comply with the grant requirements. March: The following individuals met on March 20, 2020 to discuss CES complimentary programs: Elena Salazar, Kim LaNoy-Sandoval, Evan Grasser, Gloria Rendon, Robin Strauser, David Chavez The following key tasks were discussed:

2. Developing a System of Support (Unified System of Support)3. Developing a plan to address needs for each of the complimentary programs4. Strengthening the administrator training necessary to support the programs we have in place

Ideas for collaboration between programs include: • Special Education Inclusionary practices with collaboration between SITE and TAP.• Guest presenters with current (most recent) school site administrators with instructional expertise• High level experts able to share practices between all the CES programs• Training in multiple ways of presenting data and information• Training in high tech resources to increase communication remotely• Training and collaboration to better utilize the current resources available to the various programs• Training in best practices for on-line learning• Schedule additional meetings to develop a plan to tap into the resources in all programs• Develop a menu of resources and consultant expertise• ALD and LEAP to collaborate on a ALD Mentor matched with a LEAP Candidate fulfilling the Instructional Leadership

Domain in the ALD program• Weave the Mentorship component of good leadership in the ALD program

Next Steps: • David will meet with each program lead individually to gather information on ideas for collaboration• March 30, 2020, Workshop on on-line learning and communication from 10:00 a.m.-2:00 p.m. with lunch provided at

1451 Innovation Parkway SE, Suite 500 87123• Strategic Planning Meeting on May, 20th at 10:00 a.m. at GoToMeeting to develop a timeline with milestones• Budget considerations for a Unified System

Brainstorming on Professional Development for Administrative Supervision for Principals: • Add sessions at the Superintendent’s Academy on developing instructional supervisory skills for school site

administrators including developing professional development plans• Skills for ongoing feedback between Superintendents and School Site Administrators• Develop an “Enrichment Academy” for sitting principals “Good to Great”• Recruit Turn Around Principals to develop skill sets for sitting principals• Culture Climate training to include development of Equity Councils

49.


Strategy: Professional Development – Funding Sources Team Lead: Elena & Loretta Strategic Initiative: State-wide conference support for regular/sped inclusionary practices via an extension of TAP and/or SITE. Other Resources needed/used: Activity:



8/7/19 report: Planning meeting with PED on 8-7-19 and then planning meeting with TAP and SITE in early September. Possible conference over Dyslexia. 8/22/19 David will discuss possibilities of regional workshops with Superintendents. Elena and Loretta to survey membership and develop best practices on inclusion. 9/26/2019 SITE Consultant, Jessica Powell, presented Key Strategies for K-12 students with Dyslexia at the Instructional Coaches conference on September 19, 2019. Loretta and Elena will touch base with David after the Regional Meetings. The TAP topic Dyslexia, Structured Literacy & Program Overviews, is being presented in Albuquerque at CES (to a full house) on Tuesday,10/1, to REC 2 in Taos, 10/11 and as Regional workshop in Ruidoso, 11/21. Due to the high request for this topic, the plan is to continue offering sessions on Dyslexia as long as there is a need as defined by registration at the offerings. 10/29/19 David will meet with PED to determine what is called for in the Dyslexia legislation. Regional Cooperatives requesting CES involvement will be included in the planning.

11/27/2019 Jessica Powell continues to support SITE, LEAP, and TAP with key strategies for students with Dyslexia 12/20/2019 Jessica Powell continues to support SITE, LEAP, and TAP with key strategies for students with Dyslexia 1/2020- 2/2020- 3/2020 Initial discussion held with TAP and SITE leadership to discuss implementation of inclusion best practices and a co-teaching model for fiscal year 2020-2021. Initial meeting to take place after the Leadership meeting on March 27th, 2020.

5/14/2020 Loretta Garcia and Elena Salazar will meet on May 21, 2020 to set up a timeline to promote Professional Development on inclusionary and co-teaching best practices in New Mexico school districts.

50.


Strategy: Professional Development – Funding Sources Team Lead: Gary Strategic Initiative: Continue and modify the evaluation component of all professional development programs to help us measure progress as a result of participation in programs. Other Resources needed/used: Activity:



8/7/19 report: Report on workshops offered Evaluations used by TAP, SITE, and PLD. Need to check if SLD, NMSBALD are using evaluation instruments. Leaders of programs will study their benchmarks/feedback used in the last strategic plan and modify what will be used or being looked into in order to measure progress of programs by the end of September 2019. 9/26/2019 PLD is moving to an electronic form. On 9/28/19 we will distribute evaluations electronically. Goal will be to have future administrators work on meaningful feedback. Evaluations for TAP, SITE and PLD have attachments to the 2020 strategic folder. 10/29/19 Evaluations for TAP, SITE and PLD have attachments to the 2020 strategic folder. Administrative Leadership Development (ALD), formerly Principal Leadership Development (PLD) is now officially on-line. ALD on-line evaluation results for Albuquerque Central are now implemented. All sites evaluations will be updated and on-line in November. 10/29/19 Evaluations for TAP, SITE and PLD have attachments to the 2020 strategic folder. Administrative Leadership Development (ALD), formerly Principal Leadership Development (PLD) is now officially on-line. ALD on-line evaluation results for Albuquerque Central are now implemented. All sites evaluations will be updated and on-line in November. 12/20/19 Evaluations for TAP, SITE and PLD have attachments to the 2020 strategic folder. Administrative Leadership Development (ALD), formerly Principal Leadership Development (PLD) is now officially on-line. ALD on-line evaluation results for Albuquerque Central are now implemented. All sites evaluations will be updated and on-line in November.

51.


Strategy: Professional Development – Funding Sources Team Lead: David, Loretta, Elena, Kim, Gary Strategic Initiative: Implement and monitor programs. Other Resources needed/used: Activity:

1. Retention as measurement.2. Passing the licensure test as measurement.3. Develop MOAs with districts/charters.

Measure of Progress, including benchmark: Periodic Report commentary:

8/7/19 report: Report by September of 2019 as to how many candidates are in the program, begin baseline data. MOA’s with districts/charters needs to be explored.

School Site Visits/Consultations: Total 5 Workshops: Total 8 # of Attendees at TAP Presentations: Total 344 9/26/19 report: PLD- Unofficial numbers show 135 participants in the program. After last session on September 28th official numbers will be determined. TAP: 8/29/19 to 2/27/19 School Site Visits/Consultations: Total 9 Workshops: Total 10 # of Attendees at TAP Presentations: Total 405 SITE-SITE consultants are actively supporting 30 school districts and another 13 districts through the LEAP program LEAP-LEAP has enrolled 128 LEAP candidates in 26 districts/charters SLD NMSBALD 10/29/19 ALD – Cohort 4, 36 Participants. Cohort 5, 92 Participants. TAP – 10/1/19 to 10/28/19 School Site Visits/Consultations: Total 7

Workshops: Total 10 # of Attendees at TAP Presentations: Total 376

SITE/LEAP-Same as above 11/27/2019 LEAP-Currently has 126 LEAP candidates in 26 districts/charters SITE-SITE consultants are actively supporting 30 school districts and another 13 districts through the LEAP program, providing Professional Development and Coaching to approximately 847 teachers across New Mexico. ALD – Cohort 4, 36 Participants. Cohort 5, 92 Participants TAP - 11/1/19 to 11/29/19 School Site Visits/Consultations: Total 8 Workshops: Total 8 # of Attendees at TAP Presentations: Total 400

12/20/2019 LEAP-Currently has 122 LEAP candidates in 26 districts/charters SITE-SITE consultants are actively supporting 30 school districts and another 13 districts through the LEAP program, providing Professional Development and Coaching to approximately 847 teachers across New Mexico. ALD – Cohort 4, 36 Participants. Cohort 5, 89 Participants TAP - 11/30/19 to 12/20/19 School Site Visits/Consultations: Total 4 Workshops: Total 2 # of Attendees at TAP Presentations: Total 80

5/14/2020 The Goal for SITE for the 2020-2021 school year is to revise and promote STIE Professional Development and Coaching in 40 school districts.

52.



******************************** Item VII.B.1

Personnel- Teri Thelemaque

New Staff Contracts Received for 2019-2020 as of May 5, 2020

• Kristina Sampsel OT

• Natasha Ortiz MSR

Staff Resignations/Terminations for 2019-2020:

• Cheryl McLellan SW

• Rhonda Yrene ANC Admin Assistant

• Carla Bishop-Moralez DIAG

53.

COOPERATIVE EDUCATIONAL SERVICESCHECK REGISTER

March 7, 2020 through May 11, 2020Check Number Date Payee Amount

80386 3/31/2020 Martinez, Mary L. 3,123.89 235853 3/13/2020 Albuquerque Freightliner Inc 735,719.50 235854 3/13/2020 Albuquerque Publishing Company 70.21 235855 3/13/2020 Bill Williams Tire Center 3,030.08 235856 3/13/2020 Bloomfield Schools 509.58 235857 3/13/2020 Comcast Cable 552.05 235858 3/13/2020 Control and Equipment Company 72,324.73 235859 3/13/2020 ConvergeOne Inc 72,447.25 235860 3/13/2020 Crystal Springs Bottled Water 213.48 235861 3/13/2020 ProVelocity, LLC fka EQC Technologies Corp. 2,593.72 235862 3/13/2020 Hellas Construction, Inc. 142,653.99 235863 3/13/2020 Amazing Rooms, LLC 3,746.40 235864 3/13/2020 ITConnect, Inc. 126,300.69 235865 3/13/2020 Jive Communications 5,821.55 235866 3/13/2020 King Industries Corporation 7,359.08 235867 3/13/2020 PNM 1,004.22 235868 3/13/2020 RESPEC, Inc. 9,128.09 235869 3/13/2020 Roswell Daily Record 77.80 235870 3/13/2020 The Santa Fe New Mexican 295.04 235871 3/13/2020 Dude Solutions 17,118.05 235872 3/13/2020 Stephen Leos Architect, LLC 4,706.16 235873 3/13/2020 The Flippen Group 25,852.97 235874 3/13/2020 Western Paper 2,803.42 235875 3/13/2020 WageWorks 2,382.94 235876 3/20/2020 Albuquerque Freightliner Inc 461,083.95 235877 3/20/2020 Ambitions Technology Group 2,268.25 235878 3/20/2020 Bank of Albuquerque 108.99 235879 3/20/2020 Bridgers & Paxton Consulting Engineers 16,397.00 235880 3/20/2020 CenturyLink 5,442.78 235881 3/20/2020 DSutherland Consulting 995.94 235882 3/20/2020 David Chavez 2,071.24 235883 3/20/2020 Document Imaging of the Southwest 3,613.98 235884 3/20/2020 Texas New Mexico Newspaper Partnership, LLC 189.19 235885 3/20/2020 Greer Stafford/SJCF Architecture Inc 255.70 235886 3/20/2020 Jive Communications 10,397.24 235887 3/20/2020 New Mexico Gas Company 524.81 235888 3/20/2020 Petroleum Traders Corp 20,483.48 235889 3/20/2020 Phil Long Ford of Denver LLC 48,602.00 235890 3/20/2020 Quill Corporation 1,266.67 235891 3/20/2020 RSM 3,991.43 235892 3/20/2020 Southwest Copy Systems 489.65 235893 3/20/2020 FCC Inc dba Teach The Children 5,524.30 235894 3/20/2020 Tel/Logic Inc 7,358.75 235895 3/20/2020 Truly Nolen 76.59 235896 3/20/2020 Van Amberg, Rogers, Yepa & Abeita LLP 1,205.28 235897 3/20/2020 Vibrantcy, LLC 7,275.03 235898 3/20/2020 Western Psychological Serv 861.30 235899 3/20/2020 Alb Bernalillo Co Water Utility Author 570.40 235900 3/27/2020 A-Com Technologies LLC 11,322.56 235901 3/27/2020 Albuquerque Freightliner Inc 83,061.73 235902 3/27/2020 AT&T Mobility 98.65 235903 3/27/2020 Clearly Clean Janitorial Services, LLC 1,691.73 235904 3/27/2020 ProVelocity, LLC fka EQC Technologies Corp. 3,357.04

54.

Check Number Date Payee Amount235905 3/27/2020 Fred Pryor Seminars 199.00 235906 3/27/2020 K12 Accounting LLC 2,874.04 235907 3/27/2020 King Industries Corporation 15,877.32 235908 3/27/2020 Konica Minolta Business Solutions USA 1,748.56 235909 3/27/2020 Medley Equipment 45,347.69 235910 3/27/2020 NCA Architects 85,597.12 235911 3/27/2020 The Playwell Group, Inc. 39,550.62 235912 3/27/2020 Quill Corporation 605.15 235913 3/27/2020 RMKM Architecture, P.C. 44,820.31 235914 3/27/2020 R & L Enterprises Inc 21,406.75 235915 3/27/2020 Roofs, Inc. 79,335.85 235916 3/27/2020 Tel/Logic Inc 103,443.00 235917 3/27/2020 Verizon Wireless 311.43 235918 3/27/2020 Yearout Mechanical 29,819.91 235919 3/27/2020 Zonar Systems, Inc. 163,287.85 235920 4/3/2020 A-Com Technologies LLC 54,325.45 235921 4/3/2020 Ambitions Technology Group 32,849.93 235922 4/3/2020 CenturyLink 99.39 235923 4/3/2020 City of Portales 588.19 235924 4/3/2020 Clearly Clean Janitorial Services, LLC 8,836.23 235925 4/3/2020 David Chavez 225.97 235926 4/3/2020 Document Imaging of the Southwest 3,252.58 235927 4/3/2020 EdRising New Mexico 13,753.60 235928 4/3/2020 ProVelocity, LLC fka EQC Technologies Corp. 19,990.23 235929 4/3/2020 HDR Engineering, Inc. 35,991.36 235930 4/3/2020 Jessica Powell 841.35 235931 4/3/2020 Jive Communications 9,227.71 235932 4/3/2020 Johnson Controls 74,801.96 235933 4/3/2020 Medley Equipment 46,776.29 235934 4/3/2020 New Mexico Municipal League 4,000.00 235935 4/3/2020 Parkhill Smith & Cooper Inc 3,466.04 235936 4/3/2020 Partac Peat Corporation 141.38 235937 4/3/2020 Pecos Valley RCC 8 8,310.60 235938 4/3/2020 Quill Corporation 108.47 235939 4/3/2020 RBM Engineering, Inc. 4,766.02 235940 4/3/2020 Smith Engineering Company 5,878.91 235941 4/3/2020 Tel/Logic Inc 6,307.50 235942 4/3/2020 Vigil & Associates Architectural Group PC 9,575.41 235943 4/3/2020 Visions in Planning, Inc. 8,690.09 235944 4/3/2020 Western Paper 379.48 235945 4/3/2020 Yearout Mechanical 11,365.56 235946 4/3/2020 Zonar Systems, Inc. 26,489.26 235947 4/10/2020 AFLAC 2,595.00 235948 4/10/2020 Allstate Benefits 172.17 235949 4/10/2020 American Fidelity Assurance Co 702.64 235950 4/10/2020 Automated Control Systems Inc 12,594.44 235951 4/10/2020 Bank of Albuquerque 566.34 235952 4/10/2020 Corbins Service Electric 22,748.70 235953 4/10/2020 ProVelocity, LLC fka EQC Technologies Corp. 16,797.92 235954 4/10/2020 Havona Environmental, Inc. 3,784.81 235955 4/10/2020 Konica Minolta Business Solutions USA 421.69 235956 4/10/2020 New Mexico Child Support Enfocement Division 177.82 235957 4/10/2020 PNM 883.03 235958 4/10/2020 RBM Engineering, Inc. 37,598.70 235959 4/10/2020 RMKM Architecture, P.C. 16,231.95 235960 4/10/2020 Roswell Daily Record 81.28 235961 4/10/2020 RSM 565.50

55.

Check Number Date Payee Amount235962 4/10/2020 Safeguard Business Systems 876.79 235963 4/10/2020 Sunset Cleaning Services 269.68 235964 4/10/2020 FCC Inc dba Teach The Children 52.35 235965 4/10/2020 WageWorks 3,276.33 235966 4/10/2020 Yearout Mechanical 741.64 235967 4/16/2020 A-Com Technologies LLC 2,990.12 235968 4/16/2020 Albuquerque Publishing Company 145.55 235969 4/16/2020 Bridgers & Paxton Consulting Engineers 12,609.39 235970 4/16/2020 City of Santa Fe 874.26 235971 4/16/2020 Clearly Clean Janitorial Services, LLC 8,836.23 235972 4/16/2020 Central New Mexico College 25,608.70 235973 4/16/2020 CPI 1,145.86 235974 4/16/2020 Cross T Construction, LTD 26,689.94 235975 4/16/2020 Crystal Springs Bottled Water 66.94 235976 4/16/2020 Texas New Mexico Newspaper Partnership, LLC 429.52 235977 4/16/2020 FCC Inc dba Teach The Children 899.75 235978 4/16/2020 HDR Engineering, Inc. 29,665.49 235979 4/16/2020 Highland Construction, LLC 6,387.61 235980 4/16/2020 Jive Communications 566.55 235981 4/16/2020 K12 Accounting LLC 1,723.55 235982 4/16/2020 La Harca, Inc. 20,175.80 235983 4/16/2020 New Mexico Gas Company 90.35 235984 4/16/2020 Palomar Modular Building LLC 27,256.79 235985 4/16/2020 RSM 1,364.38 235986 4/16/2020 Scott's Fencing Co inc 98,204.16 235987 4/16/2020 Thirteen Twenty, LLC DBA Tate Branch 118,438.30 235988 4/16/2020 Transmission & Distribution Servicers, LLC 453.18 235989 4/16/2020 Penny Garcia 318.61 235990 4/24/2020 Association of Educational Purchasing Agencies VOID 10,003.82 235991 4/24/2020 Alb Bernalillo Co Water Utility Author 287.51 235992 4/24/2020 AT&T Mobility 98.45 235993 4/24/2020 Bank of Albuquerque 1,186.39 235994 4/24/2020 CenturyLink 5,395.86 235995 4/24/2020 David Chavez 43.05 235996 4/24/2020 Eagle Vision Performance Solutions Inc. 6,000.00 235997 4/24/2020 ProVelocity, LLC fka EQC Technologies Corp. 9,496.22 235998 4/24/2020 Facility Solutions Group 6,617.65 235999 4/24/2020 Hellas Construction, Inc. 11,911.76 236000 4/24/2020 Jive Communications 7,475.55 236001 4/24/2020 La Harca, Inc. 22,344.19 236002 4/24/2020 Mitchell & Cruse Architecture. LLC VOID 195,312.54 236003 4/24/2020 PlaySolutions, Inc. 34,879.96 236004 4/24/2020 Quill Corporation 1,265.38 236005 4/24/2020 Riverside Insights 428.27 236006 4/24/2020 RSM 1,421.05 236007 4/24/2020 Southwest Copy Systems 194.61 236008 4/24/2020 Truly Nolen 76.59 236009 4/24/2020 Van Amberg, Rogers, Yepa & Abeita LLP 3,282.29 236010 4/24/2020 Verizon Wireless 591.92 236011 4/24/2020 Vigil & Associates Architectural Group PC 10,902.86 236012 4/24/2020 WHPacific, Inc. 39,737.73 236013 4/24/2020 Zonar Systems, Inc. 2,039.30 236014 4/24/2020 Dude Solutions 4,583.78 236015 4/24/2020 Yvette Montoya 4,120.51 236016 5/1/2020 Albuquerque Freightliner Inc 728,933.33 236017 5/1/2020 Bridgers & Paxton Consulting Engineers 2,929.94 236018 5/1/2020 Constructors & Associates, Inc. 38,982.88

56.

Check Number Date Payee Amount236019 5/1/2020 Computer Automation Systems Inc 19,358.02 236020 5/1/2020 Document Imaging of the Southwest 2,524.00 236021 5/1/2020 ProVelocity, LLC fka EQC Technologies Corp. 2,787.53 236022 5/1/2020 Facility Solutions Group 26,530.37 236023 5/1/2020 IVS Inc - Angel Trax 28,363.26 236024 5/1/2020 Johnson Controls 382,784.72 236025 5/1/2020 KSA Engineering, Inc. 8,348.85 236026 5/1/2020 Network Cabling, Inc. 33,747.17 236027 5/1/2020 Parkhill Smith & Cooper Inc 3,417.32 236028 5/1/2020 Smith Engineering Company 2,130.04 236029 5/1/2020 SMPC Architects 29,768.18 236030 5/1/2020 Soleil West 104,670.79 236031 5/1/2020 Stephen Leos Architect, LLC 7,620.46 236032 5/1/2020 Vibrantcy, LLC 11,318.39 236033 5/1/2020 Wenger Corporation 18,028.28 236034 5/1/2020 Yearout Mechanical 44,343.87 236035 5/8/2020 Association of Educational Purchasing Agencies 10,003.82 236036 5/8/2020 AFLAC 2,595.00 236037 5/8/2020 Allstate Benefits 172.17 236038 5/8/2020 American Fidelity Assurance Co 702.64 236039 5/8/2020 CenturyLink 98.83 236040 5/8/2020 Desert West Enterprises, LLC 478,178.23 236041 5/8/2020 Facility Solutions Group 3,209.88 236042 5/8/2020 Gallup Independent 1,958.51 236043 5/8/2020 Grant County 1,824.99 236044 5/8/2020 Havona Environmental, Inc. 1,195.21 236045 5/8/2020 Highland Construction, LLC VOID 9,671.39 236046 5/8/2020 Jive Communications 5,423.03 236047 5/8/2020 Johnson Controls 82,460.13 236048 5/8/2020 King Industries Corporation 1,930.21 236049 5/8/2020 L N Curtis & Sons 7,149.63 236050 5/8/2020 New Mexico Child Support Enfocement Division 177.82 236051 5/8/2020 Parkhill Smith & Cooper Inc 225,957.28 236052 5/8/2020 Paul Brookes Publishing Company 112.89 236053 5/8/2020 Pecos Valley RCC 8 8,310.60 236054 5/8/2020 Quality Maintenance Inc 2,001.52 236055 5/8/2020 Quill Corporation 221.82 236056 5/8/2020 Roswell Daily Record 79.54 236057 5/8/2020 Safeguard Business Systems 1,091.08 236058 5/8/2020 Smith Engineering Company 35,685.20 236059 5/8/2020 Steamer, Inc. DBA Proscape Landscape Management Santa F 10,833.05 236060 5/8/2020 Sunset Cleaning Services 269.68 236061 5/8/2020 Walsh, Gallegos, Trevino, Russo, & Kyle, P.C. 1,066.88

210 Checks for total of 6,240,429.59

Approved this day of , 2020

Attest:President, Executive Committee

57.

April YTD

EXTRAORDINARY REVENUE $0.00 $0.00A/R-A/P CLEARING ACCOUNT 0.30 (34,857.47)

0.30 (34,857.47)

INSURANCEInsurance-Revenue 5,500.00 22,000.00Insurance Expense 0.00 0.00

5,500.00 22,000.00

International TeacherInternat'l Teacher-Revenue 0.00 0.00Internat'l Teacher-Expense 6,693.96 65,326.46

(6,693.96) (65,326.46)

Professional ServicesProfessional Services-Revenue 59,043.89 810,959.94Professional Services-Expense 54,431.08 813,329.04

4,612.81 (2,369.10)

PLACEMENT SERVICESPlacement Services-Revenue 1,990.00 49,810.00Placement Services-Expense 455.01 508.61

1,534.99 49,301.39

MEDICAIDMedicaid-Revenue 93,243.71 739,825.50Medicaid-Expense 79,904.22 634,201.05

13,339.49 105,624.45

FOODFood-Revenue 0.00 33,656.96Food-Expense 556.43 1,080.84

(556.43) 32,576.12

PROCUREMENTProcurement-Revenue 26,698,404.23 238,777,337.89Procurement-Expense 26,543,900.97 236,974,651.59

154,503.26 1,802,686.30

AEPAAEPA-Revenue 1,650,305.36 7,808,417.75

Cooperative Educational ServicesSTATEMENT of REVENUES, EXPENSES and CHANGES in FUND NET ASSETS

For the Ten Months Ending Thursday, April 30, 2020

58.

AEPA-Expense 1,611,196.91 7,464,771.5439,108.45 343,646.21

ANCILLARYAncillary-Revenue 1,238,283.96 11,513,040.38Ancillary-Expense 1,120,751.96 10,680,778.48

117,532.00 832,261.90

INSERVICESInservices-Revenue 200.00 108,038.22Inservices-Expense 1,281.64 135,487.36

(1,081.64) (27,449.14)

MEETINGS Meetings-Revenue 0.00 0.00 Meetings-Expense 825.35 10,668.30

(825.35) (10,668.30)

SITESITE Revenue 15,000.00 50,900.00SITE Expense 18,518.62 304,310.68

(3,518.62) (253,410.68)

TAPTAP- Revenue 2,378.65 175,597.34TAP - Expense 5,849.58 126,752.56

(3,470.93) 48,844.78

ALDALD Revenue 500.00 67,728.69ALD Expense 9,196.10 110,992.23

(8,696.10) (43,263.54)

LEAPLEAP Revenue 0.00 146,629.53LEAP Expense 13,250.05 198,866.02

(13,250.05) (52,236.49)

SLDSLD Revenue 0.00 0.00SLD Expense 269.12 4,561.67

(269.12) (4,561.67)

NMSBLDNMSBLD Revenue 0.00 0.00NMSBLD Expense 1,668.57 12,398.59

(1,668.57) (12,398.59)

TQP

59.

TQP Revenue 0.00 0.00TQP Expenses 12,363.56 62,267.52

(12,363.56) (62,267.52)

BUSINESS OFFICEBusiness Office-Revenue 0.00 0.00Business Office-Expense 2,962.75 50,468.53

(2,962.75) (50,468.53)

EXECUTIVE DIRECTORExecutive Director-Revenue 0.00 0.00Executive Director-Expense 8,793.55 69,035.48

(8,793.55) (69,035.48)

HUMAN RESOURCESHuman Resources-Revenue 0.00 0.00Human Resources-Expense 5,893.71 81,433.55

(5,893.71) (81,433.55)

TECHNOLOGYTechnology-Revenue 0.00 0.00Technology-Expense 16,958.58 170,764.84

(16,958.58) (170,764.84)

ENTITYEntity-Revenue 8,308.00 25,330.62Entity-Expense 95,967.36 867,489.24

(87,659.36) (842,158.62)

PROFIT/(LOSS) 161,469.02 1,454,271.17

60.

CASH Operating BOA $13,543,398.88 Operating WF 874,682.15 Petty Cash 200.00 Endowment Fund 0.00

TOTAL CASH 14,418,281.03

ACCOUNTS RECEIVABLE 25,747,373.03 PREPAID EXPENSES 18,701.80 ACCRUED REVENUE 0.00 OTHER RECEIVABLES (3,517.50) TOTAL CURRENT ASSETS 40,180,838.36

EQUIPMENT Ancillary 9,397.75

Accum Dep Anc (9,397.75) Furnishings 706,493.66

Accum Dep Furn (598,504.70) Vehicles 130,851.21

Accum Dep Veh (32,467.51)NET EQUIPMENT 206,372.66

PROPERTY Land 410,888.64 Building 302,997.97 Building 1401 848,854.56

Accum Dep Bldg (200,763.53) Improvements 671,194.70

Accum Dep Imp (396,299.16)

NET PROPERTY 1,636,873.18 TOTAL EQUIPMENT & PROPERTY 1,843,245.84 OTHER ASSETS Investment in SSC 3,250,804.85 TOTAL OTHER ASSETS 3,250,804.85

TOTAL ASSETS $45,274,889.05

Cooperative Educational ServicesSTATEMENT OF NET ASSETS

For the Ten Months Ending Thursday, April 30, 2020

61.

ACCOUNTS PAYABLE 35,783,306.35 ACCRUED EXPENSES

Ancillary Payroll 0.00 Expenses 0.00 Compensated Absenses 129,542.09

TOTAL ACCRUED EXPENSES 129,542.09

SUMMER INSURANCE PREMIUMS (55,377.53) PAYROLL TAXES PAYABLE 191,999.12 EMPLOYEE BENEFITS PAYABLE 62,770.13 AEPA 0.00 MEMBER CREDIT LIABILITY 0.00 DEFERRED REVENUE 45,961.38 Mortgage Payable 572,860.26 TOTAL LIABILITIES 36,731,061.80

NET ASSETS 7,089,556.08 CURRENT CHNG in NET ASSETS-PROFIT/(LOSS) 1,454,271.17

TOTAL NET ASSETS 8,543,827.25

TOTAL LIABILITIES & NET ASSETS $45,274,889.05

62.



******************************** Item VII.C.3

RFB and RFP Awards- Gustavo Rossell

The following is a detailed list of new contract awardees through May 8, 2020.

Solicitation No. Title Awardee

CES Procurements

2020-25

Information Technology and Related, Products and Services

Access Communications Group, LLC Lightspeed Technologies, Inc.

CamNet A-Com TechITConnect

Abba Technologies GC Video

Rising Sun Technologies Electrical, LLC Millennium

ConvergeOne Trinity3 Technology

Harmonix Technology IT Works, LLC

Ardham Technologies, Inc. Safari Micro Inc.

Abrazo Technologies D&D Automation & Electric, LLC Poweron Technology Services

Systems MD

2020-28

Hazardous Waste Materials

GWC Construction Inc. Keers Remediation Inc. Southwest Abatement

SHC Grancor Environmental LLC

Young Environmental Services Inc. Mooring Recovery Services Inc.

Havona Environmental Inc. * Asbestos Consulting LLC *

* Award for Inspection/Re-Inspection, Sampling, Analysis only.

63.

Documents

EXECUTIVE COMMITTEE MEETING Thursday May 28, 2020 10:00 …€¦ · possible report/staffing functions and activites intended to support districts in meeting the needs of students