Deasy has outlined an excellent process for moving forward and has identified a top-notch facilitator. We are delighted and encouraged that you have done both. As you recall, we urged you as part of our formal mid-year presentation to (1) renew your commitment to developing a sound process for translating a vision for the District into strategic objectives, plans, programs, and budgets, together with the program evaluation and feedback stages that are necessary to assure both effective and efficient operations, and (2) place special emphasis on this objective in the evaluation of candidates for the Superintendent position. Properly designed and conducted, it would allow for action steps, deliverables, and an accountability system that would aid the District in moving toward its goals. The strategic planning process would assist the District in working in a proactive mode that permits more effective option formulation, more careful analysis, more extended community participation, and deeper Board deliberation. We have observed that in operating without such a plan, the District addresses far too many important financial management matters in a reactive mode. A working strategic planning process is absolutely essential for any high-performing organization, especially one operating in or facing a resource-constrained environment. Although it has some of the constituent elements, the District does not have in place a modern, integrated strategic planning process. IMPROVING FINANCIAL PLANNING AND MANAGEMENTġ. To the extent that we can assist you and the District staff, we are eager to do so. It is our hope that you will carefully consider our recommendations. By appointing our Committee, you have shown that you consider the District’s financial well-being a top priority. Like all school districts in California and most districts in the nation, our District faces a very challenging financial environment. Cutting-we are already convinced that the new Superintendent will be equally as helpful in our future efforts. Although three of the key individuals we worked with have departed-Dr. Gottfried, we have summarized our observations and recommendations in three parts: (1) planning and management of expenditures, (2) strengthening of revenues and (3) involvement of our Committee in the near term.Īt the outset, we want to note our appreciation for the efforts of the District staff in educating us about the District’s finances and assisting us in many ways over the past ten months. Drawing on an outline suggested by Superintendent Deasy and Ms. At the suggestion of the Board’s liaison to the Committee, Brenda Gottfried, the other members of the Committee-Patricia Hoffman (vice chair), Craig Hamilton, Babette Heimbuch, Chris Harding, Gloria Reisner, and Walter Rosenthal-and I have prepared this letter to summarize our main findings and recommendations. The Financial Oversight Committee you appointed has completed its first school year of work. This letter of recommendations was addressed to the Santa Monica-Malibu Board of Education on July 31, 2001.

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