# data[].attributes.headline
DoT - it would help streamline the process to be able to require the inclusion of district technology standards/requirements in all RFPs/RFBs to help facilitate the contract process that have a technology or data sharing component.

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DoT - it would help streamline the process to be able to require the inclusion of district technology standards/requirements in all RFPs/RFBs to help facilitate the contract process that have a technology or data sharing component.

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DoT - develop the technology and data privacy standards/requirements in collaboration with Legal for district contract templates.

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DoT - develop the technology and data privacy standards/requirements in collaboration with Legal for district contract templates.

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DoT - using the most up-to-date templates. Standards get updated every year and the use of older templates may make us out of compliance with district standards.

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DoT - using the most up-to-date templates. Standards get updated every year and the use of older templates may make us out of compliance with district standards.

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Hard to know when contracts are all  “done” and ready for my approval in board docs — they tend to trickle in all the way up to Friday afternoon - and I approve them and think I’m done, and then surprise! There’s more. (Dawn K)

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Hard to know when contracts are all  “done” and ready for my approval in board docs — they tend to trickle in all the way up to Friday afternoon - and I approve them and think I’m done, and then surprise! There’s more. (Dawn K)

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Technology Governance - 1. The Digital Apps review and approval process with C&I and LEAD supports governance regarding our technology ecosystem. 2. The Digital District Steering Committee for broader technology governance for green-lighting district-wide technology systems. (This was paused during the pandemic and should be brought back.)

# data[].attributes.subject
Technology Governance - 1. The Digital Apps review and approval process with C&I and LEAD supports governance regarding our technology ecosystem. 2. The Digital District Steering Committee for broader technology governance for green-lighting district-wide technology systems. (This was paused during the pandemic and should be brought back.)

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DoT - the collaboration between Legal, DoT, and Procurement.

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DoT - the collaboration between Legal, DoT, and Procurement.

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District standards for technology and data privacy requirements to protect the technology environment from cybersecurity attacks and data breaches.

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District standards for technology and data privacy requirements to protect the technology environment from cybersecurity attacks and data breaches.

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The established process for digital and online apps .

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The established process for digital and online apps .

# data[].attributes.attachment_link.title
App Approval & Contracting Process 2022-2023

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FSO: define Norm vs. Exception to the procedures

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FSO: define Norm vs. Exception to the procedures

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Sr. Deputy General Counsel (Susanne Starecki Kim)

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Sr. Deputy General Counsel (Susanne Starecki Kim)

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BoardDocs having a record of the contract

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LEAD: Understand requests of schools, rationale for contract and support sites at any step in the process

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LEAD: Understand requests of schools, rationale for contract and support sites at any step in the process

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DoT - given the prevalence of cybersecurity and data privacy risks and breaches, technology and data privacy standards are required. However, as a district we do not always follow them and/or exceptions are expected. Exceptions put the district at risk and create liabilities.

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DoT - given the prevalence of cybersecurity and data privacy risks and breaches, technology and data privacy standards are required. However, as a district we do not always follow them and/or exceptions are expected. Exceptions put the district at risk and create liabilities.

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Why are so many contracts going to the board for approval? COE contracts only require A COE Superintendent signature .

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Why are so many contracts going to the board for approval? COE contracts only require A COE Superintendent signature .

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The Contracts Team in Procurement is doing an excellent job of keeping abreast of everything that comes to across our queue.  The workload is starting to increase and to keep this standard of work performance,  we will need to hire more team members.

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The Contracts Team in Procurement is doing an excellent job of keeping abreast of everything that comes to across our queue.  The workload is starting to increase and to keep this standard of work performance,  we will need to hire more team members.

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Public Works contracting is very different than typical professional services contracts, and there isn’t shared understanding among staff about what the differences are, and the legal basis for those differences

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Public Works contracting is very different than typical professional services contracts, and there isn’t shared understanding among staff about what the differences are, and the legal basis for those differences

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It is good we have an electronic record of the process.

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DoT - a process has been established, in collaboration with C&I, LEAD, Procurement, Legal, for digital and online platforms, but requires training and reinforcement to support it. This is the pre-work that happens prior to Step #1.

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DoT - a process has been established, in collaboration with C&I, LEAD, Procurement, Legal, for digital and online platforms, but requires training and reinforcement to support it. This is the pre-work that happens prior to Step #1.

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All digital tools that are used by students must be district approved before students can use them. This page includes and overview of the process and a checklist to guide you through the process.

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Superintendent

This is more a wondering, but it seems like the communication on the more challenging contracts, particularly from sites, could be improved. As part of "operational excellence," I've asked that leaders "pick up the phone." I think there are times when picking up the phone could not only resolve a contract issue more quickly, but also help create that "one team" culture we want in the organization.

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DoT - contracts for technology tools/platforms come to the attention of DoT late in the process. DoT may not have the ability or capacity to support the department/school needs with the technology but the expectation may exist. And, there may already be a tool/platform that exists in the district that was not considered during the selection process.

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DoT - contracts for technology tools/platforms come to the attention of DoT late in the process. DoT may not have the ability or capacity to support the department/school needs with the technology but the expectation may exist. And, there may already be a tool/platform that exists in the district that was not considered during the selection process.

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The biggest challenge Procurement has is working with the departments prior to Step 1. My experience is that most typists do not do these often and will need to a refresher course each time.  I feel that this situation can be improved with our Procurement Clinics--going over topics relevant to the Procurement process.

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The biggest challenge Procurement has is working with the departments prior to Step 1. My experience is that most typists do not do these often and will need to a refresher course each time.  I feel that this situation can be improved with our Procurement Clinics--going over topics relevant to the Procurement process.

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Prevents from adding tables, requires unlocking by other departments, it slows things down. Wonder if there is a better platform

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DoT - there is often not an identified person in the department or with the vendor when technology/technical follow-up is needed to ensure that the contract is meeting the district technology standards.

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DoT - there is often not an identified person in the department or with the vendor when technology/technical follow-up is needed to ensure that the contract is meeting the district technology standards.

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Superintendent

We need to figure out how to balance ensuring everyone in the organization follows the rules while allowing some flexibility when necessary.

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Lack of response from schools/depts

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Superintendent

I understand we have a lot of different approvers for checks and balances, but it can make the process take a long time when there needs to be a back and forth.

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DoT - contracts that require technology review come to DoT through various ways - through the process, and directly from departments - often without sufficient time to thoroughly review the technology and data privacy standards.

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DoT - contracts that require technology review come to DoT through various ways - through the process, and directly from departments - often without sufficient time to thoroughly review the technology and data privacy standards.

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Board Office: making sure deadlines are met.

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Board Office: making sure deadlines are met.

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LEAD clerical staff does not have the information they need to understand the process, they receive different answers from different people and for some reason cannot learn the process to efficiently process requests. 

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LEAD clerical staff does not have the information they need to understand the process, they receive different answers from different people and for some reason cannot learn the process to efficiently process requests. 

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Approve the BoardDocs item when it is added to the agenda.

Help the Procurement Team manage expectations around timelines or establish when & how an exception should be granted.

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Lack of a single quality control person on my team to ensure contracting is executed consistently (Dawn Kamalanathan)

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Lack of a single quality control person on my team to ensure contracting is executed consistently (Dawn Kamalanathan)

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Sr. Deputy General Counsel (Susanne Starecki Kim)

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Sr. Deputy General Counsel (Susanne Starecki Kim)

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Revisions to template (for low dollar contracts)

Failure to follow Public Contracting Code for bids

Negotiations (other side takes months)

Lack of description of services we are receiving

Unsigned contracts

Contract "riders" that being attached to contracts

Failure to complete forms

Incorrect answering of questions

Poor descriptions in BoardDocs

Suggested revision:

Require the person recommending contract actually review it.

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Budget Office: Verifying that there are sufficient funds available in an allowable resource code via an automatic process (not a manual check) before the contract is approved.

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Budget Office: Verifying that there are sufficient funds available in an allowable resource code via an automatic process (not a manual check) before the contract is approved.

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Lack of understanding/ consistent training among my team members about the *why* behind procurement processes (relevant laws, policies, etc.) (DK)

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Lack of understanding/ consistent training among my team members about the *why* behind procurement processes (relevant laws, policies, etc.) (DK)

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Step-0: There is an art/science to developing a strong contract, engaging with all parties at the right time can be difficult.

Question: Why don't we include the SAC code in the contract itself?

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Sign contracts, review for appropriate funding sources 

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Sign contracts, review for appropriate funding sources 

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(DK)

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Board Office: Work with staff to ensure that contracts are loaded to boarddocs on time and in the appropriate place.

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Board Office: Work with staff to ensure that contracts are loaded to boarddocs on time and in the appropriate place.

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Budget Office: Urgent contract items come up without a budget loaded, creating an emergency to figure out a funding source. Sites budget for a contract but don't know how to enter it in GOFAST correctly.

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Budget Office: Urgent contract items come up without a budget loaded, creating an emergency to figure out a funding source. Sites budget for a contract but don't know how to enter it in GOFAST correctly.

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I believe contract $$ amount that the superintendent can sign off on should be increased via board action. There should also be an increase to the types of contracts the superintendent can sign and be able to bring to the board ratification.

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I believe contract $$ amount that the superintendent can sign off on should be increased via board action. There should also be an increase to the types of contracts the superintendent can sign and be able to bring to the board ratification.

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DoT - review and sign-off on contracts for adherence to SFUSD technology standards and data privacy requirements at Step #3 for contracts that have a technology-component but are not managed by DoT.

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DoT - review and sign-off on contracts for adherence to SFUSD technology standards and data privacy requirements at Step #3 for contracts that have a technology-component but are not managed by DoT.

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As FSO role, to support the Purchasing, Budget, Fiscal departments work with all other Legal, risk management, operation together. 

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As FSO role, to support the Purchasing, Budget, Fiscal departments work with all other Legal, risk management, operation together. 

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Step-1: Ensure contracts are completed correctly to ensure purchasing and legal approve.

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Budget Office: Steps 2 & 3 - Is there a valid funding source with sufficient budget in the correct fiscal year?

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Budget Office: Steps 2 & 3 - Is there a valid funding source with sufficient budget in the correct fiscal year?

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I'm often asked to help push a contract through that has not actually gone through the proper steps, but the urgency and expectation to resolve quickly means there isn't a way to reinforce the proper process or give Business Services staff time to review appropriately.

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Prior to Step 1, Procurement determines what is the best way to proceed with the contract--does it need a competitive solicitation? What type of solicitation? What is are we buying?  Is there a pre-existing contract?  Is there a SOW/specs? ETC. Then to Step 3 where Procurement will review the contract for any issues or errors.  Finally Step 4, where our Procurement Contracts Team (Patty) helps with the process/loading for the Board Agenda.

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Prior to Step 1, Procurement determines what is the best way to proceed with the contract--does it need a competitive solicitation? What type of solicitation? What is are we buying?  Is there a pre-existing contract?  Is there a SOW/specs? ETC. Then to Step 3 where Procurement will review the contract for any issues or errors.  Finally Step 4, where our Procurement Contracts Team (Patty) helps with the process/loading for the Board Agenda.

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Sr. Deputy General Counsel (Susanne Starecki Kim). 

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Sr. Deputy General Counsel (Susanne Starecki Kim). 

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Ensure compliance with Public Contract Code, Government Code and Education Code
Review contracts when outside vendors want revisions.
Draft templates

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Superintendent

I have three main roles. First, I at times need contracts myself. However, in my role, that is usually directing someone (i.e. Marin, Joya, Nicole, Board Office) to go through the 6 steps.

Second, as the Secretary to the Board, I'm ultimately the person responsible for the contracts that are brought to the board.

Third, as the leader of the organization, I will receive communication about how the process might be challenging or frustrating. I get this most often from SFUSD staff who want to process a contract, but have heard it from vendors.