We realize looking back after a worst case scenario happens that there were signals that were not picked-up on by front-line workers, supervisors, middle management and/or executive management. As a scenario begins to develop, the red flags are often small and may expand at a nearly undetectable pace. Certainly, some issues are to be expected when one considers that non-payroll expenditures by school districts, covered by tens of thousands of individual contracts, total over 15 billion dollars in the aggregate per year.
Well-defined procurement specifications, professional vendor relationships, ongoing active contract management, and following ethical standards adopted by the district, in addition to doing business with vendors that have a performance excellence track record are what school districts should aspire for in every vendor procurement. Worst case scenarios, in many instances, involve issues in one or more of these areas. Before issues develop to worst case scenarios, it’s helpful to have a “should of” analysis and consider reviewing the overall case with the school district’s attorney on retainer. Being proactive, if issues begin to develop rather than "hoping for the best," will save costs and avoid significant distractions from academic-related priorities over the long run.