Fall River School District Implements Changes After Review

FALL RIVER — Following a comprehensive review, officials from the Fall River Public Schools are taking proactive steps to address identified inefficiencies within the district. During the School Committee meeting on **December 8, 2025**, administrators discussed a **74-page** report from the **Edward J. Collins, Jr Center for Public Management**, which highlighted significant issues in departmental coordination and recommended improvements across various operational areas.

Superintendent **Tracy Curley** emphasized that the review aimed to modernize the foundational systems that support all schools and departments within the district. “The purpose of the review was really to modernize foundational systems to support every school, every department in the district,” Curley stated. She noted that specific goals included enhancing operational functions and minimizing delays or duplicate efforts. “We know that the district has grown in size and complexity over time, and there are certainly more compliance expectations than ever before, but our systems generally haven’t kept pace,” she added.

Key Findings and Recommendations

The report, released in **November 2025**, provided **27 findings** and **35 recommendations** aimed at addressing “several impactful inconsistencies in practice and process.” These recommendations were categorized into three main areas: Human Resources, facilities management, and general administration.

Curley highlighted the “strong effort” of employees across the district, despite facing challenges posed by “inconsistent systems.” These inconsistencies have contributed to gaps in interdepartmental communication, professional development, and standardized hiring practices. The findings indicated that many technology solutions remain “underutilized,” which hampers overall efficiency.

At the meeting, **Brian Lally**, the Director of Human Resources, and **Ken Pacheco**, the Chief Operating Officer, outlined the phased approach to implementing the recommendations. They expressed optimism that quarterly insights would enhance the district’s internal monitoring as it moves forward. “There could be some budget impacts in terms of the next fiscal year,” Curley noted, indicating that financial considerations will play a role in the implementation process.

Improvements in Human Resources

In response to the report’s findings regarding Human Resources, Lally acknowledged that critical functions require more attention. Since taking charge of the HR department in **July 2024**, he has identified numerous areas for improvement. Significant advancements have already been made, including the standardization of applicant data and tracking systems.

The implementation of a flowchart and increased use of technology has streamlined communication and procedures. “We had to do a lot of data cleanup over the summer,” Lally remarked, referring to the challenging task of digitizing employee records and evaluations. This initiative is expected to eventually replace physical filing cabinets, enhancing efficiency.

Lally stated that the hiring of an HR coordinator in **March 2024** has further aided in tracking employee evaluations and digitizing licensure records. “A second phase will target structural improvements,” he added, noting that the HR department will continue to review and revise processes and protocols.

Facilities Management Challenges

The review also identified significant gaps in facilities management, which have led to inconsistent decision-making and reduced efficiency. Pacheco acknowledged the challenges of managing a large department with **398 employees** across **18 district buildings**. He described the role as “daunting” and noted that the school transportation system is currently understaffed.

The report highlighted that the work order system for repairs and upgrades is not being fully utilized. Pacheco referred to the current technical systems as “clunky” and acknowledged the need for better training for staff and frontline employees. “We’re not as good as we need to be, and we’re doing everything we can,” he stated in reference to procurement practices.

As of the **December meeting**, Pacheco reported that between **10 and 15 projects** are ready to go out to bid. He expressed confidence that advice from the city’s purchasing agent would help streamline processes moving forward.

Both Lally and Pacheco underscored the importance of establishing uniform hiring practices and enhancing collaboration among senior staff members. The district is also planning to enter into one-year contracts with fire suppression and burglar alarm companies, though Pacheco noted that multi-year contracts have previously yielded savings for the district.

The Fall River Public Schools are now poised to implement these findings and recommendations, aiming for a more efficient and effective operational framework as they prepare for the challenges ahead.