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Board hears Infinity Systems pitch for 10‑minute staff alignment survey and benchmarking
Summary
Infinity Systems Vice President Dale Johnson presented a compact organizational-alignment assessment to the School City of East Chicago board, proposing a 10‑minute staff survey, benchmarking and follow-up reporting; trustees pressed on cost, timeline and potential local alternatives.
Dale Johnson, vice president of Infinity Systems, told the School City of East Chicago Board of Trustees the company’s organizational-alignment assessment is designed to “assess, benchmark and calibrate” a district’s strategic plan, culture and operations. Johnson said the assessment uses two instruments (Orgometrics and Equometrics), that individual staff responses take about 10 minutes, and that results are reported on a 10‑point Likert scale with follow-up checks monthly or quarterly.
Johnson said the vendor can push a survey link to every staff member — “including the bus drivers, the cooks, the engineers, administration, teachers” — and that the initial data collection window commonly stays open for about two weeks followed by approximately one week to prepare reporting. He offered two payment options: a lump sum or a subscription model, giving an example of $20,000 total or roughly $2,000 per month as an equivalent division of the fee.
Trustee Taylor asked whether the overall alignment process normally takes 12 months; Johnson replied the program can be adapted to the district’s pace and that while Johnson aims for a one‑year alignment cadence, timing can vary depending on follow‑up and local implementation. Trustee Gomez urged staff to explore local, low‑cost alternatives: a trustee noted Calumet College has performed climate surveys for the district in the past “and…has done it free of charge,” and asked administration to check whether similar services could replace or complement the vendor proposal.
Superintendent and staff said the data would provide a baseline to measure the five‑year strategic plan and that Infinity Systems could return with a post‑survey near the end of the plan’s first year to evaluate progress. The board did not take a final procurement vote during the meeting; trustees asked staff for additional cost comparisons and for follow‑up information on local institutional offerings.
The next procedural step is for staff to research alternatives and provide comparative pricing and scope before the board acts; trustees flagged cost savings and local partnerships as priorities.
