Key Responsibilities:

1.CoEBuildout and Governance with SPA Leadership:

• Partner with the VP of Student Performance, Assessment & Reportingto define theCoEcharter, initial roadmap, operating cadence, decision rights, success metrics, and stakeholder governance.

• Translate theCoEconcept into practical routines, artifacts, and working norms that current delivery teams can adopt without disrupting in-flight submissions.

• Create a dotted-line governance rhythm withAccounting, Grants, BCM,Student Performance and Reporting teamsto review adoption, risks, upcoming deadlines, state changes, and improvement priorities.

• Clarify where theCoEsets standards, where functional teams own execution, and where leadership decisions arerequired.

2. Master Calendar and Compliance Coverage Map:

• Build andmaintainthe master compliance calendar architecture for current states and in-scope compliance categories, including financial compliance, student data reporting, state reporting, attendance reporting, authorizer reporting, and other recurring or ad hoc obligations.

• Define calendar fields, ownership rules, lead times, evidence due dates, dependencies, submission windows, approval requirements, escalation points, and status conventions.

• Maintaina state coverage map that documents which obligations apply by state, school type, client segment, authorizer, funder, reporting platform, and delivery team.

• Create a recurring refreshprocessso the calendar is updated annually and whenever state, authorizer, funder, or internal requirements change.

3. SOPs, Repository, and Knowledge Management:

• Build andmaintaina centralized compliance repository with state-specific and workflow-specific SOPs, templates, portal guides, submission checklists, QA expectations, evidence standards, and historical reference materials.

• Codify subject matterexpertisecurrently held by SPA, SFO,includingAccounting, Grants, and other teams so that knowledge is accessible, current, and not dependent on individual memory.

• Document priority workflows such as PIMS, CALPADS, attendance reporting, state data reporting, federal grants reporting, financial compliance submissions, and other high-volume or high-risk recurring obligations.

• Define version control, naming conventions, permissions, annual refresh owners, andapprovalworkflows forCoEmaterials.

4. Training and Enablement:

• Develop training materials, onboarding modules, job aids, refreshers, office hours, and role-specific learning paths for teams that execute compliance and reporting work.

• Train delivery teams on requirements, source data needs, portal workflows, evidence expectations, QA checks, escalation triggers, and changes in state or funder rules.

• Support cross-training and backup coverage so core workflows do not rely on a single person or legacy team with undocumentedexpertise.

• Partner with functional leaders to reinforce role clarity, especially where compliance work has historically defaulted to BCMs, AMs, or senior leaders because ownership was unclear.

5. State Greenlight and Expansion Readiness:

• Own the state compliance readiness framework for states where Vertex currentlyoperatesand for new states under consideration.

• Create a greenlight checklist that assesses state reporting requirements, financial compliance obligations, grants requirements, student data reporting, attendance requirements, portals, source data, SIS dependencies, staffing needs, training needs, data security considerations, delivery ownership, implementation timeline, and risk level.

• Prepare greenlight recommendations for SPA, SFO, Partnerships,and senior leadership before Vertex commits to new-state compliance support or expands a compliance-adjacent data product.

• Maintain launch playbooks that help delivery teams stand up new-state workflows consistently once leadership approves expansion.

6. QA, Risk Visibility, and Continuous Improvement:

• Definesubmissionreadiness criteria, evidence standards, QA gates, review checklists, and escalation triggers for recurring compliance workflows.

• Maintain risk visibility through dashboards, trackers, or reporting routines that show upcoming deadlines, ownership, missing inputs, at-risk submissions, and recurring quality issues.

• Conduct process reviews or spot checks toidentifymissing evidence, inconsistent execution, unclear ownership, late inputs, data-quality issues, recurring errors, or avoidable rework.

• Partner with delivery owners to analyze root causes and improve SOPs, training, templates, tooling, or escalation routines based on real-world issues.

7. Systems, Automation, and Data Product Alignment:

• Partner with SPAand ITto align compliance standards with data pipelines, dashboards, secure file transfer processes, reporting tools, and automation priorities.

• Define business requirements for tools that support compliance visibility and execution, including SharePoint, Teams, Asana, SIS-related workflows, ERP or finance systems, data warehouses, dashboards, and reporting platforms.

• Identifyopportunities to reduce manual work, improve validation, standardize data flows, automate reminders, improveevidenceretention, and create portfolio-level visibility across states and schools.

• Ensure automation and dashboard efforts account for compliance requirements, data security, FERPA-sensitive information, role-based permissions, audit trails, and operator usability.

8. Stakeholder Partnership and Change Management:

• Serve as the day-to-dayCoEpartner to delivery leaders, helping them adopt standards without losing ownership of their work.

• Prepare concise updates for SPA and SFO leadership onCoEprogress, adoption, risks, state readiness, training completion, documentation coverage, and decisions needed.

• Help manage change with teams whoseexpertiseis being codified centrally, making clear that theCoEis moving knowledge and standards, not removing delivery responsibility by default.

• As theCoEmatures, coordinate analysts, specialists, or project resources supporting repository maintenance, workflow documentation, QA support, training administration, or state research.