Monitoring Report R: Providing Secure and Stable Resources February 2013

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David Bryant
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1 Monitoring Report R: Providing Secure and Stable Resources February 2013 The Resource strategic direction has six assessments. Each of them measures in some way the district s ability to use it resources effectively and efficiently. 1. Annual Variation from Established Budgets This is a measure of the percentage that the final General budget approved by the School Board varied from the final revenues and expenses recorded for the year. It excludes fundraising revenues and related expenses for student activities recorded in the General, and also excludes revenue one component not available at the time the revised budget was approved General revenues exceeded the final budgeted amount by $4,393,20, or.87%. Special Education aid for was not finalized by MDE until March 2012, after the revised budget was approved by the school board. This Special Education aid increased revenue by $1,700,000. The revenue variance, after adjustment for the Special Education aid and for unbudgeted student activities and fundraisers of $29,026, resulted in an excess of revenue over the budgeted amount of $2,164,224, or 2.89% Expenditures exceeded the amount of the final approved budgeted amount by $1,017,190 or 1.3%. After excluding the $29,026 in student activities and fundraisers, the expenditures in excess of budget were $478,282, or.62% of expenditures. The net variance, which is calculated by subtracting the variance in expenses from those of the revenue, results in a positive net variance of 2.27%. Insight Statements The positive variance of the revenue budget is an indication of the use of conservative revenue projection models that protect the district should enrollment and revenue projections fall short of predictions. The modest variation in expenses (after factoring out the student activity fundraising expenses) from established budgets is an indication of the careful monitoring of financial data and the prudent use of available funding to best educate the community s children. The net variation from established budget at the progressing level gives evidence of competent management of funds in a district that had a negative fund balance only four years ago. A positive net variance is an indication that the ending fund balance is greater than what was projected. This will provide the district with additional resources to face the next several years of uncertain revenue.

2 2. General Unreserved, Unrestricted Balance The General unassigned balance at June 30, 2012 is $,423,036 or 8.86% as measured by the Minnesota Department of Education. This measures at level vision. Insight Statements Our general fund balance at vision level provides the district with financial resources for the school year to fund inflationary increases in expenses without additional revenue.. Given that the Legislature has increased funding of the basic formula only $100, or 2% over the last six years, a larger fund balance allows Roseville Area Schools to maintain programs and better control class size in the short term while faced with uncertain funding sources. 3. Overall Return on Spending Index This index is a measure of the return, in terms of student proficiency, based on 2012 MDE MMR (Multiple Measurement Ratings) results, compared to the money spent as reported in MDE Profiles for 2011 of average pupil operating expenditures for ten comparative districts. With the new Multiple Measurement Ratings, results are no longer available for Math and Reading on a district-wide average. The MMR is a score based on the combined ratings of test proficiency, growth in test performance, achievement gap reduction, and graduation rate. MMR results are posted by individual schools rather than by districts, so individual high schools were used for comparison. In the case of districts with more than one high school, the school with the higher rating was used. The index was computed by dividing the MMR results for each high school as reported by MDE in 2012 by the per-pupil operating expenditures in 2011 as reported by MDE multiplied by Example: Roseville School District. MDE reported MMR results of 84.43% for Roseville Area High School. Roseville s MDE reported per pupil Operating Expenditure for 2011 was $10, MMR results / Spending per ADM x 1000 = Return on Spending Index 8.43 / 10,78 x 1,000 = 8.08 Ranking District Name MMR Results Spending per ADM Index 1 Roseville (RAHS) 8.43% $ 10, Shakopee 63.94% $ 8, South St. Paul 79.71% $ 10,

3 4 Spring Lake Park 66.21% $ 9, Osseo (Maple Grove High School) 62.97% $ 11, Bloomington (Jefferson) 60.18% $ 10, West St. Paul 42.19% $ 10, North St. Paul/Maplewood/Oakdale (Tartan) 42.64% $ 10, Burnsville 43.3% $ 11, Robbinsdale (Cooper) 38.2% $ 10, While Roseville ranks th of the 10 comparative school districts in spending per ADM, Roseville Area High School ranks highest in both MMR results and in the Return on Spending index, which is in the highest quintile at level vision. Insight Statement Roseville Area High School s ranking in the highest quintile (or vision) of the indicates that the District is using its resources efficiently in achieving measurable results at the high school level.

4 4. Adjusted Return on Spending Index This index is a measure of the return, in terms of MMR results, on the money spent by school districts on core activities, adjusted for the differences in student needs, that is, the percentage of students eligible to receive free and reduced lunches. The index was computed by multiplying the Return on Spending Index by the percentage of students eligible for free or reduced meal prices. Roseville Area Schools ranks fifth overall among the for the percentage of students eligible for free or reduced meal prices. Other districts with a lower percentage of eligible students could be expected to achieve higher MMR results. However, Roseville Area High School students were able to achieve higher results than all of the comparable districts despite higher eligibility for free and reduced meals. While we rank in the third quintile on per pupil expenditures, and also in the third quintile on eligibility for free and reduced meals prices, we rank in the highest quintile for the adjusted index. Insight Statement: Our ranking in the highest quintile on the adjusted return on spending index is an indication that the results of RAHS students in the MMR are higher than expected, and that the District is employing its resources effectively in improving proficiency, growth, achievement gap reduction and graduation rate. Index Ranking District Name Index 1 Roseville South St. Paul Spring Lake Park Shakopee 2.37 Robbinsdale (Cooper) West St. Paul (Sibley) North St. Paul/Maplewood/Oakdale (Tartan) Burnsville Bloomington (Jefferson) Osseo (Maple Grove) 0.

5 . Percentage of Approved Projects in the 10 Year Plan: Completed On-Time and Within Budget Completion of 100% of approved prior to the start of the school year and all completed within budgeted amounts places the district s actions at the vision level. Insight Statements These results indicate the ability of the District to manage resources and implement plans to maintain a comfortable, effective and safe learning environment for students and staff. Annually providing the public with an updated Ten Year Plan is an indication of foresight in maintaining the district s facilities. 6. Teacher Employment Stability Teacher turnover was at 1.8%, placing this measurement at the vision level. Insight Statements: A turnover rate at this level is a strong indication that the district has created a working environment that is desired by our educators. Keeping the turnover rate low helps maintain a highly qualified instructional staff and instructional leaders who will be dedicated to continually improving student learning and closing the achievement gap. As strategies and interventions are implemented the efforts are more likely to be maintained and improved in that less training is required to bring new staff up to standard. Weighted Score The weighted score 4.72 for Vision Card R: Providing secure and stable resources indicates performance at vision, but shows room for improvement in the category of variation from established budgets.

6 Measures R 1: Annual Variation from established budgets: Net General revenues and expenses VisionCard R: Providing secure and stable resources ( Data) WT (%) Level 01 Intervene ( ) 20% - 1.% or greater or +% or greater Level 02 High Concern ( ) - 1.2% or greater or +4% or greater Level 03 Baseline ( ) - 1.0% or greater or +3% or greater Level 04 Progressing ( ) -.7% or greater or +2% or greater Level 0 Vision (.0) -.% or greater or +1% variation Score 3 Trend line R 2: General Balance 1% Negative General Balance 0% + of General 1% + of General 2% + of General 3% + of General R 3: Overall Return on Spending Index (RaMP/MDE Profiles Spending). Under redevelopment 20 % Lowest quintile of Fourth quintile Third quintile of Second quintile regional Highest quintile regional R 4:Adjusted for Student Needs Return on Spending Index (RaMP/MDE Profiles Spending). Under redevelopment 1 % Lowest quintile of Fourth quintile of Third quintile of Second quintile regional Highest quintile regional R : % of approved in the 10 Year Plan: completed on- time and within budget 1 % 8% or less of 86-88% of 89-91% of 92-94% of 9% + of R 6:Teacher Employment Stability 1% % % % Teacher Turnover % Less than 10% Weighted Score TBD

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