Coronado Unified School District

Transcription

1 Coronado Unified School District

2 Workshop Outcomes / Objectives Understand how Board Policy 3050 guides financial decision-making that align with Board fiduciary responsibilities while prioritizing student achievement and academic excellence. Receive an overview, updates, and provide input on CUSD Operating Budget.

3 BP 3050 : Key Actions / Considerations The Board instructs the Superintendent to annually present a balanced budget. CUSD will operate at a positive certification (5% reserve in Fund 17) and increase reserves by.5% each year until two months of general fund expenditures is reached. Strive to attain and maintain total compensation package at or above the average for selected districts in the region. Limit class sizes, increase instructional days, and create professional development opportunities to maximize student achievement. Commit annually to seek efficiencies in all areas of the budget.

4 Commit annually to seek efficiencies in all areas of the budget.

5 July 1st, 2016 District Office Organizational Chart

6 Current District Organizational Chart

7 Proposed District Organizational Chart

8 Efficiencies identified for Budget Reduce consultant contracts ~ $120K Reduce staffing for declining enrollment ~ $325K Reduce staffing for efficiencies in business & support functions ~ $90K Reduce IT innovations budget ~ $110K Reduce site/department carryover budgets ~ $250K Restructure Department of Learning for efficiencies ~ $100K net savings $995K in reductions identified

9 Any Questions, Thoughts, Feedback?

10 Limit class sizes, increase instructional days, and create professional development opportunities to maximize student achievement.

11 Considerations Decreased class size in TK - 1st grade Delineated class size averages by site in 6th - 12th grade No increase to CUSD class size averages for Proposed restructuring of Learning Department designed to improve systems of communication, promote coherent and coordinated professional development, and standardize distribution and use of data. Create job description and stipend positions for site(s) PD leadership team(s) District LCAP / Strategic Plan focus on increase in relevant and personalized professional development for all certificated and classified staff

12 Comparative Analysis of ADA vs FTE Ratios

13 Any Questions, Thoughts, Feedback?

14 Strive to attain and maintain total compensation package at or above the average for selected districts in the region.

15 Selected Comparable School Districts Carlsbad Unified School District Coronado Unified School District Oceanside City Unified School District Poway Unified School District Ramona City Unified School District San Diego City Unified School District San Dieguito Union High School District San Marcos Unified School District Sweetwater Union High School District Valley Center-Pauma Unified School District

16 Comparison of Comparable School Districts

17 Comparative Analysis of Salaries / Benefits

18 Comparative Analysis of ADA vs FTE Ratios

19 Any Questions, Thoughts, Feedback?

20 CUSD will operate at a positive certification (5% reserve in Fund 17) and increase reserves by.5% each year until two months of general fund expenditures is reached Projections Total General Fund Expenditures ~$36 million 5% Reserve ~ $1.8 million 0.5% ~ $180,000 2 Months of Expenditures ~$3.6 million Current Balance of Fund 17: $2.4 Million

21 Any Questions, Thoughts, Feedback?

22 The Board instructs the Superintendent to annually present a balanced budget.

23 Identifying the Issue: Anticipated Deficit Spending As outlined in the District s most recent budget, forecasted increases in expenditures are expected to outpace revenue growth. LCFF Revenue growth is expected to slow significantly as we near full implementation and districts reach targeted funding levels. Employer contributions for employee retirement programs (STRS/PERS) continue to increase. Decreased buying power as utility rates increase and economic inflation continues

24 Identifying the Issue: Anticipated Deficit Spending Balanced Budget Fund 40 Balances 2015/ / / /19 $12.5 Million $10.7 Million $9.9 Million $8.5 Million

25 Identifying the Issue: Anticipated Deficit Spending $3.2 Million Deficit Fund 40 Balances 2015/ / / /19 $12.5 Million $10.7 Million $12.7 Million $14.7 Million

26 Identifying the Issue: Anticipated Deficit Spending $1.3 Million Deficit Fund 40 Balances 2015/ / / /19 $12.5 Million $10.7 Million $10.7 Million $10.7 Million

27 Site-Based Budgeting Overview: Site-based budgeting places local managers and other staff at the center of the budget preparation process, making them responsible for both the preparation and the maintenance of the budget. This budgetary approach emphasizes the decentralization of budgetary decisionmaking. Benefits: Aligned with new State funding models - LCFF/LCAP Decisions made locally and provide greater autonomy Builds capacity in understanding the district s resources and financial position Challenges: Decreased opportunities to collaborate and connect the dots Limited subject-matter expertise Burdensome and time consuming to implement and monitor

28 Site-Based Budgeting Now: Sites manage salary & benefit costs - balancing act Excessive budget line items make monitoring difficult Disproportionate amount of time spent on finances, with growing expertise Future - A Hybrid Approach: FTE Allocations - equity in end-user budgets Simplified account structure and monthly reports Leverage economies of scale Job-a-like meetings and trainings Subject matter experts provide support and collaborate toward common goals

29 Incremental Budgeting vs. Zero-Base Budgeting (ZBB) Incremental Budgeting An incremental budget is a budget prepared using a previous period s budget or actual performance as a basis with incremental amounts added for the new budget period (step & column, raises, attrition or escalation rates). Advantages - Efficient and effective when the budget is stable and change is gradual. Disadvantages - May ignore changes in circumstances, and encourages spending up to the budget to ensure a reasonable allocation in the next period. It leads to a spend it or lose mentality. Zero-Base Budgeting The organization s entire budget is reviewed and justified, rather than just the incremental change from the prior year. Budgets start from zero and build up. Advantages - Every line item of the budget is analyzed, efficiencies can be identified in a more purposeful manner. Minimizes carryover balances since budgets more accurately reflect needs and current realities. Disadvantages - Very time consuming and laborious.

30 Budget Development for Zero-base budgeting approach Simplify budget and accounting structures Site-based budget and planning meetings Critical review of enrollment and staffing projections Contract review - revenue enhancements and expenditure reductions Continue to explore operational efficiencies and leverage existing resources

31 Any Questions, Thoughts, Feedback?

32 We facilitate so the sites can educate. Thank you!