Transcript California Voting rights act

2011 Manager’s Symposium
August 18, 2011
 State and Local Budget Update
Celebrating RUSD’s financial stability
 Special Education Innovations
Celebrating MAA 2010-11
 NIS Innovations
Celebrating Dashboard
2

It has been a thorny and winding journey from
January’s initial proposals to an on-time state
budget . . .
 From threatened losses of billions . . .
 To flat funding with troubling conditions

Financial and non-financial implications
 State
did their best (?) to close the gap with no bipartisan
support.
 The level of
intrusion into local fiscal decisions and setting
aside any measure of fiscal oversight invites future,
deeper problems.
3

Proposition 98
 Proposition
98 minimum guarantee was
manipulated several ways, which ultimately
lowered the amount that should have been
provided to K-14 education by at least $4.9
billion.
 The
bottom line is that the Legislature’s disregard
for the Proposition 98 guarantee and the
suspension process renders the measure
meaningless.
4

Trigger Reductions
 December
15 DOF is required to determine
whether state revenues are coming in as forecast
or are falling short.
 If
falling short (more than $1 billion), automatic
spending reductions are triggered in the
following order as of January 1:
Between $1 billion and $2 billion:
$23 million to child care
$30 million to community colleges
$548 million to UC and CSU
5

Trigger Reductions (continued)
More than $2 billion:
Up to $1.5 billon (4%) reduction to the Revenue
Limit
$248 million to Home-to-School Transportation
$72 million (more) to community colleges
 To
mitigate the loss in K-12 funding,
authorizes up to seven day (in addition to
existing 5 days) reduction in school year.
Subject to collective bargaining
6

Just for fun . . . the education “wall of debt” includes:
 Almost 20% deficit factor - $1.7 billion
 Sales tax shift obligation - $2.1 billion
 Cash deferrals – more than $9 billion
 Proposition
98 settle up - $1.2 billion
 Proposition
98 maintenance factor – at least $9.9
billion
 All
of the above are needed to bring school
funding back in line with statutory obligations
7

While state revenue is flat (+ 91 cents per-ADA),
other revenues are expectedly down due to one-time
nature of federal stimulus funds from prior years.

Expenditures are actually up…
 No 2011-12
budget reductions
 Step & Column $3.1 million
 Augmentations $5.7 million
Driven by necessity
 New Initiatives $1.1 million
All have funding sources
8

One-time resources have covered prior year deficits
and 2011-12 will be the first year where deficit
spending is reflected, estimated at $21.7 million.

Prior year resources will cover this deficit and the
projected 2012-13 deficit of $25.3 million.
9

What really are our budget concerns?
 Economic climate is far from completing its turn up
 State gap and debt is far greater than acknowledged
 State politics continue to trump economics
 Matching
recurring revenue to expenditures is
something of the past – RUSD is now significantly
dependent on savings built up over the last couple of
years
 Flexibility
with restricted funds continues to be an
important element in our financial stability
10

RUSD has a stable financial plan
 Our
Board of Education has made good choices in the
midst of dire circumstances
 Our
staff has been accommodating and supportive –
thank you!
 Our
employees, and therefore our students, are
enjoying a stable 18 months with NO layoffs
 Our
2011-12 budget has no reductions and even a few
augmentations
 Our cash position remains strong despite deferrals
11

Medi-Cal Administrative Activities (MAA)
 Sharing your success!

One-time federal stimulus funds created
opportunities to invest in improvements that lead
to enhanced services and multi-year recurring
savings.
 Starting Gate Non-Public
School
 Services to Students with Autism
 Improved IEP Process
12

Thank you principals and your staff for your
support of the MAA program.
 Your
support generated a six-fold increase in
eligible claims for work your staff does each day
in supporting students.
 Outreach
promoting available low cost health
insurance for children resulted in significant
increases in families obtaining health insurance
coverage for children.
13

CONGRATULATIONS!

Schools / departments with 100% participation of
eligible MAA activities (at least two billable codes per quarter)
Highgrove
ML King
Lake Mathews
Magnolia
Health Services
Ramona
Rivera
Special Education
Speech Pathologists
Taft
14

Estimated claims for MAA for 10-11 totaled $2.7
million
 Initially
sharing $500,000 with schools
departments that generated future revenue
/
 Individual
site share is based on percentage of
site values to total generated funds
 “Checks” range from $28 to $18,113
15

CONGRATULATIONS!

First, Second and Third Place sites generating the
highest dollar value of MAA claims (amounts shown are
prorated from the $500,000 being shared at this time)
Elementary Schools

Middle Schools
High Schools
Highgrove
$16,103
Gage
$14,213
Ramona
$18,113
Kennedy
$15,997
Earhart
$13,088
ML King
$18,074
Lake Mathews
$14,859
Chemawa
$10,328
Poly
$9,613
All participating sites are receiving funds
16

What can you do with your new found fortune?
 Why, spend it of course . . . on student activities
where you are able to reduce or eliminate the
burden of lost “student fees” and/or parentdependent donations.
 For example . . .
elementary schools – use to support 6th Grade
Science Camp
 At middle schools – use to support choir, band or
athletic tournaments
 At high schools – options are unlimited (athletic
transportation, fine & performing arts programs, etc.)
 At
17

Continue the great contribution you are making!

Incentives for 11-12 participation are similar to 1011 with some expanded requirements and
opportunities (including the opportunity to share in funds generated next year)
 Minimum
of three billable codes
Three-times-a-year drawing within site for iPad2
 Sites
with 100% participation with at least three
billable codes
Three-times-a-year drawing for a participant lunch
catered by Chef Ryan
18

Non-public schools provide specialized educational
services to special needs students in cases where
the District is unable to meet the needs of the
student in a traditional setting.
 Contracts with over 12 NPS entities
 Services to 156 students
 Costs exceed $4.6 million annually
19

Explored and now implemented a unique
partnership opportunity to serve a sub-group of
NPS students using an otherwise underutilized
RUSD facility.
 Five-year agreement with a non-profit NPS provider
 Located at Grant Education Center
 Initially
serving up to 168 RUSD and non-RUSD students
(up to 100 RUSD students)
 Middle
and high school age students, expanding to
elementary age in the future
20

Benefits of the NPS partnership include:
 Cost savings on per-student placement ($6,000+)
 Collaboration
with NPS provider facilitates improved
oversight of NPS services
 Increase
transition opportunities back to more traditional
settings
 Provides
a basis for potential mental health services to
Special Education students (transition from County MH)
 Agreement
facilitates a long-term opportunity to shift
services from third-party agency to RUSD-provided
21

Traditionally spent $35-$55 per hour to provide
support services to students with autism.

Created a new classification and trained District
staff to provide these same services at significantly
lower cost.
22

Improved the IEP process by providing:
 Web-based
IEP program and training
Already increased efficiency in reporting to state
 Provided
each school with laptop, scanner and
projector to avoid making extensive copies of IEP
paperwork to support IEP meetings
23

Dashboard intelligence at your fingertips
 Current year courses and teachers
 Full teacher grade book data for each class including
missing assignments
 Attendance data – summary and detail
 Grade point average and historical grade information
 CAHSEE and CST scores
 Graduation Credits – summary and detail by category
24
25