Transcript Slide 1

Board of Education
Budget Meeting
November 4, 2010
11-4-10 Workshop Overview
The Purpose:
– Review and Update
• Deficit and Deferral Realities
• Fund Availability
• Reduction Options
– Answer Board Questions from Previous
Workshops
– Provide a Timeline for Board Actions
2
Review of the Realities
• Deficit Reality of $120m
• Additional Deferrals May Necessitate Increased
Borrowing
• It is Impossible to Keep Reductions Away from
Classroom
• Board Must Approve Preliminary Reduction List by
November 16 and First Interim Report by December 2
• HR Must Begin PKS Process for Certificated Layoffs
in December
• School Site Allocation Formula Must Be Decided in
December
3
Update to the District Deficit
•
State Budget Approved by Governor in
September
– $30.1m Additional Revenue Limit
– Restoration of Negative COLA and $252/ADA Reduction
– $ 3.5m Mandated Cost Claims Reimbursement
•
District Received 90% or $19.0m of Federal Jobs
Bill Fund
•
District Received $9.0m for the 2009/10 SDA. Still
Waiting for 2010/11 Remaining Amount of $9.0m
4
Update to the District Deficit
•
Baseline Current Deficit
$ (141.6)m**
• Federal Jobs Bill Fund (One-time Only) $
•
Projected Deficit*
•
Potential Revenue Increases
21.0m
$ (120.6)m**
• State Approved Budget
$
30.1m
• Final ARRA SFSF Funding
$
4.0m
$
1.7m
$
42.2m
$
(42.6)m**
• Mandates ($3.5m less
50% reimbursement to schools
• Parcel Tax (Prop J) offset
•
Best Case Deficit
*County is Requiring Districts to Provide Solutions Based on Projected Deficit
**Deficit is Subject to Change Based on Final Ending Balance for 2010/11 and New State Actions
5
Risks for State Budget Mid Year Cuts
•
State Budget is Based on Very Optimistic Revenue Projections; Higher
Than Projected at May Revise
– California July and August Revenues are Tracking to the May Revision
Forecast, Not Exceeding It
•
Assumes State Will Receive $5 Billion of Federal Funds
•
Expenditure Cuts: $7.5 Billion Are Assumed
– However, One-third of the Fiscal Year Has Already Elapsed Without
Reductions in Place
•
Assumes Personal Income Growth of 3.2% in 2010 and 4.5% in 2011
– UCLA Forecasts Weaker Growth
6
Impact of Staffing/Enrollment to
Ending Balance
•
Over-budget - Certificated Staff
–
–
–
–
–
•
$ (6.3)m
(51.35) FTE
$ (2.3)m
Excess Staff
Discipline Cases
Over-formula
Workers Compensation
Mainstreaming Impact
Over-budget - Classified Staff
–
–
–
–
(74.37) FTE
Excess Staff
Discipline Cases
Return to Work Program
Workers Compensation
•
4th Friday Adjustment
( 22.00) FTE
$ (1.8)m
•
•
Earned Enrollment Reserve
Total
___________
(147.72) FTE
$ 2.6m
$ (7.8)m
•
Numbers Are As Of 11/2/2010 …. Will Change …. Moving Target
7
State Budget Brings More Deferrals
Delayed Funding For Schools
8
Fund Ending Balances Not Available to
Solve the Deficit
Fund
Projected Ending
Description of Fund
Balance 6/30/11
13 Cafeteria Special Revenue Fund
$
5.75
Restricted for the District’s food services program
(National School Lunch Program)
15 Pupil Transportation Equipment Fund
$
0.26
Pupil transportation equipment (buses) replacement fund.
Funding comes from General Fund Unrestricted
20 Special reserve Post Employment Benefits
$
1.21
Defined Contribution Per Labor Contracts for Retiree
Medical Premium
21 Building Fund
$
38.58
Building fund (Proposition S) for Specific Purposes Defined
in Ballot Measure
25 Capital Facilities Fund
$
10.74
Restricted by Law for Capital Expenditures (Developers
Fees and Redevelopment Agencies)
35 County School Facilities Fund
$
124.97
51 Bond Interest & Redemption
$
24.75
Fund Controlled by County Treasurer for Bond
Redemption
67 Self Insurance Fund
$
45.86
Required Reserves for Workers Compensation, Liability,
Property and Vision Health Insurance Plans
$
252.12
Total Funds Not Available
Restricted for Capital Expenditures (State School Facilities
Fund)
9
Fund Ending Balances Available To
Solve the Deficit
Fund
2010-11
Available
Projected Ending
Balance
Funds
01 General Fund- Unrestricted
$
13.28
$
-
11 Adult Education Fund
$
0.01
$
0.01
14 Deferred Maintenance Fund
$
0.00
$
0.00
$
0.00
$
0.00
40 Special Reserve Fund for
Capital Outlay Projects
$
Total Funds Available $
5.38
18.68
$
5.38
$
5.39
17 Spec. Reserve Fund for
Other Than Capital Projects
Description of Fund
Used for General Operations. Accounted for In the
Projected Deficit. Balance Includes Reserves.
Funds the Adult Education Programs. Fund is Flexible
Through 2012/13 (Tier III)
Fund is Used for Deferred Maintenance Program.
Flexible Through 2012/13 (Tier III)
Special Reserve Fund for General Operating Purposes.
Was Used for One-time Mandated Cost
Reimbursement
Leases and Proceeds from Sale of Surplus Properties.
Restricted for Capital Expenditures and One-time
General Purpose Flexibility.
10
Available Unrestricted Funds for
$120.6m Reductions
• $120.6m Represents 20% of Total Funds Available for
Reduction
• 2010/11 General Fund Unrestricted
– Total Fixed Costs (i.e. utilities, interest, licenses)
– Required Reserves
• Funds Available for Reduction
–
–
–
–
Books and Misc Supplies
Other Non-personnel Budgets
Certificated Salaries & Benefits
Classified Salaries & Benefits
Total
$
$
$
$
688.59m
(42.62)m
(31.11)m
614.86m
School Sites
$ 11.05m
$ 10.40m
$ 442.86m
$ 98.09m
Central Office
$
2.85m
$
1.13m
$
2.19m
$
46.29m
$ 562.40m
92%
$
52.46m
8%
11
Breakdown of Fixed Costs - $(42.6)m
• Utilities- Includes Gas, Electric, Rubbish, Water, Sewer
$(22.2)m
•
•
•
•
Telephone- Data Network, Voice Communication
Liability, Property Insurance Premiums
Transfer to Adult ED Fund
Interest Expense (TRANS)
$ (6.7)m
$ (6.5)m
$ (.7)m
$ (5.1)m
• Software Systems Licenses (PeopleSoft, Zangle)
• Transfers to Retiree Medical Funds
• Administration Cost Reimbursement
$ (4.7)m
$ (1.6)m
$ 4.9 m
Total
$ ( 42.6)m
12
Breakdown of District Reserves
Unrestricted General Fund $(31.1)m
• Ending Balance Increase/Designated Reserve
–
Designated Reserve Accounted for In the $120.6m Deficit Due to SDA Restoration
• Reserve for Economic Uncertainties (2%)
–
.1)m
$ ( 1.7)m
Value of Instructional and Other Materials Held in Inventory
• Prepaid
–
$(
Fixed Amount Reserved for Bank Accounts for Emergency Expenditures
• Stores Inventory
–
$ (22.5)m
State Require that Districts Set Aside 2% of Total General Fund Expenditures
• Revolving Cash
–
$ ( 6.0)m
$ ( .8)m
Reserve for Expenditures Paid in Advance Such As Travel and Postage
Total
$ (31.1)m
13
Criteria For Available Central Office Resources
– Books and Misc Supplies
– Other Non-personnel Budgets
– Certificated Salaries & Benefits
Central Office
$
2.85m
$
1.13m
$
2.19m
• Superintendent
• Deputy Superintendent Academics
• Area Superintendents
– Classified Salaries & Benefits
$
46.29m
• H/R, Payroll, Finance, Landscapers
• Police Service Officers
Total
$
52.46m
• Unrestricted General Fund Only
• Excludes Departments or Personnel Directly Serving Schools
• Excludes Fixed Costs i.e. Software Licenses, Utilities, Interest
14
Breakdown of the $52.5m Unrestricted
General Fund in Central Offices
FTE
Division
Description
Board of Education
Books & Supplies
8,000
Certificated
1,500
Classified
508,578
Non-Personnel
313,787
Board of Education Total
Deputy Superintendent of Academics
831,865
Books & Supplies
3,466,382
47
(2,600,980)
13,444,503 207
District Relations Total
Classified
Non-Personnel
195
12
58
4
90
7
363,556
6,241,176
62
934,709
7,539,441
Books & Supplies
11
16,870
Non-Personnel
Non-Personnel
48
928,285
15,100,328 207
Classified
Financial Services Total
59
Classified
Books & Supplies
1
349,224
6,033,377
Deputy Superintendent of Business Total
7
293,056
Classified
Certificated
Financial Services
8
12
Books & Supplies
Mgmt
8
1,924,715
Deputy Superintendent of Academics Total
District Relations
FTE Non-Mgmt
Certificated
Non-Personnel
Deputy Superintendent of Business
Budget
62
211,788
8,732,501
97
746,088
9,690,377
97
15
Breakdown of the $52.5m Unrestricted
General Fund in Central Offices (cont’d.)
FTE
Division
Description
Integrated Technology Support Services
Books & Supplies
Classified
Non-Personnel
Integrated Technology Support Services Total
Legal Services
Books & Supplies
Non-Personnel
Legal Services Total
42,800
121,743
6
11
17
17
1
1
1
2,700
291,032
2
10,326
304,058
Books & Supplies
4
715,391
Non-Personnel
2
1
1
3
2
1
52,455,232 556
504
52
2,000
Certificated
250,599
1
Classified
202,447
2
Non-Personnel
Grand Total
2,129,099
56,371
Special Projects Total
96
30,602
Classified
Non-Personnel
Superintendent Total
608,903
22,572
Classified
Superintendent
9,558,973 100
Books & Supplies
Books & Supplies
Mgmt
978,592
2,875,092
Office of Accountability Total
Special Projects
FTE Non-Mgmt
11,146,468 100
Classified
Office of Accountability
Budget
13,262
468,308
16
Legal Restraints to Outsourcing to the
Private Sector
• Contractual Ramifications
– Employment Contracts Limit Outsourcing Potential
• Education Code Section 45103.1 Restrictions
– Severely Limits Circumstances under which a District can Outsource
• Confidentiality Restrictions
– SDUSD Must Maintain Strict Control Over Employee Records and Data
• Private Sector Agencies Must Pay Prevailing Wages –
This Severely Limits Savings Potential
17
Barriers Around Outsourcing to SDCOE
or Other Public Agency
• Loss of Flexibility to Conduct Ad Hoc Analysis
• Loss of Control Over Processes, Methods
1 of 42
Districts
• Minimal Control Over Employee Flexibility and Priorities
• Potential Systems/Technology Incompatibility
• Conflict With SDCOE Oversight Role
– SDCOE Has Oversight Over SDUSD Budget and Financial Reporting.
• They Cannot Also Build the Budget (AB1200)
– SDCOE Pays Prevailing Wages; No Cost Savings
– SDUSD Scope is Too Large for SDCOE to Absorb
• Public Agencies Operate Under Different Priorities
18
Criteria for $137.3m Potential Solutions
• Solutions Must Help General Fund Unrestricted
• Solutions Must Be Ongoing in Nature
• Reductions to Other Funds Will Not Impact the Deficit
• Can Be Implemented Without Negotiations
• Given the Magnitude of the Deficit, It Is Impossible to
Keep Cuts Away From the Classroom
– 92% of the Potential Reduction Pool is Budgeted at Sites
19
Options for Solutions to the
$120.6m Deficit
Unrestricted
Budget
Class
Cert
General Fund
Alternate
Book
FTE
FTE
(Millions)
Options
Page No.
Projected Reductions Required
$
(120.60)
Options
A.
Revenue Generation
1 Increase ADA 1%
Total
B.
C.
District wide Options
1 Close Schools (10 @ $450K)
2 Restructure of K-8 schools back to Elementary school
3 Solar Energy Implementation
Total
Central Office Options
Evaluate/Eliminate/Reduce the Following Central Office Departments
1 5370-GATE District Administration
$
5.77
C1
$
5.77
4.50
0.93
0.50
5.93
C2
C3
C4
TBD
TBD
11.00
0.00
11.00
$
$
$
$
3.00
6.83
$
1.14
C5
$
0.01
C6
2 5390-GATE Advanced Placement
3 5409-American with Disabilities Act (504)
1.00
1.00
$
0.22
C7
4 5440-Student Programs & Professional Learning
1.75
1.05
$
0.29
C8
5 5532-Magnet Programs Office
1.00
1.00
$
0.31
C9
6 5537-Reduce Utilities Management by 50%
4.00
$
0.28
C10
7 5547-Teacher Prep and Student Support
0.50
$
0.08
C11-C12
20
Other Options for Solutions to the
$120.6m Deficit (cont’d.)
Unrestricted
Cert
General Fund
Alternate
Book
FTE
FTE
(Millions)
Options
Page No.
8 5606-Office of School Innovation
$
0.21
C13
$
0.31
C14
9 Chief Special Projects Officer
2.00
10 5343-JROTC Office
2.00
1.00
$
0.16
C15
11 5451 College, Career & Tech Ed
2.33
1.30
$
0.45
C16
12 5542 Community Relations
3.00
$
0.38
C17
13 Adult Education
1.50
1.00
$
0.35
C18
14 CBET
3.70
1.00
$
0.52
C19
15 5638-Drop Out Prevention
3.00
0.80
$
0.38
C20
16 5605-School Police Services (50% Reduction)
21.50
$
2.70
C21-C22
17 5446-Visual and Performing Arts
1.00
5.00
$
0.73
C23-C24
18 Area Superintendents (Reduction of 4 Area Supts)
4.00
3.00
$
1.15
C25
19 5457-P.E and Health
1.50
2.00
$
0.38
C26
$
0.21
20 5590-Athletics
21 10% Reduction Across all CO Depts-Alternative to Lines C1 through C20
Total
D.
Budget
Class
C27
$
$
5.20
5.20
56.78
24.98
$
10.26
(a) Balboa (0012)
6.25
2.30
$
0.66
C28
(b) Old Town (0260)
7.75
2.30
$
0.73
C29
17.00
201.00
232.00
5.80
$
$
$
2.58
9.30
13.27
C30
C31
Centrally Managed Programs
1 Eliminate/ Redesign the OCILE Program
(c) Palomar (0262)
2 Eliminate Transportation for Magnet and VEEP
Total
10.40
21
Other Options for Solutions to the
$120.6m Deficit (cont’d.)
Unrestricted
E.
Budget
Class
Cert
General Fund
Alternate
Book
FTE
FTE
(Millions)
Options
Page No.
School Admin. Options (Part of Allocation Formula)
1 Reduction in Kindergarten Program
(a) 1/2 day Kindergarten at 1:29
(b)Full Day Kindergarten at 1:29 72.72 FTE/ $4.46m
2 Split Principal Assignment Between Two Schools at Small Highs Schools
241.00
$
16.86
7.00
$
0.97
C32
C33
C34
3 Reduce School Classified Staffing Allocation Formula
(a) Eliminate Health Technicians
90.88
$
3.80
C35-C36
(b) Eliminate Library Technicians
54.50
$
2.80
C37
(c ) Reduce School Clerk II by one at High Schools
14.00
$
0.71
C38
(d) Eliminate Student Information System Site Tech II
45.00
$
2.34
C39-C40
21.50
$
2.04
C41
(a) 1st Grade
71.00
$
6.09
C42
(b) 2nd Grade
68.20
$
5.84
C43
64.00
$
5.52
4 Eliminate Librarian
5 K-3 CSR Program (teacher ratio 29:1 from 24:1) 30% Revenue Penalty
(c) 3rd Grade
6 Site Based Reductions-Alternative to Lines E2 through E5
Total
F.
G.
H.
School Supplemental Allocations
1 Suspend Supplemental Allocations for Magnet Programs
2 Change Prep time Allocation to Comply with Minimum Contract Requirements
Total
Class Size Options
1 Eliminate K-2 ARRA funded 16.5:1
Total
Special Education
1 Reduce Special Education local contribution- Specifics TBD
2 Eliminate Intersession and Second Session of Special Education
Total
Total
C44
$
30.00
$
30.00
204.38
472.70
$
46.97
15.38
$
$
$
6.25
1.13
7.38
C45
C46
15.38
51.11
12.70
63.81
138.00
138.00
$
$
12.23
12.23
C47
0.00
5.00
1.00
6.00
C48
C49
107.79
TBD
TBD
0.00
0.00
$
$
$
508.54
720.89
$
$
35.20
22
Other Options for Solutions to the
$120.6m Deficit (cont’d.)
Unrestricted
Budget
Class
Cert
General Fund
Alternate
Book
FTE
FTE
(Millions)
Options
Page No.
Other Options
I.
J.
K.
District- wide Options
1 Eliminate Small School Model
Total
Central Office Options
1 5533 Enrollment Options
Total
Centrally Managed Programs
1 Elimination of Non-Classroom Resource Teachers
$
0.80
5.00
$
0.80
$
$
0.66
0.66
C51
-
10.00
$
0.59
C52
5.00
$
0.29
C53
$
0.88
$
1.00
C54
20.00
$
1.70
C55
40.00
$
4.48
C56
57.40
$
5.15
C57-C58
171.90
$
14.81
C59
C60
7.13
7.13
C50
TBD
2 Reduce Landscapers by 10 FTEs
3 Eliminate Science Kit refurbishments
L.
5.00
Total
School Admin. Options (Part of Allocation Formula)
1 Evaluate Allocation Model for Atypical Schools
15.00
2 Increase Class Size for Gate Seminar Program (Per School Formula)
3 Reduce Vice Principal allocation by 50%
4 Eliminate Nursing Program (Regular Ed) 57.4FTE/$5.15m
-
(a) Centralize Nursing Services (50% Reduction) 28.6 FTE/2.6m
5 Eliminate District Counseling Program (Consultation- Regular Ed)
(a) Eliminate Elementary School Counseling Program -Centralize Services 28.4FTE/$2.4m
6 Eliminate RELI Program
Total
Total Other Options
Total All Solutions
0.60
$
0.13
-
289.90
$
27.27
22.13
294.90
$
29.60
530.67
1,015.79
$
137.39
$
35.20
23
Impact of $30m Site Based Reductions
• School Allocations Will Be Reduced by an Equitable
Percentage Formula That Takes Into Consideration
Factors Such As:
–
–
–
–
Grade Level
Enrollment
Number of Free and Reduced Eligible Students
Number of ELL Students
• Sites Will Have the Discretion to Implement Reductions
Where Least Impactful to Their Programs
• Schools will be Required to Maintain Class Sizes
According to Contracts
24
Impact of 10% Cut to Central Office
Auxiliary Services
Value of 10% Reduction
Impacts:
$ .58m
 Reductions to Auxiliary Services will impact the management,
leadership and bargaining unit interface affecting the operational,
human resources and financial resources of one of the district’s
largest groups of service providers
 Strictly “reactive” capabilities, no “pro-active” actions supported,
focus reduced strictly to safety and security items
 Landscaping, custodial, maintenance, warehouse and distribution
will all be negatively impacted
25
Impact of 10% Cut to Central Office
Board of Education
Value of 10% Reduction
Impacts:
$ .08m
•
Memberships or other Board activities will have to be reduced
accordingly.
•
Contracted services will be reduced accordingly
Cumulative Prior Years’ Reduction: $ Only -27%; FTE Only -27%
26
Impact of 10% Cut to Central Office
Deputy Superintendent-Academics
Value of 10% Reduction
Impacts:
$ .36m
• Program oversight reduction or elimination may jeopardize
program quality and funding compliance (Home/Hospital,
Licensed Children’s Institute, Williams Legislation and
McKinney Vento Education Assistance Act)
• Increasing staff workload may result in student safety
concerns, compliance issues, audit findings, funding reduction
in the upcoming fiscal year, reduction of students served,
impact to families, schools and community
• Eliminate process for facilitating the evaluation and
recommendation to BOE of newly adopted instructional
materials. Jeopardize compliance with Education Code 60119,
60420-60422, AB 831 and SB 550
27
Impact of 10% Cut to Central Office
Deputy Superintendent-Business (Other)
Value of 10% Reduction
Impacts:
$ .22m
• Reduction of services from Strategic Sourcing. Increased time
for response to schools and employees seeking services.
Longer response times for RFPs, bids and purchase orders
• Instructional Facilities will not be able to provide the level of
Ad Hoc analyses currently provided to the Board and
administration
28
Impact of 10% Cut to Central Office
District Relations
Value of 10% Reduction
Impacts:
$ .20m
• Reduction of event management, board meeting broadcasts,
e-newsletters and/or publications
• Decreased capacity to deliver services directly to schools (e.g.
student service learning) Reduction in required annual
mandatory site volunteer and coordinator training
• Less assistance with fiscal and policy matters and issues that
may impact the district
• Reduction in translation services to schools and departments
during a trend in increased demand
• Legal repercussions for reduction of mandated translation
services
Cumulative Prior Years’ Increase/Reduction: $ Only 14%; FTE Only -22%
29
Impact of 10% Cut to Central Office
Financial Services
Value of 10% Reduction
Impacts:
$ .97m
• Scale down annual Budget Book and District Profile (print
and web versions) to basic report
• Eliminate monthly financial reporting results and ad-hoc
requests to the Board and Senior Leadership resort to
reporting only at 1st and 2nd Interims
• Delays in payment process may result in delays or lack of
procurement of needed classroom materials
• Compliance related reporting would be delayed
Cumulative Prior Years’ Reduction: $ Only -13%; FTE Only -25%
30
Impact of 10% Cut to Central Office
Human Resources
Value of 10% Reduction
Impacts:
$ .55m
• The department will not be able to carry out human resources
functions and meet the operational expectations set by the Board
• Personnel actions will require increased time – reclassifications,
employee concerns, enrollment impacts on allocations, etc will all
be delayed
• Hiring and all other job-related tasks will take longer
• Ad hoc analyses will be impossible
Cumulative Prior Years’ Reduction: $ Only -32%; FTE Only -23%
31
Impact of 10% Cut to Central Office
Integrated Technology Support Services
Value of 10% Reduction
Impacts:
$ 1.11m
• Significantly impacts the support, implementation, and training for the
i21 program
• Delay in computer support and repairs
• Reduction in support to the growing educational and business
technologies at schools and central office
• Impacts all departments ability to do work when systems are down
• Reduction of SARB related services
• Delay in SARB cases referred to court
Cumulative Prior Years’ Increase: $ Only 11%; FTE Only 4%
32
Impact of 10% Cut to Central Office
Legal Services
Value of 10% Reduction
Impacts:
$ .29m
• It is not impossible to make reductions without reducing staff
• Increased need for outside counsel at a higher cost
• Smaller law library and reductions in professional growth and
continuing legal education
• Additional burden on Legal Services support staff
• Lengthened response time on legal issues and inquiries
• Focus on urgent audit issues instead of routine district-wide
audits
Cumulative Prior Years’ Increase: $ Only 0%; FTE Only 18%
33
Impact of 10% Cut to Central Office
Office of Accountability
Value of 10% Reduction
Impacts:
$ .01m
• Some district assessments may need to be eliminated
• Mandated reporting deadlines at risk leading to sanctions or loss of
funding for programs
• Delays in DataDirector support
• Program evaluations not conducted in a timely manner
• Delays in responses to data requests
• Delayed efforts/processes to improve data accuracy, completeness
and innovation
34
Impact of 10% Cut to Central Office
School Police
Value of 10% Reduction
Impacts:
$ .55m
•
Mandated and BOE policy programs will become a site based
responsibility
•
Support of Community Based Organizations (CBO’s) related to school
and child safety (Safe Routes to School, Project Safe Way, City Heights
Collaborative, STAR/PAL, Crime Stoppers, etc) may be eliminated
•
All fire, intrusion, and camera monitoring/dispatching will be outsourced
•
All telephone calls requiring an actual police response will be directed to
SDPD
•
All 3,000 annual criminal investigations and 850 criminal arrests will be
directed to SDPD. NOTE: According to SDPD, failure to pass City
proposition “D” will result in the elimination of all “juvenile service offices
Cumulative Prior Years’ Reduction: $ Only -24%; FTE Only -32%
35
Impact of Elimination of Central Office Special Projects
Value of 10% Reduction
Impacts:
$ .03m
• The Special Projects Office is on the list for elimination
• If that occurs, it will not be possible to reduce a further 10%
• If the office is sustained, a 10% reduction creates a department
with minimal non-staff resources to maintain its services to
senior administration and the Board
36
Impact of 10% Cut to Central Office
Superintendent
Value of 10% Reduction
Impacts:
$ .05m
• It is not possible to make this reduction without reducing
or eliminating staff
• This would adversely impact the ability of the
Superintendent to fulfill his obligations to all stakeholders
Cumulative Prior Years’ Reduction: $ Only -42%; FTE Only -40%
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Impact of 10% Cut to Central Office
Student Services
Value of 10% Reduction
Impacts:
$ .24m
• Delayed or outsourced responses to ADA investigations
• Additional staff may need to be trained to meet the
routine and emergency health needs of students
• Crisis team response could be negatively impacted and/or
delayed
• Suicide risk assessments could be negatively impacted
• Proactive guidance groups could be limited
• Career and college planning sessions with students could
be limited
• Instructional services/time to Home/Hospital and Foster
Youth could be restricted
Cumulative Prior Years’ Reduction/Increase: $ Only -43%; FTE Only 4%
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School Closure Update
• Schools Recommended for Closure Will Not Be Identified
Solely By Enrollment
– Other Factors
• Enrollment
• Capacity of Schools
• Cost Per Pupil
• Academic Achievement
• The Impact of Eliminating Magnet and VEEP Transportation is
Also a Contributing Factor
• Two Committees are Developing the List of Closure
Candidates and Other Impacts
• Notification Per Procedure is Due in November
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November – January Budget Timeline
• November 4 Special Budget Meeting (No Action)
• November 9 Regular Board Meeting (Agenda Item)
• November 16 Special Board Meeting (Action)
• December 2 Special Board Meeting (Action 1st Interim)
• December 15 Final Day to Submit to County
• January School Allocations Distributed to Sites Based
on 1st Interim Reductions and State Budget
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Conclusion-Review of the Realities
• Deficit Reality of $120m
• Additional Deferrals May Necessitate Increased
Borrowing
• It is Impossible to Keep Reductions Away from
Classroom
• Board Must Approve Preliminary Reduction List by
November 16 and First Interim Report by December 2
• HR Must Begin PKS Process for Certificated Layoffs
in December
• School Site Allocation Formula Must Be Decided in
December
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