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CA Transcontinental Learning
 

CA Transcontinental Learning

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    CA Transcontinental Learning CA Transcontinental Learning Presentation Transcript

    • Sandy Lemmon Tim Moyer ORG 625 Winter 2011 – Harrisburg Cohort The Budget: A Force that Leverages Change
    • The Pennsylvania Budget Crisis
      • Many districts across the state are looking at cuts, tax increases and other measures to balance their budgets.
      • Executive Director of the PA Association of School Business Officials reports next year will be the worst budget year in three decades. This is due to a decrease in federal, state, and local revenue (York Sunday News, January 30, 2011).
      • It is not a question of if districts have deficits, but how much of a deficit?
      • Most districts in PA seem to range between $1 million and $5 million.
      • York City preliminary deficit appears to be the highest at $15 million.
      • In order to get real savings, districts will need to look at personnel which usually make up 65 to 70%of a district’s expenses.
    • Leaders, Followers, Stakeholders The Impact of the Forced Change
      • Everyone – leaders, followers, and community will be impacted: Community members will suffer from a property tax increase, salaries will be frozen, teachers could be furloughed, programs will be cut, transportation will be less available, buildings could be shut down, class size will increase, no new supplies/resources/ technology will be purchase, vacancies will not be filled.
      • Moral and working conditions will suffer due to less resources and support being provided while accountability of tests scores and student achievement is still at the highest level. How will the same expectation for student achievement be met with fewer resources? Educators are being expected to do more with fewer resources.
    • Reductions and Cuts Proposed Cost Saving Measures
      • Reduce number of classroom assistants in kindergarten, and special education
      • Reduce number of clerical aides, library aides
      • Eliminate kindergarten program/scale back to half day program from full day
      • Reduce number of special area teachers in district, share teaching responsibilities between buildings
      • Demotion of several full time teachers to part time status
      • Eliminate 9 th grade electives
      • Reduce/eliminate purchase of textbooks and library books
      • No replacements for several retiring faculty members—job responsibilities split up and shared between other staff members
      • Eliminate graduation ceremony at Sovereign Center complex at return to school grounds
      • Eliminate purchase of new technologies such as Smartboards and wireless internet
      • Reduction of staff for buildings/grounds department
      • Eliminate transportation for high school students
      • Eliminate co-curricular positions
    • The Story of a Successful District Strategic Thinking and the need to Look Ahead Proactive Leadership Measures:
    • Background
      • Early recognition of changing economic conditions and anticipation of reduced revenue
        • Earned income tax revenue
        • Real estate transfer tax revenue
        • Interest earnings
        • State grant programs such as Classrooms for the Future
        • Uncertainty of State revenues
      • Resulting in a need to reduce expenditures
        • Continuous evaluation of every budget item
        • Continue conservative business operations
        • Focus on improving efficiencies in all processes
        • Proactive cost controls
    • 2008-09 Budget Reductions
      • Restructured business operations resulting in reduction of one central office business administrator in 2007-08
      • Building and department budgets reduced in the fall of 2008-09 by 5% in order to reduce tax increase needed for 2009-10
      • Outcome: Tax increase needed to balance budget was 1.00% less than PDE index
    • 2009-10 Budget Reductions
      • Restructured business operations resulting in reduction of one central office administrator (technology director) – the 2 nd administrator cut
      • Building and department budgets reduced in fall of 2009-10 by 5% in order to reduce tax increase needed for 2010-11
      • Reduction of 2 high school teachers due to shifting enrollment & added 1 elementary teacher due to enrollment increases = reduction of 1 full time teacher
      • Outcome: Tax increase needed to balance budget was 2.02% less than PDE index
    • 2010-11 Budget Reductions
        • 3 teachers due to attrition
        • 2 buses removed from the fleet resulting in 2 additional double runs
        • 1.5 full-time custodians due to attrition
        • Reduced extra teacher days for specialists
        • Building budget reductions
        • ½ technology replacement budget
        • ½ summer custodians
        • ½ summer technology staffing
        • 10% reduction in professional development
    • 2010-11 Budget Reductions
        • No new athletic or band uniforms
        • No new musical instruments or other equipment
        • Reduction of contracted property services
        • Reduction of mailing and postal services
        • Reduction of all building and department budgets in the fall of 2010-11 by 5% in order to reduce tax increase needed for 2011-12
        • Outcome: Tax increase needed to balance budget was 1.03% less than PDE index
    • 2011-12 Planned Budget Reductions
      • 2 teachers due to attrition
      • 2 aides due to attrition
      • 1 full-time custodian due to attrition (eliminated in current year with retirement)
      • 1 full-time business office employee (eliminated in current year with retirement of Benefits Coordinator)
      • Buildings and department budgets cut by 5%
      • Reduction of 1 bus from fleet, which will result in 1 additional double run
      • Consolidation of transportation services
    • 2011-12 Planned Budget Reductions
      • ½ of remaining summer custodians (down to ¼ of original)
      • Revenue producing programs
      • Friendship Elementary School project managed in-house with no additional staff
        • Outcome: Tax increase needed to balance budget will stay at or below the PDE index of 1.7%
    • Planning Ahead
      • District run Cyber School
        • Cyber School Task Force
        • Goal: To provide a quality district run Cyber School
          • Susquehannock High School diploma
          • District teachers instructing curriculum
          • Co-curricular and extra-curricular activities
        • Save approximately $6,000 per student
          • Budget neutral for 2011-12
        • Long Range Plan developed
          • April 14, 2011 Board presentation for overall approval
          • August 2011 SYCSD Cyber School opens
    • Summary
      • Total $ saved from budget reductions since 2008-09 is approximately $3.3 million
      • Results of staying below the PDE index
        • $112 less for the average home owner in 2010-11
      • Number of full-time positions cut since 2008-09 (including planned for 2011-12): 13.5, which includes 2 full-time administrators
      • We’ve maintained our outstanding educational program!
    • Next Steps
      • The Board will be provided with monthly budget updates
      • District-wide efficiency committee continues to meet to review suggestions
      • 2011-12 budget is based on 0% increase in State funding
        • Anything less than 0% will require additional budget cuts
        • Anything more than 0% will result in reduced use of fund balance/lower tax increase
      • Reduce expenses while limiting the impact on our outstanding educational program through district-wide collaboration
    • Results: This District has only a $350,000 deficit compared to the average $1million to $5 million deficit. Analysis, Proactive Thinking and Strategic Planning
    • How will leaders in Pennsylvania make effective changes and continue to focus on growth in our schools even though the “force” of the budget crisis challenges us? The Challenge that Stands Before US…..