The district is engaging the community to find out what residents value in public education. This process will help district leaders allocate dollars for the 2012-13 school year.
The document summarizes the key budget drivers for the Franklin Public Schools district, with the largest expenses being salaries (75% of budget) and health insurance (8% of budget). Special education accounts for 16.7% of total enrollment and is a major cost driver due to tuition for out-of-district placements, transportation, and staffing costs for programs and services. The district strives to provide services to students with disabilities in the least restrictive environment possible while balancing student needs with fiscal responsibility.
School Facilities Funding in California - a time of transition and changeCharley Cowens
From Bill Savidge, Assistant Executive Officer, California State Allocation Board, who presented on school facilities funding in California at the June 19th, 2013 meeting of the West Contra Costa Unified School District Citizens' Bond Oversight Committee
The document summarizes accomplishments and challenges for the University of Missouri System in 2009 and looks ahead to 2010. It discusses:
1) Specific accomplishments in 2009 including growth in enrollment, degrees awarded, research funding, and economic development initiatives.
2) Challenges faced in 2009 such as budget cuts, hiring freezes, and pension funding issues in response to the state's fiscal crisis.
3) Commitments and obligations moving forward including investing in students and researchers despite budget uncertainties from the state, evaluating degree programs and learning models, and maintaining a focus on priorities like faculty, students, and research.
So much of what we hear in the press is that this Congress is not accomplishing much if anything. In many ways, this applies to their work on education, too. But there has been some activity recently that is of importance to private school educators, including action by the U.S. Department of Education.
Please join us for a Capitol Hill Education Update webinar for private and religious schools. Participants will learn about all of the following changes and how they impact the implementation of federal education programs for students attending private schools:
Appropriation of funds
Passage of ESEA in the House
Bills for ESEA reauthorization introduced in the Senate
New guidance on the use of federal funds of technology
Guidance on new method of counting students for Title I
Extension of Waivers
The document discusses concerns about how the Toronto District School Board (TDSB) uses its Learning Opportunities Grant (LOG), which is provided by the Ontario Ministry of Education to support students at risk of academic difficulties. Specifically, it notes that over the past 13 years, the TDSB has diverted almost $1 billion in LOG funds away from programs for at-risk students, as the grant was intended for, using the money instead for other budget areas like administration. It concludes that the TDSB should incrementally increase the portion of LOG funds spent on its original purposes over the next five years to better support equity.
This document examines cost recovery programs for community use of school facilities. It finds that while schools aim to maximize community use of facilities, this increased use puts financial burdens on schools. On average, schools incur about $70 per student per year in costs from community use. However, many schools recover only a small portion of these costs through fees. The document provides best practices from schools that have successfully implemented cost recovery programs and increased the amount recovered each year. Recovering even a portion of costs can provide significant revenue for schools.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The document summarizes a leadership conference for school business officials that covered the roles and responsibilities of the business department, the budget process from state to site levels, and new areas of focus under the Local Control Funding Formula including developing local control accountability plans. It provided an overview of the changing landscape of school finance in California.
The document summarizes the key budget drivers for the Franklin Public Schools district, with the largest expenses being salaries (75% of budget) and health insurance (8% of budget). Special education accounts for 16.7% of total enrollment and is a major cost driver due to tuition for out-of-district placements, transportation, and staffing costs for programs and services. The district strives to provide services to students with disabilities in the least restrictive environment possible while balancing student needs with fiscal responsibility.
School Facilities Funding in California - a time of transition and changeCharley Cowens
From Bill Savidge, Assistant Executive Officer, California State Allocation Board, who presented on school facilities funding in California at the June 19th, 2013 meeting of the West Contra Costa Unified School District Citizens' Bond Oversight Committee
The document summarizes accomplishments and challenges for the University of Missouri System in 2009 and looks ahead to 2010. It discusses:
1) Specific accomplishments in 2009 including growth in enrollment, degrees awarded, research funding, and economic development initiatives.
2) Challenges faced in 2009 such as budget cuts, hiring freezes, and pension funding issues in response to the state's fiscal crisis.
3) Commitments and obligations moving forward including investing in students and researchers despite budget uncertainties from the state, evaluating degree programs and learning models, and maintaining a focus on priorities like faculty, students, and research.
So much of what we hear in the press is that this Congress is not accomplishing much if anything. In many ways, this applies to their work on education, too. But there has been some activity recently that is of importance to private school educators, including action by the U.S. Department of Education.
Please join us for a Capitol Hill Education Update webinar for private and religious schools. Participants will learn about all of the following changes and how they impact the implementation of federal education programs for students attending private schools:
Appropriation of funds
Passage of ESEA in the House
Bills for ESEA reauthorization introduced in the Senate
New guidance on the use of federal funds of technology
Guidance on new method of counting students for Title I
Extension of Waivers
The document discusses concerns about how the Toronto District School Board (TDSB) uses its Learning Opportunities Grant (LOG), which is provided by the Ontario Ministry of Education to support students at risk of academic difficulties. Specifically, it notes that over the past 13 years, the TDSB has diverted almost $1 billion in LOG funds away from programs for at-risk students, as the grant was intended for, using the money instead for other budget areas like administration. It concludes that the TDSB should incrementally increase the portion of LOG funds spent on its original purposes over the next five years to better support equity.
This document examines cost recovery programs for community use of school facilities. It finds that while schools aim to maximize community use of facilities, this increased use puts financial burdens on schools. On average, schools incur about $70 per student per year in costs from community use. However, many schools recover only a small portion of these costs through fees. The document provides best practices from schools that have successfully implemented cost recovery programs and increased the amount recovered each year. Recovering even a portion of costs can provide significant revenue for schools.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The document summarizes a leadership conference for school business officials that covered the roles and responsibilities of the business department, the budget process from state to site levels, and new areas of focus under the Local Control Funding Formula including developing local control accountability plans. It provided an overview of the changing landscape of school finance in California.
This document discusses advocating for Pell Grants by community colleges. It provides an overview of Pell Grants, noting their importance for access to higher education. It outlines the growth of Pell Grants, especially at community colleges, and the political challenges in fully funding the program. It encourages grassroots advocacy efforts to maintain the maximum $5,550 Pell Grant for fiscal year 2012 given budget pressures in Congress. Contact information is provided for further resources.
The Foreign Language Assistance Program (FLAP) provides grants from the U.S. Department of Education to support foreign language instruction for elementary and secondary students. Eligible applicants include local educational agencies, public charter schools, and intermediate units. Private schools are not eligible to apply but can benefit from programs run by local agencies. Grants are available for local agencies partnering with institutions of higher education, solely to local agencies, and to state educational agencies. Priority is given to applications focusing on languages of major economic and political importance.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Gifted education presentation for gifted advisory council 6 1-10Eric Calvert
This document summarizes gifted funding in Ohio's Evidence-Based Model of school funding. It discusses that gifted funding is now allocated based on four factors: gifted identification, gifted coordinators, gifted intervention specialists, and professional development for specialists. It provides details on how each factor is allocated and accountability measures around spending requirements. Districts must continue spending at least the same level on gifted services as when they received unit funding previously, and there will be additional expenditure standards starting in 2011, with opportunities for waivers.
Representatives from local districts, superintendents, education associations and other stakeholders provided input that informed North Carolina's plan for allocating $39 million in federal COVID relief funds. The funds will be prioritized based on local needs and input, and will support issues of equity and excellence for students ($21 million) and families ($17 million). Specific allocations include digital learning resources, infrastructure, instructional support partnerships, and community learning labs to provide student supervision and whole child support. Oversight and administration of the funds will account for $1 million.
The document summarizes the French Development Agency's (AFD) commitment and approach to achieving sustainable rural water services at scale. The AFD has doubled its water sector commitment since 2003 and provides funding through various financial instruments like loans, grants and risk-sharing tools. Ensuring accountability, local involvement and comprehensive maintenance systems are critical to sustainability. Access to credit, consistent regulations and adapting financial tools to context are also important factors. The AFD is experimenting with guarantee tools to facilitate access to loans and blending grants with repayable financing.
The document provides a summary of the Governor's Education Excellence Commission 2013-14 budget priorities preview. It outlines decreases in state funding for higher education since 2008 and increased tuition costs. It then discusses the economic and tax benefits of higher education for individuals and the state. The top three budget priorities are: 1) compensation increases for faculty and staff, 2) $16 million for mission-based performance funding, and 3) expanding teaching capacity and completions to reach a goal of 66% of Utahns with a postsecondary degree or certificate by 2020. Other priorities include operational costs, program funding, capital development projects, and land acquisitions.
The document outlines a grant disbursement plan to encourage participation in the SITES program through June 2011. $25,000 will be allocated as follows: $17,500 to local BDPA chapters for activities like annual coordinator meetings, scholarships, elementary/middle school programs, high school programs, and the Global IT Corps program. $3,750 each will go to the National BDPA and BDPA Education and Technology Foundation for events like coordinator meetings and conference support. Funds for chapters will be awarded based on participation in programs and activities through points allocated for things like computer camps and competitions.
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
The document summarizes updates and improvements to the Learning Pool website and services. Key points include:
- The Learning Pool website was refreshed with a simplified design, improved navigation, learning community, and catalogue.
- New e-learning modules were added, including Common Induction Standards for social care and finance skills courses.
- Modern Governor e-learning for school governors now has 18 modules available.
- E-learning is also available for councillors and the third sector through My Learning Pool subscriptions.
- Upcoming webinars will provide training on authoring tools and instructional design best practices.
The document summarizes information presented to a citizens' panel reviewing a school district. It provides an overview of the district's operations, including 19,284 students across 38 facilities. It discusses the district's achievements but also challenges around accountability, expectations, and lack of funding compared to neighboring districts. The panel is examining priorities like academic programs, resources, and safety/security to advise the school board on needs and budget choices.
The document summarizes the 2010-2011 budget presentation of the Lopatcong Township School District. The budget aims to meet educational standards while controlling costs. It reduces spending by $734,375 through cuts like instructional positions and capital reserves. The budget maintains current educational programs with a 1.3% increase despite reductions in state aid and federal stimulus funds. This results in a tax rate increase of 2.9% for taxpayers.
Lessons from commercial banks’ experience with lending to green SME investmen...OECD Environment
National Policy Dialogue on “Improving Access to Green Finance for Small and Medium-Sized Enterprises in Georgia”
→ Lessons from commercial banks’ experience with lending to green SME investments in Georgia – Matthew Savage
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
Includes:
- Role of MA Department of Higher Education in workforce development presented by David Cedrone, Associate Commissioner for Economic and Workforce Development
- Update on Workforce Innovation and Opportunity Act (WIOA) state plan by Jennifer James, Director of Massachusetts Workforce Skills Cabinet
- Campus execution of Nursing Workforce Plan presented by Cloria Harris Cater, Associate Professor at Simmons College School of Nursing, Linda McKay, Professor and Chairperson of Department of Nursing at Fitchburg State University, and Ellen Santos, Director of Practical Nursing at Assabet Valley Regional Technical School
Tracking Non-financial aid flows more effectivelyKelly Hunte
This document discusses tracking non-financial aid flows more effectively. It notes that while financial aid data is well tracked, data on non-financial aid (e.g. training and technical assistance) is fragmented. It argues for using economic accounting to assign costs to different types of non-financial aid activities to improve monitoring. A case study of Barbados finds that around $1.4 million in non-financial aid was received in 2010-2012, including donations and training. Some aid was linked to national priorities like renewable energy and poverty reduction, but a standardized template is needed to better capture and assess these flows.
MEFA is a Massachusetts state authority that aims to make higher education more affordable through programs like financial aid counseling, college savings plans, and low-cost loans. The document provides an overview of different types of financial aid like need-based and merit-based aid, the application process including the FAFSA and CSS Profile, how aid amounts are determined based on the expected family contribution, and tips for students and families on paying for college costs.
Avoid the Trap: How to Make it Through College Without Becoming a Financial P...Steve Miller, CFA
Learn What Your Expected Payoff From Earning a College Degree Will be
Information on the value and true cost of pursuing a college education can be difficult to find and interpret. Because no one is incentivized to provide it.
Using the quadrant approach students can identify their primary motivation for considering college and the factors to evaluate based on this motivation.
Most students end up needing to take some loans to make it through. It's important for students to understand the implications of this borrowing to ensure the consequences of borrowing are fully understood prior to taking on loans.
Checklists included to help with identifying and tracking all of the factors that should inform students decision on this important matter.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The ACSA Leadership Conference in November 2013 covered several topics related to school business and budgeting. The roles and responsibilities of the business department and principals in budgeting were discussed. The conference covered the budget process from the state level down to individual site budgets. Other areas of responsibility for business offices like attendance, ASB funds, and fundraising were also covered. Presenters emphasized the importance of principals understanding budgets and keeping accurate financial records at their sites.
The document summarizes the negative financial impact of the governor's fiscal proposal on a small, rural school district. It shows that level state funding over the next two years, along with a one-time assessment, would require over a 10% tax increase to maintain current programs. Additional costs not covered could lead to cuts impacting students, such as larger class sizes and reduced course offerings. The district has already implemented cost-saving measures but faces difficult decisions if funding does not increase.
Workforce Development Overview for the Defense and Homeland Security Consortium on May 12, 2008 by Opportunity, Inc. and the Peninsula Council for Workforce Development
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
This document provides an overview of a presentation for new learning center directors on forging successful learning centers. It discusses critical considerations like programs and services, use of technology, assessment and evaluation, professional development, and budgeting. Participants will gain knowledge on evidence-based best practices and utilize a work plan to develop actions and timelines for center improvements. The document includes discussion questions to involve participants.
This document discusses advocating for Pell Grants by community colleges. It provides an overview of Pell Grants, noting their importance for access to higher education. It outlines the growth of Pell Grants, especially at community colleges, and the political challenges in fully funding the program. It encourages grassroots advocacy efforts to maintain the maximum $5,550 Pell Grant for fiscal year 2012 given budget pressures in Congress. Contact information is provided for further resources.
The Foreign Language Assistance Program (FLAP) provides grants from the U.S. Department of Education to support foreign language instruction for elementary and secondary students. Eligible applicants include local educational agencies, public charter schools, and intermediate units. Private schools are not eligible to apply but can benefit from programs run by local agencies. Grants are available for local agencies partnering with institutions of higher education, solely to local agencies, and to state educational agencies. Priority is given to applications focusing on languages of major economic and political importance.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Gifted education presentation for gifted advisory council 6 1-10Eric Calvert
This document summarizes gifted funding in Ohio's Evidence-Based Model of school funding. It discusses that gifted funding is now allocated based on four factors: gifted identification, gifted coordinators, gifted intervention specialists, and professional development for specialists. It provides details on how each factor is allocated and accountability measures around spending requirements. Districts must continue spending at least the same level on gifted services as when they received unit funding previously, and there will be additional expenditure standards starting in 2011, with opportunities for waivers.
Representatives from local districts, superintendents, education associations and other stakeholders provided input that informed North Carolina's plan for allocating $39 million in federal COVID relief funds. The funds will be prioritized based on local needs and input, and will support issues of equity and excellence for students ($21 million) and families ($17 million). Specific allocations include digital learning resources, infrastructure, instructional support partnerships, and community learning labs to provide student supervision and whole child support. Oversight and administration of the funds will account for $1 million.
The document summarizes the French Development Agency's (AFD) commitment and approach to achieving sustainable rural water services at scale. The AFD has doubled its water sector commitment since 2003 and provides funding through various financial instruments like loans, grants and risk-sharing tools. Ensuring accountability, local involvement and comprehensive maintenance systems are critical to sustainability. Access to credit, consistent regulations and adapting financial tools to context are also important factors. The AFD is experimenting with guarantee tools to facilitate access to loans and blending grants with repayable financing.
The document provides a summary of the Governor's Education Excellence Commission 2013-14 budget priorities preview. It outlines decreases in state funding for higher education since 2008 and increased tuition costs. It then discusses the economic and tax benefits of higher education for individuals and the state. The top three budget priorities are: 1) compensation increases for faculty and staff, 2) $16 million for mission-based performance funding, and 3) expanding teaching capacity and completions to reach a goal of 66% of Utahns with a postsecondary degree or certificate by 2020. Other priorities include operational costs, program funding, capital development projects, and land acquisitions.
The document outlines a grant disbursement plan to encourage participation in the SITES program through June 2011. $25,000 will be allocated as follows: $17,500 to local BDPA chapters for activities like annual coordinator meetings, scholarships, elementary/middle school programs, high school programs, and the Global IT Corps program. $3,750 each will go to the National BDPA and BDPA Education and Technology Foundation for events like coordinator meetings and conference support. Funds for chapters will be awarded based on participation in programs and activities through points allocated for things like computer camps and competitions.
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
The document summarizes updates and improvements to the Learning Pool website and services. Key points include:
- The Learning Pool website was refreshed with a simplified design, improved navigation, learning community, and catalogue.
- New e-learning modules were added, including Common Induction Standards for social care and finance skills courses.
- Modern Governor e-learning for school governors now has 18 modules available.
- E-learning is also available for councillors and the third sector through My Learning Pool subscriptions.
- Upcoming webinars will provide training on authoring tools and instructional design best practices.
The document summarizes information presented to a citizens' panel reviewing a school district. It provides an overview of the district's operations, including 19,284 students across 38 facilities. It discusses the district's achievements but also challenges around accountability, expectations, and lack of funding compared to neighboring districts. The panel is examining priorities like academic programs, resources, and safety/security to advise the school board on needs and budget choices.
The document summarizes the 2010-2011 budget presentation of the Lopatcong Township School District. The budget aims to meet educational standards while controlling costs. It reduces spending by $734,375 through cuts like instructional positions and capital reserves. The budget maintains current educational programs with a 1.3% increase despite reductions in state aid and federal stimulus funds. This results in a tax rate increase of 2.9% for taxpayers.
Lessons from commercial banks’ experience with lending to green SME investmen...OECD Environment
National Policy Dialogue on “Improving Access to Green Finance for Small and Medium-Sized Enterprises in Georgia”
→ Lessons from commercial banks’ experience with lending to green SME investments in Georgia – Matthew Savage
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
Includes:
- Role of MA Department of Higher Education in workforce development presented by David Cedrone, Associate Commissioner for Economic and Workforce Development
- Update on Workforce Innovation and Opportunity Act (WIOA) state plan by Jennifer James, Director of Massachusetts Workforce Skills Cabinet
- Campus execution of Nursing Workforce Plan presented by Cloria Harris Cater, Associate Professor at Simmons College School of Nursing, Linda McKay, Professor and Chairperson of Department of Nursing at Fitchburg State University, and Ellen Santos, Director of Practical Nursing at Assabet Valley Regional Technical School
Tracking Non-financial aid flows more effectivelyKelly Hunte
This document discusses tracking non-financial aid flows more effectively. It notes that while financial aid data is well tracked, data on non-financial aid (e.g. training and technical assistance) is fragmented. It argues for using economic accounting to assign costs to different types of non-financial aid activities to improve monitoring. A case study of Barbados finds that around $1.4 million in non-financial aid was received in 2010-2012, including donations and training. Some aid was linked to national priorities like renewable energy and poverty reduction, but a standardized template is needed to better capture and assess these flows.
MEFA is a Massachusetts state authority that aims to make higher education more affordable through programs like financial aid counseling, college savings plans, and low-cost loans. The document provides an overview of different types of financial aid like need-based and merit-based aid, the application process including the FAFSA and CSS Profile, how aid amounts are determined based on the expected family contribution, and tips for students and families on paying for college costs.
Avoid the Trap: How to Make it Through College Without Becoming a Financial P...Steve Miller, CFA
Learn What Your Expected Payoff From Earning a College Degree Will be
Information on the value and true cost of pursuing a college education can be difficult to find and interpret. Because no one is incentivized to provide it.
Using the quadrant approach students can identify their primary motivation for considering college and the factors to evaluate based on this motivation.
Most students end up needing to take some loans to make it through. It's important for students to understand the implications of this borrowing to ensure the consequences of borrowing are fully understood prior to taking on loans.
Checklists included to help with identifying and tracking all of the factors that should inform students decision on this important matter.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The ACSA Leadership Conference in November 2013 covered several topics related to school business and budgeting. The roles and responsibilities of the business department and principals in budgeting were discussed. The conference covered the budget process from the state level down to individual site budgets. Other areas of responsibility for business offices like attendance, ASB funds, and fundraising were also covered. Presenters emphasized the importance of principals understanding budgets and keeping accurate financial records at their sites.
The document summarizes the negative financial impact of the governor's fiscal proposal on a small, rural school district. It shows that level state funding over the next two years, along with a one-time assessment, would require over a 10% tax increase to maintain current programs. Additional costs not covered could lead to cuts impacting students, such as larger class sizes and reduced course offerings. The district has already implemented cost-saving measures but faces difficult decisions if funding does not increase.
Workforce Development Overview for the Defense and Homeland Security Consortium on May 12, 2008 by Opportunity, Inc. and the Peninsula Council for Workforce Development
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
This document provides an overview of a presentation for new learning center directors on forging successful learning centers. It discusses critical considerations like programs and services, use of technology, assessment and evaluation, professional development, and budgeting. Participants will gain knowledge on evidence-based best practices and utilize a work plan to develop actions and timelines for center improvements. The document includes discussion questions to involve participants.
The Vision Project Performance Incentive Fund is designed to support innovative work that will advance the Vision Project goals for Massachusetts' national leadership in certain key educational outcome areas in higher education. How is Bunker Hill Community College spending its $200K grant to advance these goals? Presented at a meeting of the Massachusetts Board of Higher Education on January 31, 2012.
Universities and colleges must develop new business models to deal with scarce resources, increased demand for productivity and lower tuition, and changing demographics. This presentation to leaders in a major corporation outlines the pressures and the actions that a national higher education association is recommending to the institutions.
This webinar discussed the roles and responsibilities of school governing boards in districts identified for program improvement under No Child Left Behind. It provided an overview of program improvement requirements and sanctions. It also presented a case study of one district's experience working with a District Assistance and Intervention Team to develop an action plan focused on curriculum, instruction, professional development, and communication to improve student achievement. The webinar addressed how school boards can provide leadership, set clear expectations, and ensure accountability during school reform efforts.
Another common pitfall we see is the treatment of blended learning as a standalone education program instead of integrated into the costs associated with day-to-day instruction.
Assessing cost trade offs within the ongoing instructional budget will allow blended learning to be both scalable and sustainable.
The document summarizes an IT department strategic planning meeting. It discusses the institution's priorities of increasing enrollment, creating an attractive environment, and integrating services. It outlines the department's roadmap to develop a vision and mission, build a team, and become more responsive, accountable, and consultative. The nature of planning, benchmarking, and financial resources are also covered. Plans should align with the institution's mission and goals and affect budgeting.
The document outlines plans for Phase 3 of the Fund for Our Economic Future strategy. Key points include:
- Phase 3 will focus on intensifying support for priority industry clusters and assessing grantee performance.
- Goals are to accelerate job and income growth, reduce long-term growth impediments, and sustain economic competitiveness work.
- Strategies include strengthening business growth, enhancing talent development, spurring regional planning, and sustaining regional leadership.
- The Fund will incorporate as a 501(c)(3) to deepen its role in regional economic competitiveness.
CMG Measurement and CSR selected slides for SXSW Eco May 2013Phillip Clawson
This document discusses components of corporate social responsibility and measurement. It covers the following key points:
- Corporate social responsibility has several components including environmental sustainability, business practices, leveraging relationships, ethics and transparency, internal people strategies, and allocating money, resources and time.
- Measurement of corporate social responsibility is important for both proving impact to stakeholders and improving strategies. Metrics should measure inputs, outputs, and outcomes.
- Developing a "theory of change" that links activities to expected results can help guide measurement and strategy. A variety of quantitative and qualitative measures should be used to evaluate performance.
Application Of Property Theories Of The Beacon HillTheresa Singh
The document discusses how cost analysis is an important factor for corporations to consider when making financial and investment decisions. It examines concepts derived from cost analysis like cost allocation, cost-effectiveness analysis, and cost-benefit analysis. The advantages and disadvantages of cost analysis are also reviewed to help corporations properly evaluate projects using this technique.
2019 legislative presentation for sbe fall work session 10.31.2018EducationNC
This document outlines budget proposals and legislative priorities for North Carolina's Department of Public Instruction (DPI) and State Board of Education (SBE) for 2019. Key items include:
- A proposed $190 million expansion budget for K-12 public schools, including funding to increase salaries, hire more school support staff, support low-performing schools, and provide professional development.
- Non-appropriation legislative requests focused on accountability, school performance measures, and flexibility for innovative school districts.
- Budget priorities aligned with SBE goals like excellent educators, educational equity, and using data to inform decisions and allocate resources effectively.
Thinking About CSR in Practice: thoughts, tools and examplesWayne Dunn
Lecture delivered to the McGill Fasken Executive Program on Corporate Social Responsibility Strategy and Management, May 6-10, Cape Town South Africa. Professor Wayne Dunn, McGill University: Institute for the Study of International Development
This document summarizes a presentation on how states can help school districts promote restructuring during difficult financial times. It identifies seven priorities for restructuring, including restructuring teacher compensation to link pay to performance, rethinking standardized class sizes to target individual attention, and redirecting special education spending to early intervention. The presentation uses an interactive budgeting game to illustrate how districts could meet an 8% budget cut target while still moving toward improved performance through strategic investments and savings in areas like instructional time and leadership development. Participants discussed insights around opportunities for district transformation during budget cuts and ways states can support and incentivize priority restructuring actions.
The document discusses the Clark County School District budget. It provides details on where the budget money comes from and how it is spent. The majority (88%) of the budget goes to salaries and benefits for employees, most of whom work in schools. It also compares CCSD expenditures per student to other districts. While education functions like a business in some ways, the primary goal is student learning. The biggest challenges are lack of adequate funding and balancing the needs of students, parents, and taxpayers.
Schools face strategic fundraising challenges including major gift fundraising, engaging board support, and growing revenue through fundraising. A survey of 149 schools found that most raise less than $1 million annually and have endowments under $5 million. Effective strategic planning and a clear strategic plan can help schools address challenges and leverage opportunities. Major gift fundraising requires commitment from leadership, a compelling case for support, and a written fundraising plan. Cultivating current and prospective major donors through meaningful relationships is key to fundraising success.
CleanEdison provides turnkey online vocational training programs and services through its "School as a Service" model, partnering with colleges and organizations to design, market, and manage short-form vocational programs in high-demand fields in order to address the problems of student debt without degrees and help students obtain well-paying jobs. CleanEdison has already certified over 15,000 students through partnerships with 15 colleges and organizations, and sees significant market opportunity in the areas of vocational education, for-profit school partnerships, and corporate employee training.
When you close a school for weeks or months, and you’re a traditional school district, you’re likely to be fine. When you close a charter school for weeks or months, it can be devastating.
In this recorded webinar, we explore options for charter school leaders to make decisions and have the resources available to do the right thing for your students, your staff and your larger community.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
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2. Budget Strategy 2012-13
Results in the development of a balanced budget for the 2012-13 school year
Reflects the district goals for literacy, mathematics and student engagement
Results in the development of a budget that emphasizes revenue enhancements
and expenditure reductions while minimizing the use of fund balance
Developed following a review of current programs and services for effectiveness
and efficiencies
Places the district in a position to move toward our vision of becoming the
district of choice
Provides the board with a carefully thought out prioritized list of
recommendations for potential reductions
Requests stakeholder input from district staff and the public
Be discussed in an open and transparent process
3. Decision Making Process Map for the
Budget Engagement Process
Stakeholder Input
• Create a shared reality of data, trends, needs and brainstorm new ideas, opportunities, etc.
• Assess options and provide feedback to options for refinement
Creating Options
• Create multiple options for consideration for presentation to the choice makers
Decision (Choice) Making
• Selection of a preferred option(s)
Choice Makers Option Creators Stakeholders
Those responsible for the choice Those with specific Input
expertise, experience or Those who will be most affected
knowledge by the choice
School Board + District District Leadership Representative group of
Administration stakeholders
• Superintendent Learning Support Team Parents
• Assistant Superintendents: Principals Building Staff
Curriculum and Instruction, Human District Administrators Community
Resources, Business and Finance Additional input Additional input
GBEA GBEA
AFSCME groups AFSCME groups
Community
4. Current Reality
$8 million budget deficit in 2011-12
Budget deficits occur when State revenues are
reduced to school districts
2010-11 reduction of $69 per student ($269 to $200)
loss of $1.4M in revenues
2011-12 reduction of $734 per student ($200 to a -$534)
loss of $15M in revenues
2011-12 –overall deficit was $20M
$12M increase in employee contributions to both retirement
and health benefits
2011-12- remaining $8M deficit
revenue enhancements and expenditure reductions including
the use of $3.6 M from the Federal Education Jobs Fund
5. Current Reality
$9 million budget shortfall for 2012-13 projected
Revenues
Revenues are expected to decrease by $2.1M or .8%
The revenue limit increase of $50 per student will generate an additional
$1M in revenue
State categorical aids are expected to increase approximately $.5M
Federal revenues will decrease by $3.6M due to loss of Education Jobs
Funding
Increased Expenditures
Expenditures are expected to increase by $6.5M or 2.8%
Health insurance is expected to increase by $2.9M
Open enrollment expenditures are expected to increase by $2M
Transportation costs are expected to increase by $.3M
Non-referendum debt costs are expected to increase by $.7M
Other expenditures are expected to increase by $.6M
6. What steps will we take to address the projected
budget shortfall for 2012-13?
We will ask stakeholders to define what they value
We will reexamine all departments, programs, and
services for efficiencies
We will create options for potential revenue
enhancement and expenditure reductions in order to
best support instructional programs
7. Budget Priorities
Priority 1 : Adjustments to spending will impact
students significantly
Priority 2: Adjustments to spending will impact
students moderately
Priority 3: Adjustments to spending will impact
students minimally
8. What Do We Value?
Data collection from Stakeholders
9. Knowing $9M Must be Cut…
What programs and services are you most concerned
about losing?
10. Looking at Our Current Reality…
Are there programs that can be scaled down or
eliminated?
11. Looking to the Future…
What programs and/or services should the schools
be providing that would improve student
achievement and/or student engagement even if it
means reducing elsewhere?
12. Cost Savings/Revenue
Enhancements/Innovation
What cost savings, revenue enhancements and/or
innovations would result in increased funding for the
district?
e.g. (cost savings) Energy projects
e.g. (enhancement) Advertising
13. Next Steps
All input will be considered as options are created
All stakeholder groups will be invited to respond to
options created
Refined options will be presented to the Board of
Education for approval
Editor's Notes
As we begin a New Year, we are once again faced with a projected budget shortfall for the 2012-13 school year. Along with the Board of Education, I invite you to participate in a Budget Engagement Process. The purpose of this budget engagement process is to gather input from you, the stakeholders, to help define what we as an educational learning community value most. The input gathered from all stakeholders will then be used to create options for budgetary reductions and/or enhancements as we address the district budget shortfall for 2012-13.
Balancing the budget is always challenging. We have defined our budget priorities and agree to take the following budget strategies into consideration as we define what we value. The budget strategy for 2012-13 include: (read bulleted items on slide)
Everyone’s voice is important. The first step of the decision making process is the gathering of input from the all the stakeholder groups. This slide identifies 3 groups - the Choice-makers who are those responsible for the implications of the choice; the Option Creators – those with specific expertise, experience or knowledge concerning the choice, and the Stakeholders- those who will be most affected by the choices made. The Option Creators will take the input from the stakeholders and create options for consideration. Before going to the Board, the group who will make the final decision, there will be another opportunity for stakeholders to respond to the options created . Following engagement of the stakeholders for a second time, the Option Creators will refine the options and present them to the Board of Education for final approval. The Board will select the options that align with the district mission and vision and best reflect the community values while balancing the budget 2012-2013.
Let’s examine our current realityHow did we arrive at an $8 million budget shortfall for the 2011-12 school year? First, it is important to recognize that budget deficits occur when State revenues are reduced to school districts. Our budget deficit in 2011-12 actually began in 2010-11 when the revenue limit increase per student was reduced by $69 per student. We went from $269 per student to $200 resulting in a loss of $1.4M in revenues. In 2011-12, we saw a reduction of $734 per student. We went from $200 per student to a minus $534 per student resulting in a loss of $15M in revenues. Overall our budget deficit for 2011-12 was $20M. $12M of the deficit was addressed using employee contributions to both retirement and health benefits. The remaining $8M deficit was addressed using revenue enhancements and expenditure reductions including the use of $3.6M from the Federal Education Jobs Fund.
As we look forward to the 2012-13 school year, we are projecting a budget shortfall of $9M. Here are the 2012-13 budget assumptions: We are anticipating revenuesto decrease per student by $2.1M or .8%The revenue limit increase of $50 per student will generate an additional $1M inrevenueState categorical aids are expected to increase $.5MFederal revenues will decrease by $3.6M due to loss of Education Jobs Funding We are also anticipating expenditures to increase by $6.5M or 2.8%Health insurance is expected to increase by $2.9M Open enrollment expenditures are expected to increase by $2M Transportation costs are expected to increase by $.3M Non-referendum debt costs are expected to increase by $.7MOther expenditures are expected to increase by $.6M
So what is next? Our first step will be to gather input from you, the stakeholders, in an effort to define what you value most. We will ask a series of questions and collect your responses. At the same time, we will reexamine all departments, programs and services for efficiencies. From the data gathered, we will create options for potential revenue enhancements and expenditure reductions.
Once options are created, we will evaluate them with the following budget priorities:
In an effort to identify what we value most, we will be asking all stakeholder groups to respond to the following questions: