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Chewelah SD Fiscal Outlook 2009-2011

Chewelah SD Fiscal Outlook 2009-2011. February 2009. Federal and State Economic Outlook. Unprecedented Times • National and World Economies in Disarray • Minimum $6 Billion State Shortfall – Largest in History. New estimates due in March with talk of a $8-9 Billion shortfall per year.

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Chewelah SD Fiscal Outlook 2009-2011

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  1. Chewelah SD Fiscal Outlook 2009-2011 February 2009

  2. Federal and State Economic Outlook Unprecedented Times • National and World Economies in Disarray • Minimum $6 Billion State Shortfall – Largest in History. New estimates due in March with talk of a $8-9 Billion shortfall per year. What Does This Mean for Washington’s Public Schools?

  3. Washington State General Fund 2009 CategoryDollars in Millions K-12 Education $12,136 Higher Education 3,255 Social & Health Services 9,034 Corrections 1,726 Bond Retirement & Interest 1,576 Governmental Operations 531 Natural Resources 460 All Other* 1,049 TOTAL $29,767 *All Other includes Legislative, Judicial, Other Human Services, Transportation, Contributions to Retirement Systems, Other Education, and other appropriations.

  4. Washington State School Districts Ending Fund Balance 2008

  5. State Budget Process 2009-11

  6. Governor’s budget • November – $4.3 billion dollar deficit Governor’s budget proposes cuts of 4 billion and use of rainy day of up to $332 million. Major cuts in education: LEA funding (33% reduction)- $125.4 million I-728 Class size funding (24%)- $178 million I-732 COLA suspension - $349.2 million Grants and programs - $ 88 million

  7. Programmatic Reductions of $88 Million • $40 M in specific programs eliminated or with significant reductions (37 Provisos) • $32 M in grants • Distributed based on which districts qualified for grants • 48 M in Allocations eliminated (2 Provisos) • $40 M to eliminate separate funding for Math/Science Professional Development (Allocation) • $8 M for Library Materials Source: OSPI; 1/14/09

  8. Chewelah SD • 2008 ending fund balance $ 733,780 (7.7%) • 2008-09 Revenue $9,281,475 • 2008-09 Budget $9,505,277 • Annual payroll $7,983,944 (84%) ($665,329/month) • Annual accounts payable $1,521,333 (16%) ($125,440/month) • Additional enrollment $ 107,680 • Est. 2009 ending fund balance $ 617,658 (6.5%)

  9. Chewelah School District Enrollment 1350 1300 1250 1200 1150 1100 Full-time Students 1050 1000 950 900 850 800 1999-2000 1998-1999 2001-2002 2005-2006 2007-2008 1989-1990 1990-1991 1991-1992 1992-1993 1993-1994 1994-1995 1995-1996 1996-1997 1997-1998 2000-2001 2002-2003 2003-2004 2004-2005 2006-2007 2009-2010 est. 2010 -11 est. 2008-2009 est. avg School Year

  10. Potential cuts for 2009-10 • Declining Enrollment (59 FTE) $ 317,656 • Levy Equalization cuts $121,527 • I-728 funding cuts $ 95,932 • Deficit Spending 2008-09 $116,122 • Mid year (08) state funding cuts $ 20,000 09-10 Savings • Johnson Controls ($ 47,211) • Additional levy revenue ($150,000) • Net loss ($474,056)

  11. Why is it difficult to cut this $ .5 Million? • We spend 84% on people, 16% on things (limited flexibility on things) • Largest percentage of budget is on teaching/support • Categorical funding (Title, LAP, Voc, Special ED, etc) • We have already been trimming costs for 8 years • State funding continues to be in lowest quartile of funding per student • Student Achievement – All means ALL

  12. How will we get there?Key dates (subject to revision) • Staff input – last week of January • Community input – February • Budget reduction committee - March • Board final decision - May • Budget preparation - May – June • Budget hearing and adoption – July 15

  13. What can you do? • Submit Your Suggestions & Questions • Hard copy or e-mail to: mmorgan@chewelah.k12.wa.us • Stay Informed • Answer questions from our community • Contact Your Legislators

  14. Understanding the Budget • Douglas Poole – Exec. Dir. Administrative Services – North Central ESD

  15. Where does the budget come from?Priority Matrix: Non-Academic – Support Extracurricular Arts Music Band Recess Support After school programs Transportation

  16. Liberty School District #362 Budget Reduction Process 2009-2010

  17. Process Stakeholders • District Leadership Team • Employee Association Leadership • School Board • Junior High & High School ASB Leaders

  18. Building Principals/Assistants Business Manager Facilities Director Transportation Supervisor Technology Director Food Services Director Athletic Director Superintendent Leadership Team

  19. Process Timeline/Cautions • Plan your work backward • Know your bargaining agreement dates • May 15 is a critical date for RIF notice • Lead each meeting yourself to keep information consistent • Use a data collection instrument to gather potential cut ideas from all in-district employee groups • If decisions will be made w/o considering employee preferences , do not ask for input. • Create a comparison chart to allow people to give input on what they would prefer • If you provide figures be sure work linear and always include the numbers since the beginning • Be cautious about what you share. Collect all data sheets from meetings until you plan to share more publicly. Information leaks and creates a vicious rumor mill. • Be cautious about gathering input from uninformed stake holders. They tend to make assumptions without all the facts.

  20. Certified staff $55,000/each Classified staff $33,500/each Int. principal replace $64,500 Custodial $22,500 Reduce HS electives $28,500 TRI days reduction * $23,600 Eliminate “C” squads $2,800 JH/HS track & wrest. $4,300 .5 secretarial $17,400 10% athletic travel $4,000 Non-Voc field trips $2,500 Admin/board conf. $8,000 Activity buses $21,000 HS principal/Supt $67,000 ESD network services $8,300 Cert $300 funding * $7,500 Instructional materials $28,000 PD for classified * $5,000 Pay to play athletics $6,000 Eliminate carve out * $45,000 Employee assistance * $2,000 * Requires a LOA from association Reduction Idea Worksheet

  21. Budget Item Comparisons

  22. Enrollment History

  23. Data Analysis • Calculate your input data • Keep data confidential • Share with the Leadership Team • Develop a recommendation for Board • Communicate, communicate, communicate

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