Dashboard: Process to Get Started/Models in Use

1. Presenter: Jon Hitcho Assistant Superintendent for Business Kildeer Countryside CCSD 96 Dashboard: Process to Get Started/Models in Use IASBO 60th Annual ConferencePheasant Run Resort

2. Who’s in the Room Today? Please tell us….. • Your name. • Your role in the district/school. • What you are hoping to learn today.

3. Performance Monitoring/Dashboard Reporting • Purpose: • To introduce and lead the way for the discussion/implementation of the concepts of Performance Monitoring and Benchmarking in public school finance to highlight the transparency and accountability of Business Managers and their respective Districts. • To use that data to help make sound financial decisions.

4. Purpose for a Business Office and a School District • Accountability. • Transparency. • Communication. • Board of Education. • Community/Constituents. • Staff Members. • Create an Environment of Trust. • Tool for Decision Making.

5. Where Do You Begin?

6. What is Important? • District/Board of Education. • Goals. • Mission, Vision, and Values • Superintendent. • Administrative Goals. • Performance Based Contracts. • Business Office. • Objectives, Principles, and Goals. • Community Expectations.

7. Kildeer Countryside CCSD 96 7 Buildings *1 Kindergarten center *4 Elementary Schools *2 Middle schools Total Enrollment:3,175 Students Low income rate: 5.4% Limited English proficiency rate:8.0% Overall ISAT Performance: 96.3% Illinois District Report Card 2010 Illinois district report card 2009

8. Kildeer Countryside CCSD 96District/Superintendent Goals • Maintain High Levels of Student Achievement. • Enhance the level of assessment practices for our teachers, principals, and students. • CFAs will be developed for reading, writing, and math (K-5) and all subject areas (6-8). • Create a clearer focus on results by refining the ways teachers use assessment results to improve student learning. • Present three workshops to teachers/admin on Mastery Manager. • Refine, design, and implement school-wide and systematic pyramids of intervention. • Implement Pyramids of Intervention as documented in parent brochures.

9. Kildeer Countryside CCSD 96District/Superintendent Goals • Deeply Embed a More Collaborative Culture. • Enhance the level of shared knowledge and application of those practices that enhance teacher collaboration. • Each school will identify a ‘sister school’ and participate in an audit exchange. • Create a clearer focus on teacher collaboration by exploring and refining strategies teachers use to promote teacher collaboration. • Assess status of implementation of Japanese Lesson Study and provide follow-up support. • Identify at least three strategies that promote teacher collaboration and explore the feasibility of additional training for the 2010-11 school year.

10. Kildeer Countryside CCSD 96District/Superintendent Goals • Ensure Smooth Transition of the Superintendency. • Conduct a comprehensive scan of the District’s internal and external environments. • Complete and review results of a Community Satisfaction survey. • Participate and plan for a system-wide visioning process of the District’s desired future. • Complete and review results of a CEC Systems Review. • Review recommendations generated at the Apple Visioning conference. • Complete and review plans for a 2012 Community Visioning conference. • Design and deliver a plan to mentor the superintendent-elect throughout the 2010-11 school year. • Conduct weekly meetings to review and monitor progress of the Superintendent Transition Plan.

11. Mission, Vision, Values Mission Ensure that every child achieves his or her maximum potential. Vision Become the premier elementary school district in the nation. Values • Model for others what we expect from others. • Every child, every school, every day. • Best practice, not first practice. • Learning has no boundaries. • Celebrate success.

12. Business Office • Brainstormed with staff. • Reviewed ideas that are widely believed to be best practice in school finance. • The End Result: • Business Office Mission. • Objectives. • Principles. • Goals. • Discussed at a Board of Education meeting.

13. Mission Statement Definition A good mission statement succinctly defines a person or an organization. It describes what they are trying to accomplish and what they value. It explains "who we are, what we do, where we're headed." Mission statements provide those involved in their creation with a vision of the future and a basis for strategic long-term planning. They provide a foundation for effective leadership and efficient management.

14. Business Office Mission The staff of the Business Office promotes the mission, vision, and values of Kildeer Countryside CCSD 96 by affirming the dignity of each person that the Business Office services. We provide our customers, which include students, their families, our staff members and the entire Kildeer Countryside school district community, service in a professional, cost-effective and innovative manner consistent with the values of integrity, teamwork, stewardship, politeness and respect. These services are provided in accordance with the policies and procedures of the school district to ensure sound fiscal responsibility.

15. Financial Objective Definition A financial objective is something the school district business office is aiming toward or a strategic position it is working to attain. Usually, it is a step in the strategy. Objectives are similar to goals, but often have success/failure rather than quantifiable metrics. - F. John Reh

16. Objectives • Develop a reasonable financial projection for the next five years. • Build the size of the fund balance to an acceptable level. • Continue to evaluate outsourcing opportunities to more efficiently provide programs and services. • Price services to cover costs. • Analyze and publish financial results and comparisons with neighboring and comparable school districts. • Provide adequate financial stability and flexibility to meet strategic opportunities in a rapidly changing and growing region.

17. Financial Principle Definition Financial Principles are fundamental norms, rules, or values that represent what is desirable and positive for a person, group, organization, or community, and help it to determining the rightfulness or wrongfulness of its actions. Principles are more basic that policy and objectives, and are meant to govern both. -Business Dictionary.com

18. Principles • A budget that works within the constraints of the District’s resources should be prepared annually by the Assistant Superintendent for Business with recommendations from the Finance Committee. After those considerations, it will be forwarded to the Board of Education for final adoption by September 30th. • All ongoing operating costs should be funded by ongoing revenue sources. This protects the District from fluctuating service levels and avoids concern when one-time revenues are reduced or removed. In addition: • Fund balances should be used only for one-time expenditures. • Local, state and federal grants should not support financially essential District services. Grant monies should be tied to programs and services with the understanding that those services delivered with grant funding may be revised and altered based on grant funding availability. • The District Treasurer should forward to the board monthly financial reports identifying meaningful trends in both revenues and expenditures.

19. Principles Cont’ • Financial Trend Indicators should be prepared and reviewed annually to determine the District’s financial condition. • General Fund balance should be targeted at no less than 33% of operating expenditures. • A five-year financial forecast should be developed annually to react to changes and to accommodate regulatory and legislative mandates. The Finance Committee should help monitor internal and external factors that can affect Kildeer Countryside CCSD 96’s budget.

20. Principles Cont’ • User fees for all operations should be reviewed annually to ensure rates defray operating costs. • The District should seek to maintain a bond rating of no less than “AA+” from the major investment rating agencies. • The District shall annually prepare a Comprehensive Annual Financial Report and should seek recognition from the Government Finance Officers Association (GFOA) by applying for and receiving the organization’s Certificate of Excellence in Financial. This can only be accomplished if the District changes its financial reporting method from Cash Accounting to Modified Accrual.

21. Financial Goal Definition A Financial Goal is an observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe. - Business Dictionary.com

22. Business Office Goal #1 • Keep the District in a fiscally stable position in both the short and long term. • All operating revenues and expenditures shall be monitored and when necessary, adjusted to ensure expenditures do not exceed revenues over time. • On-going operations of the district shall be funded from ongoing revenues. • Five-year budget projections shall be reviewed annually. • Budget initiatives shall be evaluated as part of the five-year budget projection. • Revenues should be conservatively projected, and expenditures budgeted at 100% to help ensure solvency. • The District should adopt new initiatives only when adequate funding is made available as well as meeting the criteria set forth in the District’s Strategic Plan.

23. Business Office Goal #2 • Establish accountability in budget monitoring. • The District shall set budgets at the department and building level. • Department and building administrators are responsible for managing their budgets within the appropriated total budget. • A piece of the new evaluation for administrative staff will include a rating on financial responsibility.

24. Business Office Goal #3 • Adhere to Best Accounting and Management Practices in conformance with generally accepted accounting procedures as applied to governmental units and standards of the Governmental Accounting Standards Board and Government Finance Officers Association.

25. Business Office Goal #4 • Provide Financial Reports in a Timely and Understandable Manner and present them to all members of our community. • Real-time budget reports outlining expenditures shall be available to all departments and building administrators through our financial software system (SDS). • All documents will be posted on the Business Services web page.

26. Business Office Goal #5 • A Measurement Scorecard Report will be developed for monitoring and measuring progress towards educational and financial performance goals. • District will monitor and maintain an efficient amount for operating cost per pupil. • District will produce financial benchmarking reports annually. • Enrollment. • Attendance. • Graduation. • Dropout/Truancy. • Class Size. • Teacher to pupil ratios. • Education of staff. • Years of experience of staff. • Operating Cost per pupil. • Referendum promise made to Kildeer 96 community. • District will maintain its score in the ISBE financial profile to the Recognition category.

27. Business Office Goal #6 • Communication to the Stakeholders regarding the District’s finances will be achieved through a variety of methods including mailings and the website. • Distribute the Budget at a Glance publication and post it on the website. • Post the annual budget on the website. • Post the Comprehensive Annual Financial Report on the website. • Post the Annual Statement of Affairs Report on the website. • Post the benchmarking reports on the website. 

28. Community Expectations • Community Surveys. • Expectations on Academics, Services, and Operations. • Point to what the community thinks is important. • Examples. • Referendum Promises. • Comparables.

29. Creating the Scorecard • Key indicators of the District’s overall well-being. • Five indicators from each section should be identified. • Operational Service Indicators. • Finance. • Operations and Maintenance. • Transportation. • Student Achievement. • Personnel. • Community/Stakeholders.

30. Scorecard

31. Financial Scorecard Items • Value – The relative rank of the District’s academic performance versus the District’s operating expenditures per students will fall in the first quadrant (high performing/low cost) when annually rated against comparable Districts. • Best Practice – District will achieve ISBE Financial Recognition status. • Commitment – D96 financial long range plan projects that a Referendum is not required until 2016 or beyond.

32. Financial Scorecard Items • Facilities – District 96 will operate educational facilities that meet life safety requirements and support a safe, secure, and nurturing learning environment. • Transportation– District will provide safe and efficient transportation services that support the fundamental mission of the school district.

33. District 96’s Dashboard

34. Responsible Use of Resources Relationship of per pupil expenditures and student achievement Benchmark Average : 108.1 Benchmark Average : 13,744

35. ISBE Financial Profile Financial Recognition Threshold

36. CommitmentReferendum Generational Promise to the Community

37. Facilities Indicator #1Successful Compliance with RoE Life Safety Survey

38. Facilities Indicator #2Internal Survey of the District’s Staff

39. Transportation Indicator #1 % of Total Bus Routes Arriving On-Time

40. Transportation Indicator #2 Bus Routes Without Traffic Incident

41. Practical Examples and Rules to Follow

42. Rules of Data • Easily Accessible • Improve accessibility of data. • Purposefully Arranged. • Data presented in a complete, accurate, and straight-forward manner. • Publicly Discussed. • All benefit from the collective wisdom of the group. • All sharpen their pedagogy and deepen their content knowledge.

43. Performance Monitoring with Benchmarking • Internal • Driven by values held inside by the organization. • External • Driven by values held by the organization comparing themselves to other entities (IE. How they “Stack Up”).

44. Internal Performance Monitoring • District Goals • Board of Education goals. • Driven by Board Policy and Procedures. • Strategic Planning. • District Mission. • District Vision. • Business Office Goals, Objectives and Principles.

45. Internal Performance Monitoring • Treasurer’s Reports. • Balance Sheets. • Revenue/Expense Statements. • Statement of Changes in Financial Position. • Cash Flow Projections. • Expense Trending. • Quarterly Reports.

46. Internal Performance Monitoring • Illinois Financial Profile Ranking • Five Major Areas of Financial Performance. • Fund Balance to Revenue Ratio. • Expenditure to Revenue Ratio. • Days of Cash On-Hand. • Percent of Short-Term Borrowing Maximum Remaining • Percent of Long-Term Debt Margin Remaining. • Rates the District. • Can Give up to a Seven (7) Year Comparison to Measure Financial Health Internally. • http://www.isbe.net/sfms/P/profile.htm • Five Year Profile for Kildeer.

47. Internal Performance Monitoring • Dashboard Reporting: • Incorporates Budgets and Annual Financial Reports (AFRs). • High Level Summary Information: • Helps Organizations Communicate Strategy. • Monitor and Adjust the Execution of their Strategy. • Deliver Insights to All.

48. Internal Performance Monitoring • Financial Projections: • Should be at least five (5) Years of Data. • Should be based on key economic and policy decisions. • Should be updated with current data. • Can be tracked in a variety of ways. • Integral in understanding the long-range effects of Budget decisions. • Example – PMA/FPP

49. External Performance Monitoring • Illinois Financial Profile • Five Major Areas of Financial Performance. • Fund Balance to Revenue Ratio. • Expenditure to Revenue Ratio. • Days of Cash On-Hand. • Percent of Short-Term Borrowing Maximum Remaining • Percent of Long-Term Debt Margin Remaining. • Rates the District. • Can Give up to a Seven (7) Year Comparison to Measure Financial Health Externally v. Other Districts. • http://www.isbe.net/sfms/P/profile.htm

50. External Performance Monitoring • Equalized Assessed Valuation (EAV) per Average Daily Attendance (ADA). • Can Show the Strength of the Community Financially. • Operating Expense Per Pupil • Determined by Perception • Tax Rates. • Compare by District Type (i.e. Unit, K-8, and HS) • Examples.