2018/2019 Budget Overview Board Presentation – July 24, 2018 Presented by: Melissa deVita, Deputy Superintendent Marie Telecky, Director Finance & Budget Ryon Fields, Budget Analyst Brian Flynn, Budget/Grants Analyst Jenny Hall, Budget Analyst For additional information regarding this presentation contact: Melissa deVita, Deputy Superintendent, Finance & Operations Email: devitam@bsd405.org Phone: (425)456-4025 The Bellevue School District Mission: ❖ To provide all students with an exemplary college preparatory 1 education so they can succeed in college, career and life.
Agenda • Budget Process • Executive Summary • General Fund • Capital and Technology and Building Funds • Local Levies • Next Steps • Additional Materials 2
Budget Process Today Addl. School Budgets Title I Funds Initiatives & Dept. & High Improvement School Budget Needs Grants Plans Requests Funds & Other Local Funds Base School Budget Other Budgets Program Program Staffing Classified Placement Staffing Capital Cert. & Tech Staffing Other School Staffing & Budget Formulas Building Dept. ASB, Budget Budgets Enrollment Debt Forecast Service 3 & TVF
4-Year Perspective Total General Fund Revenue ($ Millions) Budget Revenue/Pupil - $’s $400.0 18,000 $368.7 $359.2 $354.7 $349.9 17,500 $350.0 17,000 $298.4 $300.0 16,500 $250.0 16,000 $200.0 15,500 15,000 $150.0 14,500 $100.0 14,000 $50.0 13,500 $- 13,000 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 4 Fed & Other Local Taxes State $/Pupil
Executive Summary • Enrollment is continuing to grow but at a more modest rate. Fall enrollment is forecasted to be 20,441 students. Last year’s fall forecast was 20,355 students and actual October 1 enrollment was 20,290. The district’s average annual headcount for the 2017/2018 school year was 20,271. • The McCleary solution put in place in the 2017 legislative session and further modified in the 2018 legislative session is resulting in a revenue increase of almost 19% in one year. However, in subsequent years revenue will remain relatively flat while expenses are expected to continue to increase. • Historically revenue has grown an average of 9% year over year. Over the next three years, this average is expected to drop to 1.3%. If there are no changes in the current funding models, then we will have to reduce expenditures including a potential reduction in staffing and/or reduce general fund reserves to maintain financial stability. 5
Executive Summary • What worked before will not work in the future – even the “Everybody Comes Back” budget will not be sustainable in the long run. • Historically new initiatives were funded by an increase in funding, expanding time or adding people – tighter resources will become our norm especially as health care, pension costs and other programs impact state finances. • We need to change the way we do business by: • Including cost effectiveness as part of the equation when evaluating programs and initiatives and their impact on student achievement; • Being nimble and shifting resources regularly by reducing and refining programs and initiatives; • Establishing a systemic approach for evaluating programs and initiatives to drive financial decision-making; • Ensuring financial planning is a multi-year, year around process aligned to the strategic direction of the organization; 6 • Increasing accountability to demonstrate the impact of initiatives and programs.
Strategic Budget Process • Focus decisions on strategic goals, not departments • Include all funds in process to maximize alignment and transparency of restricted funds • Integrating stakeholder perspectives into decision making especially around trade-offs that will be necessary • Incorporate processes and tools that look at the Academic Return-on-Investments (A- ROI) including the cost and quality of services • Investment and reallocation decisions need to be strategically coherent and implementable • Actively monitor and respond to investment results 7 Source: Education Resource Strategies (ERS) Funding: District Budget Development
Budget Process Tomorrow From this: To this: • Mid-year • Year-around process BEGINS… • With last year’s budget • As part of the district’s ongoing strategic plan • As a process initiated by finance • By having decision makers align on strategic priorities • Finance team as leaders of the process • Finance team facilitates cross-department INCLUDES… • Central departments as silos collaboration • Board members and other stakeholders only • Key stakeholders asked for input, feedback, and at the time of approval/authorization approval • Compare current and previous years’ • Enable multi-year cost and ROI comparisons USES DATA • Include all funds that allow districts to make decisions AND TOOLS expenditures • Separatebudgets by fund types and revenue THAT… around strategy, not individual programs • Allow investments/cuts to be prioritized so they can be sources • Aim for specific budget target mapped to range of revenue levels • Incremental changes from previous year that • Informed stakeholders ENDS WITH… • Coherent budget decisions that are implementable and are not informed by key stakeholders outside of central office aligned to district strategy • Investments that may not be coherently • The ability to monitor cost, track implementation and aligned to strategy or schools’ ability to measure ROI 8 implement • The ability to monitor cost (track expenses vs. budget) Source: Education Resource Strategies (ERS) Funding: District Budget Development
Stakeholder Input for 2018/2019 Recommendations Funded • Allocate additional differentiated classified support Elementary Study Team based on school need for student supervision • A full-time counselor at each elementary school • Required paid building-based days before school starts • School site open into evening with classified supervision Secondary High Needs Team on campus • Increase hours for health room assistant • Increase hours for testing room assistant • Differentiated classified support staffing model • Update certificated staffing model 9
2018/2019 Investments Direct Impact to Schools and Students Additional Teaching Positions Additional Classified Staffing at School $2,836,200 Buildings – General School Assts., General Education – 21 FTE $2,310,000 Office support, etc. (71,000 hours) Special Education – 5 FTE $550,000 Additional Material, Supplies and $766,800 Operating Cost (MSOC) budgets at English Language Learners – 5 FTE $550,000 school buildings Full-time Counselors in all Elem. $935,000 Assistant Principals at Elem. Schools $366,000 Schools Mental Health School Support Team $340,000 Wilburton Start-up Costs $985,000 Indirect Impact to Schools and Students Additional Salary & Benefit costs for $42,060,000 Increase in building operating costs – $1,072,000 current employees – all employee custodians, utilities, fuel, etc. 10 groups Central Office Supports $1,400,800
Revenue v. Expenditures ($ Millions) $400.0 Net: ($2.9) Net: ($5.2) Net: ($5.6) Net: $2.7 $350.0 Net: ($3.1) $300.0 $250.0 $200.0 $150.0 11 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 Revenue Expenditures
Capital Projects Capital & Tech Funds Bond Funds $000’s Total Available Funds: $45,272 Total 2018/2019 Available Funds: $303,507 Phase II Projects Staff Salary & $1,004 Salaries $15,280 Benefits Sammamish HS $2,400 Application Lic. $2,928 Capacity $30,000 Tillicum MS $4,400 Field Upgrades $8,400 Bond Services $400 Others $80 Facility $3,100 Other Misc. $100 Sub-total Phase II $6,880 Modernizations & Total $147,501 Renovations Phase III Wilburton Elem. $3,684 Portables $1,000 Stevenson Elem. $3,564 Instructional Tech $2,901 Highland MS $45,227 Tech Infrastructure $1,550 Clyde Hill Elem. $45,893 Classroom Tech $1,800 Other $8,749 One-to-One $3,800 Sub-total Phase III $109,117 Miscellaneous $3,900 Total $44,659 Anticipated EOY Fund Balance: $156,006 including the sale of 12 $100 million in bonds in the spring 2019. EOY Fund Balance: $613 12
Local Levies $ 000’s $/$1,000 Assessed Value $250,000 $3.00 Expected Tax Rate in Voter Pamphlet Current Expected Local Property Tax Rates $2.50 $200,000 $8,000 $42,000 $2.00 $44,000 $40,000 $26,000 $150,000 $37,000 $1.50 $54,800 $66,500 $52,913 $56,653 $51,778 $100,000 $1.00 $50,000 $95,558 $90,471 $88,609 $0.50 $83,578 $79,366 $- $- 13 2018 2019 2020 2021 2022 Debt Serv. Ed & Ops Cap & Tech School Bus Current Exp. Tax Rate Elect. Exp. Tax Rate
Next Steps Short-Term: • Respond to inquiries regarding 2018/2019 budget • Advertise budget hearing • Hold budget hearing and ask for approval on August 28 Preparing for 2019/2020: • Revise financial planning process to support alignment to strategic plan • Establish financial stakeholder working group and stakeholder input processes • Work with instructional team to develop systemic program/initiative evaluation methodology and process 14
ADDITIONAL MATERIALS 15
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