Cleveland Municipal School Cl l d M i i l S h l District District 1 2 0 12 - 13 B U D G E T P LA N N I N G M A R C H 2 7 , 2 0 12 The primary goal of the Cleveland Municipal School District is to become a premier school district in the United States of America.
Cleveland Municipal School District 2 AGENDA � Vision and Goals � The Current Budget Challenge g g � Budget Assumptions � Variety of Considerations y � Community and Staff Engagement � Timeline � Questions
Cleveland Municipal School District 3 � Vision and Goals
DRAFT: 3/27/2012 Turning the Transform ation Plan into a Transform ation Strategy Improved Student Achievement for21 st Century Graduates vement nt learned within dynam ic, contextual learning learned within dynam ic contextual learning Increased m astery of rigorous curriculum Increased m astery of rigorous curriculum … Achiev Stude environm ents Cleveland Metropolitan School District… akeholders “ Creates a stronger “ Cares about and helps my “ Is a great place to work and “ Gives me options in life ” Cleveland ” child succeed ” to be a professional ” ‐ STUDENTS ‐ PARENTS PARENTS ‐ STAFF S ‐ COMMUNITY Sta Create and Support Create Demand for Build Capacity of Design Effective Curriculum, Quality Schools CMSD Schools Quality Leaders Assessment and Instruction * Portfolio of High Quality * Whole child approach * Principals As Academic * Rigorous curriculum and * Autonomous * Welcoming culture Leaders aligned assessments * Research Based Designs * Choice Internal Processes * Improved Teacher * Enhanced Learning Experiences * Standards based 21 st Century * Agile & Innovative * Community support Effectiveness * Balanced availability * Engaged Parents * Self ‐ directed Students Global Knowledge, Skills, and * Community Identity * Easy Access * Recruit and develop engaged Abilities * Leverage technology * Conditions for Learning and highly effective staff * College/Career Readiness * Agnostic to form (grade Agnostic to form (grade and Teaching and Teaching * Leadership training at all levels * Leadership training at all levels * Individualized support * Individualized support configuration, public v. * Safe and perceived as safe * Workforce “ retraining ” * Social and Emotional Learning charter, traditional brick * Length of Day & Year * Flexible credit options & mortar v. non ‐ * Attracts students and traditional, virtual, etc.) families * Transportation p Resource Stewards Strategically Planned Academic Start ‐ up and Sustainment Investments Total Cost to Educate – Lifelong Learner View Pupil Based Funding Aligned to Strategic Investments Carefully consider the value of time and people as resources Operational Excellence Continuous Data Driven Transparency and Growth and Improvement Accountability Equity Correctly Size Processes
Our Transformation Strategy 5 Vision: � Increased m astery of rigorous curriculum , learned w ithin dynam ic contextual learning environm ents How? � Create and support quality schools C t d t lit h l � Build the capacity of our teachers and leaders � Design and im plem ent effective curriculum assessm ent � Design and im plem ent effective curriculum , assessm ent, and instructional practices � Provide supports that create dem and for CMSD schools pp f
Resource Stewards: Strategic Investments Resource Stewards: Strategic Investments 6 Oppor tunities for Str ategic Oppor tunities for Investment R ealloc ation Resources tied up in the p Piecemeal investment in an wrong things integrated solution e.g., Teacher compensation tied up in e.g., Creating time for collaborative steps and lanes only rather than also planning, but not investing in data including increased pay for and expert support so that teachers performance or additional f ddi i l use it effectively responsibility Under-investment in the Un-strategic over- right things i ht thi i investm ent in “good t t i “ d e.g., Not investing in aligned formative things” assessment or limited collaborative e.g., “Peanut butter” class size planning time for teachers reductions or generic and untargeted s stem system-wide PD for teachers ide PD fo teache s
Our Transformation Strategy 7 Investing in Children while Balancing the Budget
Cleveland Municipal School District 8 � The Current Budget Challenge
Cleveland Municipal Public Schools October 2011 Five-Year Forecast (in millions of dollars) (in millions of dollars) 9 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Beginning Cash $82.0 $50.4 $13.0 Balance $33.0 $7.1 ($59.0) ($144.7) ($246.1) 668.2 668.2 662.7 662.7 666.4 666.4 611.1 611.1 608.3 608.3 610.2 610.2 613.3 613.3 Total Revenues Total Revenues 643.4 643 4 699.8 700.1 646.4 677.2 694.0 711.6 729.8 Total Expenses 669.3 Revenue over 20.0 20 0 Expenses Expenses (31.6) (31 6) (37.4) (37 4) (25 9) (25.9) (66 1) (66.1) (85 7) (85.7) (101 4) (101.4) (116 5) (116.5) Ending Cash 50.4 13.0 33.0 Balance 7.1 (59.0) (144.7) (246.1) (362.6) Encumbrances/ Encumbrances/ 7.0 6.5 8.2 7.0 7.0 7.0 7.0 Reserves 7.0 Unencumbered $43.4 $6.5 $24.8 Balance $0.1 ($66.0) ($151.7) ($253.1) ($369.6)
Current Budget Challenge 10 Rising cost of salaries and benefits g Rising cost of supplies, fuel and other necessities Decline in the economy • Loss of jobs, declining City j g y housing market • Decreased tax base Substantial cut in state budget • Over $34 million reduction • Concurrent loss of Federal stimulus dollars Some reductions in grants and special aid Struggling to “eliminate” CMSD structural deficit Closing schools further accelerates student attrition
Fixing the Cleveland Municipal Public Schools October 2011 Five-Year Forecast (in millions of dollars) (in millions of dollars) 11 FY 2009 FY 2009 FY 2010 FY 2010 FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 Beginning Cash Balance $82.0 $50.4 $13.0 $33.0 $7.1 ($59.0) ($144.7) ($246.1) Total Revenues 668.2 662.7 666.4 643.4 611.1 608.3 610.2 613.3 Total Expenses 699.8 700.1 646.4 669.3 677.2 694.0 711.6 729.8 Revenue over Expenses (31.6) (37.4) 20.0 (25.9) (66.1) (85.7) (101.4) (116.5) Ending Cash Balance 50.4 13.0 33.0 7.1 (59.0) (144.7) (246.1) (362.6) Encumbrances/Re serves serves 7 0 7.0 6.5 6 5 8 2 8.2 7 0 7.0 7 0 7.0 7 0 7.0 7 0 7.0 7 0 7.0 Unencumbered Balance $43.4 $6.5 $24.8 $0.1 ($66.0) ($151.7) ($253.1) ($369.6) Permanent Change to Budget Can Yield A Manageable Future Permanent Change to Budget Can Yield A Manageable Future 66 0 66.0 19 7 19.7 15 7 15.7 15 1 15.1
Cleveland Municipal Public Schools October 2011 Five-Year Forecast (in millions of dollars) (in millions of dollars) 12 FY 2013 FY 2014 FY 2015 FY 2016 Unencumbered Balance ($66.0) ($151.7) ($253.1) ($369.6) Permanent Change to Budget g g 66.0 19.7 15.7 15.1 75% Permanent - 25% Temporary 66.0 36.2 24.75 21.3 50% Permanent - 50% Temporary 66.0 52.7 42.0 36.2 25% Permanent - 75% Temporary 66.0 69.2 67.6 65.8
Cleveland Municipal School District 13 � Budget Assumptions
Budget Assumptions - Principles 14 � CMSD must make some priority investments aligned to our vision and goals (our Strategy Map) even as we balance the 2012-13 School Year Budget � CMSD must plan for “worst case”, “best case”, and “most probable budget scenarios and then must carefully monitor changes to implement the best possible 2012-13 School Year Budget � One time or temporary budget closure recommendations should be limited to less than 25% of the final budget in g order to limit continued multi-year budget deficits
Budget Assumptions - Revenues 15 � Although the Board has discussed the possibility of a levy in November 2012 no additional revenue from a levy can be November 2012, no additional revenue from a levy can be assumed in constructing the 2012-13 School Year Budget � State revenue will follow a similar model for distribution in St t ill f ll i il d l f di t ib ti i 2012-13 based on continuation of the “Bridge Formula” � A loss of 1909 students (and associated state aid revenue) is l f d ( d i d id ) i projected based upon the 2011 update of DeJong projections with additional student losses projected from start up of new charter schools start up of new charter schools � Current tax collection rates are projected to continue into 2012 2012
Budget Assumptions - Expenses 16 � Cost projections were accelerated based on known contract or mandated rates, historical inflationary rates, or appropriate Consumer Price Index information � Planned attrition (retirements, separations) is projected at 3-year average of 163 employees per year � Healthcare is based upon accelerated 2012 budget. Because th di t i t i the district is self insured, these costs can be unpredictable. lf i d th t b di t bl
Cleveland Municipal School District 17 � Variety of Considerations
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