CPS Budget Hearing #1 April 22, 2020
Budget New FY21 Normal • Strategic Plan •COVID19
Mult lti Ye i Year Fin Financia ial C l Considera ratio ions Due to State Biennial Budget - Enrollment growth DOES NOT increase our REVENUES If Revenues decline 4% for next three years AND Expenditures grow
Trend Changes Relationship to Cash
◦ November 20 - $48M Now 10 years
Student Centered Decision Making Health & Safety Community Engagement & Influence Optimized Capabilities Growth
FY2 FY21 Dra Draft Post COVID1 D19 Textbook Adoption: $4M Vision2020: $5.8M Equity: $3.3M My Tomorrow: $15.9M Student Voice: $200K Device Expansion: $3M Advanced Placement: +3 FTEs -$300K 3Es:+10 Counselors, JROTC: $1.5M $ 34M $ 34M
FY2 FY21 Dra Draft Pos ost C t COVI VID19 Psychologist: + 6 FTEs $600K Specialized Classrooms: +4 $500K Information Security: $100K Security Services: $950 K Transportation: Healthy Start times: $1.9M School Social Workers:+14 $1.3M English Language Learning staff : +8 $ 368K $5. $5.7M
FY2 FY21 Dra Draft Pos ost C t COVI VID19 Resource Coordinator: +14 (51) $3.3M Parent & Family org expansion+8 Budget Neutral Customer Care Center – Process Improvements, Professional Development, Enrollment Project: $136K Expansion of Communications services: $156K $ 3. $ 3.6M 6M
FY2 FY21 Dra Draft Pos ost C t COVI VID19 QI Manager & Training: $ 134K Employee Engagement: 41K Transportation Call center: $195K Human Resource Dept: $307K $677K 77K
Dra Draft FY2 FY21 Post COVID1 D19 Grade level expansions: $ 1.3M Early Childhood Manager: $ 127K Facilities renovations: $10.2M Lighthouse School: $2.8M Preschool (Mozart): $1.5M Facility Expansion & Acquisition * : $2.5M $18. 18.4M * Growth Plan presentation in early May
“Unsp spent” Cos osts ts Unfulfilled contracts est $7M Canceled Requisitions est $.5M Unfilled positions est $12M 3% COLA -4.5M Jan 1 st – June 30 Voucher Expansion -4.4M Funding Changes -$7.0M City Payment (Pilot -2.5M agreement) Pandemic Expenses Devices Protective Gear Savings will offset unanticipated budget increases and new pandemic expenses
CARES Act Approx. $20M (70% of CY Title I Allocation) Does not replace Title I allocations ~ $29M Hasn’t been disbursed, deadline to spend Sept 30 Offset Pandemic expenses and the “new normal” State Foundation reductions Student Wellness Fund reductions
CA CARES RES ACT: CT: Allo llowable uses Districts can use the funds as follows: Any activity authorized by ESEA, the Individuals with Disabilities Education Act, the Adult Education and Family Literacy Act, the McKinney Vento Homeless Youth Act and the Perkins Act Providing resources necessary to address the needs of individual schools, including onl nline ne l learni ning ng Purch chasing e g educa cati tional te technol ology gy for or stu tudents ts, including one-on-one devices and internet connectivity Providing ment ntal he health se h services a and nd sup supports Planning and nd implement nting ng sum summer learning and supplemental afterschool programs Activities to address the need eeds of low-income students, students with disabilities, English learners, racial and ethnic minorities, students experiencing homelessness and foster care youth Planning and coordinating st studen ent m mea eal serv services Developing and implementing procedures to improve viru rus em s emerg ergen ency prep repare redness and response efforts Tr Train ining staff on sanitation and minimizing the spread of infectious disease Purchasing sanitation and cleaning supplie lies Planning for and coordinating during long-term closures Oth ther acti ctiviti ties n nece cessary to y to maintain th the op operation on of of and con conti tinuity ty of of services a and con onti tinuing to g to employ oy existi ting s g sta taff Working with partner organizations and nonprofits to addres ress c s community n need eeds It It will likel ely b be e a couple e week eeks b s bef efore O re ODE p pro rovides es guidance o or r inform rmation reg regard rding t thes ese e funds. s.
Nov 2019: 36,960 +600 over current year +553 > previous year Challenges: ◦ New Students = New Revenue (small exception) ◦ $650M budget- growth decreases $ allocable per student ◦ Fixed Facilities capacity leads to overcrowding ◦ Overcrowding leads to capital investments to create more space ◦ Capital Investments reduce available cash for operations ◦ ? Will enrollment grow post COVID19…….
During times of enrollment decline However, we are in a period of GROWTH and Fortunately, our success is being driven by the Community Designed Strategic Plan Yet, we are still facing possible cuts
Define our “NEW NORMAL” Consider changes to the Strategic Plan Adjust Budget priorities to fund “NEW NORMAL” June – ◦ Option A: Delay May adoption until June (full budget) ◦ Option B: Adopt 90 day Budget/Appropriation September – Adopt new Annual Budget
Social distancing rules ◦ Classrooms ◦ Extra Curricular Health and Safety provisions Restrictive and negative economy Remote Learning & Management Family access to technology (Digital Divide) Challenges for families Surrounding partners less services available
Definition of current state vs new norm Blended version Role of Strategic Plan in defining and implementing How will economics impact spending decisions Opportunities: Apr 22 & 27, May 6, 11, 20, Jun 1, 10, 22 Urgent tasks: Maximize preservation of cash balance May Five Year Forecast FY21 Operating Budget Full year – June 20 90 day –June 20, full Sep 30
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