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Budget Project: Adrian Public Schools. Jill L. Roberts Siena Heights University May 22, 2013 ELS 712 Finance Planning and Resource Allocation. Agenda. National financial outlook Michigan financial outlook District budget and fund balance Enrollment history: trends and projections

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budget project adrian public schools

Budget Project: Adrian Public Schools

Jill L. Roberts

Siena Heights University

May 22, 2013

ELS 712 Finance Planning and Resource Allocation

agenda
Agenda
  • National financial outlook
  • Michigan financial outlook
  • District budget and fund balance
  • Enrollment history: trends and projections
  • Stakeholder input process
  • Analyze 2013-2014 budget data
  • Solutions
national trends1
National Trends

Bottom line…

  • Economy is growing, but at a moderate rate
  • Momentum is hurt by the loss of payroll tax cut—result is tax burden for most households, could be a blow for families.
  • National budget uncertainty and full of drama
  • Faster growth predicted for 2014-2015
  • Better financial clarity
  • Low short-term cash investment rates
  • All of which impact the state of Michigan
district vision and mission statements
District Vision and Mission Statements
  • District Vision Statement: Adrian Public Schools is a district where students, parents, educators and our community collaborate in providing a dynamic, relevant, and rigorous global curriculum in a safe environment that fosters imagination, problem-solving, and innovation to create a better world...one child at a time.
  • District Mission Statement: The mission of Adrian Public Schools is to provide, in partnership with parents and our community, quality educational opportunities that challenge students to excel academically and socially to become contributing citizens
stakeholder input process
Stakeholder Input process
  • Bridge Magazine ranked APS in the top 21% of all Michigan school districts in the Academic State Champs rankings.
  • The State Superintendent, Dr. Mike Flanagan, recognized the amazing work at APS during his keynote speech at the Michigan Association of School Administrators conference.
  • MEAP scores (which are not yet publicly released) indicate incredible improvements and growth.  Specifically, most grade levels increased by double-digits and we continue to outpace state and county growth.
  • Early indicators of enrollment show a significant increase in students since the fall.
  • New technology is being purchased for other grade levels throughout the district.
aps current budget timeline 2013 2014
APS Current Budget Timeline 2013-2014

February: CFO and Payroll meet to review timeline and begin budget process

March:

  • Budget Assumptions to Superintendent for review
  • Personnel(2012-2013) budget amendment complete
  • Teacher and Administrator tentative staffing needs
  • 2012-2013 Budget Amendment complete
  • Meet with BOE finance committee
  • BOE meeting—first and only reading 2012-2013
timeline continued
Timeline continued…

April: BOE meeting—lay offs if necessary

May: meet with department chairs and review budgets for 2013-2014 budgets

  • Adjust staffing needs due to Kindergarten Round-ups
  • Work on 2013-2014 proposed budget

June: BOE meeting 2013-2014 First Reading

  • Monitor payroll/benefits changes
  • Budget amendment work
  • BOE meeting final reading
strategic plan let s review key statements
Strategic Plan—let’s review Key statements
  • District Vision Statement: Adrian Public Schools is a district where students, parents, educators and our community collaborate in providing a dynamic, relevant, and rigorous global curriculum in a safe environment that fosters imagination, problem-solving, and innovation to create a better world...one child at a time.
  • District Mission Statement: The mission of Adrian Public Schools is to provide, in partnership with parents and our community, quality educational opportunities that challenge students to excel academically and socially to become contributing citizens
strategic plan direction
Strategic Plan--Direction
  • Strategic Directions
  • Feedback and Assessment:  The district will effectively use the results from system-designed and/or adopted assessments to adjust, improve or terminate ineffective practices and/or programs.
  • Curriculum and Learning:  The district will establish processes to provide direction and oversight for the design, delivery and evaluation of the curriculum.
  • School Community Relations:  The school staff will consistently pursue purposeful, active, positive relationships with families of its students and with the community in which it operates to support student learning while communicating with all stakeholders.
  • Productivity and Resource Use:  Cost benefit analysis will lead budget development to support alignment with strategic priorities, student academic goals and the maintenance of facilities while also working to develop a strategy for financial sustainability to protect the losses while looking into future years and operating within a sustainable cost structure.
  • Internal Culture:  The district will develop a safe and supportive learning environment where all students experience a sense of belonging that equates to every individual student feeling embraced, engaged, and an integral part of a family-based school culture
strategic plan goals
Strategic plan--Goals
  • District Goals
  • Create a robust assessment system that informs instructional programming decisions.
  • Create and adopt assessment policies and processes that ensure fidelity of implementation.
  • Create timelines and procedures for curriculum implementation and revision.
  • Establish procedures for regular review of curricular effectiveness and its alignment to the district’s vision and mission.
  • Strengthen processes and strategies for improved purposeful and positive school community communications in realization of the district vision and mission.
  • Develop strategies for improved collaboration with the community to improve student learning consistent with the district vision and mission.
  • Develop processes for budget development that is strongly tied to district strategic priorities and goals.
  • Create an effort-based environment instead of an aptitude-based environment (i.e., effort = nurturing = level of success vs. aptitude = success)
budget focus
Budget Focus
  • International Baccalaureate (IB) initiatives, Adrian Instructional Model (AIM) are the fuel and the keys to a balanced budget.
  • Focus in on students we retain in district due to these curriculum and instructional frameworks and models.
stakeholders
Stakeholders
  • Teachers
  • Students
  • Parents
  • Community helpers
  • District Staff
  • BOE Members

Feedback from all stakeholders is taken into consideration, prioritized and aligned to District mission and vision statements---ultimately linked to the Strategic Plan and budget.

aps budget deficit 2012 2013
APS Budget Deficit 2012-2013
  • Total Revenue $32, 094, 603
  • Total Expenses $32, 147, 153
  • 2012-2013 -($52, 550)
financial criteria 1
Financial Criteria #1

Enrollment 2012-2013 3,122

Enrollment Projection for 2013-2014 3,100 (-22)

projected decline criteria 2
Projected Decline—criteria #2

Enrollment decline of 22 students

22 X $6,966= $153,525

$66.00 X 3, 100 students =$204,600

Enrollment Deficit ($367,852)

mpsers criteria 3
MPSERS—Criteria #3

Retirement Changes

+ .005 of salaries

$32,147,153 X .85= $27,325,080

$27,325,080.05 X .005= $ 136,625

summary slide
Summary Slide

2012-2013 Operational Deficit - ($52, 550)

  • Less 22 students $153, 525
  • Less $66.00 per student $204, 600
  • Less retirement cost $136, 625

2013-2014 Operating Deficit -($442,200)

scenario 1
Scenario #1

Lincoln Model: 2012-2013 data

  • International Baccalaureate Primary Years Programme
  • Adrian Instructional Model
  • Retained 15 students that the district didn’t lose.
  • 5% increase in Lincoln Enrollment
  • Typical loss when transitioning to the 5/6 Building
  • 15 X $6,966 = $104, 490
scenario 2
Scenario #2
  • Request fees from teacher education candidates from two universities in town.
  • One time teacher education fee to APS lab schools @ $300 upon formally entering the education program
  • Adrian College-197 candidate X $300= $59,100
  • Siena Heights University-128 X $300= $38, 400
  • Total revenue generated $ 97, 500
scenario 3
Scenario #3

Adrian Instructional Model

  • Lead teacher or lead teacher teams provide professional development opportunities for county schools.
  • 4 PD dates per school year, per district

$600 per day/per teacher leader/presenter

4/$600/$2400 X $9,600

scenario 4
Scenario #4
  • Adrian Public Schools collaboration with the International Baccalaureate Organization
  • Maintain the IB continuum
  • Create a complete K-16 continuum—all 4 elementary buildings will become IB PYP buildings
  • Retain students at all buildings
  • Lincoln retained 15 students an increase in enrollment
  • District wide: 47 students X $6966 = $327, 402
summary slide1
Summary Slide

2013-2014 Operating Deficit -($442,200)

  • 15 X $6,966 = $104, 490
  • University fees $ 97, 500
  • AIM PD offerings $9,600
  • Students retained-IB District

47 students X $6966 $327,402

2013-2014 Balanced Budget $93,792

alternative scenario
Alternative Scenario
  • Increase of $50 per student based on budgets passed by House and Senate
  • Add 8 teacher retirements.  Average savings per retirement and new hire is $36,000.  Savings of $288,000.
  • Figure reduction of 1.0 FTE in teaching at $65,000 total cost (this is likely to happen in a layoff or resignation or not filling a retirement)
  • Add enrollment of 8 international students under F-1 visas in 11th grade.  Increased revenue to district is $120,000.  
retirement v s new hire
Retirement V.S. New Hire

VeteranNew Hire

  • Salary $68,995 $35,546
  • FICA $5,278 $2,719
  • Retirement $17,007 $8,799
  • Unemployment $172 $88
  • Workers Comp $202 $104
  • Health Care Benefits $16,826  $16,826
  • TOTALS$108,482  $64,084

Savings $44,398

AVERAGE SAVINGS $36, 000

alternative scenario1
Alternative Scenario
  • After combining savings from 8 retirements and elimination of 1.0 fte = $353,000 reduction in expenses.
  • Increased revenue from state per pupil 3100 x $50 = $155,000
  • Increased revenue from F1 visa students = $120,000
  • $628,000 shift which is more than enough to balance the budget.
alternative summary slide
Alternative Summary Slide
  • 2103-2014 Operating Deficit - ($442,200)
  • Increased revenue from state per pupil 3100 x $50 = $155,000
  • Combined savings from 8 retirements and

elimination of 1.0 fte = $353,000

  • Add enrollment of 8 international students

under F-1 visas in 11th grade = $120,000

Revenue $628,000

Less deficit -$ 442, 200

2013-2014 Balanced Budget $185,800

references
References
  • Brown, M. (2013, May 9). Interview by J.L. Roberts []. Adrian college teacher education.
  • International Baccalaureate Organization (2012)
  • Martell, D., & Dwan, R. (January, 2013 23). Michigan school business officials: state aid update.
  • Thompson, David C., Crampton, Faith E., & Wood, R. Craig. (2012).        Money and schools (5th Ed.). Larchmont, NY: Eye on Education.
  • Reeves, D. (2009). Leading change in your school: How to conquer myths, build     commitment and get results. Alexandria, VA: Association for Supervision and Curriculum Development.
  • TEAC.org. (2012). Program enrollment table 2008-2011. InSiena heights inquiry brief for teacher accredidationdoi:http:www.teac.org
  • Timmis, C. (2013, April 10). Interview by J.L. Roberts. Financial planning and the board of education roles.
  • Thompson, D.C., Crampton, F.E., & Wood, R.C. (2012). Money and schools. Larchmont, NY: Eye on Education.
  • Westfall, K. (2013, April 10). Interview by J.L. Roberts. Financial planning and the board of education roles.
thank you for listening to this stakeholder driven budget process students are why aps exists
Thank you for listening to this stakeholder driven budget process. Students are why APS exists!