petaluma city schools l.
Skip this Video
Loading SlideShow in 5 Seconds..
Petaluma City Schools PowerPoint Presentation
Download Presentation
Petaluma City Schools

Loading in 2 Seconds...

play fullscreen
1 / 46

Petaluma City Schools - PowerPoint PPT Presentation

  • Uploaded on

Petaluma City Schools. Site and Department suggested budget cut proposals as presented during the Augmented Budget Committee meeting in the Districts’ Board of Education Room on February 17, 2009. Governor’s Proposed Change in Revenue Limit. 2008-09 -4.57% $2,100,000

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Petaluma City Schools' - lavender

Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
petaluma city schools

Petaluma City Schools

Site and Department suggested budget cut proposals as presented during the Augmented Budget Committee meeting in the Districts’ Board of Education Room on February 17, 2009

governor s proposed change in revenue limit
Governor’s Proposed Change in Revenue Limit

2008-09 -4.57% $2,100,000

2009-10 53 ADA decline $ 327,000

2009-10 -2.52% $1,100,000

Two Year Revenue Limit reduction $3,527,000

budget cut proposals for 2008 09
Budget Cut Proposals for 2008-09

Hiring Freeze (non-essential positions only)

(1.5-custodians/1 grounds) $40,000/$80,000

Spending Freeze (non-essential) $300,000

No non-essential subs or extra/over-time $200,000/$400,000

If Categorical flexibility is provided in mid-year cuts will need to be explored

potential budget cuts for 2009 10
Potential Budget Cuts for 2009-10

Reduction of 5-days all employees:

Certificated Bargaining Unit $ 980,000

Management $ 135,000

Classified Bargaining Unit $ 387,000

Confidential $ 13,000

TOTAL $1,515,000

potential budget cuts for 2009 10 continued
Potential Budget Cuts for 2009-10 (continued)

Class Size: increase class size by one student 4-12th grade $750,000

Counselors: High School one per grade and JH 1:500 (-1.2) $ 84,000

Secondary School Admin

(1 AP per JH and 1:400 HS with no part-time) $220,000

Change positions that had increases in work year:

Transportation Secretary (from 12 months to 11 months) $ 3,900

Facility Managers (2) (from 12 months to 11 months) $ 11,000

potential budget cuts for 2009 10 continued6
Potential Budget Cuts for 2009-10 (continued)

Eliminate all athletic funding except for coaches $ 35,800

Eliminate General Fund cost for Entrepreneurs $103,000

Reduce Department and Schools’ non-personnel budgets by 25%:

Departments $48,000

Schools $70,000

Total $118,000

Summer School

Eliminate District Childcare at McKinley $ 43,000

if we are provided categorical flexibility we will be looking at all options
If we are provided categorical flexibility we will be looking at all options:

Class Size K-3 by two students (requires flexibility) $140,000

Ninth Grade Class Size


Art and Music Block Grant


Instructional Materials



school sites and departments have proposed budget cuts in the following
School Sites and Departments have proposed budget cuts in the following:

Administration Facilities

Certificated School Year

Classified Supplies

Personnel (general) Curriculum

Financial Miscellaneous

  • Return of this years 25% “parity” raise for Superintendent and Deputy Superintendent
  • A reduction in Upper Management salaries and all Classified Management salaries (Why were they even given a parity raise – you knew then about the budget crisis)
  • Eliminate management gas allowance (2)
  • Crossroads: Close (reduction of rental, staffing, site admin) or move to PJHS and assign a PJH AP to oversee (1 admin reduction)
  • One Alternative Education Principal to cover Carpe Diem, Sonoma Mountain, San Antonio (Reduction of 1 admin)
  • PJHS AP to oversee Valley Oaks Independent Study
  • Eliminate AP, Adult Education (reduction 1 admin)
  • Consolidate 2 Director positions into one Asst. Supt. position. Redistribute duties to Coordinator of Student Services and Director of Special Education (reduction of 1 admin position) (2)
  • Move all stipends like STAR testing coordinator etc. to an administrative duty
  • Facility Manager positions: Only have one or eliminate both and assign duties to APs like parity districts. Emergency Prep and Custodial can return to M & O Director. (reduction of 1 or 2 management positions) (2)
  • Eliminate 1 AP position at the junior high level
  • Overstaffing at Secondary schools, i.e.: multiple Assistant Principals
  • Reduce the work year for all administrative and management personnel
  • Re-evaluate proposed junior high AP ratio - to match high schools - 1/400 students - possible job share? Less than this impacts the sites tremendously
  • Re-look at the amount of time Principals/Assistant Principals are required to attend sports events at night
  • Eliminate Management retreats or have them locally or at D.O. to reduce costs. Have them bring their own food and snacks. (2)
  • Have all Classified Management positions drop back to Supervisor pay until the budget crisis is over. They have been Supervisors in the past to save money.
  • Enforce management working with employees to use their vacation hours during the year earned
  • Reduce Special Services staff
  • Freeze hiring of auxiliary employees like Enrichment Specialists and Intervention Specialists
  • Reduce 1 Behavior Specialist position (1 position reduction)
  • Eliminate “Literacy Coaches”
  • Eliminate safe schools positions (2)
  • Reduce counselor contract by 5 days
  • This is not a cost saving measure, but a consideration of equity:

Counselor ratios to be equitable across the district.

Junior highs: 1: 500

High Schools: 1: 350 (National Standards suggest counselor

to student ratios of 1:250)

Small Necessary Schools: CD + SM + CR: 1 counselor

SA + VO: 1 counselor

  • Raising teacher ratios to 160. Class maximums would still be 32, but a teacher could have 5 sections of 32
  • For teacher subs for partial days, create a master sub schedule where teachers would be "on call" on their preps for a one week period, covering a class if necessary. In any given week, teachers may or may not have to sub during their prep, depending on how many teachers need a partial day sub for that week. This master schedule would be created at the beginning of the year and there would be 3 to 5 teachers each week "on call" (or whatever number would make sense for a site). Teachers would be prepared for their "on call” week. Provide a cost analysis for how much is expended on subs each year. If this saves jobs, teachers might be willing risk losing a prep or two during their "on call" week.
  • Monitor usage of subs – OK with high enrollment classes
  • Eliminate staff stipends for extra duties, i.e. dances, supervising sports etc. (2)
  • Eliminate Staff Development days unless they specifically address giving teacher’s new information/ techniques
  • Significantly reduce the number of school business leaves for teachers which would reduce the cost for subs
  • Schedule all district meetings after school is out eliminating the need for partial day subs ($63.00 plus benefits) (2)
  • Explore different grade level configurations to balance enrollment with staff
  • Employees be given the option of voluntarily taking a five percent pay reduction
  • No new classified positions
  • Reduce or Eliminate clerical positions at the D.O. that were added in the last year (additional HR, Technology, others?) (3)
  • Look at all new classified and confidential positions before determining any areas for layoffs
  • Furlough non-essential D.O. positions in summer
  • Seriously limit or eliminate comp time for classified employees as it reduces the use of vacation and increases the District’s cost liability for unused vacation
  • Custodians: Merge elementary custodians into teams of 2 who would be responsible for the evening cleaning of 3 schools (this will eliminate 2 full time custodial positions.
  • Custodians: Create a rotating night Custodial team to service elementary sites and at secondary sites clean classrooms every other night
  • Custodians: Reduce Custodial time from twice a week to once a week at Transportation Yard
  • Custodians: Have services every other day
  • Custodians: Long-term custodian subs only (after 3 consecutive days off). No subs for vacation days taken during regular school days.
  • Hire outside cleaning service for evenings and summer
  • Forgo classified vacation 5 day "overage" pay outs on unused prior year vacation hours (management to work with employees to place on mandatory vacation to reduce the liability) without impacting student services
  • Offer "senior" classified a one time only retirement incentive - same as been offered to certificated, management and confidential (minimum age 55 and 20 service years required)
  • Transportation: Eliminate Bus Driver’s reimbursements or put a cap on meals while on field trips (2)
  • Transportation: Eliminate weekend CASTO workshops which would eliminate the need to pay overtime and the cost of the workshop
  • Transportation: Driver/Trainer position reduced to 11 months until the budget crisis is over
  • Transportation: Secretary position reduced to 11 months until the budget crisis is over
  • Transportation: School buses should not be taken home at the end of a route, they should be returned to the bus yard
  • Technology: Do we need three Computer Support Technicians plus a Director of Technology (4)
  • Expand the role of campus supervisors and assign other duties as needed, i.e. help with day custodian, cover ISS, etc.
  • Food Services: Eliminate breakfast program at schools that have a loss i.e. Grant, Cherry Valley, Penngrove, and McNear This is 6 hours per day labor and major savings in food cost
  • Freeze all "clothing" allowances for one year only
personnel general
PERSONNEL (general)
  • Consider mandatory furloughs for all employees
  • Encourage administrators to watch probationary periods and to evaluate their employees so that only the 'cream of the crop' are retained
  • Cut staff at the D.O. to commensurate with cuts occurring at the sites.
  • All district employees to take a % decrease in salaries- everyone! Roll back to 06/07 or 07/08 levels? (2)
  • Freeze all movement on all salary schedules for one year only - play catch up on step and (column) in 2010-2011
  • Scrutinize the use of Personal Necessity leave (employees need to complete the forms in advance when possible) (2)
personnel general21
PERSONNEL (general)
  • Look at all positions that have increased from 10 or 11 months to 12 months
  • 4/10 hour day work schedule
  • Eliminate all mandated trainings
  • Training/staff development through adult education
  • Look at outside contractors vs. a 1/2 or full time position with the District
  • Have website maintenance done by a District employee rather than by an outside vendor
  • Reduce the number of holidays in the contract
personnel general22
PERSONNEL (general)
  • Job descriptions could be made available on line instead of handing out hard copies to anyone that comes in (savings on paper and postage costs)
  • Intrusion alarm installation done by district electricians and not an outside contractor
  • Don't extend any financial benefits received from a grant to other sites when they could have applied for the same grant but didn't; for example paying for SLC from general fund dollars
  • What cuts are being considered at District Office? What positions in the Administration Building are being evaluated for what is “essential”?
  • For future consideration: The District/Board to not grant lifetime district paid health and welfare benefits to any employees; this recommendation is based on the negative financial impact as recently demonstrated in neighboring districts
  • Increase facility use fees (4)
  • Increase transportation fees (3)
  • Raise Community Education fees
  • Increase % of Department cutbacks
  • Grants generated to provide personnel, programs for students
  • Coordinate and provide smaller districts services, i.e. food and transportation to generate revenue
  • District-provided preschool; before and after school childcare, fee-based
  • Continue to offer First Aid, CPR, computer skills training classes, Parent Ed, etc. through Adult Ed, in partnership with other district departments and programs
  • Solicit donations from the community. District to ‘lighten up’ on fundraising rules
  • Raise the threshold on who qualifies for free or reduced transportation
  • Allow Food Services to sell Starbucks coffee type drinks at the High Schools (3)
  • NO first class mailings unless it is a certified letter. Postage is going up again in May. (this could be a savings of thousands of dollars)
  • Also, NO handwritten letters because they have to be sent first class
  • Eliminate paying for home Internet use for Cabinet and Board members
  • Reduce Administrative costs
  • Eliminate all “perks” throughout the district. i.e.- cell phones, cars, mileage, travel, conferences etc.
  • Eliminate/stop all projects or contracts that are not already guaranteed. (fully funded) (2)
  • Pony deliveries: Monday, Wednesday and Friday's with the exception - on payroll deadline day at month's end. (a savings of 8 labor hours per week) (3)
  • Pony deliveries: Eliminate summer pony driver, warehouse person can deliver on Tuesdays and Thursdays
  • Printers: Look at how many printers in a Dept. and the cost of operation. Could reduce the number of printers in the D.O.
  • Print on recycled paper as much as possible
  • Individuals could have the option of purchasing their own ink and paper
  • Centralize printing at sites to reduce the number of printers
  • Downsize semester brochures, reducing printing and postage costs
  • Reduce the amount of photocopies used in the classroom with a best practices focus on strategies that cut the dependence on handouts
  • Eliminate the use of District Vehicles to do lunch runs
  • Make sure students do Independent Study when on trips for ADA to District
  • Encourage teachers to recommend that students purchase their own textbook
  • Mail semester report cards to all students only. For progress report cards, mail only to students with a D or an F, distribute all other report cards to students in classes. This puts the responsibility of grade communication and parental notification of grades on the student where it should be except for students with failing grades. Provide cost analysis of savings
  • Barcode all textbooks and have a central check out clerk who works full time for the first and last two weeks of school. This might have an initial cost, but will most likely save money in the long run in text book recover. Withhold report cards and diplomas for students who have outstanding textbooks. If the process were barcoded, then lists of students with texts would be easy to compile and bill.
  • Eliminate mailing the District Booklet to administrative applicants and do not reorder booklets when our current supply is depleted
  • Enforce recycling efforts to reduce our garbage bills
  • “Save a Teacher” fundraiser
  • In general, cut budget furthest from students (2)
  • Consider moving some 6th grades to PJHS so that elementary schools can take more students
  • Consider making PJHS a K-8 school and closing an elementary site
  • Close district office 1 day a week
  • Close Adult Educ. office during Spring Break
  • Conduct energy audit at all sites and departments to identify ways in which to reduce use and save money
  • Utilities - reduce usage - less water and electricity. Give each site information about the site's monthly electric and water usage. Let schools reduce electricity use by some percentage, say 10%. Provide cost analysis for savings for each 1,000 kilowatt hours (or whatever measure makes sense). Sites could choose how to reduce electricity use. (4)
  • Utilities: Lock and monitor A/C and heating thermostats to confirm the timers are working correctly and efficiently. Monitor the air conditioner in the summer and open the doors. (2)
  • Utilities: Turn off heat and cooling over weekends and holidays (2)
  • Utilities: If temperatures are 70 degrees or above turn off all heaters District wide
  • Utilities: If temperatures are 80 degrees or below turn off all AC units District wide
  • Allow site control of watering systems
  • Unplug and remove all classroom and office appliances, heaters, etc. (3)
  • Turn off all computers, printers and screens at end of day and over the weekends (6)
  • Lighting - in the DO three florescent tubes are enough, and bathroom and staffroom lights should be turned off. (4)
  • Blackout elementary sites for 2-4 weeks over the summer
  • Cut out landscaping maintenance
  • Charge city sports/athletic programs for clean up/fixing of fields
  • Continue to maintain the playing fields for sports but replace some lawns with inexpensive ground cover/native plants
  • Mow lawns every 2 – 3 weeks instead of weekly
  • Eliminate spraying over holidays
  • Work with Booster Clubs, District wide, for cash donations to maintain athletic fields
  • Portables that could be eliminated? San Antonio, Casa P1, Valley Vista, McNear, MCSCV?
  • Don’t move forward on the proposed new leased portable at McKinley for Adult Ed
  • Consider taking some common vacation days over summer months, so facilities can close
  • Solicit rentals of space, such as church and the like
school year
  • Change teaching/school attendance to 4 longer days a year instead of the standard 5 days
  • Summer School:

1) eliminate Summer School, or

2) have fee based summer school for enrichment, out of district attendance, and acceleration opportunities, or

3) have for students who are deficient in credits and in danger of retention only, or

4) eliminate K-8 and only have it for 9-12 (5)

  • Cut 5 days of teaching- district-wide
school year34
  • Eliminate year round schedules to save on transportation, personnel and services
  • Have year-round schools on the same calendar
  • Have all schools throughout Sonoma County on the same school year calendar (3)
  • Shorten school year for some or all programs
  • Conserve office and instructional supplies
  • To reduce paper costs- increase on-line productivity. Have all forms available to staff and families on-line
  • Reduce classroom use of paper-less copies, more board work, overheads and textbooks. Let’s use what we have and stop copying it
  • Cut back on paper and copy machine usage. Use overheads and transparencies when able...students can utilize pencils and their paper for assignments
  • Freeze all bottled water deliveries except for health/safety reasons; Stop buying bottled water for meetings. Use pitchers of water instead of bottled water. (3)
  • Seek out warehouse donations for furniture, office supplies
  • Take an Educational Services inventory of office supplies to share
  • Avoid unnecessary printing – send electronic copies to sites; scan and e-mail documents as pdf; use recycled paper to print(2)
  • Eliminate most cleaning chemicals and go to a product that is an all-purpose type cleaner at 1 ounce per gallon dilution rate. One gallon of cleaner will cost approx. 18 cents as opposed to 61 cents per gallon.
  • Reduce excessive paperwork, like BTSA. Most of it can be done on-line
  • Eliminate 2nd year BTSA
  • Class Size Reduction: Revise or drop (maybe for 2 years) (2)
  • Class Size Reduction: Only in grades K through 3. What data exists that small class sizes in 9th grade improve student performance? Do we have fewer D's and F's in the 9th grade because of class size reduction? Do more students receive B's and A's because of class size reduction in the 9th grade?
  • Class Size: Monitor and close low enrollment classes
  • Review cost/reward ratios for all alternative ed programs to determine which programs continue to be justifiable
  • Reduce the number of SDAIE sections. Good teaching strategies include SDAIE methodology so reducing the number of SDAIE sections should technically not be too harmful to EL students. Maintain levels of EL, and some sections of SDAIE, just reduce the quantity - i.e., no SDAIE Algebra 2, no SDAIE Chemistry
  • Reduce the effort and "manpower" invested in the SART and SARB process at the site and district level. Send letters to parents, conduct one group meeting a month for example, but limit the staff investment in getting kids to come to school. This is really the parent's and student's responsibility to attend school.
  • Eliminate 0 period for all but Band, PE, and Art classes. Students may take only 6 classes. This would change the school day and would require the shared decision making process, but if jobs are to be cut, this might save jobs, so teachers might be willing to entertain this idea. Do a cost analysis so we could see how much the 0 period day costs the district. So many kids take 5 classes in the junior and senior years, that I don't think that we would be harming students. For those students who want to get ahead, they can take extra classes at the JC. Other students, who have less money for JC classes, could take lots of AP classes at the site. Band classes would not have the double requirement. The cost savings would be that all classes fall in the 6 period parameter, making scheduling and staffing more flexible and that students wouldn't be taking 7 classes although we get reimbursed for 6 only.
  • Do STAR testing every-other-year or just say no. Is 2nd grade testing optional? What is the cost? (2)
  • Freeze textbook adoptions
  • Explore magnet/specialized programs at elementary sites, i.e., dual immersion, GATE, science/technology
  • K-3 schools and 4-6 schools
  • Middle school grades 6-8 instead of junior high grades 7-8
  • Score primary writing samples at sites – save $ on subs
  • Reduce number of assessments – (paper cost, subs) (2)
  • End Edusoft – cost/benefit – too costly and little or no benefit
  • Cancel in-service days – not student days (if we must cut days)
  • Save sub dollars: No Springboard – CANCEL TODAY for next week
  • No Curriculum Council to save sub dollars
  • Cancel Leadership Symposium – TODAY!
  • 4 x per year ELRT meetings can be reduced – save $ for subs
  • Eliminate “Petaluma Network” and District Consultants - too many sub days (3)
  • Discontinue Report Card Committee. Do we need the expense of all the meetings, printing, etc. at this time?
  • Do not adopt new instructional materials
  • Stop feeding people at meetings, including interview committees, Board members at Board meetings, etc. (2)
  • Eliminate health care, if any, for Board of Education members (remember, they are elected)
  • Put Board of Education packet on computer discs to reduce the amount of hard copies being made
  • District owned vehicles - limit use to work related only - not to be used for lunch runs or other personal errands...(2)
  • Recycling all paperwork
  • Boys & Girls Club provide fee-base child care at the elementary summer school program
  • More thought can be put into how we ship UPS/Fed Ex/USPS. We could use ground methods more often which would reduce shipping costs significantly. Last minute mailings should be avoided as much as possible as it sometimes triples the cost
  • Use Pony and SCOE AV whenever possible rather than postage mail
  • With the installation and use of the TransTracks software we could discontinue the hard copy of the application
  • Cut down on copies of documents
  • Cut back on paper and copy machine usage; Scan copies when possible and send via e-mail
  • Consolidate trips to Home Depot and Lowes.
  • Reduce coverall clothing delivery from weekly to bi-monthly. It is suggested we have only one delivery site for both Maintenance and Transportation.
  • At the Maintenance Yard inventorying stock on hand so everyone knows what is on hand rather than buying something that is already at the shop. Keep minimal stock on hand so as not to tie up other operating funds.
  • Purchase frequently used items, such as:  safety glasses, gloves, zip ties, rain gear, batteries, etc., in bulk at a larger retail outlet rather than buying from Masselli's at premium cost.
  • Evaluate dust mop service for savings at all sites
  • Eliminate transportation for all sports except football and track
  • District should use in-house resources before contracting out jobs. For example, the District Newsletter and Pathfinder are compiled by two professionals (copywriting & design) - why can't we have the high school journalism and computer classes work on these as a project. Same for the District website - currently we pay lots of money to an outside web developer and are not able to make changes easily. For example, when Adult Ed wants to cancel a class they are told that it is too expensive to change it on the website so people are signing up for classes that have been canceled. This is a project a computer teacher would love to have. By doing this the students are receiving invaluable work experience and the District would save lots of money. If there is a concern about students doing the work, there are possibly available people in the District Office who could take on these responsibilities
  • The number of copying jobs that are sent out to Minuteman could be greatly reduced if our machines were utilized more efficiently.
  • We have wonderful resources right at our fingertips that are not being utilized fully - both people and machinery
  • Inform and communicate with teachers and staff as the budget details for 2008-09, 2009-10 become clearer
  • Focus is to keep cuts as far away from classroom as possible! (4)