strategic planning committee · guiding fiscal principle the board of education and administration...
TRANSCRIPT
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Strategic Planning Committee
Meeting #3
January 12, 2016
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Agenda
Financial management of our schools
What WCSD has done to reduce costs?
What is our current fiscal situation?
Q&A
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Mission…We Educate for Excellence
Belief Statements
1. Leadership in Education is not about our District being number one, it is about striving to make our students number one. We must develop their skills, we must harness our resources, from the outside as well as inside. We must employ the best and brightest and focus on taking care of students. The rest flows from that point forward. (Leadership in Education)
2. We believe that the Westlake City School District is a superior performing student-focused district. (Academic)
3. Our primary responsibility is to insure that every student is challenged to excel and to achieve at his or her maximum potential. (Academic)
4. The support of the community is critical to our District’s success and will be earned through effective, open, and honest communication and demonstrated results. (Communication) 5. We have an obligation to preserve the community’s assets and to provide a safe, well-maintained environment for learning. (Facilities)
6. The administration, staff, and Board are partners in the entire educational process for our students and are responsible for removing those barriers, which could impact upon the achievement of our students. (Road Blocks) (Administration/Staff)
7. The administration, staff and Board have a responsibility to work collaboratively in a climate of mutual respect, focusing on student achievement. (Climate)
8. Extracurricular and co-curricular programs and activities are an integral part of the educational process and can significantly contribute positively to the character of our students while bringing significant recognition, pride and support from the community. (Extracurricular/Co-curricular)
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Guiding Fiscal PrincipleThe Board of Education and administration
scrutinize all budgetary expenditures for their alignment to the educational program (CIP) and
strategically assess how they will impact the long-term financial position of the district.
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Evidence of Sound Fiscal Management
Standard & Poor's Ratings Services has
assigned its 'AA+' long-term rating to
Westlake City School District, Ohio's
series 2014 general obligation (GO)
school improvement refunding bonds. At
the same time, we affirmed our 'AA+'
long-term rating on the district's
previously issued GO debt. The outlook
is stable.
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Budgeting-Forecasting
• Process• Annual adoption-quarterly monitoring
• Must file 5-year projection with State
• Based on set of key assumptions
• Key assumption areasInflation (general OR product-oriented) Student enrollment
Staffing need Economic conditions
Local tax data State funds
Federal funds Instructional programming
Labor contracts Outside contracts
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Types of Budget Variances
• Controllable• Staffing levels*• Salaries• Instructional program*• Transportation*
• Non-controllable• Inflation• Unexpected capital outlay• Student enrollment (total number/makeup of population)• Judicial-legislative actions (TPP, Funding formula, mandates, CCP,abatements)• Utilities
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What Have We Done to Reduce Costs?
Cost Saving Measure Notes
Reduced staffing Cut 15 teaching positions
Labor agreements Est. Savings $2.3 million over next four years
Spousal Insurance Mandate Saved $1.2 million to date
Energy conservation Energy Savings est. $33,000 per year
Refinance debt 2011 $570k; 2014 $2.1 million
Grants STEM; IB; School Security; Transportation
Administration pay scale Reduced by 5% (equates to $60,000 savings this year alone)
Purchasing Consortiums Lower Cost-Greater Buying Power
Property-Liability Insurance Consortium arrangement saves 18-20% per year
Shared Services Cost-Avoidance
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What is our Current Fiscal Situation?
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Estimated Revenue vs. Expenses
40
42
44
46
48
50
52
54
56
58
60
Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020
Revenue Expenses
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4121 4041 4016 4043 4065 3988 3934 3992
772 775 784 790 788 781 758 749
0
500
1000
1500
2000
2500
3000
3500
4000
4500
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15
Student Enrollment and Employee Staffing History
Student Enrollment Total Staffing
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Property Tax79%
Personal Property
0%
State Aid7%
Property Tax-State12%
Other2% FY15 REVENUE
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Personnel83%
Purchased Services
11%
Supplies-Materials
3%
Capital Outlay1%
Other2%
Transfers-Advances
0% FY15 EXPENSES
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15- year levy history
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30.14
34.10
36.05
38.96
40.45
41.06
41.64
44.46
45.17
45.66
46.30
47.23
47.25
51.75
52.05
52.40
52.48
53.31
54.50
55.25
55.82
57.55
59.73
62.87
67.27
68.05
75.86
77.34
77.63
81.31
94.56
0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00
CUYAHOGA HTS.
INDEPENDENCE
WESTLAKE
BRECKSVILLE
BEACHWOOD
STRONGSVILLE
NORTH ROYALTON
BEREA
BEDFORD
ORANGE
ROCKY RIVER
MAYFIELD VILLAGE
SOLON
BROOKLYN
BAY VILLAGE
RICHMOND HTS.
CLEVELAND
CHAGRIN FALLS VILLAGE
FAIRVIEW PARK
PARMA
OLMSTED FALLS
EAST CLEVELAND
NORTH OLMSTED
LAKEWOOD
WARRENSVILLE HTS.
SOUTH EUCLID
MAPLE HTS.
EUCLID
GARFIELD HTS.
CLEVELAND HTS.
SHAKER HTS.
2015 S.D. Res/Ag Rate*
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Where do we Want to be in the Future?
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Areas of Need to accomplish mission-vision
• Academics
• Technology
• Safety
• Security
• Dedicated revenue stream to fund capital improvements
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What needs to happen to continue our Mission?
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Westlake City School DistrictCommunity Research Findings
2015
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PURPOSE
22
To understand the perception of key audiences (teachers, staff, board members, parents, leaders and residents) regarding the direction of the district, including accomplishments and potential needs moving forward.
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QUALITATIVE RESEARCH METHODS
23
Depth interviews with community leaders
Listening sessions with teachers and staff
Listening sessions with parents and residents
Online survey of parents and residents
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COMMUNITY LEADER PERCEPTIONS
24
Proud of their city; heading in the right direction
Solid academics and attractive to new families
Part of the community is “disconnected” from the district
Concerns re: perceptions of decline in quality, financial mismanagement, and a lack of communication
Recognize the relationship between high quality education and updated facilities
More work needs to be done to restore community “trust” due to competing messages from opposition group
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TEACHERS & STAFF PERCEPTIONS
25
High quality education, a variety of opportunities, and high-performing students
Changing education landscape and decreased budgets
Feel over-extended and not focused partly due to state mandates and initiatives
Greater reliance on technology and online tools
Aware of the heavy financial scrutiny from residents
Communication is key to (re)establish and (re)build relationships with residents
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PARENT & RESIDENT PERCEPTIONS
26
Provides well-rounded education and prepares students
Questions if the district lives up to its motto
Identifies areas in need of improvement - Resources for middle
achievers; Communication; Responsiveness; Leadership; Community Support
Concerns about financial management - Needs more transparency/understanding
Participants recommend: build credibility, stay focused, identify a strong leader, and communicate more
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SHARED CONCERNS
27
Financial management
Trust in the schools
Lack of focus
Leadership credibility
Communication and staying on message
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ONLINE SURVEY - OVERVIEW
28
Active from November 2 – December 11
355 completed surveys – self-selected sample
84.5% represent parents, grandparents, and guardians of WCSD students
45% have students enrolled in the WHS
54% are between the ages of 35 and 49
64% have lived in Westlake more than 11 years
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HOW ARE OUR SCHOOLS DOING …
29
10%
12%
19%
22%
26%
49%
38%
34%
38%
53%
45%
42%
24%
25%
26%
19%
20%
7%
17%
20%
15%
4%
7%
0% 20% 40% 60% 80% 100%
BOARD LEADERSHIP
ADMINISTRATION LEADERSHIP
COMMUNICATION & COLLABORATION
EQUIPMENT & FACILIT IES
SCHOOL COMMUNITY & CULTURE
TEACHING & LEARNING
Excellent Good Fair Poor
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PRIORITY OF DISTRICT CHALLENGES
30
26%
34%
56%
58%
58%
76%
89%
45%
44%
30%
33%
36%
20%
11%
22%
17%
10%
8%
5%
4%
7%
5%
4%
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
UPGRADING SCHOOL FACILIT IES
MEETING STATE MANDATES
SECURE ADDITIONAL FUNDING
MANAGEABLE CLASS SIZES
UP-TO-DATE TECHNOLOGY
RETAIN HQ TEACHERS/STAFF
ACADEMIC PROGRAMS
High Medium Low Not a Priority
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Very supportive12%
Somewhat supportive52%
Not very supportive28%
5%3%
Very supportive
Somewhat supportive
Not very supportive
Not supportive at all
I don't know
COMMUNITY SUPPORT
31
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Excellent, 29%
Good, 45%
Only Fair, 20%
Poor, 6%
Excellent
Good
Only Fair
Poor
DISTRICT FINANCIAL MANAGEMENT
32
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STUDENT SKILL SETS
33
971
1075
1137
1576
1605
1743
1919
2166
0 500 1000 1500 2000
TEAM WORK
ADAPTABILITY
INITIATIVE & ENTREPRENEURIALISM
SELF-RELIANCE & PERSONAL RESPONSIBILITY
KNOWLEDGE APPLICATION
COMPREHENDING & ASSESSING INFORMATION
WRITTEN & ORAL COMMUNICATION
CRITICAL & ANALYTICAL THINKING