Financial Futures Committee November 12, 2019 6:00 PM, Mac Bernd - - PDF document

Financial Futures Committee November 12, 2019 6:00 PM, Mac Bernd Professional Development Center

WELCOME & OPENING REMARKS ………………………………………………. Stephen Crumby FFC Chairperson STAFFING………………………………………………………...………… Cindy Powell, Chief Financial Officer Scott Kahl, Assistant Superintendent of Human Resources CLASS SIZE WAIVERS……….……………………………………………………………...Scott Kahl HEALTH INSURANCE…………………..……………………………..……………………..Scott Kahl SCHOOL IMPROVEMENT EFFORTS …………..………………………………Dr. A. Tracie Brown Assistant Superintendent of School Leadership CLOSING THOUGHTS…………………………………………………….……….…Stephen Crumby

Future Meeting Dates:

• January 21, 2020
• April 21, 2020
• August 11, 2020

11/11/2019 1

Staffing & Campus Supports

November 12, 2019

Meeting Topics

• 2019 Bond Proposition
• Staffing Ratios
• Class Size Waivers
• Health Insurance
• School Improvement Efforts

1

11/11/2019 2

2019 Bond Proposition

• Proposition passed with 67% approval
• Phasing of projects is near final
• Architect selection is underway; recommendations will

be presented to Board of Trustees in December

• Gunn Jr. High Fine Arts/Dual Language Academy
• Board approved Pogue as the construction management firm
• Construction will begin in early 2020
• First bond sale will be held in mid-February
• Technology, Fine Arts & Transportation are preparing

procurement processes for Year 1 purchases

FFC Purpose

• to provide findings and recommendations from

community stakeholders to the Board of Trustees (“Board”) relating to budgets and long-range financial planning to support the District’s Strategic Plan.

2

11/11/2019 3

FFC Charge

• Review data including, but not limited to, the following topics

in order to assess the impact on AISD budgets and provide input, as appropriate:

• Enrollment trends and projections
• Property value trends and projections
• Academic Services priorities and operational efficiency

priorities presented to the Committee by the AISD administration

• Current staffing methods in relation to state education law

and current administration protocol

• Compensation and benefits, including available salary market

information, health insurance and wellness plan

• Operating costs associated with bond projects

Budget Preparation Timeline

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Planning Enrollment Projections Legislative Session Budget Prep (Schools/Depts.) Staffing Budget Reviews Payroll Budget Prep Revenue Estimates Board Discussion/Hearings/Action Receive Certified Prop Values Adopt Property Tax Rate Financial Futures Committee

AISD Fiscal Year: July 1 – June 30

3

11/11/2019 4

2019-20 Budget General Fund

2018‐19 Original Budget 2018‐19 Projection 2019‐20 Adopted Budget

• Diff. From

18‐19 Orig. Budget

Beginning Fund Balance $201,892,152 $201,892,152 $188,721,328 Revenues & Other Resources $491,716,875 $515,048,901 $527,772,669 $36,055,794 Expenditures & Other Uses $530,418,567 $517,967,515 $534,688,786 $4,270,219 Operating Surplus/Deficit ($38,701,692) ($2,918,614) ($6,916,117) $31,785,575 Capital Projects Funded through Surplus Fund Balance 10,252,210 Net Surplus/Deficit (38,701,692) (13,170,824) ($6,916,117) $31,785,575 Ending Fund Balance $163,190,460 $188,721,328 $181,805,211

Expenditure Budget

Payroll 88% Purchased & Contracted Service 7% Supplies & Materials 4% Other Operating Costs 1% Debt Service 0% Capital Outlay 0%

2019-20 Expenditures $534,688,786 4

11/11/2019 5

HB 3 Compensation Mandate

• 30% of Chapter 48 gain must be

used to give compensation increases to employees other than administrators

• 75% of the 30% must be spent on

teachers, counselors, librarians, nurses

• prioritize differentiated

compensation for classroom teachers with more than 5 years of experience

2019-20 Budget

• AISD’s HB 3 Compensation Mandate:
• Chapter 48 gain: $23,660,444
• 30% of gain: $7,098,133
• Compensation increase approved by Board:
• Classroom teachers with 6+ years experience: 3%
• All other employees: 2.5%
• Health insurance contribution: $132 annual increase

(Equals increase in premium for High Deductible Employee Only Plan)

• Approved Compensation Increase: $9,417,368
• 33% more than mandate

5

11/11/2019 6

2019-20 Budget

• Established a minimum teacher salary schedule as requested

by teachers

• Net staffing change: 30.5 fewer positions including changes

due to enrollment projections, new campus programs and student supports

• Budget includes funding for new Arlington College & Career

High School, three new elementary academies and full-day Pre-K for five campuses

Achieve Today. Excel Tomorrow. Strategic Plan

6

11/11/2019 7

• Target resources to support achievement growth
• Competitive compensation
• Staffing ratios approved before staffing process

begins

• Balanced budget with limited use of fund

balance

• Prioritize budget reductions with least negative

impact on classroom

Budget Parameters Board Policy CE (LOCAL)

Board Policy CE (LOCAL)

Competitive Compensation:

“The Board seeks to maintain competitive compensation levels in an effort to recruit and retain a highly qualified workforce and shall consider adjustments necessary for the District to be competitive in this area.”

Staffing Ratios:

“Staffing ratios shall meet or exceed state standards and shall be approved by the Board before the staffing process begins.”

7

11/11/2019 8

Staffing

Scott Kahl Assistant Superintendent of Human Resources

Overview

• Campus administration and district departments (Human

Resources, Curriculum & Instruction and Finance) work collaboratively to ensure staffing is aligned with the priorities

• f the strategic plan.
• Student enrollment and program needs are the driving

components of the staffing process.

• Staffing of teachers is based on district enrollment projections

and is a formulaic process.

• Formulas are used to staff schools equitably & to control costs

8

11/11/2019 9

Overview

• Elementary staffing is driven by state compliance ratios and

district initiatives

• Secondary principals have discretion in terms of subject area,

how to expend local FTEs to best meet needs of individual campus

• Secondary staffing is also driven by the master schedule.

Developing the master schedule at the secondary level is a very complex process with multiple variables

• Adjustments are made to address unique campus needs

2019-20 Staffing Ratios

Campus Core 2019‐20 Ratio/Units

Area Elementary Junior High High School

Pre K – 4th 22:1 N/A N/A 5th 26:1 (target) N/A N/A 6th 26:1 (target) N/A N/A Elementary Art, Music, PE Assistant 1 FTE each N/A N/A Elementary PE 1 < 800 2 > 800 N/A N/A Elementary Orchestra .4 FTE N/A N/A Secondary Staffing N/A ((Projected Student Enrollment x Total Class Periods) ÷ Target Class Size) ÷ Classes Taught By Teacher (JH Target ‐ 23:1) (HS Target ‐ 27:1) Special Education Formulas vary by program and allow for flexibility based on student or programmatic needs

9

11/11/2019 10

Position Elementary Junior High High School

Principal 1 1 1 Academic Dean N/A N/A 1 Assistant Principal 1 < 1,000 2 < 1,000 5 < 2,000 2 > 1,000 3 > 1,000 6 > 2,000‐2,999 Alt Campus = 1 7 > 3,000 Alt Campus = 1 Counselor 1 350 to 1 350 to 1 Athletic Coordinator N/A 1* 1 Attendance Officer N/A N/A Librarian 1 1 1

2019-20 Staffing Ratios

Position Elementary Junior High High School

Library Assistant N/A N/A 1 Campus Tech Manager 1 1 1 LAN Tech N/A N/A 1 Guidance Tech/ Testing Facilitator 1 1 1 Pre‐K TA’s 1/PK Teacher N/A N/A Kinder TA’s 1‐4 TA’s depending on # of sections N/A N/A Secretary 1 1 1 Attendance Clerk 1 < 800 2 > 800 1 < 1,000 2 > 1,000 same as number of AP’s Data Clerk N/A 1 2 Bookkeeper N/A N/A 1 PEIMS Clerk N/A N/A 1 Registrar N/A N/A 1 Nurse 1 1 1 SRO N/A 1 1 Security Officer N/A 1 Assignments based on need Custodian 1 per 30,374 sf (3 FTE min) 1 per 30,374 sf (5 FTE min) 1 per 30,374 sf (12 FTE min) Cafeteria Monitor 2 < 500 students 3 > 500 to 999 4 > 1,000 N/A N/A

2019-20 Staffing Ratios

10

11/11/2019 11

Class Size Waivers

Scott Kahl Assistant Superintendent of Human Resources

Class Size Waivers

• School districts are required to review class size enrollments

to determine whether class sizes for grades K-4 meet the class size limit of 22 students per class.

• The district must submit a request for exception if the ratio is
• ver the 22:1 ratio.
• Class size limits do not apply to physical education classes or

fine arts classes.

• Class size limitations do not apply during the last twelve

weeks of a school year.

• Class sizes fluctuate during the year with some sections going

back into compliance.

11

11/11/2019 12

K‐4 Grade Level Goes Out of Compliance Class Size Waiver Submitted to TEA Additional students evenly distributed in teachers’ classes keeping class sizes evenly growing unless the principal chooses to allow uneven class sizes. Teacher receives a stipend when that teacher’s class size reaches 24.

(The stipend is $250 per pay period for up to nine pay periods for each teacher who has a class size of 24 or

• ver as long as the class size remains at or above 24.)

If the grade level goes back into compliance, stipends are continued for the teacher(s) who were receiving the stipend until they drop below 24.

Waiver Process

New teacher is hired if the grade level average reaches 26.

Class Size Waiver Counts

• 2018-19 Fiscal Year:
• Waivers: 19
• Annual Salary Savings: $1,207,317
• 2019-20 Fiscal Year:
• Waivers: 24 (to date)
• Annualized Salary Savings: $1,563,158

12

11/11/2019 13

Health Insurance

Scott Kahl Assistant Superintendent of Human Resources

Health Insurance

• AISD is a member of the TRS-Active Care Health Insurance

Plan

• 90% of all Texas school districts participate in TRS-Active Care
• State law prohibits districts from opting out of the plan
• AISD has been an advocate for change of TRS plan offerings
• Approximately 4,959 AISD employees participate in TRS-

Active Care

• Affordable Care Act requires, among other things, that an

employer offer an “affordable” health care plan to employees

• “Affordable” is determined via formula
• AISD satisfies the test at our current district contribution level
• Individual mandate penalty has gone away

13

11/11/2019 14

Actions Taken by AISD

• Testified before Interim Legislative Committee on 5/10/18
• Collaborated with Rep. Krause on HB 2097
• Exit AISD from TRS Active Care to pilot a consumer-driven plan
• Results of pilot reported back to Legislature
• Testified before House Public Education committee in Austin
• Bill was not passed from House Public Ed Committee
• Outcome from advocacy efforts:
• TRS is exploring a regional healthcare plan
• AISD is the only local ISD to participate with TRS in negotiations with

healthcare networks

• Hosted TRS town hall meetings with other ISDs
• Upcoming meeting in November with TRS and member districts

Questions?

14

11/11/2019 15

School Improvement Efforts

• Dr. A. Tracie Brown, Assistant Superintendent of School Leadership

Financial Futures Committee Meeting November 12, 2019

Accountability Snapshot

15

11/11/2019 16

STRATEGIES TO ELEVATE UNDERPERFORMING SCHOOLS

Assessing the performance

• f SSN

campuses

Established 2018‐19

16

11/11/2019 17

Campus Met Standard in 2019 Top 10 for growth Improved from 2018 Advanced a letter "grade" Double digit gain in

• verall

performance Overall decline in performance from 2018 Anderson ES      Patrick ES      Rankin ES   Sam Houston HS      Short ES  Speer ES

*

Thornton ES   

STRATEGIC SUPPORT NETWORK & FOCUS SCHOOLS 2019-20

Anderson ES Berry ES Blanton ES Ellis ES Patrick ES Peach ES Rankin ES Sam Houston HS Sherrod ES Short ES South Davis ES Speer ES Thornton ES Webb ES Crow ES Hale ES Larson ES Morton ES Pope ES

Focus SSN

17

11/11/2019 18

Priorit y 1

• Berry ES
• Patrick ES
• Peach ES
• Short ES*
• Speer ES*

Priorit y 2

• Anderson

ES

• Ellis ES
• Rankin ES
• Sam

Houston HS

• Thornton

ES

Priorit y 3

• Blanton

ES

• Sherrod

ES

• South

Davis ES

• Webb ES

*Designated “F” campus for 2019‐20

STRATEGIES TO SUPPORT OUR SCHOOLS

18

11/11/2019 19

Campus 2 Assistant Principals 2 Counselors Testing Facilitator Horizontal Laser Team DDI Training SSN for 19-20 New to campus in 19-20? Anderson ES

   

Berry ES

  

Blanton ES

 

Ellis ES

  

Patrick ES

     

Peach ES

     

Rankin ES

   

Sherrod ES

 

SHHS

    

Short ES

   

South Davis ES

  

Speer ES

    

Swift ES

 

Additional Supports

CAPACITY BUILDING

Strategic Support & Focus Schools Area Superintendents Director of SI & Coordinator of School Leadership

Instructional Facilitators

19

11/11/2019 20

SCHOOL

IMPROVEMENT

TEAM

 Prioritized Lever 1: Strong School Leadership and Planning  Prioritized Lever 2: Effective, Well‐ Supported Teachers  Prioritized Lever 3: Positive School Culture  Prioritized Lever 4: High‐Quality Curriculum  Prioritized Lever 5: Effective Instruction

Effective Schools Framework

20

11/11/2019 21

• Prioritized executive coaching with support by

Area Superintendents;

• Deploy Instructional Facilitators in conjunction

with Teaching and Learning team to regularly analyze local and district assessment data to inform instructional practices, interventions, and enrichment;

• Utilize Director of School Improvement to monitor

and track progress towards goals through data reporting systems; and

• Contract Effective Schools Framework facilitators

(formerly PSPs) to work side-by-side with principals to execute recommendations from ESF audit.

STRONG SCHOOL LEADERSHIP AND PLANNING

• Individual coaching for K-6 core elementary

teachers and ELAR department for Sam Houston HS on high-yield best practices;

• Specific priority campuses are exempt from

class‐size waivers;

• Priority consideration given to hire surplus

teachers;

• Partner with HR to ensure campus remains

100% staffed, if possible; and

• Schools can begin offering early contracts in

anticipation of vacancies.

EFFECTIVE, WELL‐ SUPPORTED TEACHERS

21

11/11/2019 22

• Partner with Social Emotional Learning (SEL)

and PBIS team, ensure appropriate training and implementation of Restorative Practices/Circles, capacity building of staff, and a reduction of discipline referrals;

• Increase counseling services and response to

Intervention (RtI) supports;

• Partner with Parent And Community

Engagement (PACE) department to offer Parent University and/or other programs that provides parental support for academic programs; and

• Regularly seek feedback and engage parents in

continuous improvement planning through campus-based offerings.

POSITIVE SCHOOL CULTURE

• Utilize Instructional Facilitators to provide

professional learning, coaching, support around literacy improvements;

• Engage in district-based summative

assessments to gauge progress towards mastery of taught curriculum;

• Perform Effective Schools Framework

(ESF) audit on prioritized campuses;

• Engage in quarterly literacy learning labs;

and

• Implement prescriptive observation,

coaching and feedback cycle.

EFFECTIVE INSTRUCTION

22

11/11/2019 23

Touchpoints from School Improvement Team and Area Superintendents

Win Small, Win Early, Win Often!

We must design and produce short-term wins which brings a steady stream of successes.

Results Now by Mike Schmoker

23

11/11/2019 24

EARLY WINS

Subject Areas Percentage of Campuses with gains in ‘Meets’ level performance

(2018 vs. 2019 CA 1 Results)

3rd Grade Reading & 6th Grade Math 70% 3rd Grade Math 75% 4th Grade Math; 5th Grade Science & 6th Grade Reading 90% English I; English II & Algebra I 100%

PARTNERSHIPS

Curriculum & Instruction Professional Learning Parent and Community Engagement Specialized Learning Services & SEL Human Resources Assessment & Accountability

24

11/11/2019 25

2020-21 Budget Planning

Cindy Powell Chief Financial Officer

25

11/11/2019 26

Key Points

• Success depends on effective teaching and leadership
• Relevant, innovative and rigorous learning experiences
• Align resources, including staffing, to curriculum outcomes

and instructional priorities

Strategic Plan

• Staff tightly to enrollment projections (i.e., “right‐size” staff

to enrollment) to manage the budget

• Competitive, responsible compensation
• Market review of salaries

Budget Control

• Campus staffing is based on district enrollment projections

and is a formulaic process

• Exceptions are made where appropriate to address special

circumstances & student performance needs

Staffing

Budget Considerations for 2020-21

• Enrollment Projections
• Full implementation of full-day Pre-K
• Estimated cost: $9 million
• Approximately 95 teachers and 95 teacher assistants
• Supplies, materials, professional development
• Opening of Fine Arts Center & Athletics Complex
• New Staff
• Operating revenues and expenditures
• Social/emotional learning needs
• HB 3 implementation
• State and local revenues
• Program requirements

26

11/11/2019 27

FFC Next Steps

2019-20 FFC Schedule

FFC Meetings January 21, 2020 April 21, 2020 August 11, 2020 FFC Report to Board February 20, 2020

27

11/11/2019 28

Questions?

28