SC HO O L BO ARD'S PRO PO SED BUDG ET SCHOOL BOARD & C O UNT - - PowerPoint PPT Presentation

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SC HO O L BO ARD'S

PRO PO SED BUDG ET

SCHOOL BOARD & C O UNT Y BO ARD JO I NT WO RK SE SSI O N

Overview

• Thank You
• Collaboration
• Current Budget Challenges
• Building the Budget
• Maintain Our Tradition of Excellence

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Thank You

Applaud County’s Focus

• n Economic Development

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Strong Historic Support for Past Budgets

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$523.0 $539.4 $557.4 $581.9 $613.6 $640.1 $662.5 $0 $100 $200 $300 $400 $500 $600 $700 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 in millions County Transfer State Federal Local Budget Savings

LT1

Niche: Best Place to Live in America

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Collaboration

APS/Arlington County Collaboration

Working Collaboration

• ART Bus Pilot
• Fenwick Building
• Fields and Recreation Spaces
• Crossing Guards
• Joint Work Sessions
• Buck property
• School Nurses
• School Resource Officers (SROs)
• Joint Leadership Meetings
• Joint Retreats

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Advisory Groups

• Joint Aquatics Committee
• Joint Facilities Advisory Committee (JFAC)
• Arlington Partnership for Children, Youth and Families (APCYF)
• Career Center Working Group (CCWG)
• Advisory/Joint Committee on Transportation Choices (ACTC/JCTC)

BLPC/PFRCs

• Reed
• Hamm
• Heights
• Fleet
• Ed Center

Results of Our Joint Successes

Arlington County

• Close-in, good transportation options, strong job mkt, well-

managed gov’t, variety of attractive neighborhoods, diverse housing options, commercial and retail variety, low tax rate, affluent community, low crime rate Arlington Public Schools

• Great schools: low class sizes, high instructional quality 

high success metrics, options, opportunities, high per-child spending, strong community support for school funding (only 20% have school-age children)

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Current Budget Challenges

Recipe for Student Success

Our high-quality, top-ranked, desirable school system is a function of:

• Low class sizes
• High-quality, dedicated instructional staff
• Robust student supports such as
• Math and Reading coaches
• Gifted and special education services
• Mental health services
• Choices and Opportunities

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Total Enrollment from Fall 2000 to 2028

Projected to reach 34,201 PreK-12 Students in September 2028

18,882 19,097 19,140 19,120 18,744 18,411 18,451 18,684 19,534 20,233 21,241 21,841 22,613 23,316 24,529 25,238 26,152 26,941 27,436 28,495 29,262 30,018 30,769 31,394 32,111 32,628 33,126 33,639 34,201 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Enrollment

Projected Actual

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47% enrollment growth in 11 years 83% enrollment growth in 21 years 2017 broke record for most APS students ever!

Enrollment and Cost Per Pupil

13 19,534 20,233 21,241 21,841 22,613 23,316 24,529 25,238 26,152 26,941 27,436 28,495 $19,538 $18,569 $17,322 $18,047 $18,674 $18,678 $19,040 $18,616 $18,957 $19,340 $19,348 $19,935 $19,858 $20,486 $20,910 $21,217 $21,561 $21,587 $21,859 $22,325 $22,869 $23,281 $23,747

15,000 17,000 19,000 21,000 23,000 25,000 27,000 29,000 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Enrollment Cost per Pupil FY 2009 Cost per Pupil Adjusted for Inflation Note: Cost Per Pupil is based on a fully‐funded budget, including an additional $6.8 million in revenue.

Tightened the Belt Last Year

• Reductions or Fee Increases of $11.4 million
• Increased user fees
• Changes in Planning Factors
• Partially postponed growth initiatives
• Eliminated benefits
• Central Office reductions
• Funded MC/MM with one-time funds

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Budget Journey

• Started planning this budget last spring
• Initial deficit was $42.8 million
• Team of senior leaders and principals worked side by side to

find reductions

• Significant balancing act
• Relied on Strategic Plan to guide decisions
• Needed reductions but did not want to undercut

instruction

• Looked for items beyond SOQ’s
• Superintendent’s Proposed Budget reflected this work
• Shortfall pared down to $19.0 million before reductions

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Result: Budget Reduced $11.3 million

• Started with $42.8 million deficit
• Diligently worked to scrub the numbers
• Shortfall reduced to $19.0 million
• Superintendent’s Proposed included $10.1 million in cuts
• Resulted in gap of $8.9 million
• Spring revenue and enrollment update resulted in saving of $1.6 million
• New gap of $7.3 million
• School Board Proposed budget includes additional reductions $1.2

million

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New Gap in School Board Proposed Budget: $6.8 million

Fully‐Funded Budget

Amount ($ in millions)

Total Expenditures $669.3 Total Revenue * $662.5

Additional Revenue Needed

($6.8)

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*Based on County Manager’s proposed budget

Building the Budget

FY 2020 Expenditures

Amount ($ in millions) Positions

Opening of New Schools/Programs

$10.33 72.40

Enrollment Growth

$7.05 68.00

Compensation

$12.90

Continuing Growth Initiatives*

$4.06 27.65

Investments to Support Growth

$0.83 7.00

Total

$35.17 175.05

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*Initiatives begun in the FY17 and FY18 budgets.

Expecting 1,000 Additional Students in September 2019

Compensation Increase

• Strategic Plan Goal: Engaged Workforce
• Want to retain our high-quality staff
• National teacher shortage
• Insulated at first, but now affecting APS
• Surrounding jurisdictions have caught up to and surpassed APS

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Strategic Use of Reserves*

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*Reserves are one‐time funds.

Reserve Current Balance Earmarked in FY19- 28 CIP Used in Supt's Proposed Budget Projected Balance

Capital $22.0 ($34.8) ($12.9) VRS $2.5 $2.5 Debt Service $1.0 ($0.3) $0.7 Future Budget Years $16.1 ($4.6) $11.5 Compensation $6.5 ($6.5) $0.0 Separation Pay $2.0 $2.0 Health Care $1.0 $1.0 Total $51.0 ($34.8) ($11.4) $4.8

Reductions to Close Gap

Reductions included in Supt’s Proposed

Amount ($ in millions) Positions

Increase class size (postponed for one year in FY 2019) ($2.10) (22.20) Use one-time funds for Minor Construction/Major Maintenance (MC/MM) (5.28) Benefits changes (0.56) Technology lease payments savings (1.50) Alignment of Library media assistants contracts (Year 2 of 2) (0.12) Department of Teaching and Learning efficiencies (0.57) (1.00) Total ($10.12) (23.20)

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May not total due to rounding

Reductions to Close Gap

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Amount ($ in millions) Positions

Additional Reductions in SB Proposed ($1.18) (8.50)

Central office reductions

Evaluation staff/funds; transportation staff; training staff; service awards; HR staff; substitutes

Schools reductions

FLES; MS Pathways Program; parking fees

Investments in APS’s Future

Investments directly aligned with Strategic Plan

• Core Values: Equity and Inclusivity
• Accelerating diversity efforts
• Strategic Plan Goal: Strong, Mutually

Supportive Partnerships

• Advancing the growth of strategic

partnerships and expand internship and externship opportunities for students

• Strategic Plan Goal: Operational Excellence
• Investing in ways to become more

efficient

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School Board Proposed Budget

25 Description Amount in $M Gap In $M

Superintendent’s Proposed Budget $671.6 $8.9 Spring Update – revenue & enrollment ($1.8) Updated Superintendent’s Proposed Budget $669.8 $7.3 School Board Reductions ($1.2) School Board Additions $0.7 School Board Proposed Budget $669.3 $6.8 May not total due to rounding

Maintain Our Tradition of Excellence

Fully‐Funded Budget

Amount ($ in millions)

Total Expenditures $669.3 Total Revenue * $662.5

Additional Revenue Needed

($6.8)

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*Based on County Manager’s proposed budget

Key Takeaways

• $11.3 million in budget

reductions already incorporated

• Preserve excellent programs and

services

• Invest in quality employees
• Strong partnership between

County and Schools is essential

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Niche: Best Place to Live in America

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