Strategic Budgeting CCSD s Approach to Strategic School Spending

Transcription

1 Strategic Budgeting CCSD s Approach to Strategic School Spending Presentation to the Community Implementation Council Dr. Eva White, Assistant Superintendent, Strategic Resources and Capital Improvement Clark County School District January 11, 2017

2 History Current Flex Budget Schools Expanded from 111 Flex Budget Schools to 188 Strategic Budget Schools Expanded from 188 to 321 Strategic Budget Schools 2

3 Mission Strategic Resources To purposely allocate and assist SOTs in strategically expending those allocated resources at all worksites to carry out the Pledge of Achievement for every student in every classroom, without exceptions, without excuses. Academic Excellence Engagement School Support Clarity and Focus Proficiency Achievement Gaps Graduation Rate Engagement Student Safety College & Career Readiness 3

4 Defining the Issue Traditional line-item school budgets do NOT: Provide useful information on school programs Explicitly justify expenditures Create links between achievement and spending Provide meaningful performance information Allow for greater local decision-making Incorporate accountability measures 4

5 Theory of Action If the primary work of the Clark County School District occurs at the school level and the District holds principals and teachers accountable for the quality of student learning, then those that the District holds accountable should have the autonomy and authority to make fiscal decisions on how best to spend those funds allocated to them to ensure student achievement. 5

6 How do we do this? Communicating between Academics, Finance and Human Resources Finance Instruction Human Resources $ Converting entitlement formulas to dollars Aligning resources with the responsibility for results 6

7 How do we do this? Providing a per-pupil allocation (with program adjustments to schools) amounts: ES (Grades 4 and 5) $3,655 Middle School $3,607 High School $3,622 Adjustments are made for programs at Magnet Schools, small schools, Career and Technical Academies, Prime 6 schools, and for Class-size Reduction (K-3). 7

8 Current Boundaries as Outlined in Regulation Transportation Food Service Custodial Maintenance Technology Support Utilities State/Federal Programs Security Contractual Obligations 8

9 Implementation Progression Schools Utilized a Flexible Budget Administration moved from flexibly using funds to strategically using funds Schools Utilizing Strategic Budgets 9

10 Strategic Budget Concept Local decision making should not just be FLEXIBLE but STRATEGIC in meeting achievement goals $ EVOLUTION Flexible $ Strategic STRATEGIC budgeting aligns achievement goals with the resources of time, people, general fund dollars, and other federal and state program funding 10

11 Student-based Strategic Budgets Future Goals of Strategic Budgeting *: Create and Measure Program Metrics Link Dollars Spent to Achievement Evaluate Academic Return on Investment (ROI) 11 *CCSD has initiated processes for all of the above through the Pledge of Achievement and Ensuring Every Dollar Counts Initiatives

12 Timeline Budget Workbooks based on Projections to School Principals; SOT begin working Tentative Budget Submission to State by April 15 Beginning of School Year; Budget Workbooks Adjusted based on Student Enrollment JANUARY FEBRUARY APRIL MAY AUGUST Budget Workbooks Submitted to Strategic Resources Office and Human Resources for Processing Adoption of the Final Budget 12

13 Further Considerations Strategic budgeting is an allocation method that allows for increased decision-making at the site level The driver for decision-making should always be student achievement Transitioning from staffing budgets to per-pupil budgets requires technology upgrades to information systems Clear roles, responsibilities and expectations must be defined up front with resources being allocated to those accountable for outcomes Decisions surrounding decentralizing any central funding will be made as outlined in the AB394 regulations Training, monitoring, and reviewing the strategic budget process is reflective and ongoing 13

14 For More Information: pledgeofachievement.ccsd.net 14 Follow