Community Based Budget Booklet OMSD

“Learning Today – Leading Tomorrow”

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Table of Contents……… BOARD OF TRUSTEES ....................................... 7

ORGANIZATIONAL CHARTS ............................ 10

MAPS .................................................................. 19

THE STRATEGIC PLAN ..................................... 24

BELIEF STATEMENTS-------------------------------------24

OBJECTIVES ----------------------------------------------25

GOALS -----------------------------------------------------26

SMART GOALS--------------------------------------------26

STRATEGIES ----------------------------------------------27

PARAMETER-----------------------------------------------28

ACTION TEAMS -------------------------------------------29

STUDENT ACHIEVEMENT................................. 31

ACADEMIC PERFORMANCE INDEX – ANNUAL YEARLY

PROGRESS------------------------------------------------36

API .............................................................................36 AYP ............................................................................36 Where have our API scores been?.............................37 2006-07 Program Improvement Status ......................38

OVERVIEW AND INTRODUCTION.....................39

THE FACTS BEHIND SACS ...............................40

BUDGET DEVELOPMENT PROCESS ...............44

BUDGET DEVELOPMENT AT OMSD ................48

BUDGET ASSUMPTIONS...................................49

2007 – 2008 --------------------------------------------- 50

SITE ALLOCATION FORMULAS-------------------------- 55

Custodial Allocation.................................................... 55 School Clerk Daily Hours Allocation ........................... 56 Noon Aide and Certificated Duty Reduction Allocation................................................................................... 57 Discretionary unrestricted allocation........................... 58 Flexible spending allocation ....................................... 58

THE ENCROACHMENT CONCEPT....................60

WHAT IS SPECIAL EDUCATION ------------------------- 60

What is a SELPA?...................................................... 61 West End SELPA ....................................................... 62

CLASS SIZE REDUCTION PROGRAM------------------- 63

TRANSPORTATION --------------------------------------- 63

ADA AND ENROLLMENT TRENDS ...................66

ADA – AVERAGE DAILY ATTENDANCE---------------- 66

ENROLLMENT --------------------------------------------- 68

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CBEDS – CALIFORNIA BASIC EDUCATION DATA

SYSTEM ---------------------------------------------------68

INTERDISTRICT TRANSFER REQUESTS----------------69

DISCUSSION ON ENROLLMENT PROJECTIONS............................................................................. 72

REVENUE LIMIT ................................................. 78

PROPOSITION 98 SUMMARY IN BRIEF-----------------78

COLA – COST OF LIVING ADJUSTMENT --------------79

REFRESHER ON THE “EDUCATION DEAL” OF 2004 – 2005......................................................... 80

QUALITY EDUCATION INVESTMENT ACT ...... 80

GASB 45 – OTHER POSTEMPLOYMENT BENEFITS (OPEB) ............................................. 83

Where is OMSD on GASB 45?...................................84

NEGOTIATIONS UPDATE.................................. 85

SETTLEMENT INFORMATION A HISTORICAL

PERSPECTIVE ---------------------------------------------85

FUNDS BUDGETED ........................................... 87

GENERAL FUND ------------------------------------------88

SPECIAL REVENUE FUNDS ----------------------------- 91

Cafeteria Fund............................................................ 91 Child Development ..................................................... 92 Deferred Maintenance................................................ 92

CAPITAL FACILITIES-------------------------------------- 94

BUILDING AND COUNTY SCHOOL FACILITIES--------- 94

Building Fund ............................................................. 94 County School Facilities ............................................. 94

SITE BUDGETS...................................................95

STAFFING INFORMATION .................................96

ARROYO ELEMENTARY SCHOOL--------------------- 103

Test Scores .............................................................. 103 API – Academic Performance Index - Scores....... 103 AYP – Annual Yearly Progress ............................. 103

Site Budget… ........................................................... 104 BERLYN ELEMENTARY SCHOOL---------------------- 106


Site Budget............................................................... 107 BON VIEW ELEMENTARY SCHOOL------------------- 109


Site Budget............................................................... 110

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BUENA VISTA ARTS-INTEGRATED SCHOOL--------- 112

Test Scores ..............................................................112 API – Academic Performance Index - Scores.......112 AYP – Annual Yearly Progress .............................112

Site Budget...............................................................113 CENTRAL ELEMENTARY SCHOOL -------------------- 115


Site Budget...............................................................116 CORONA ELEMENTARY SCHOOL--------------------- 118


Site Budget...............................................................119 DEL NORTE ELEMENTARY SCHOOL ----------------- 121


Site Budget...............................................................122 EDISON ELEMENTARY SCHOOL ---------------------- 124


Site Budget...............................................................125 EL CAMINO ELEMENTARY SCHOOL------------------ 127

Test Scores ..............................................................127

API – Academic Performance Index - Scores....... 127 AYP – Annual Yearly Progress ............................. 127

Site Budget............................................................... 128 ELDERBERRY ELEMENTARY SCHOOL --------------- 130


Site Budget............................................................... 131 EUCLID ELEMENTARY SCHOOL ---------------------- 133


Site Budget............................................................... 134 HAWTHORNE ELEMENTARY SCHOOL---------------- 136


Site Budget............................................................... 137 HAYNES ELEMENTARY SCHOOL --------------------- 139


Site Budget............................................................... 140 HOWARD ELEMENTARY SCHOOL -------------------- 142


Site Budget............................................................... 143

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KINGSLEY ELEMENTARY SCHOOL ------------------- 145


Site Budget...............................................................146 LEHIGH ELEMENTARY SCHOOL ---------------------- 148


Site Budget...............................................................149 LINCOLN ELEMENTARY SCHOOL --------------------- 151


Site Budget...............................................................152 LINDA VISTA ELEMENTARY SCHOOL ---------------- 154

Site Budget...............................................................154 MARIPOSA ELEMENTARY SCHOOL------------------- 156


Site Budget...............................................................157 MISSION ELEMENTARY SCHOOL --------------------- 159


Site Budget...............................................................160

MONTE VISTA ELEMENTARY SCHOOL--------------- 162


Site Budget............................................................... 163 MONTERA ELEMENTARY SCHOOL ------------------- 165


Site Budget............................................................... 166 MORENO ELEMENTARY SCHOOL -------------------- 168


Site Budget............................................................... 169 RAMONA ELEMENTARY SCHOOL--------------------- 171


Site Budget............................................................... 172 SULTANA ELEMENTARY SCHOOL -------------------- 174


Site Budget............................................................... 175

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VINEYARD ELEMENTARY SCHOOL ------------------- 177


Site Budget...............................................................178 VISTA GRANDE ELEMENTARY SCHOOL ------------- 180


Site Budget...............................................................181 DE ANZA MIDDLE SCHOOL --------------------------- 183


Site Budget...............................................................184 OAKS MIDDLE SCHOOL ------------------------------- 186


Site Budget...............................................................187 SERRANO MIDDLE SCHOOL -------------------------- 189


Site Budget...............................................................190 VERNON MIDDLE SCHOOL ---------------------------- 192

Test Scores ..............................................................192

API – Academic Performance Index - Scores....... 192 AYP – Annual Yearly Progress ............................. 192

Site Budget............................................................... 193 VINA DANKS MIDDLE SCHOOL ----------------------- 195


Site Budget............................................................... 196 RAY WILTSEY MIDDLE SCHOOL --------------------- 198


Site Budget............................................................... 199

GLOSSARY OF COMMON SCHOOL FINANCE TERMS...............................................................201

ABBREVIATIONS AND ACRONYMS...............208

APPENDIX .........................................................217

RESOURCE LISTING FOR OMSD -------------------- 218

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Board of Trustees These are the citizens elected by the community to

direct the policies of the Ontario-Montclair School

District.

Robert Hardy – President Elected in 1987, holds a BA from Cal Poly San Luis Obispo and a masters from Cal State Los Angeles. Retired from OMSD in 1984 after teaching at Vina Danks and Vernon middle schools and serving as Assistant Principal of Wiltsey and Vernon middle schools and Principal at Edison and Ramona elementary schools. Bob and his wife Laverne have eight children (Pat, Terry, Kevin, Sharon, Maureen, Mary, Kathy, and Erin), fifteen grandchildren, and two great grandchildren.

Doreen McDaniel – Vice President Appointed to the Board of Trustees on January 26, 1995, and elected November 7, 1995. Has served on many district task forces and committees, including year round, new middle school committee, parent advisory, DAC, PTA Council, and began volunteer work in the district in 1988. Mrs. McDaniel and her husband Jeff have resided in the district since 1980 and have three children (Kevin, Eric, and Steven) who have all attended OMSD schools.

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Debra Dorst-Porada – Clerk Has been a resident of Ontario since 1983. Has been active in the community serving as an Ontario Planning Commissioner, Ontario-Montclair School District Strategic Planning Committee, Ontario’s Kids Come First Medical Clinic, Ontario Kiwanis, Ontario Heritage Society, San Bernardino County Museum Commissioner, Ontario-Montclair School District Bond Oversight Committee, Ontario Community Block Grant Committee, and Downtown Ontario Revitalization Partnership. Debra has been a registered nurse for 25 years with experience in medical/surgical, critical care, and currently works as a public health nurse. Debra has a bachelor’s degree from Cal State LA and has returned to college to work on her master’s degree. Debra has a 20 year old son, Alex and a fun loving dog named Lincoln. For fun and relaxation Debra enjoys gardening, garage sales, antiques, and politics. J. Steve Garcia – Member Elected in 2001, holds a BA from Cal Poly Pomona, BA from CSU Los Angeles, and a MPA from CSU Fullerton, and MS in School Counseling from the University of La Verne. Mr. Garcia currently works as the Assistant Principal at South El Monte High School in the El Monte Union High

School District. Has also worked as a Coordinator of Child Welfare and Attendance, Coordinator for Dropout Prevention, Community College Counselor, and University instructor. A resident of Ontario since 1977, Mr. Garcia and his wife Marcie have three daughters. Mr. Garcia is very active in the district and community. Paul Vincent Avila – Member First elected 1993, served until 2001, re-elected 2005. Retired from 23 years career service as a State Counselor with the Employment Development Department, 6 years with the California Department of Corrections Community Parole Division, and former businessman experience. Vietnam Combat Veteran (1968-1970) 4/47th Mobile Riverine Task Force, 9th Infantry Division United States Army. Graduate: Los Angeles City College: AA, California Sate University San Bernardino: BA English/Creative Writing, Masters of Boardmanship and Masters in Governance, and CSUSB Alumni. Former President of CSEA Eastern District, San Bernardino County's Grand Jurist, and President of Ontario's Hispanic Heritage. Paul, MaryAnne, and five grown children (four sons and one daughter) with own families have been residents of the district for 28 years. Paul is a proven humble servant of the public/community.

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District Administration:

Dr. Sharon P. McGehee – District Superintendent Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration -- of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine. Lance Secretan Lance H.K. Secretan was born (1939) in Amersham, United Kingdom. Secretan is perhaps best known for his pioneering work in leadership theory and how to inspire teams.

Dr. James P. Kidwell – Deputy Superintendent, Human Resources “I trust the time is coming, when the occupation of an instructor to children will be deemed the most honorable of human employment.” Angelina Grimke Angelina Grimke (1805–79), was an American abolitionist and advocate of women's rights.

Danielle A. Calise – Assistant Superintendent, Business "All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident."

Arthur Schopenhauer (1788-1860) Among 19th century philosophers, Arthur Schopenhauer was among the first to contend that at its core, the universe is not a rational place. Dr. Dana K. Griggs – Assistant Superintendent, Instructional Services “A consensus is building that the mission of public schools should be Learning for All – Whatever It Takes” Lawrence W. Lezotte Lawrence W. Lezotte served for 18 years as a teacher and an administrator. He collaborated with two colleagues on studies that identified the characteristics of effective schools and became the preeminent spokesperson for the effective schools approach. He worked with educators across the country to improve the quality of education through its implementation. Jill Hammond – Assistant Superintendent, Administrative Services “Nothing you do for children is ever wasted.”

Garrison Keillor Garrison Keillor (1942) is the author and host of “A Prairie Home Companion.” He is the author of eight books for adults, three for children, as well as being know as a poet, storyteller, and radio personality.

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Organizational Charts

Here are some brief definitions to help explain what an organizational chart is and why it is important.

1. A graphic representation of how authority and responsibility is distributed within a company or other organization.

2. A chart showing the lines of

responsibility between departments of a large organization.

3. A chart showing the hierarchical

interrelationships of positions within an organization.

4. It is a management work product

consisting of a diagram that documents the composition/structure of an organization or team.

What is an organizational

chart?

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Ontario-Montclair School District

Governing Board

Dr. Sharon P. McGehee

Superintendent

Danielle A. Calise Assistant

Superintendent Business Services

Dr. James P. Kidwell Deputy Superintendent

Human Resources

Luke Ontiveros Interim - Assistant

Superintendent Instruction

Lowanna Owens Executive Assistant to

Superintendent

Jana Dupree Senior Assistant to

Superintendent

Kathy Tietz Executive Assistant to

Assistant Superintendent

Theresa Margala Executive Assistant to Deputy Superintendent

Kathy Marsh Executive Assistant to


Jill Hammond Assistant

Superintendent Administrative Services

Virginia Riley Executive Assistant to


Ontario-Montclair School District Organizational Leadership at a

Glance

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Ontario-Montclair School District

Governing Board

Dr. Sharon P. McGehee Superintendent

Danielle A. Calise Assistant Supt – Business Services

Dr. James P. KidwellDeputy Supt – Human Resources

Luke Ontiveros Interim - Assist. Supt - Instruction

Laura Steidley Director Fiscal

Donna Papapetru Director Nutrition

Carol Vernava Director Purchasing & Print

Hal Shimmin Director Technology

David Walthall Director

Craig Misso Director Operations & Facilities

Perry Huyck Risk Manager

Debi Cockrell Director Cert. Personnel

Luke Ontiveros Director Classified Personnel

Barbara Mikolasko Director Staff

Hector Macias Coordinator Attend & Records

Scott Turnbull Principal on Assignment

ETS-Support

Vicki Bartelt Interim - Director Curric. & Ext Lrng

Mina Bartz Director Research & Acct.

Vacant Coordinator School Acct.

Bill Uyidi Director Pupil Personnel

Jill Hammond Assistant Supt – Admin Svcs.

Karla Wells Coordinator Curr. & Instr.

Principals

Linda Rice Principal Advisor

Ellen Lugo Principal Advisor

Cabinet and Directors

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Dr. James P. Kidwell Deputy Supt–Human

Resources

Debi Cockrell Director Certificated

Personnel

James Zycheck Interim - Director Classified

Personnel

Barbara Mikolasko Director Staff Development

Hector Macias Coordinator Attend &

Records

Beverly Foreman Coordinator – Teacher

Development

BTSA Support Program Providers

Dick Archibald-WoodwardCoordinator Technology

Flavio Medina-Martin Executive Assistant

(Confidential)

Sally Ainsworth Executive Assistant

(Confidential)

Theresa Margala Executive Assistant

Rosie Iba Executive Assistant

Josie Mejia Senior Attendance

Technician

Lorrie Buchanan Administrative Assistant

Human Resources Division

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Luke Ontiveros Interim - Assistant Supt - Instruction

Scott Turnbull-Principal on Assignment - ETS-Support

Vicki Bartelt Interim - Director Curric. & Ext Lrng

Mina Bartz Director Research & Acct.

Bev Foreman Interim - Coordinator School Acct.

Dr. Bill Uyidi Director Pupil Personnel

Kathy Marsh Executive Assistant

Sherrie Mittan Senior Student Assessment Assistant

Roxanne McGowen Interim Executive Assistant

Karen Tourangeau Executive Assistant

Elena Reyes Administrative Assistant

Karla Wells Coordinator Curriculum & Instruction

Joni Stallings Administrative Assistant

Instructional Services Division

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Dr. Sharon P. McGehee - Superintendent

Jill Hammond – Assistant Superintendent Administrative Services

Principal Arroyo Elementary School Principal Berlyn Elementary School

Principal Bon View Elementary School Principal Buena Vista Integrated Arts Magnet

Principal Central Elementary School Principal Corona Elementary School

Principal Del Norte Elementary School Principal Edison Elementary School

Principal El Camino Elementary School Principal Elderberry Elementary School

Principal Euclid Elementary School Principal Hawthorne Elementary School

Principal Haynes Elementary School Principal Howard Elementary School

Principal Kingsley Elementary School Principal Lehigh Elementary School

Principal Lincoln Elementary School Principal Linda Vista School

Principal Mariposa Elementary School Principal Mission Elementary School

Principal Montera Elementary School Principal Monte Vista Elementary School

Principal Moreno Elementary School Principal Ramona Elementary School

Principal Sultana Elementary School Principal Vineyard Elementary School

Principal Vista Grande Elementary School

Virginia Riley - Executive Assistant to Superintendent

Administrative Services Division

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Dr. Sharon P. McGehee - Superintendent

Jill Hammond – Assistant Superintendent Administrative Services

Principal De Anza Middle School

Virginia Riley - Executive Assistant to Assistant Superintendent

Principal Oaks Middle School

Principal Serrano Middle School Principal Vernon Middle School

Principal Vina Danks Middle School Principal Wiltsey Middle School

Linda Rice – Principal Advisor Ellen Lugo – Principal Advisor

Administrative Services Division - continued

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Dr. Sharon P. McGehee

Superintendent

Danielle A. Calise Assistant Supt –

Business Services

Laura Steidley Director Fiscal

Services

Donna PapapetruDirector Nutrition

Services

Carol Vernava Director Purchasing

& Print

Hal Shimmin Director Information

Services

Ed Giles Printshop Supervisor

David Hodge Warehouse Supervisor

Linda Reid Executive Assistant

Jay Toma Central Kitchen

Manager

Kathy Tietz Executive Assistant to


Vacant Coordinator

Information Services

Liz McNevin Accountant

Sherrie Bierce Field Supervisor

Josie Pena Field Supervisor

Myira Millan Accountant

Aleli Burgos Accountant

Sherrye Loveland Network

Administrator

Michelle Poirier Executive Assistant

Jon Lewis Network Engineer

Dan Landon Network Engineer

Liz Seymour Accountant

Vacant Accountant

Jeff Post Data Warehouse

Administrator

Business Services Division

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Danielle A. Calise Assistant Supt–Business Services

David Walthall Director Transportation

Craig Misso Director Operations & Fac.

Perry Huyck Risk Management

Valinda Johnson Executive Assistant

Kathy Tietz Executive Assistant to Assistant

Superintendent

Pete Peterson Coordinator Facilities Planning

Steve Orona Supervisor of Maintenance

Sandra Escamilla Supervisor of Grounds

Gina Vallejo Executive Assistant

Business Services Division - continued

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Maps

Where do I go to school?

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THE STRATEGIC PLAN Belief statements express our fundamental

convictions, our values, and our character. They

are the underlying foundation of the

entire Strategic Plan.

WE BELIEVE

• Each individual has equal intrinsic worth.

• Individuals are responsible for their actions.

• Diversity enriches our community.

• Democracy thrives through the active

participation of an informed citizenry.

• High achievement requires high expectations.

• Quality education for all is a shared

responsibility.

• All people are teachers and learners.

• Achieving common goals requires

cooperation, communication, and

commitment.

• The education of children demands a

commitment to their physical, social,

emotional, and intellectual development.

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The Mission Statement expresses the unique

purpose for which we exist and the specific function

we seek to perform. The Mission expresses our

loftiest aspirations as a district and defines the ideal

we seek to attain for all of our students over time.

The mission of the Ontario–Montclair School District:

Whatever it takes, we guarantee our commitment to the highest quality education

for all students. The motto of the Ontario-Montclair School

District: Learning Today – Leading Tomorrow

The guiding philosophy of the Ontario-Montclair School District: Continuous Improvement

It is through objectives that we express our

desired measurable end results. Objectives must

be high goals, which the organization strives to

achieve. Objectives should help us remember that

our task is not finished, our vision is not realized,

and our satisfaction is not appropriate as long as

one student fails to reach his or her success level.

Objectives

1. All students

will be

proficient or

advanced on

essential

California standards for language arts and

math as measured by district and State

assessments.

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2. All English Language Learners will

demonstrate no less than one level of growth

annually in English language proficiency as

measured by district and State assessments.

3. All students will be proficient or advanced

on/in California content standards in science

and social studies as measured by State

assessments.

Goals translate the purpose, values and vision into

broad initiatives that the organization will achieve.

From them flow objectives and strategies - - the

things that people do.

1. All students will be proficient or advanced on

essential California standards for Language

Arts and Math.

2. All English Learners will become proficient in

English Language as measured by district

and State assessments.

3. All students, in grades 4-8, will be proficient

in California Standards for Science and

Social Studies as measured by district and

State assessments.

Smart Goals

Language Arts/Math

1. Students will progress as measured by

district benchmark and State assessments.

a. Students at “Far Below Basic” will

progress in one year to “Below Basic”

b. Students at “Below Basic” will progress

in one year to “Basic”

c. Students at “Basic” will progress in one

year to “Proficient”

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d. No student will drop in academic

performance in progressing toward or

maintaining “Proficient”

English Language Learners

1. All students will demonstrate at least one

level of growth annually

2. All students will achieve reclassification

status within four years of entering the

program

3. No student will drop in academic performance

in progressing toward or maintaining

proficient

Science/Social Studies

1. Students will progress as measured by

district benchmark and State assessments.

a. Students at “Far Below Basic” will

progress in one year to “Below Basic”

b. Students at “Below Basic” will progress

in one year to “Basic”

c. Students at “Basic” will progress in one

year to “Proficient”

d. No student will drop in academic

performance in progressing toward or

maintaining “Proficient”

Strategies are the means for achieving our

objectives. They tell us that to be successful in

achieving our Mission, we need to do these specific

things. Action teams comprised of staff members or

members of the community, who volunteer to serve,

develop the details for the implementation of each

strategy.

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1. Align the written, taught, and tested curriculum

to support the achievement of our objectives.

(Curriculum Alignment)

2. Create an organizational structure, which

clarifies roles, decision-making responsibility,

and accountability for both district and site

personnel and effectively communicate same in

writing throughout the system. (Organizational

Structure)

3. Design an internal and external

communication/engagement system in order to

unite all partners in our diverse learning

community to assist in achieving our Mission

and objectives. (Communication)

4. Create a comprehensive staff development and

support system for English Language Learners.

(English Language Development)

5. Design, implement, and evaluate a

comprehensive intervention system to assist

students in achieving proficiency in State

standards. (Interventions)

6. Create a plan to increase instructional time to

assist all students in achieving proficiency on

State standards. (Instructional Time)

Parameter statements set the boundaries within

which we will make the decisions necessary to

accomplish our Mission.

WE WILL

1. Always base our decisions on what is best for

children.

2. Ensure that no new program or service will be

accepted unless it is consistent with the

Strategic Plan, benefits justify the costs, and

provisions are made for staff development

and program evaluation.

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3. No existing program or service will be

retained unless it makes an optimal

contribution to the system and the benefits

justify the cost.

4. Always provide a safe and orderly

environment for everyone.

5. Always welcome and actively encourage

families and the community to be partners in

the education of children.

6. Always treat every individual with respect.

7. Never tolerate any actions or circumstances

that degrade any individual.

8. Always conduct ourselves at the highest level

of professionalism.

9. Never adopt programs or make decisions that

place the district in financial risk.

10. Always provide equal access to the

curriculum for all students.

11. Always make decisions which are consistent

with the Strategic Plan.

12. Ensure that site based plans are consistent

with the Strategic Plan of the district.

Action Teams Action team members develop action plans to support identified strategies.

Strategy 1: Curriculum Alignment Align the written, taught, and tested curriculum to

support the achievement of our objectives.

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Strategy 2: Organizational Structure Create an organizational structure which clarifies

roles, decision-making responsibility, and

accountability for both district and site personnel

and effectively communicate same in writing

throughout the system.

Strategy 3: Communication Design an internal and external

communication/engagement system in order to

unite all partners in our diverse learning community

to assist in achieving our Mission and Objectives.

Strategy 4: English Language Learners (ELL) Create a comprehensive staff development and

support system for English Language Learners.

Strategy 5: Interventions Design, implement, and evaluate a comprehensive

intervention system to assist students in achieving

proficiency in State standards.

Strategy 6: Increase Instructional Time Create a plan to increase instructional time to

assist all students in achieving proficiency on State

standards.

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Student Achievement Teaching is only one part of the educational process. In

order for educating to be successful, educators,

communities, families, and students must know if learning

has actually taken place.

Assessment and assessment feedback provide an

identification of what was learned. Assessment is a

reflective instruction process. It provides information

about the levels of understanding that students are

achieving.

Assessments may be formative, norm-reference,

criterion-reference, and performance-based; all of which

provide important information to students, families,

teachers, administration, and the community about

student achievement, program effectiveness, and

alignment of instruction to identified goals and

objectives. There is no one perfect assessment

approach. Multiple assessments are necessary; and,

when used together, assist in identifying and measuring

success and areas in need of further focus.

The Strategic Plan for the Ontario-Montclair School District

(OMSD) states that we will assess student performance and

achievement using multiple measures. The goal of our

multiple measure philosophy is to acquire as much

information as possible, using a variety of perspectives, and

to ensure that students make continuous progress in

reaching the expected standards in all curriculum areas.

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OMSD utilizes a variety of tools for assessment:

1. The Sacramento County Office of Education (SCOE)

Tests: This is the assessment used for the Reading

First Program, a Federal initiative aimed at improving

reading instruction in America. This is administered

to grades K-6 students at the completion of each

theme.

2. CELDT - All students who enroll in a California public

K – 12 school for the first time are given a Home

Language Survey. By state law and regulation, if the

Survey answers indicate a language other than

English in the home or in the child’s background, the

school must test the student for English language

proficiency. As part of initial school enrollment,

parents and guardians are required by law to provide

the answers to these questions. There is no

provision in current state law allowing students not to

be assessed through waiver. Special needs students

are also required to be screened for English

proficiency.

a. If the student demonstrates English language

proficiency on the test, his/her proficient status is

recorded in his/her permanent record. A student

identified as Fluent English Proficient enrolls in any

program of instruction for which he or she is

qualified. If a student demonstrates less than

proficient English skills, that status is recorded.

The school must offer appropriate instructional

assistance to develop English proficiency to each

of the English Learner students. The type of

assistance offered depends upon the level of

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English proficiency, beginning, intermediate

or advanced. Except for beginners, the

assistance is offered in the home school

through special instruction and, depending

upon student needs, classroom placement.

b. As of May 2001, all California school districts

are required to use the new required CEDLT

examination for the purpose of determining

who is English proficient or limited. The

CELDT is published by CTB/McGraw Hill.

No other test results can be substituted for

this single examination. The CELDT

examination has four sections: listening,

speaking, reading and writing.

c. Historical data on OMSD CELDT scores

show a trend of the majority of our students

moving into Intermediate and Early

Advanced. This data may be viewed at:

http://celdt.cde.ca.gov/reports.asp

d. Take a look at our latest data:

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3. The District Benchmark Tests: These are

customized trimester tests in English Language

Arts and Mathematics developed specifically for

OMSD. They are administered to grades K-8

students.

4. The Standardized Testing and Reporting (STAR)

Program: The STAR Program was first authorized

in 1997 and reauthorized in 2004 by state law

(Education Code Section 60640) to measure how

well students are learning the knowledge and skills

identified in the California content standards. This

is administered to grades 2 to 8 students near the

end of the school year. Students are tested in

English Language Arts, Mathematics, Science, and

History. The results of the STAR testing are called

the API or Academic performance Index.

a. Testing result data may be found at:

http://star.cde.ca.gov/

b. Take a look at our latest data…

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Remember that API is different than AYP. AYP refers to the growth needed in the proportion of students who achieve state standards of academic proficiency. Schools that receive federal Title I funds to improve learning among disadvantaged children and fail to make AYP for two years in a row are considered in need of improvement and face a range of consequences. Those consequences include offering parental choice of schools and transportation to better-performing schools, providing supplemental help to disadvantaged children and implementing various corrective actions.

I think I will build the first Bank of the

Moon!!! ON THE

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Academic Performance Index – Annual Yearly Progress

API – AYP

State – Federal

API An API is an index (or score) ranging from 200 to 1000 that

summarizes a school's or district’s performance based on

student results on statewide assessments as previously

discussed.

AYP

The federal No Child Left Behind Act of 2001 requires all

states, school districts and schools to demonstrate

Adequate Yearly Progress (AYP). The goal is to ensure that

all students in all schools are at or above the proficiency

level in reading/language arts and mathematics by the

2013-14 school year.

Under AYP criteria adopted by the State Board of

Education, all California school districts, schools, and

numerically significant student subgroups within districts

and schools must meet the following objectives:

Growth in percentage of students meeting or

exceeding state standards in English/language arts

and mathematics.

Student testing participation rate of at least 95%.

Growth on the Academic Performance Index (API).

Growth on the high school graduation rate.

All schools and districts in the state will receive annual AYP

determinations. Additionally, the state must establish annual

measurable objectives to measure the progress of their

districts, schools, and student subgroups.

Individual school site test scores can be viewed in their respective sections

of this book.

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4

4

24

1

6

25

20062000 2001 2002 2003 20041999

5

6

10 1316

1 7

15

2

15147

9

7

8

12

2

13

15

300-399

400-499

500-599

600-699

700-799

API

20052000 2001 2002 2003 20041999

5

6

10 1316

1 7

15

2

15147

9

7

8

12

2

13

15

300-399

400-499

500-599

600-699

700-799

API

2005

Where have our API scores been?

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Not Program Improvement

Program Improvement Year 1





Program Improvement Year 5 Plus

Buena Vista

Arroyo

Haynes

Bon View

Corona

Mission

Berlyn

Ed ison

Elderberry

Montera

Centra l

Kingsley

Serrano Midd le

Euc lid

El Camino

Vina Danks Midd le

Del Norte

Mariposa

De Anza Midd le

Hawthorne

Lehigh

Oaks Midd le

Howard

Sultana

Ramona

Linc oln

Vineyard

Vernon Midd le

Monte Vista

Wiltsey Midd le

Moreno

Vista Grande

2006-07 Program Improvement Status

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Overview and introduction Motto of the budget year: 2007 – 2008 Whatever it takes!! 2006 – 2007 We are always on the path to greatness… Our goal at the Ontario-Montclair School District is student achievement and the empowerment of our families to have an impact on the lives of all of our students. Today’s students are tomorrow’s leaders. By staying informed and involved you directly contribute to the continued success and advancement of our society. By providing you this information we hope that you will take this opportunity to walk the path of student achievement and fiscal health with us, hand in hand, working together to have the best environment for everyone touched by the Ontario-Montclair School District. We thank you for your hard work, dedication, and the endless compassion you show to our students.

The “Team” at the Ontario-Montclair School District would like to share our budget and legislative information with our parents, community, and staff. The information presented in this budget booklet is compiled from resources that include, but are not limited to:

• School Services of California • Fiscal Crisis and Management Assistance

Team • Governor’s Budget Act • Enacted and pending legislation • San Bernardino County Office of Education • Research on various internet web sites

I got our money, now what?

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Understanding School District Financial Statements School District financial statements are maintained in separate funds with a standard account code structure used across the United States. These are the main components (on the state forms, each category is referenced by these corresponding letters):

A. Revenues B. Expenditures C. Excess/Deficiency of Revenues over Expenditures D. Other Financing Sources and Uses E. Net increase or decrease to fund balance F. Fund Balance

When evaluating the financial health of a district or an ability to afford a new program, it is important to pay attention to section E, the net increase or decrease to fund balance. If this category is negative for more than one consecutive year for unknown reasons and for on-going expenditures, there is potential fiscal insolvency. The Facts behind SACS SACS stands for Standardized Account Code Structure and was a response to statutes passed in 1993 and 1995 calling for the development of a model of accounting and budget structure. This new structure was implemented in 2001 and was developed to accomplish several fundamental objectives:

Better information for the public. Comparability across all school districts within the State

and the greater area of the United States. Automate financial statement preparation and other

reports such as the report of indirect cost and the report of transportation costs.

Compliance with Federal guidelines and reporting requirements, thus increasing California’s opportunities for additional Federal funding.

The creation of a logical framework that can be used to determine where education funds come from and how they are used.

Our kids are in school and I am trying to figure out how they spend their

money. What do all of those numbers mean? Who’s spending what and

how are they spending it?

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Resource Categories DescriptionUnrestricted ResourcesRestricted Resources

2000 - 2999 Restricted Revenue Limit Resources - State Defined3000 - 5999 Federally Restricted Resources - State Defined6000 - 7999 State Restricted Resources - State Defined8000 - 8999 Locally Restricted Resources - State Defined9000 - 9999 Locally Restricted Resources

0000 - 19992000 - 9999

THE PARTS DEFINED: Fund – A fund is self-balancing set of financial accounts used to accumulate all detailed information for an overall activity. An example would be the Adult Fund, which is used to account for all revenues, expenditures, liabilities, assets, and equity for the operation of the Adult Education program. Please review the chart to the right to observe the changes to the fund numbers. Resource Resource – Provides the ability to track revenues to their sources. Some of these sources are restricted in nature and have reporting requirements. All activity within each resource must balance the same way the fund must balance.

Fund Fund Description 01 General Fund 12 Child Development 13 Cafeteria 14 Deferred Maintenance 21 Building 25 Capital Facilities 35 County School Facilities 40 Special Reserve for Capital Outlay Projects 67 Self Insurance

For a listing of specific resources for OMSD please see the Appendix to this book

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Management Code – Assists is further identifying a purpose and or place for the expenditure of funds and receipt of revenues. School – Designates the specific site/department within the organization.

Goal – This field provides the ability to define objectives within the educational program, special populations serviced, and improve the allocation of direct support costs.

Goal Description0000 Undistributed

0001 - 7999 Instructional Goals0001 - 0999 Pre-Kindergarten1000 - 3999 General Education K-121100 - 2999 Regular Education3100 - 3800 Other Education4110 - 4600 Adult Education4750 - 4999 Supplemental Education, K-125000 - 5999 Special Education6000 - 6999 ROCP7100 - 7199 Non-agency8000 - 9999 Other Goals

8100 Community Service8500 Child Care and Development Services8600 County Services to Districts9000 Other Local Goals

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Object Description

1000 - 7999 Expenditures1000 - 1999 Certificated Salaries

2000 - 2999 Classified Salaries

3000 - 3999 Employee Benefits

4000 - 4999 Books and Supplies

5000 - 5999 Services and Other Operating Expenditures

6000 - 6999 Capital Outlay

7000 - 7999 Other Outgo

8000 - 8999 Revenues8010 - 8099 Revenue Limit8100 - 8299 Federal Revenue8300 - 8599 State Revenue8600 - 8799 Local Revenue8800 - 8899 Other Revenue8910 - 8979 Other Financing Sources8980 - 8999 Contributions

9000 - 9990 General Ledger Accounts9110 - 9499 Assets9500 - 9699 Liabilities9700 - 9799 Fund Balance9800 - 9999 Budgetary Control Accounts

Description

UndefinedInstructionInstruction RelatedPupil ServicesAncilary ServicesCommunity ServicesEnterpriseGeneral AdministrationPlant ServicesOther Outgo

7000 - 79998000 - 8999

3000 - 39994000 - 49995000 - 59996000 - 6999

9000 - 9999

Function

00001000 - 19992000 - 2999

Function – Defines the activity for which a service or material is acquired.

Object codes – Details definition of income, expenditures, liabilities, assets, and balance sheet accounts. These object codes provide us with the ability to group like expenditures.

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Budget Development Process The budget development process from a compliance perspective within applicable laws and regulations is governed by two major pieces of legislation:

AB 1200 Statutes 1991

Assembly Bill 1200 was signed on October 14, 1991, by Governor Pete Wilson. The legislation, which became effective January 1, 1992, contains a very comprehensive fiscal accountability process for California school districts that govern school district fiscal practices. The legislation imposed major fiscal accountability controls on each school district and county office of education regarding agency budgets and fiscal practices. See especially Education Code sections 1240 et seq. and 42131 et seq.

Here is a list of examples of the expanded

reporting requirements that became requirements as a part of AB 1200

Budget adoption prior to July 1st of each

fiscal year • This document must be Board

approved and submitted to the County Office of Education

• The County Office of Education has fiscal oversight responsibility and can approve, qualify, or disapprove a districts’ budget

Interim Reporting • First Interim is as of October 31st

of a fiscal year and is approved by the Board before December 15th of the same fiscal year

• Second Interim is as of January 31st of a fiscal year and is approved by the Board before March 15th of the same fiscal year

Cash flow reporting accompanying the

Interim Reports Unaudited actuals also must receive

Board approval in the first part of September following the end of the fiscal year

Collective bargaining public disclosure

process, which entails a public hearing on the fiscal impact of a proposed bargaining unit agreement

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Multi-year projections reflecting fiscal solvency for the current and two subsequent fiscal years

AB 2756 A presentation of AB 2756 can be found at:

http://wwwstatic.kern.org/gems/fcmat/AB27560booklet.pdf

• Assembly Bill 2756 (Chapter 52 of Ed.

Code, 2004) was an urgency measure signed into law by Governor Arnold Schwarzenegger on June 21, 2004. As an urgency measure, AB 2756 became effective immediately and was an expansion of the existing AB 1200 requirements. Some specific changes include:

• The requirement that the

CBO/Business Official and the Superintendent personally sign that the district is able to afford a collectively bargained agreement for the current and two subsequent fiscal years

• Expanded the Standard and Criteria

component of the fiscal reporting piece

• Provided an additional approval that the County Office of Education could use when evaluating a districts’ budget – “Conditionally Approved”

• Codified the requirement that any

reports regarding the districts fiscal solvency be forwarded to the County Office i.e. actuarial reports, special reports sought by School Services, Fiscal Crisis Management Assistance Team, auditors, and or any other consultant

• Increased the number of days from 6 to

10 that the district needed to submit disclosure documents to the County Office for review before the local school board could take action on the proposal

As a part of the passage of AB 2756, the Fiscal Crisis Management Assistance Team, (FCMAT), presented the FCMAT Predictors of School Agencies Needing Intervention.

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The following 11 conditions represent those school agency problems most commonly encountered by FCMAT. The presence of any one condition is not necessarily an indication of a school agency in trouble. Unavoidable short-term situations such as key administrative vacancies can result in brief and acceptable periods of exposure to one or more of the following conditions. Exceeding acceptable limits of exposure in one or more of the following conditions is often the blueprint for districts nearing or presently in a crisis situation. 1. Leadership Breakdown*

a. Governance crisis** b. Ineffective staff recruitment c. Board micromanagement and special interest groups

influencing boards d. Ineffective or no supervision e. Litigation against district

2. Ineffective Communication*

a. Staff unrest and morale issues b. Absence of communication to educational

community** c. Lack of interagency cooperation** d. Breakdown of internal systems (payroll, position

control) 3. Collapse of Infrastructure

a. Unhealthful and unsafe facilities and sites b. Deferred maintenance neglected c. Low budget priority

d. Local and State citations ignored e. No long-range plan for facility maintenance

4. Inadequate Budget Development*

a. Failure to recognize year-to-year trends** b. Flawed ADA projections** c. Failure to maintain reserves** d. Salary and benefits in unrealistic proportions e. Insufficient consideration of long-term bargaining

agreement effects** f. Flawed multi-year projections** g. Inaccurate revenue and expenditure estimations**

5. Limited Budget Monitoring*

a. Failure to reconcile ledgers b. Poor cash flow analysis and reconciliation** c. Inadequate business systems and controls d. Inattention to COE data e. Failure to review management control reports f. Bargaining agreements beyond state COLA** g. Lawsuit settlements

6. Poor Position Control*

a. Identification of each position missing b. Unauthorized hiring c. Budget development process affected d. No integration of position control with payroll**

7. Ineffective Management Information Systems* a. Limited access to timely personnel, payroll, and

budget control data and reports** b. Inadequate attention to system life cycles

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c. Inadequate communication systems

8. Inattention to Categorical Programs* a. Escalating General Fund encroachment** b. Lack of regular monitoring** c. Illegal expenditures d. Failure to file claims

9. Substantial Long-Term Debt Commitments a. Increased costs of employee health benefits b. Certificates of participation c. Retiree health benefits for employees and spouse d. Expiring parcel taxes dedicated to ongoing costs

10. Human Resource Crisis a. Shortage of staff (administrators, teachers, support,

and board) b. Teachers and support staff working out of assignment c. Students/classrooms without teachers d. Administrators coping with daily crisis intervention e. Inadequate staff development

11. Related Issues of Concern a. Local and state audit exceptions b. Disproportionate number of under performing schools c. Staff, parent, and student exodus from the school

district d. Public support for public schools decreasing e. Inadequate community participation and

communication

*Highlights the seven conditions consistently found in each district requesting an emergency loan or dealing with a “fiscal crisis.” ** Represents the 15 conditions that have been found

most frequently to indicate fiscal distress and are those referenced in Assembly Bill 2756 (Daucher) and recently amended Education Code Sections 42127 and 42127.6.

A full copy of their materials can be found at: http://wwwstatic.kern.org/gems/fcmat/AB27560booklet.pdf.

There is much more to the puzzle that outlines the legal

requirements of the budget development process and

timelines for school districts. This document is meant to

provide a brief overview of the requirements and in no way

means to provide a detailed review. If you would like

additional information, please do not hesitate to contact the

office of the Assistant

Superintendent of Business

Services, Ms. Danielle A. Calise at

(909) 259-2500 or

[email protected] .

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Budget Development at OMSD

Let us traverse this path together…

The budget is simply our educational plan expressed in

dollars. The goal is that today’s dollars are spent on today’s students and needs.

Fiscal health is vital to the sustainability of successful

academic achievement, strong community relationships, and safe working and learning

environments.

The ability for everyone to see, be a part of, and provide input into our operations builds trust. This is called

transparency – meaning everything is “seeable”, nothing is hidden or secret. This is essential to quality

trusting relationships. The budget is a living breathing document that is constantly reviewed and amended to accommodate legislative changes as well as the changing needs of our dynamic student population.

The budget development process at Ontario-Montclair School District begins with reflection on the district’s Strategic Plan, vision, and goals regarding student achievement and growth, maintaining fiscal health, as well as ensuring a high quality and safe environment for students and staff. The next major step is a comprehensive review of all of the individual components of the larger picture of the financial health of the district. These components include total compensation costs (salaries and benefits combined), staffing requirements based upon projected enrollment, needs assessment, and finally, evaluation and review of the Governor’s proposed budget as presented in January and May of each year. The budgeting for each site’s allocation is a cooperative effort managed and implemented by the site principal in coordination with their administrative and teaching staffs.

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Budget Assumptions It is important to note that the information and

assumptions that we gleam from the Governor’s

propose budget, as presented in the May Revise, are

merely estimates and aren’t known factors until

the Budget Act is signed later in the fiscal year.

Please note that the largest source of revenue for

school districts comes from student attendance referred

to as ADA – Average Daily Attendance. OMSD is

declining dramatically in enrollment. Changes must be

made to ensure fiscal solvency. Be a part of the plan

and forward any and all ideas about ways we can save

money to Assistant Superintendent of Business

Service, Danielle A. Calise.

The Balancing Act

Needs – Priorities – Dollars

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Specific assumptions used in the development of the budget for the Ontario-Montclair School District are as follows:

2007 – 2008 Closure of Bernt Elementary School

Continued declining enrollment

o 2007-08 decline 1,000 o 2008-09 decline 750 o 2009-10 decline 750

Revenues estimated based on enrollment estimate of 23,117 (decline of 1,000 pupils). [note: revenue limit funded on greater of current or prior year ADA with some minor adjustments as indicated by the State formula]

Staffing estimated based on original enrollment estimate of 23,427 (decline of 750 pupils)

Site allocations based on 919 regular ed teachers and 116 special ed teachers for a total of 1,035 teacher FTE

Because the decline in enrollment often times causes class size issues, an additional 10 certificated FTE were budgeted in an effort to maintain reasonable class sizes [KNOWN ONE TIME EXPENSE – ESTIMATED AT APPROXIMATELY $830,000]

Variance between revenue estimates and staffing results in conservative budget perspective and has a negative effect on fund balance

Step and column growth and for both certificated and classified collective bargaining unit staff has been included

Implementation of the compensation and classification study as negotiated for the classified bargaining Unit and selected management and confidential employees

Continuation of the .75% one time negotiated benefit/salary enhancement provided to all employees in 2006/07 (for a second year) [KNOWN ONE TIME EXPENSE]

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COLA on Revenue Limit Other State Revenues 4.53% o OMSD Actual 07-08 COLA 4.524% - $241 o 2008-09 3.7% o 2009-10 2.6%

Continued bifurcated COLA on Special Education revenues

o State portion of funding will receive the 4.53% COLA but the Federal funds will not

o This results in less than COLA growth on total funding thereby worsening the encroachment

All formula driven allocations were budgeted

One-half of the total outstanding accumulated vacation liability was budgeted for 2007-08 $862,000, with an additional 25% budgeted in each of the two subsequent years on the multi-year projections [KNOWN ONE TIME EXPENSE]

Elimination/Reduction of the following positions: o Administrative Assistant to the Director of

Fiscal Services o Construction Accountant o Environmental Specialist o Reduced Assistant Principal positions o Reduced Custodial positions o Reduced Certificated Teaching positions

Statutory Benefits:

o Worker’s Comp rate was budgeted at 2.42% o Unemployment rate was budgeted at 0.05% o PERS at 9.124% o PERS Reduction at 3.2726% with a buyout

factor of 16% o FICA at 6.2 0% o MEDICARE at 1.45%

ADA is paid based on greater of current or prior year P2 regular and special ed ADA + current year Non Public School ADA

o Our Funded ADA in 2007/08 23,029.90 District ADA

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88.15 County ADA

Total County ADA Transfer equals $469,684 o County Special Ed ADA is budgeted at 86.59

Funded at $5,324.09 o County Community School ADA is budgeted

at 1.56 Funded at the district revenue limit

amount of $5,558.50

Evaluation of all encroachment programs (for example, Special Education, Class Size Reduction, and Transportation)

All Federal, State, and Local categorical programs are budgeted with expenditures equaling revenues (excluding encroachment programs such as Special Education, Class Size Reduction, and Transportation)

o New year awards have been estimated conservatively and budgeted less then

anticipated due to declining enrollment and the continued cuts at the State level

o Carryovers have not been budgeted

Second year of a three year technology implementation of Zangle, the student attendance accounting system [KNOWN ONE TIME EXPENSE – ESTIMATED AT $1,000,000]

Extended Learning hours budgeted as follows: o (Deficits are the amount of earnings the

State will likely not fund due to insufficient appropriations)

o All supplemental hours at a rate of $4.08 Core at capped hours of 145,062

no deficit STA R testing at 65,000

hours with a 30% deficit

Grades 2-9 programs for pupils who have been retained 370,000 hours with a 25% deficit

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Grades 7-12 remedial program at 275,000 with a deficit of 4%

Interest income in the Unrestricted General Fund $2,000,000

Routine Restricted Maintenance Account transfer included at full 3% of combined General Fund expenditures plus other financing uses

Continued participation in the Class Size Reduction program, grades K-2

o Estimate of 6,668 eligible pupils

o 367 classes o Funding rate of $1,071

per pupil o Combination classes

were not budgeted

o With the acceptance of the QEIA grant, at those sites where the grant was awarded, the

CSR program will be expanded as appropriate.

Lottery was budgeted using an estimated Annual ADA of 21,908 (based on a current attendance rate of 99.8% of P2)

o Unrestricted Lottery -$118 per ADA o Restricted Lottery -$19 per ADA

Instructional Materials was budgeted using the 2006 CBEDS enrollment at $68.89

Contributions:

o Res. 1300 – Class Size Reduction $21,471,574

o Res. 3310 – Local Assistance $258,407

o Res. 5810 – After School Sports Program $ 48,000

o Res. 6200 – CSR Facilities $540,000 o Res. 6500 – Special Ed $4,763,054

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o Res. 7230 – Transportation, Reg. Ed $321,649

o Res. 7240 – Transportation, Special Ed $217,550

o Res. 8150 – Routine Restricted Maintenance $5,918,567

o Total General Fund Contributions of $12,067,227 to Restricted/Categorical programs

Transfers between Categorical funds:

o Res. 7394 TIIG Block Grant (the old

supplemental) to Res. 7230 Transportation $1,388,628 (representing 100% of the estimated entitlement to transportation)

o Res. 7090 mgmt 814 - EIA Bilingual to Res. 7250 mgmt 811 – SBCP $3,109,869 (representing approximately 85% of the estimated EIA, Bilingual Grant Award transferred to SBCP)

o Res. 7395 mgmt 899 – School and Library Improvement Block Grant to Res. 7250 mgmt

811 – SBCP $1,561,926 (representing 100% of the School and Library Improvement Block Grant estimated Entitlement transferred to SBCP)

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Points Range FTE

1.00 1.50

9.01 2.00

13.01 2.50

17.01 3.00

21.01 3.50

25.01 4.00

29.01 4.50

33.01 5.00

Custodial Allocation Table

Site Allocation Formulas

Custodial Allocation

Total Number of Teachers divided by 6.00

PLUS

Total Enrollment Including Preschool divided by 195

PLUS

Total Number of Classrooms divided by 10

PLUS

Total Building Square Footage divided by 10,000

PLUS

Landscape Acreage divided by 5.50

EQUALS

Total Points These total points are used to determine the

custodial FTE (full time equivalent = number of

employees or portions thereof), using the allocation

table. (Always round down). Due to declining enrollment and the need to maintain a balanced budget, beginning in 2007-08 the custodial allocations were reduced by .5 full time equivalent (FTE) at most sites and facilities. The estimated budgetary savings is approximately $855,000. This decision was arrived at by a committee of district staff of all levels and is anticipated to be on-going.

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Points Hours Per Day1 4.50 10 8.00 12 8.50 14 9.00 16 9.50 18 10.00 20 10.50 22 11.00 24 11.50 26 12.00 28 12.50 30 13.00 32 13.50 34 14.00 36 14.50 38 15.00 40 15.50 42 16.00

School Clerk Allocation Table

School Clerk Daily Hours Allocation

Total Number of Employees divided by 6

PLUS

Total Enrollment Excluding Preschool divided by 130

PLUS

Student Mobility/Clerk Impact Index for Prior Year

divided by 10

EQUALS

Total Points These total points are used to determine the school clerk hours using the allocation table. (Always round down).

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Noon Aide and Certificated Duty Reduction Allocation

Noon Aide Hours per Day

Total Enrollment excluding Preschool

Divided by 100

Multiplied by 180

PLUS

Additional hours due to special circumstances

EQUALS

Total Noon Aide Hours

Noon Aide Total Allocation Dollars

Noon Aide Hours per Day

PLUS

Additional Hours due to Special Circumstances

Multiplied by 180

Multiplied by 9.02

PLUS

Certificated Duty Reduction Allocation

Total Enrollment Excluding Preschool

Multiplied by 4.0

EQUALS

Total Dollars Available for Noon Aide Hours and Certificated Duty Reduction

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Site Allocation Formulas

Discretionary unrestricted allocation

Base per school site allocation

Multiplied by 436

Assistant Principal FTE (Middle schools and Elementary schools with enrollment greater than

800 are eligible for a full time assistant principal)

Multiplied by 109

Per regular teacher allocation

Multiplied by 11

EQUALS

Total unrestricted discretionary dollars allocation

Flexible spending allocation K – 6 enrollment Multiplied by 42

PLUS 6 – 8 enrollment Multiplied by 58

PLUS New class allocation Multiplied by 329

PLUS County Special Education allocation

Multiplied by 570 PLUS

K – 6 enrollment Multiplied by 7

PLUS 6 – 8 enrollment Multiplied by 14

PLUS Year Round allocation

Multiplied by 219 EQUALS

Total flexible spending dollars allocation

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Noon Aide Hourly Rate= 9.02 Teacher Released Time Rate= 4.00

0252/0652 0502 0503 0504 0504 0504 0504Custodial Discretionary Funding Flexible Spending Noon Aides Noon Aides Noon Aides Noon Aides

FTE DAILY HOURS FTE TOTAL $ TOTAL $ DAILY HOURS OBJ 2920 TOTAL $ OBJ 2929 TOTAL $ TOTAL GROSS

045 Montera 2.50 9.50 1.19 678 31,640 045 5.00 8,118 2,556 10,674 046 Vista Grande 2.00 10.00 1.25 678 26,691 046 5.00 8,118 2,152 10,270 047 Bernt - - - - - 047 - - - (0) 050 Arroyo 2.50 10.50 1.31 711 32,487 050 5.00 8,118 2,652 10,770 051 Berlyn 2.50 11.00 1.38 908 40,425 051 7.00 11,365 3,300 14,665 052 Bon View 2.50 11.00 1.38 733 35,035 052 7.00 11,365 2,860 14,225 053 Buena Vista 2.00 11.50 1.44 590 17,444 053 3.00 4,871 1,424 6,294 054 Central 2.00 10.00 1.25 689 27,881 054 6.00 9,742 2,276 12,017 055 Corona 2.50 11.00 1.38 733 36,309 055 7.00 11,365 2,964 14,329 056 Haynes 3.00 11.00 1.38 908 40,425 056 7.00 11,365 3,300 14,665 058 Del Norte 2.50 11.00 1.38 777 39,528 058 6.00 9,742 3,080 12,821 059 Edison 2.00 10.00 1.25 667 25,186 059 4.00 6,494 2,056 8,550 060 El Camino 2.50 11.50 1.44 864 39,886 060 7.00 11,365 3,256 14,621 061 Elderberry 2.50 11.00 1.38 744 33,467 061 7.00 11,365 2,732 14,097 062 Euclid 2.50 10.50 1.31 809 30,037 062 7.00 11,365 2,452 13,817 063 Hawthorne 2.50 12.00 1.50 897 41,547 063 7.00 11,365 3,252 14,617 064 Howard 2.50 10.00 1.25 711 30,919 064 5.00 8,118 2,524 10,642 065 Kingsley 2.50 12.00 1.50 777 37,877 065 6.00 9,742 3,092 12,834 066 Lehigh 2.50 10.00 1.25 733 34,839 066 7.00 11,365 2,844 14,209 067 Lincoln 5.88 18.50 2.31 546 21,756 067 4.00 6,494 1,776 8,270 068 Linda Vista 2.50 11.50 1.44 612 25,480 068 4.00 6,494 2,080 8,574 070 Mariposa 2.50 11.50 1.44 908 41,832 070 8.00 12,989 3,388 16,377 071 Mission 2.50 11.50 1.44 864 37,142 071 6.00 9,742 3,032 12,774 072 Monte Vista 3.00 11.50 1.44 766 39,507 072 6.00 9,742 3,132 12,874 073 Moreno 4.13 13.00 1.63 689 30,968 073 7.50 12,177 2,528 14,705 074 Ramona 2.50 10.00 1.25 722 33,957 074 6.00 9,742 2,772 12,514 076 Sultana 2.50 11.00 1.38 744 33,859 076 6.00 9,742 2,764 12,506 077 Vineyard 2.00 10.00 1.25 722 33,061 077 6.00 9,742 2,672 12,414 380 De Anza 3.00 11.00 1.38 963 72,720 380 5.00 8,118 n/a 8,118 381 Wiltsey 3.50 12.00 1.50 985 77,229 381 5.00 8,118 n/a 8,118 382 Serrano 3.50 11.00 1.38 941 68,184 382 5.00 8,118 n/a 8,118 383 Vernon 3.50 11.50 1.44 908 65,298 383 5.00 8,118 n/a 8,118 384 Vina Danks 3.50 11.50 1.44 996 77,184 384 5.00 8,118 n/a 8,118 385 Oaks 3.50 11.50 1.44 941 69,120 385 5.00 8,118 n/a 8,118

TOTAL 91.51 370.50 46.38 25,914 1,328,920 191.50 310,919 72,916 383,833

School Clerk 0406/0606

A SITE PERSPECTIVE IN BRIEF…

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The Encroachment Concept

Is it accounting malarkey, a real problem, or inefficient

systems?

The term encroachment is used to describe any program

that is not self sufficient, meaning that the revenues aren’t

enough to cover the costs necessitated by the program.

The most common areas where school districts experience

this phenomenon are special education, transportation, and

class size reduction.

What is Special Education

The Special Education program is designed

to meet the needs of individuals from birth

to age 22 who have learning disabilities,

developmental disabilities and other

physical and mental impairments. Schools are mandated by

federal law, the Individuals with Dis abilities Education Act,

originally passed in 1975, to serve the needs of these

special needs students in the least-restrictive

environment as identified in individualized

education plans (IEPs). In

this context, "least

restrictive" means a setting

that is closest to a normal

classroom with non-disabled

children as allowed by whatever accommodations are

needed.

Under federal law, the instruction must be both free and

appropriate, delivered in a manner that permits the child to

benefit from the services. Special Education covers services

that are related to education, including home-to-school

transportation, speech pathology, audiology, psychological

services, physical and occupational

therapy and counseling.

Although both the State and Federal

governmental agencies provide some funding,

the funding in recent years has been

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significantly less than the cost of the required services in the

Special Education Program. This shortfall is most commonly

referred to as encroachment to the Unrestricted General

Fund Resources. These costs generally cannot be totally

eliminated, although the District makes every effort to

effectively and efficiently manage and control costs.

The District must provide programs whether it has the

program currently operating within the district or not. In

instances where out-of-state residential placement is

required for a student, the total costs, including

transportation and required visitation costs for the parents,

can far exceed the funding provided by the State.

Due process and strict adherence to Federal and State

guidelines means we provide more protection for our

neediest families and thus creates a need for more

specialized guidance and assistance. Sadly, this means

many of our Special Education dollars are going to

attorneys’ fees. It is unfortunate that the high demand and

high cost comes at a time of declining enrollment, which

together exacerbate the constrained fiscal resources

available for the Ontario-Montclair School District.

What is a SELPA?

In 1977, all school districts were required

to form a consortium or geographical

region of sufficient size and scope to

provide for all the special education

service needs of the children residing within the region

boundaries and develop a local plan.

The Special Education Local Plan Area (SELPA) is a

consortium of participating school districts formed for the

purpose of ensuring that quality special education programs

and services are available throughout the region to meet the

individual needs of special education students.

The SELPA is governed by a Board of Directors, which is

made up of the superintendents of each participating school

district and is chaired by the San Bernardino County

Superintendent of Schools.

The SELPA is a support service office. The goal of SELPAs

is to coordinate services to member districts so that

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students with disabilities have equal educational opportunity

in the most effective, efficient, and cost effective manner

practical.

There are 123 SELPAs operating in the State of California. Six SELPAs operate within San Bernardino County, with a total population of 45,664 special needs children: Population data as of April 2007

Reference Education Code 56195

Desert/Mountain SELPA - (760) 242-6333

10,674 special needs students are served

Adelanto, Apple Valley, Baker Valley, Barstow, Bear Valley, Helendale, Hesperia, Lucerne Valley, Needles, Oro Grande, Silver Valley, Snowline, Trona, Victor, Victor Valley, and County programs

East Valley SELPA - (909) 433-4796


Colton, Redlands, Rialto, Rim of the World, Yucaipa-Calimesa, and County programs

Fontana Unified School District SELPA- (909) 357-5000


Morongo Unified School District SELPA- (760) 367-9191


San Bernardino City Unified School District SELPA- (909) 381-1100


West End SELPA - (909) 481-4547, ext. 255


Alta Loma, Central, Chaffey, Chino, Cucamonga, Etiwanda, Mt. Baldy, Mountain View, Ontario-Montclair, Upland, and County programs

West End SELPA

The West End

SELPA team

works in

collaboration with

students, parents,

school districts, and community agencies to maintain

effective communication, provide quality services, and

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ensure the provision of appropriate resources that support

the education of all students with disabilities.

Class Size Reduction Program The Class Size Reduction program was established in 1996

with the intention of improving education, especially in

reading and mathematics, of children in kindergarten and

grades one through three. The program was enacted

through Education Code Sections 52120-

52128.5.

The

Class

Size

Reduction Program is said to be an excellent educational

model for students, it is also much more expensive on a per

student basis than the old 32 to 1 model that had previously

existed in California schools for a number of years. None of

these cost comparisons take into account the cost of

altering facilities and creating new facilities for the new

classes that were created by the program. While it was

hoped that the funding for the CSR program would be

sufficient to cover the entire cost of operation it simply isn’t.

While the under funded or encroachment amount is $2.5

million for the program and an additional $.5 million for

facilities, this isn’t the true savings that would be realized if

the program were to be eliminated as we would still be

educating the students, the only difference would be the

number of teachers and classrooms that would be required.

Transportation

Transporting students other than special education students is not a requirement of school districts in the State of California.

Education Code - 39800 governs the decision to provide transportation to students.

Part 23.5. Transportation. Chapter 1. Transportation Services. Article 1. General Provisions

(a) The governing board of any school district may provide for the transportation of pupils to and from school whenever in the judgment of the board the transportation is advisable and good reasons exist therefore. The governing board may purchase or rent and provide for the upkeep, care, and operation of vehicles, or may contract and pay for the transportation of pupils to and from school by common

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2 2

3

5

4

3

2

1 1

2

1

4

2 2

5

2 2

1 184

116

263

206

112

47

830

98

33

199

8970

421

49

114

1232

266

0

1

2

3

4

5

6

Arroyo

Berlyn

Bernt

Bon View

Buena

Vista

Centra

lCoro

naDe A

nza

Del Nort

eEcu

lidEdis

onEl C

amino

Elderbe

rryHaw

thorne

Hayne

sHow

ardKing

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LeHigh

Linco

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da Vist

aMari

posa

Mission

Monte

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Monter

aMore

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sRam

ona

Serran

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Vernon

Vina D

anks

Vineya

rdVist

a Gran

deWilts

ey

0

50

100

150

200

250

300

350

400

450

# OF BUSES NUMBER OF STUDENTS RIDING

Some Transportation Highlights… The number of riders and buses per site! Some of our sites do not need

transportation due to current boundaries.

carrier or municipally owned transit system, or may contract with and pay responsible private parties for the transportation. These contracts may be made with the parent or guardian of the pupil being transported. A governing board may allow the transportation of preschool or nursery school pupils in school buses owned or operated by the district. A state reimbursement may not be received by a district for the transportation of preschool or nursery school pupils.

(b) As used in this article, "municipally owned transit system" means a transit system owned by a city, or by a district created under Part 1 (commencing with Section 24501) of Division 10 of the Public Utilities Code.

(Added by Stats. 1999, Ch. 646, Sec. 14.)

The Ontario-Montclair School District runs an efficient

transportation system that focuses on maximizing safety

and student attendance while minimizing cost. Our program

is run in compliance with all legal requirements and

consistent with Board Policy 3541 and Administrative

Regulation 3541.1.

Walk distances per - Board Policy 3541 Business and Noninstructional Operations

At the option of the Board, home to school transportation may be provided to students.

The generally recognized distance for transporting students is:

Grade level

K-3 more than 1 mile

Elementary - Remaining grades more than 1 1/2 miles

Middle schools more than 2 1/2 miles

Minimum distances from schools within which transportation will not be provided shall be measured by the shortest usable and reasonable route from the residence of the student to the nearest point on the boundary of the school campus.

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Bus Riders...

2,110

1,725

4,220

3,450

- 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500

2006-07

2005-06

2006-07

2005-06

One

Way

Rou

nd T

rip

Home - to - School Special Education

Total Revenues for program 360,148.00 796,012.00

Number of buses 28.00 19.00 Average number of students bused daily (one way) 746.00 90.00 Total Miles Driven for the year 307,209.00 184,213.00

Expenditures for transportation program:

Salaries & Benefits 1,431,023.73 720,675.41 Supplies 279,905.12 54,997.62 Memberships & Conferences 2,031.62 - Insurance 29,518.72 20,030.56 Rentals, Leases, Repairs and noncapatialized improvements 25,086.68 7,811.92

Expense recapture for field trips and services performed for other departments/districts in non use hours (323,955.21) 60.00 Other service contracts 83,514.44 7,204.78 Capital Outlay - Leases (Buses) 141,249.46 Plant maintenance costs 11,379.78 2,150.93 Subtotal Expense 1,679,754.34 812,931.22

Indirect costs - 4.91% of Total Costs 75,540.59 39,914.92 Net total expense 1,755,294.93 852,846.14

Unfunded portion of expense 1,395,146.93 56,834.14

2005-06 Transportation Data from the Unaudited Actual Financial Report Board Approved in September 2006

The cost of providing transportation increases for a variety

of reasons including, but not limited to: rising cost of

petroleum products, i.e. fuel and oil, parts, repairs, and staff.

The costs for providing specialized transportation for our

students with special needs is once again an area where

staff has little control over the costs associated with this

service, as it is driven predominately by the needs of that

particular population. The costs are simply rising faster that

the revenue is growing, thus creating a pull on already

strained resources.

Currently there is no cost or

fee to any of our bus riders.

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A .1% increase in average daily attendance is approximately $126,000 of ongoing money. A 1% improvement in the attendance rate would result

in an increase in on-going funding by approximately $1.2 million for every future year.

Ratio of ADA to CBEDS Enrollment

94.38%

95.21%94.70%

94.86%

95.41%

95.45%94.64%

94.77%

94.52%

20,000

21,000

22,000

23,000

24,000

25,000

26,000

27,000

28,000

1998-1999

1999-2000

2000-2001

2001-2002

2002-2003

2003-2004

2004-2005

2005-2006

2006-2007

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

Total CBEDS Total ADA ADA as a % of CBEDS

ADA and Enrollment Trends

ADA – Average Daily Attendance ADA is equal to the average number of pupils actually attending classes over a span of time. For the majority of our Unrestricted Funding Resource, the benchmark in time is called P2 or Period 2 reporting. This time period is the last complete school month ending prior to April 15 of a school year. History of ADA data…. Not only do students who don’t attend school every

day suffer the lost instructional time, the district

loses the resources it needs to continue to provide

those instructional and operational services our students deserve.

As you can see in our Ratio of ADA to CBEDS Enrollment chart, we have experienced some

slight variances in our attendance rate. (CBEDS is

explained in the coming pages)

Each day of lost instruction costs the district approximately $44.80. Each day

costs the student valuable instruction time.

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History of Average Daily Attendance

2.06%

-1.19%

3.18%

1.02%

-1.51%

-2.82%

-3.89%

2.54%

2.12%

-3.82%

21,500

22,000

22,500

23,000

23,500

24,000

24,500

25,000

25,500

26,000

26,500

1996-1997

1997-1998

1998-1999

1999-2000

2000-2001

2001-2002

2002-2003

2003-2004

2004-2005

2005-2006

2006-2007

-5.00%

-4.00%

-3.00%

-2.00%

-1.00%

0.00%

1.00%

2.00%

3.00%

4.00%

Total ADA % Change

The chart showing the History of Average Daily

Attendance and Rate of Attendance Increases

or Decreases in Rates over the Prior Year

indicates that we are experiencing declining

enrollment as well as a reduction in the average

number of students attending school on a daily

basis. Both of these situations

have extreme instructional and

financial consequences. The

lost instructional time has a

direct impact on our students’

test scores as well as a direct,

dramatic impact on our financial

resources.

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Enrollment History and Projections

16,082

16,624

17,026

18,394

19,184

20,120

21,033

21,767

22,355

23,433

23,638

23,611

24,207

24,651

25,115

25,823

26,407

26,983

27,270

27,010

26,293 25,376 24,177 23,177

22,427

21,677

12,000

14,000

16,000

18,000

20,000

22,000

24,000

26,000

28,000

30,000

1984-85

1985-86

1986-87

1987-88

1988-89

1989-90

1990-91

1991-92

1992-93

1993-94

1994-95

1995-96

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

Projections

Enrollment Enrollment is the number of students actually

enrolled in a school/program on a particular day

regardless if the student was in attendance or not.

CBEDS – California Basic Education Data

System

CBEDS is the statewide system of collecting

enrollment and staffing data from all school districts

on an “Information Day” each October. The 2006-

07 year will be the first year of transition to a

statewide system of collecting student data called

California School Information Services (CSIS).

This is an attempt to standardized the collection of

student information so that this data may be

compared at the State level for testing evaluation

and that the transfer of this data from site to site or

district to district would be easier and students

would be placed in their most appropriate courses

upon arrival in a new school environment.

DECLINING ENROLLEMENT

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The reasons given for the transfer requests

Total Num

ber of Students, 1,619

Total Num


Total Num


Total Num


Total Num


Day Care, 360 Day Care, 380 Day Care, 425 Day Care, 471 Day Care, 579

Employment, 235Employment, 292

Employment, 300Employment, 494

Other, 539Other, 470 Other, 404 Other, 403

Other, 446

Employment, 230

0%

20%

40%

60%

80%

100%

ReleaseApproved

TransferAccepted

ReleaseApproved

TransferAccepted

ReleaseApproved

TransferAccepted

ReleaseApproved

TransferAccepted

ReleaseApproved

TransferAccepted

2002/2003 2003/2004 2004/2005 2005/2006 2006/2007

Total Number of Students Day Care Employment Other

Transfers Out - What has it cost OMSD

1,1191,085

1,0471,0751,083

$5,948,674

$4,966,662$5,174,475$5,035,520

$4,898,175

-

200

400

600

800

1,000

1,200

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

ADA @ Attendance Rate Lost On-Going Revenue Limit

Interdistrict Transfer Requests

If a resident of the Ontario-Montclair School District wishes for their child to attend a school outside of district boundaries, the parent/guardian must submit an interdistrict transfer form to the Child Welfare and Attendance office. Transfers are processed, approved or disapproved regularly and forwarded to the requested district. Final approval is made by the requested district. If a student wishes to attend an Ontario-Montclair School and the parent/guardian does not live in district boundaries, the parent/guardian must obtain an interdistrict transfer from their current school district of residence. The interdistrict transfer is required for anyone living outside of the district who wishes to attend. Interdistrict transfers out of the district affect our enrollment and therefore our revenues. For a variety of reasons parents may request a transfer in or out of the Ontario- Montclair School District. Administrative Regulation 5117.1 Students-Interdistrict Attendance Agreements and Education Codes 48204 and 46601.5 provide the legal guidance on transfer criteria.

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CBEDs CBEDs P-1 Funded Revenue Base Revenue RL Gain / (Loss)YEAR CBEDs P-1 ADA P-2 ADA vs P-1 vs P-2 vs P-2 Limit per ADA Limit per ADA Due to Attendance

$ Variance to Prior Year $ Variance to Funded RL Deficit %

1992/93 22,355 21,866 21,916 97.81% 98.04% 100.23% 2,908.71 3,089.6194.14%

1993/94 22,897 22,220 22,253 97.04% 97.19% 100.15% 2,894.15 3,150.61 $975,328.55Variance to Pr. Year: 542 354 337 -0.77% -0.85% -0.08% (14.56)$ (256.46)$ 91.86%

1994/95 23,132 22,588 22,551 97.65% 97.49% 99.84% 2,896.28 3,254.61 $863,091.44Variance to Pr. Year: 235 368 298 0.60% 0.30% -0.31% 2.13$ (358.33)$ 88.99%

1995/96 23,681 22,990 23,054 97.08% 97.35% 100.28% 3,068.52 3,414.02 $1,543,465.56Variance to Pr. Year: 549 402 503 -0.57% -0.14% 0.44% 172.24$ (345.50)$ 89.88%

1996/97 24,207 23,514 23,634 97.14% 97.63% 100.51% 3,344.77 3,667.55 $1,939,966.60Variance to Pr. Year: 526 524 580 0.06% 0.28% 0.23% 276.25$ (322.78)$ 91.20%

1997/98 24,651 23,995 24,121 97.34% 97.85% 100.53% 3,434.14 3,765.55 $1,672,426.18Variance to Pr. Year: 444 481 487 0.20% 0.22% 0.01% 89.37$ (331.41)$ 91.20%

1998/99 25,151 23,635 23,835 93.97% 94.77% 100.85% 4,056.07 4,131.51 ($1,160,036.02)Variance to Pr. Year: 500 (360) (286) -3.37% -3.08% 0.32% 621.93$ (75.44)$ 98.17%

1999/00 25,824 24,529 24,441 94.99% 94.64% 99.64% 3,896.41 4,189.51 $2,361,224.46Variance to Pr. Year: 673 894 606 1.01% -0.12% -1.20% (159.66)$ (293.10)$ 93.00%

2000/01 26,407 24,966 24,960 94.54% 94.52% 99.98% 4,321.51 4,321.51 $2,242,863.69Variance to Pr. Year: 583 437 519 -0.44% -0.12% 0.33% 425.10$ -$ 100.00%

2001/02 26,983 25,746 25,754 95.42% 95.45% 100.03% 4,493.19 4,493.19 $3,567,592.86Variance to Pr. Year: 576 780 794 0.87% 0.92% 0.06% 171.68$ -$ 100.00%

2002/03 27,270 26,092 26,017 95.68% 95.41% 99.71% 4,577.51 4,577.51 $1,203,885.13Variance to Pr. Year: 287 346 263 0.26% -0.04% -0.32% 84.32$ -$ 100.00%

2003/04 27,010 25,616 25,623 94.84% 94.86% 100.03% 4,522.53 4,662.51 ($1,781,876.82)Variance to Pr. Year: (260) (476) (394) -0.84% -0.54% 0.31% (54.98)$ (139.98)$ 97.00%

2004/05 26,293 25,038 24,900 95.23% 94.70% 99.45% 4,683.72 4,786.30 ($3,386,329.56)Variance to Pr. Year: (717) (578) (723) 0.39% -0.16% -0.58% 161.19$ (102.58)$ 97.86% ($5,168,206.38)

2005/06 25,376 24,058 23,949 94.81% 94.38% 99.55% 4,943.80 4,988.30 ($4,701,553.80)Variance to Pr. Year: (917) (980) (951) -0.42% -0.33% 0.10% 260.08$ (44.50)$ 99.11% ($9,869,760.18)

2006/07 24,177 23,216 23,018 96.02% 95.21% 99.15% 5,317.50 5,317.50 ($4,948,678.20)Variance to Pr. Year: (1,199) (842) (931) 1.22% 0.83% -0.40% 373.70$ -$ 100.00% ($14,818,438.38)

2007/08 * 23,177 22,255 22,066 96.02% 95.21% 99.15% 5,558.50 5,558.50 ($5,292,118.71)Variance to Pr. Year: (1,000) (960) (952) 0.00% 0.00% 0.00% 241.00$ -$ 100.00% ($20,110,557.09)

2008/09 * 22,427 21,535 21,352 96.02% 95.21% 99.15% 5,764.16 5,764.16 ($4,115,945.33)Variance to Pr. Year: (750) (720) (714) 0.00% 0.00% 0.00% 205.66$ -$ 100.00% ($24,226,502.42)

2008/09 * 21,677 20,815 20,638 96.02% 95.21% 99.15% 5,914.03 5,914.03 ($4,222,959.91)Variance to Pr. Year: (750) (720) (714) 0.00% 0.00% 0.00% 149.87$ -$ 100.00% ($28,449,462.32)

Notes: 1) P-1 and P-2 data excludes Special Ed. Programs for Non-Public, Non-Sectarian Schools. 2) 1998/99 Implementation year for excluding Days of Excused and Unexcused Absences in actual ADA. 3) 2001/02 P-1 and P-2 includes one time adjustments for: a) Independent Study (16.76 ADA) b) Allowance of Attendance due to the tragedies of September 11, 2001 (14.88 ADA). 4) 2001/02 Special Ed. Extended Year "divisor" changed from 180 days to 175 days.

Projection Estimates

ONTARIO-MONTCLAIR SCHOOL DISTRICTCBEDs and ADA

Actuals through P-2 of Fiscal 06/07

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2,842,429$

150,000$

Misc Savings ($400 * ADA) 415,200$

Lost Revenue: 5,742,662$ Identified Savings: (3,407,629)$

Deficit amount of lost revenue remaining after identified savings: 2,335,033$

1,100 students at a staffing ratio of 25.5 requires a reduction of staff of 43 teachers 1,100 students @ 94.38% Attendance Rate

is an ADA decline of 1,038 at $5,532.43 each - yeilds a marginal revenue loss

Proportional Layoff and other savingsIncome Loss

(Misc includes an estimate of supplies and materials)

43 teachers @ average salary + benefits per J90

--This is estimated amount of expenditures that would still need to be reduced to make up for the lost revenue.

Estimated classified salary savings on custodial time, school clerk hours, and noon duty aides

**J90 as of June 2006

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From To

# of Counties experiencing

Declining Enrollment Countywide

% of Total Counties

% of Enrollment

that represents

1996-97 1997-98 20 34.48% 4%1997-98 1998-99 19 32.76% 4%1998-99 1999-00 21 36.21% 6%1999-00 2000-01 22 37.93% 11%2000-01 2001-02 17 29.31% 13%2001-02 2002-03 20 34.48% 7%2002-03 2003-04 31 53.45% 21%2003-04 2004-05 32 55.17% 59%2004-05 2005-06 33 56.90% 62%2005-06 2006-07 31 53.45% 65%

Discussion on enrollment projections This first step at estimating our ADA is evaluating how many students we think will enroll in our district. This process is time consuming, uses a lot of assumptions, and is rarely more than an educated guess In order to determine projected enrollment a district must look at a variety of factors. These factors include:

The enrollment in surrounding districts and/or surrounding area/neighborhood

Enrollment trends throughout the State

Population increases and decreases due to growth and migration into and out of the State and local areas

Economic stability of the State and local areas

Cost of housing in the local area.

About 53.45% of school districts in the State of California are facing declining enrollment

Population growth for the State of California is projected to increase 15.3% between 2000 and 2010. This is 25.4 % between 1980 and 1990.

While there is no one right place to look for an

answer, trend data is the most useful information that we have. Here are some more pieces that we look at in an attempt to have accurate projections.

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0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Alta Lo

ma Elem

entar

y Cen

tral E

lemen

tary

Chaffe

y Join

t Unio

n High

Chino V

alley

Unif

ied

Colton

Joint

Unif

ied

Cucam

onga

Elemen

tary

Etiwan

da E

lemen

tary

Fontan

a Unif

ied

Mounta

in View

Elemen

tary

Ontario

-Mon

tclair

Elem

entar

y Rial

to Unif

ied

San Bern

ardino

City

Unif

ied

Upland

Unif

ied

1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Closer to Home - What is enrollment doing around us? Why are we the steepest decline?--Be careful, the bars might look better than the reality...

Declining

Declining

Grow

ing

Declining

Declining

Declining

Declining

Declining

Declining

Declining

Declining

Declining

Grow

ing

Statewide Actual CBEDS Enrollment in our Local CountiesNote: Orange and Los Angeles Counties are Declining Overall andSan Bernardino is added to the list in 2006-07

LOS A

NG

ELES , 1,549,833

LOS A

NG

ELES , 1,583,283

LOS A

NG

ELES , 1,617,764

LOS A

NG

ELES , 1,650,948

LOS A

NG

ELES , 1,681,787

LOS A

NG

ELES , 1,711,034

LOS A

NG

ELES , 1,736,338

LOS A

NG

ELES , 1,742,873

LOS A

NG

ELES , 1,734,125

LOS A

NG

ELES , 1,673,317

LOS A

NG

ELES , 1,708,064

ORANGE , 503,836

ORANGE , 510,114

ORANGE , 513,744

ORANGE , 515,464

ORANGE , 512,105ORANGE ,

503,351ORANGE , 494,178ORANGE ,

483,360ORANGE , 471,404ORANGE ,

458,489ORANGE , 442,927

RIVERSIDE , 413,059RIVERSIDE ,

395,183RIVERSIDE ,

380,964RIVERSIDE ,

349,607RIVERSIDE ,

364,857RIVERSIDE , 333,330RIVERSIDE ,



277,321

SAN BERN., 427,414

SAN BERN., 427,631

SAN BERN., 423,780

SAN BERN., 419,084SAN BERN.,

407,228SAN BERN., 394,096SAN BERN.,

380,830SAN BERN.,

373,896SAN BERN.,

364,942SAN BERN.,

356,204SAN BERN.,

347,061

750,000

1,250,000

1,750,000

2,250,000

2,750,000

3,250,000

1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Statewide Enrollment and Annual % Change by Year

5,612,965

5,727,303

5,844,111

5,951,612

6,147,375

6,244,732

6,298,774 6,312,1036,353,079

6,050,895

6,322,098

1.84%

-0.16%

0.65%

1.67%

2.04%2.04%

1.59%1.58%

0.87%

0.37%

5,400,000

5,500,000

5,600,000

5,700,000

5,800,000

5,900,000

6,000,000

6,100,000

6,200,000

6,300,000

6,400,000

1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07-0.50%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

California Annual % Change in Enrollment for California

The rate of change in enrollment shows the statewide enrollment

slowing dramatically until the 2005-06 year wherein we see an overall decline. A rebound in 2006-07???

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Median Home Prices 2004 - 2006 in Ontario-Montclair and Surrounding Communities

$496,000

$570,000

$440,000

$485,000

$569,000

$405,000

$380,000

$445,000 $340,000

$313,000

$575,000

$400,000

$494,000

$569,000

$390,000

$355,000

$429,000

$305,000

$285,000

$380,000

$460,000

$306,500

$370,250

$421,750

$289,500

$260,000

$297,000 $210,000

$183,000

$460,000

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

RA

NC

HO

CU

CA

MO

NG

A

CH

INO

HILLS

MO

NTC

LAIR

CH

INO

UPLA

ND

ON

TAR

IO

RIA

LTO

FON

TAN

A

CO

LTON

SAN

BER

NA

RD

INOYear 2006 Year 2005 Year 2004

$186

$202

$171

$184$192

$242

$259

$230$236

$243

$282

$297

$285

$276$285

$313$319

$279

$297$303

$138$132

$120

$150

$130

$150

$170

$139

$151$158

$100

$150

$200

$250

$300

$350

Chino Chino Hills Ontario(Avg) Rancho Cucamonga(Avg) Upland (Avg)2001 2002 2003 2004 2005 2006

Average Price Per Square Foot in the Communities in and Surrounding the Ontario-Montclair School District

Unemployment Data in and Around Ontario-Montclair

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

2000 2001 2002 2003 2004 2005 2006 CurrentEstimate

Chino city Chino Hills city Colton city Fontana cityMontclair city Ontario city Rancho Cucamonga city Rialto citySan Bernardino city San Bernardino County Upland city

The median price is the price that is midway between the least expensive and most expensive home sold in an area during a given period of time. During that time, half the buyers bought homes that cost more than the median price and half bought homes for less than the median price.

Changes in median price measure changes in market activity. When there are more buyers buying less expensive homes than there are buyers buying more expensive homes, the median price falls. Conversely, when there are more buyers buying more expensive homes than there are buyers buying less expensive homes, the median price rises.

The median price indicates which price range is most active. Not all price ranges experience the same market activity at any given time.

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Historical Enrollment by Grade Level for OMSD

2,977

2,931

3,105

3,086

3,043

3,041

2,829

2,801

2,796

2,631

2,534

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Kinder


3,096

3,054

3,068

3,063

3,195

3,226

3,257

2,918

2,881

2,801

2,620

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 1


2,977

2,931

3,105

3,086

3,043

3,041

2,829

2,801

2,796

2,631

2,534

3,096

3,054

3,068

3,063

3,195

3,226

3,257

2,918

2,881

2,801

2,620

2,813

3,043

3,065

3,083

3,032

3,223

3,224

3,115

2,844

2,774

2,647

2,697

2,739

3,063

3,012

3,082

2,979

3,191

3,152

2,981

2,669

2,638

2,606

2,673

2,760

3,034

2,985

3,127

2,972

3,122

3,071

2,909

2,616

2,471

2,481

2,689

2,690

3,009

2,936

3,093

2,924

3,022

3,001 2,789

2,378

2,426

2,578

2,714

2,724

3,101

2,945

3,091

2,857

2,908 2,894

2,222

2,275

2,395

2,512

2,660

2,706

3,056

2,903

2,999 2,783 2,786

2,096

2,146

2,293

2,414

2,477

2,644

2,703

2,984

2,842 2,900 2,653

200

99883

851

215

0

4,000

8,000

12,000

16,000

20,000

24,000

28,000

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Kinder Gr. 1 Gr. 2 Gr. 3 Gr. 4 Gr. 5 Gr. 6 Gr. 7 Gr. 8 Other

Enrollment history for the Ontario - Montclair School District

The next series of charts shows a brief history of enrollment at each grade level. You will notice, that overall every grade level is experiencing a decline. Our budget estimates for the 2007-08 year assume another loss of enrollment by 850 students as of October 2007. In an attempt to mitigate the lost learning time and revenues, we are implementing an in-house suspension policy wherein students will remain on campus, in a separate environment for disciplinary purposes. Additionally, there is a reinvigorated focus on reducing absences and improving overall attendance. This focus will include use of our newly implemented phone calling system wherein parents will be notified of their students’ absences daily. Each site will be sharing and advertising their attendance rates with the parents and students at their site. Learning can only happen when our children are consistently in the classroom.

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2,697

2,739

3,063

3,012

3,082

2,979

3,191

3,152

2,981

2,669

2,638

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 3


2,606

2,673

2,760

3,034

2,985

3,127 2,972

3,122

3,071 2,909

2,616

2,300

2,400

2,500

2,600

2,700

2,800

2,900

3,000

3,100

3,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 4

Historical Enrollment by Grade Level for OMSD2,471

2,481

2,689

2,690

3,009

2,936

3,093

2,924

3,022

3,001

2,789

0

500

1,000

1,500

2,000

2,500

3,000

3,5001996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 5


2,813

3,043

3,065

3,083

3,032

3,223

3,224

3,115

2,844

2,774

2,647

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 2

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2,222

2,275

2,395

2,512

2,660

2,706

3,056

2,903

2,999

2,783

2,786

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 7


2,096

2,146

2,293

2,414

2,477

2,644

2,703

2,984

2,842

2,900

2,653

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 8


200

99

883

851

215

0

100

200

300

400

500

600

700

800

900

1,0001996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Other

The category of other was previously used for special education students. This classification is no longer used and the students are reported in their appropriate grade levels.


2,378

2,426

2,578

2,714

2,724

3,101

2,945

3,091

2,857

2,908

2,894

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Gr. 6

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Revenue Limit Taking a closer look at the funding for California Schools… The calculation of Revenue Limits for California schools is based upon Proposition 98. (Please see the glossary for additional information regarding Proposition 98).

Proposition 98 Summary in Brief Proposition 98 guarantees a minimum level of funding for public school in California. This was a voter approved amendment to California’s Constitution in 1988. (Source for this information is www.edsourse.org/pub_edfct_prop98.cfm). There are three Test Levels to Proposition 98 Test 1: The same share of the General Fund as in the base year of 1986-87 (recalculated to account for shifts of property tax revenues to schools). Test 2: The prior year’s funding from State and property taxes, adjusted for inflation and enrollment increases.

“Inflation” is defined as the growth in per capita personal income. Test 3: The same as Test 2 except inflation is defined as the growth in per capita General Fund revenues plus one-half percent. The difference between this amount and what Test 2 would have yielded is to be restored to education funding in years of high revenue growth. In years where there is a slow economy, these Revenue Limit dollars have been deficited or reduced. This simply stated means that the State could not afford to fund school districts at this level and have held back a portion of the funding. • The deficit factor for 2003 – 04 was 3% • The deficit factor for 2004 – 05 is 2.14% • The deficit factor for 2005 – 06 was 1.129% • The deficit factor for 2006 – 07 has been eliminated Revenue Limit dollars are allocated based upon a rate multiplied by average daily attendance, ADA at P2, for each district. The P2 period is the last complete school month ending on or before April 15th.

ADA is only one component of the Revenue Limit calculation, but it is certainly the most important piece.

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Statutory COLA versus the Actual % Change in RL $'s for OMSD

1.41%1.86%

4.53%

-3.94%

10.91%

-1.20%

3.56%

5.55%

7.56%

3.17%2.41%

4.23%

5.92%

3.87%

2.00%1.98%

3.86%

4.53%

-5.00%

-3.00%

-1.00%

1.00%

3.00%

5.00%

7.00%

9.00%

11.00%

13.00%

1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08

Statutory COLA Actual % Change in Dollars

Breakdown of New RL $'s by Year

$58.00

$132.00

$167.00

$89.00

$85.00

$112.00

$202.00

$295.00

$241.00

$11.79

$34.20

$(293.10)

$(139.97)$(102.58)

$(44.50)

$(400.00)

$(300.00)

$(200.00)

$(100.00)

$-

$100.00

$200.00

$300.00

$400.00

1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08

COLA $ Equalization Deficit $'s

$3,896.41

$4,321.51

$4,488.51

$4,577.51

$4,522.54

$4,683.72

$4,943.80

$5,317.50

$5,558.50

$- $1,000.00 $2,000.00 $3,000.00 $4,000.00 $5,000.00 $6,000.00

1999/00

2000/01

2001/02

2002/03

2003/04

2004/05

2005/06

2006/07

2007/08

Funded Base Revenue Limit

The difference among revenue limits was quite large, and the Serrano vs. Priest court case eventually required the state to make districts’ general purpose money more equal per pupil. By 2000, 97% of the state’s students were within a band (known as the "Serrano Band") of about $350. The money that comes from the state for this purpose is called equalization. (For more information on the Serrano vs. Priest court case, please see the glossary.)

COLA – Cost of Living Adjustment This is the annual increase to the base revenue limits and/or statutorily identified categorical programs. This amount is tied to the “Implicit Price Deflator” for State and Local Governments. (ED-CODE 42238.1)

It is important to note that while there is a COLA value that is published in the Budget Act, it actually differs from district to district.

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Refresher on the “Education Deal” of 2004 – 2005

The Education community agreed to suspend Proposition 98 with the Governors promise that the amount lost would not exceed $2.1 billion.

This was to be a one year deal and Proposition

98 was to return the proper level in 2005-06. Because State revenues did increase after the

release of the May Revise in 2004, the Proposition 98 formula called $302 million more in revenues for Education in 2004-05. The 2004-05 Budget did not appropriate these dollars, but instead created an account called “Proposition 98 reserve”.

State tax revenues have exceeded estimates,

hence increasing the share that should have come to schools by an additional estimate of $1.1 billion. (This $1.1billion is comprised of $800 million in new revenues and $302 million that was set aside in the Proposition 98 reserve.)

The California Teachers Association and State

Superintendent Jack O’Connell sued Governor Schwarzenegger for the repayment of near $3 billion and won.

o The repayment plan is to provide seven

years of funding to the lowest performing schools in the State, in an attempt to help them achieve higher test scores and better overall academic performance.

Quality Education Investment Act

SB 1133 (Torlakson, D-Antioch) was amended to be the vehicle for the settlement agreement of the CTA v. Schwarzenegger lawsuit and established the Quality Education Investment Act (QEIA) of 2006.

The bill appropriates $300 million for the 2007-08 fiscal year—$32 million for community colleges and $268 million for school districts. Further, the bill appropriates $450 million each year for fiscal years 2008-09 through 2013-14—$48 million for community colleges and $402 million for school districts. These appropriations discharge the outstanding balance of the maintenance factor created by the aforementioned suspension of Proposition 98.

Programmatic requirements of the QEIA

Schools in the bottom two deciles of the 2005 Academic Performance Index (API) were eligible to apply for the program.

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The selection was by random drawing. The only requirement was that every county with eligible schools received at least one funded site.

The Ontario-Montclair School District applied for all eligible sites; the following list is the sites for which awards were granted:

• Berlyn Elementary • Central Elementary • Corona Elementary • Del Norte Elementary • Euclid Elementary • Lehigh Elementary • Mariposa Elementary • Montera Elementary • Sultana Elementary

Class-Size Reduction and Staffing Ratios

Participating schools must meet the following requirements:

For grades K-3, maintain an average class size ratio of 20:1 pursuant to current law.

For self-contained classrooms in grades 4-8, maintain the lesser of either an average class size ratio of 25:1, not to exceed 27 pupils, or at least five pupils fewer per classroom than the average in 2006-07.

For classes in English language arts, reading, mathematics, science, and history/social science in grades 4-12, maintain the lesser of either an average ratio of 25:1, not to exceed 27 pupils, or at least five pupils fewer per classroom than the average in 2006-07.

Not increase any other class sizes in the school above the 2005-06 levels.

In high schools, maintain pupil-to-counselor ratios of no more than 300:1. Counselors must hold a pupil services credential.

Use a teacher experience index created by the SPI to demonstrate an average experience of classroom teachers in the school equal to or exceeding the average for the school district for similar types of schools.

Requires schools to ensure that each teacher participates in professional development activities.

Academic Index Performance (API) Measurements

The school must exceed the API growth target for the school average over the first three years of funding. Beginning in the fifth year, funded schools must meet their annual API growth targets. If a school fails to meet its target, the school shall continue to receive funding but shall be subject to State review, assistance, and timelines of the High Priority Schools Grant Program.

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County Office of Education Annual Reviews

This program requires the County Superintendent of Schools for each participating school to annually review the school to determine if the benchmarks are being met, including requirements of the Williams Settlement Agreement.

Also requires the County Superintendent to notify the SPI if a participating school has not met any of the interim requirements. QEIA requires the SPI to terminate funding if all interim and final requirements are not met by the end of any subsequent school year and allows the district to appeal the termination.

It provides, except where prohibited by Federal law, for the waiver of funding requirements for categorical programs in the consolidated application, provided the funds are used to improve instruction and instructional conditions. Exempts the school from the waiver requirements for parent advisory committees, school site councils and the provisions of Economic Impact Aid (EIA).

Alternative Program Options

Authorizes a school district to use an alternative program for no more than 10% of pupils if the district can demonstrate that the alternative would provide a higher level of academic achievement among pupils than compliance with those of the QEIA.

The Ontario-Montclair School District applied for this Alternative Program Option for all middle schools. None received funding.

Funding

Funding rates per enrolled pupil, based on prior year CBEDS are:

$500 per pupil for grades K-3.

$900 per pupil for grades 4-8.

$1000 per pupil for grades 9-12.

Funding and Plans for 2007 – 2008 The sites that were selected for this grant will receive two thirds of a year’s funding in 2007-08 for planning and facilities. Due to the expansion of the Class Size Reduction program, many sites will need additional facilities. These dollars will be used for this purpose.

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GASB 45 – Other Postemployment Benefits (OPEB)

In basic terms, GASB 45 makes districts’ identify how much money they are going to have to eventually save and spend on the health and welfare benefits provided for retirees. The most common way this is handled is by simply paying the current year cost in the current year with no savings to pay for future years.

Governmental Accounting Standards Board Statement number 45 (GASB 45), Accounting and Finance Reporting by Employers for “Other Post-employment Benefits Other than Pensions,” issued on June 21, 2004, requires State and local government agencies to recognize the liability for any benefits provided whether for lifetime or to a determined age.

o Local Education Agencies are

required to identify a plan for funding the unfunded liability.

o The OPEB obligation would be

the sum of the ongoing annual out-of-pocket costs of providing the benefits, plus the annual actuarial amount necessary to recognize the entire obligation over a 30-year period. Actuarial studies will be required periodically, depending on the number of employees the district has.

o Implementation time frame:

2007-08

2008-09

2009-10

Greater that $100 million

Greater than $10 million but less than $100 million

Less than $10 million

Revenues Implementation Year

1. First Step is to secure an actuarial study to estimate the future liability amount.

a. The Ontario-Montclair School District brought

forth the actuarial study for Board approval during August of 2006.

b. Identified outstanding liability is estimated at

approximately $17 million

c. A new study has been commissioned and will be presented to the Board early in 2007-08

2. Second step is to develop a plan for funding the liability.

a. If the funding level is not significant enough, the agency may have zero or negative net assets on their financial statements and this may cause difficulty in issuing debt or obtaining quality ratings from agencies involved with the Bond measure.

b. Presenting the Other Postemployment Benefits

(OPEB) liabilities to the school board now gives

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Other Postemployment VEBA Contributions

1997, 1,112,061, 20%

1998, 1,000,000, 18%

1999, 610,631, 12%

2000, 185,685, 4%

2001, 309,506, 6%2002, 102,294, 2% 2003, 78,541, 2%

2004, 78,541, 2%

2005, 861,023, 17%

2006, 861,023, 17%

them time to research, and eventually adopt a viable plan of action to manage those liabilities.

c. Having the initial actuarial valuation at hand during

the next round of collective bargaining gives an excellent starting point for talks relative to changes in plan design that a great majority of districts are now finding necessary.

GASB 45 does open up a new subject at the negotiations table. In the past, the obligation to pay retiree benefits was usually funded on a "pay-as-you-go" basis—a commitment of tomorrow’s dollars. Now due to GASB 45, post-retirement will compete for today’s dollars immediately impacting the amount available for negotiations.

Advantages:

• Your district will achieve the ability to earn a rate of investment return superior to funds held internally, with a trustee or in the County Treasury.

• Amounts set aside in an irrevocable trust serve to reduce future years' ARCs (the annual GASB 45 expense); internal or earmarked funds do not.

• Amounts in an irrevocable trust serve to reduce the reported Unfunded Accrued Liability and show on the plan's Schedule of Funding Progress under GASB 43; internal or earmarked funds do not.

• Amounts funded through a trust may be eligible for reimbursement under categorical programs; while there's no guarantee that these amounts will be eligible for reimbursement.

• Auditors and organizations charged with the financial oversight of school districts look very favorably on the

establishment and funding of a trust, as real evidence of a district's financial responsibility.

Disadvantages:

Loss of control of district funds deposited to the trust - It's perhaps the only significant disadvantage, but it's a very real concern.

Where is OMSD on GASB 45? Long before GASB 45 became an issue, the administration at the Ontario-Montclair School District saw the future of this liability as important to address and began setting aside monies in an irrevocable trust in 1997. For many years, OMSD was the only district in the state of California that had begun funding this future liability. Now we are in the top 3% with other districts now recognizing this need as well. Our deposits can be viewed in the graph below.

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Negotiations Update

Settlement Information a historical perspective Please note that all employees in the Ontario-Montclair School District are placed on a salary schedule. This simply means that when there is no salary enhancement many employees still receive an increase due to the years of service they have with the district. This cost is referred to as Step and Column. The current estimate of this cost is approximately 2%. This increase is an automatic increase and is in addition to the amounts enumerated below. The Negotiating Team comprised of unit members and management participate in Interest Based Bargaining and has a quality relationship built on trust and a respect by and between all parties. These increases are for both certificated and classified employees unless otherwise noted. 2001 – 2002

3.87% on all salary schedules

2002 – 2003

A $200 one time payment to supplement the annual

fringe benefit allotment.

All general education, non-CSR teachers at

elementary sites with either one substitute release

day or pay them the equivalent of the cost of a

substitute ($115) for additional prep time.

2003 – 2004

A $200 one time payment to supplement the annual


A $115 one time payment for all non-CSR

elementary general education classroom teachers.

2004 – 2005

2% increase on all salary

schedules including an

increase on the

anniversary steps of 2%.

$250 increase to fringe

benefit allocation

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$250 one time payment to supplement the annual


A $115 one time payment for all non-CSR

elementary general education classroom teachers.

2005 – 2006 Certificated

3.25% increase on all salary schedules including

anniversary steps .75% which equates to $500 increase in the fringe

benefit allotment 1.5% one time bonus on the wages earned during

2005 – 2006

Classified

4% on all salary schedules Implementation of compensation study effective July

1, 2007 2006 – 2007 Certificated

4 % on all salary schedules 2% on all salary schedules as a one time bonus .75 % towards benefits $35,000 for an additional longevity step

Classified

4.16 % on all salary schedules

• $35,000 that was towards longevity for the

certificated group was converted to a % and

provided to the classified bargaining unit in

total. This equated to the .16%. 2.75% on all salary schedules as a one time bonus

2007 – 2008 Certificated

Open

Classified

Open

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Funds Budgeted We provide a quality educational program for pre-K through eighth grade school students within the cities of Ontario and Montclair. Providing this educational program is a dedicated team of teachers, classified staff, and administrative staff members. The focus of the district is student achievement, growth, and success. Between the programs offered and the dedication, spirit, and motivation of the staff of the Ontario-Montclair School District, we strive to ensure a superior and diverse program. As such, the Ontario-Montclair School District’s budget is our educational plan expressed in dollars. This budget is aligned with our Strategic Plan and reflects the districts’ financial commitment to the educational growth and success of our students.

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General Fund Previously, the General Fund was segregated

between unrestricted and restricted parts. This

was done for reporting purposes. The unrestricted

General Fund accounts for all operating budgets of

the district other than Special Revenue Funds

(Adult Education, Child Development, Cafeteria,

Building/Construction, etc.). In contrast, the

Restricted General Fund accounts for categorical

aid.

Categorical aid is money obtained

through grants and entitlements from

the state, federal and or local

governments. The monies are

earmarked for special purposes and

used to provide additional resources

and materials for students. Further,

these monies are intended to enhance

the educational program and there are

strict regulations and reporting

requirements on their use and therefore

are very restrictive in nature.

With the implementation of SACS, we saw the

consolidation of the General Fund with the

resource field defining the source of income.

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General Fund Expenditures by Object Category

Certificated, Salaries

50%, 98,662,281

Classified, Salaries

14%, 27,170,898

, Benefits16%, 32,028,386

Books and, Supplies

9%, 18,640,800

Outside, Services

9%, 18,795,990

, Capital Outlay2%, 3,035,200

, Transfers0%, 723,895

General Fund Expenditures by Function Category

Regular Education, $111,417,218, 56%

Special Education, $18,424,295, 9%

Instruction Related, $22,352,289, 11%

Pupil Services, $12,548,432, 6%

Ancillary Services, $108,832, 0%

Community Services, $250, 0%

General Administration, $13,463,150, 7%

Plant Services, $19,485,108, 10% Other Outgo,

$1,257,876, 1%

General Fund Expenditures by Goal Category

Undistributed, $61,361,278, 31%

Special Education,

$25,488,978, 13%

Community Service, $250,

0%

Alternative Education,

$170,037, 0%

Supplemental Education,

$1,917,819, 1%

Regular Instruction,

$110,119,088, 55%

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Difference

2007-08 Adoption Budget

2006-07Unaudited

Actuals

2006-07 Adoption Budget

2005-06 Unaudtied

Actuals

2004-05 Unaudited

Actuals

2003-04 Unaudited

Actuals

2002-03 Unaudited

Actuals

2001-02 Unaudited

ActualsRevenue

Revenue Limit (1,672,147) 124,166,268 125,838,415 125,964,719 122,330,767 120,592,145 118,020,252 120,939,521 118,160,672 Federal Revenue (177,962) - 177,962 - 322,165 433,746 528,914 381,097 287,504 State Revenue (728,467) 13,040,550 13,769,017 10,390,806 11,084,831 11,838,342 11,874,994 12,635,042 16,329,604 Local Revenue (688,392) 2,824,236 3,512,628 1,379,180 2,548,943 1,922,477 1,991,277 2,185,515 1,789,382

Total Revenue (3,266,968) 140,031,054 143,298,022 137,734,705 136,286,706 134,786,710 132,415,437 136,141,174 136,567,162

ExpendituresCertificated Salaries (3,021,255) 74,796,150 77,817,405 71,696,072 71,209,621 74,202,798 75,204,237 76,859,603 74,915,777 Classified Salaries (802,354) 15,769,223 16,571,577 15,345,489 14,895,527 14,870,621 15,585,950 15,698,423 15,353,328 Employee Benefits (337,107) 23,271,690 23,608,797 23,174,447 23,297,517 22,725,398 22,858,138 22,146,593 22,118,404 Books & Supplies 3,322,634 6,101,741 2,779,107 5,018,982 2,336,946 2,788,507 3,603,606 2,760,877 3,360,937 Services & Operating Expenses 1,178,619 9,330,765 8,152,146 8,300,511 7,479,667 6,771,031 7,227,527 7,733,674 8,216,572 Capital Outlay 1,168,838 2,713,715 1,544,877 597,325 1,037,146 433,131 607,616 484,080 1,450,422 Other Outgo 45,665 635,308 589,643 460,062 545,175 1,700,976 556,624 1,593,057 293,797 Indirect Cost 697,938 (3,142,382) (3,840,320) (2,067,428) (3,250,762) (3,122,140) (2,725,367) (1,365,252) (1,971,163)

Total Expenditures 2,252,978 129,476,210 127,223,232 122,525,460 117,550,838 120,370,323 122,918,331 125,911,056 123,738,075

Excess of Revenue LessExpenditures (5,519,946) 10,554,844 16,074,790 15,209,245 18,735,868 14,416,387 9,497,107 10,230,119 12,829,087

Operating Transfers In (275,000) 275,000 750,000 253,505 420,647 (1,138,291) (5,202,041) Operating Transfers out (158,965) (13,625,227) (13,142,477) (13,189,896) (18,202,343) (9,779,854) (5,761,992) (1,991,661) (4,791,649)

Total Other Financing (433,965) (13,625,227) (12,867,477) (13,189,896) (17,452,343) (9,526,349) (5,341,345) (3,129,952) (9,993,690)

Total Sources Over / Under (5,953,911) (3,070,383) 3,207,313 2,019,349 1,283,525 4,890,038 4,155,761 7,100,167 2,835,397 Uses

Fund Balance, Beginning 37,297,471 34,090,158 34,090,158 32,806,633 27,916,595 23,760,834 16,660,667 13,825,270 Fund Balance, Ending 34,227,088 37,297,471 36,109,506 34,090,158 32,806,633 27,916,595 23,760,834 16,660,667

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Annual Food Services Results

Total lunches served, 3,356,906

Total breakfasts served, 1,118,488 Total breakfasts served,

1,096,276 Total breakfasts served, 1,081,980





Total breakfasts served, 1,106,416

Total breakfasts served, 1,162,307

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

2001-02 2002-03 2003-04 2004-05 2005-06

Subsidization (Free/Reduced) Rates for Food Services

26,983 27,270 27,01026,293

25,376

21,157 21,510

19,06119,751

21,00920,432

21,575

24,443

26,407

25,11525,823

84%

80%75%

78%

75%75%

93%

83%

-

5,000

10,000

15,000

20,000

25,000

30,000

1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-060%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Total subsidized meals Enrollment % of subsidized meals

Daily Meals Served Details...

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2001-02 2002-03 2003-04 2004-05 2005-06Average daily lunches served Average daily breakfasts served

Special Revenue Funds

Cafeteria Fund The Cafeteria program is a self-supporting operation providing nutritious meals to our students. The revenue streams for this fund come from State and Federal grants, and student fees. The program is run in compliance with the Meal Mandate and we provide free and or reduced price meals to more than 75% of our population.

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Child Development In an environment dedicated to the learning and growth

of our children, the Child Development program offers

childcare and developmental services to children from

low-income families. The revenue streams for this fund

come from State and Federal grants, and may include

General Fund contributions.

Deferred Maintenance

In 1978, the Commission on State

Government Organization and Economy issued a

report addressing the then current deteriorated

condition of school facilities. The State Legislature

responded by passing the State School Deferred

Maintenance Law. This law allows school districts

to participate by depositing an amount equivalent to

one half of one percent of the statewide average

General Fund expenditures per Average Daily

Attendance (ADA) for the prior year for similar type

and size districts formula into a special revenue

fund. Predicated upon the long-term maintenance

of our facilities, the Deferred Maintenance Fund is

budgeted based upon our 5-year plan. The plan

includes major repairs, plumbing, heating, air

conditioning, electrical needs, roofing, painting, and

other facility requirements. The revenue streams

for this fund come from a General Fund

contribution with a corresponding State match.

The State match for this program has experienced

a lot of fluctuation in the past. With the settlement

of the Williams Lawsuit, the

Governor has committed to fully

funding this program net of hardship

and emergency repair funding.

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GROUP I GROUP II

Est. Avg. Cost $150,000 $140,000 $60,000 $100,000 $500,000 $100,000 $5,000 $50,000 $140,000 $200,000 $50,000 $75,000 $25,000 $200,000 $200,000 $250,000 $250,000

Arroyo 2006-07 2009-10 2005-06 2009-10 TBD TBD TBD TBD Arroyo

Berlyn 2006-07 2005-06 2008-09 2004-05 2007-08 TBD TBD TBD Berlyn

Bon View TBD Bon View

Buena Vista 2004-05 2006-07 2006-07 TBD 2009-10 TBD TBD TBD TBD Buena Vista

Central 2008-09 TBD TBD TBD Central

Corona 2005-06 2007-08 2007-08 2008-09 TBD 2008-09 2005-06 TBD TBD TBD Corona

Del Norte 2006-07 TBD 2005-06 2009-10 TBD TBD TBD Del Norte

Edison 2005-06 2006-07 2008-09 2008-09 2009-10 TBD TBD TBD Edison

El Camino 2006-07 TBD TBD TBD 2009-10 TBD TBD TBD El Camino

Elderberry 2005-06 2005-06 2006-07 2008-09 2005-06 TBD 2009-10 TBD TBD TBD Elderberry

Euclid 2007-08 2008-09 2004-05 TBD TBD TBD Euclid

Hawthorne 2006-07 2006-07 2009-10 2009-10 TBD TBD TBD TBD TBD Hawthorne

Haynes 2007-08 TBD 2007-08 TBD TBD TBD TBD TBD Haynes

Howard 2004-05 2006-07 2007-08 TBD 2005-06 2008-09 TBD TBD TBD Howard

Kingsley 2006-07 2007-08 2007-08 2007-08 2009-10 2009-10 2006-07 2004-05 TBD TBD TBD Kingsley

Lehigh 2004-05 2007-08 2009-10 2007-08 2006-07 TBD TBD TBD TBD Lehigh

Linda Vista 2007-08 TBD 2008-09 TBD 2009-10 TBD TBD TBD Linda Vista

Lincoln 2007-08 TBD 2007-08 TBD 2005-06 TBD TBD TBD TBD Lincoln

Mariposa 2005-06 2007-08 TBD 2008-09 TBD 2009-10 TBD TBD TBD TBD Mariposa

Mission 2008-09 2007-08 2006-07 2008-09 TBD 2008-09 TBD 2004-05 TBD TBD TBD TBD Mission

Monte Vista 2006-07 TBD 2007-08 2009-10 2009-10 TBD TBD TBD Monte Vista

Montera Interim Montera Interim

Moreno 2006-07 2006-07 2008-09 2004-05 TBD 2007-08 2009-10 TBD TBD TBD TBD Moreno

Ramona 2005-06 2008-09 2006-07 2008-09 2008-09 TBD 2008-09 2008-09 TBD TBD TBD TBD Ramona

Sultana 2007-08 2004-05 2007-08 2004-05 2004-05 2008-09 TBD TBD TBD Sultana

Vineyard 2006-07 2005-06 TBD 2009-10 TBD 2008-09 TBD TBD TBD Vineyard

De Anza 2005-06 TBD TBD TBD TBD TBD De Anza

Oaks Oaks

Serrano 2006-07 2006-07 2008-09 2008-09 TBD 2007-08 TBD 2007-08 TBD TBD TBD TBD Serrano

Vernon 2005-06 2006-07 TBD 2007-08 2007-08 TBD TBD TBD TBD Vernon

Vina Danks 2007-08 2008-09 TBD TBD 2007-08 TBD TBD TBD TBD Vina Danks

Vista Grande Interim Vista Grande Interim

Wiltsey 2006-07 2007-08 TBD 2009-10 TBD 2006-07 TBD TBD TBD TBD Wiltsey

Briggs Center N/A N/A TBD 2009-10 TBD TBD Briggs Center

Hardy Center N/A TBD N/A TBD TBD Hardy Center

Nutrition Center N/A Nutrition Center

Transportation N/A N/A Transportation

Warehouse 2004-05 N/A N/A TBD N/A TBD Warehouse

Est. Total Cost $ 1,950,000 $ 2,100,000 -$ $ 600,000 $ 500,000 $ 400,000 $ 35,000 $ 800,000 $ 1,680,000 $ 2,000,000 $ 1,100,000 $ - $450,000 $ 1,800,000 $ - -$ -$ 13,415,000$

Group I - Projects having the highest priority, based on relative impact on the safety and orderliness of school operations. Group II - Projects having the second highest priority, based on relative impact on the safety and orderliness of school operations. Group III - Projects having the third highest priority, based on relative impact on the safety and orderliness of school operations.

- Project completed20XX-XX - Projected date of completion

TBD - Projected completion date to be determined

Plumbing Irrigation Electrical SiteInterior PaintingPortable

Classroom Refurbishing

WindowsBell/Clock

SystemExterior Painting

Wall Systems (Doors, Frames &

Hardware)

Flooring/ Carpeting

SUMMARY OF COMPLETED AND PLANNED MAJOR MAINTENANCE PROJECTSGROUP III

Site Roofing Fire Alarm SystemIntercom/ Telephone

System

Asphalt/ Concrete

HVAC SystemsSeptic System

ConversionSecurity Systems

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Capital Facilities The Capital Facilities Fund is used to accumulate developer fees paid to the district for residential and or commercial new construction or major reconstruction occurring within the district’s boundaries. Allowable expenditures in the fund include capital projects in terms of facility modernization, expansion, and or leasing. The majority of expenses in this fund are for the leases associated with the modular buildings throughout the district. In most years the revenue from developer fees has not been enough to pay for the total of the payments for these leases and thus has required a contribution from the unrestricted General Fund.

Building and County School Facilities Building Fund The Building Fund is used to accumulate and track the proceeds and expenditures for the General Obligation Bond

previously discussed. These dollars are being used in conjunction with our modernization and other state construction dollars to maximize our construction and development opportunities.

County School Facilities The County School Facilities Fund is used to accumulate and track the proceeds and expenditures for modernization monies that the Ontario-Montclair School District has already been awarded. Additionally, we are awaiting passage of the November

State Bond Measure for additional modernization monies that will further utilize our Bond proceeds.

Safety… Usability…

Functionality…

We are building safe schools for the students

and staff of today and beyond…

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Site Budgets

Site

Information and Budgets

See the Appendix for a complete Chart of Accounts

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PRINCIPAL PRINCIPAL ASST PRINCIPAL ASST PRINCIAL OFFICE MANAGER OFFICE MANAGER CUSTODIAL CUSTODIAL BUDGET FTE BUDGET FTE BUDGET FTE BUDGET FTE

Montera 129,105.00 1.00 5,610.00 51,215.00 1.00 132,140.00 2.50Vista Grande 133,060.00 1.00 5,610.00 51,773.00 1.00 114,087.00 2.00Arroyo 133,060.00 1.00 5,610.00 49,289.00 1.00 138,387.00 2.50Berlyn 134,791.00 1.00 120,213.00 1.00 46,631.00 1.00 143,210.00 2.50Bon View 133,060.00 1.00 5,610.00 50,328.00 1.00 143,209.00 2.50Buena Vista 134,754.00 1.00 5,610.00 52,740.00 1.00 111,119.00 2.00Central 134,791.00 1.00 5,610.00 52,038.00 1.00 117,591.00 2.00Corona 126,337.00 1.00 5,610.00 55,034.00 1.00 137,276.00 2.50Haynes 131,000.00 1.00 109,869.00 1.00 52,123.00 1.00 168,765.00 3.00Del Norte 129,105.00 1.00 5,733.00 59,621.00 1.00 135,604.00 2.50Edison 131,038.00 1.00 5,610.00 53,163.00 1.00 116,929.00 2.00El Camino 130,850.00 1.00 123,898.00 1.00 52,209.00 1.00 136,184.00 2.50Elderberry 132,895.00 1.00 5,610.00 47,745.00 1.00 129,350.00 2.50Euclid 129,105.00 1.00 125,511.00 1.00 51,880.00 1.00 144,314.00 2.50Hawthorne 128,832.00 1.00 118,668.00 1.00 44,350.00 1.00 138,152.00 2.50Howard 131,188.00 1.00 5,610.00 46,882.00 1.00 142,033.00 2.50Kingsley 139,187.00 1.00 123,335.00 1.00 51,540.00 1.00 138,108.00 2.50Lehigh 127,060.00 1.00 5,610.00 52,212.00 1.00 144,675.00 2.50Lincoln 133,060.00 1.00 178,484.00 1.00 53,113.00 1.00 319,008.00 5.88Linda Vista 131,038.00 1.00 5,610.00 51,099.00 1.00 134,514.00 2.50Mariposa 134,791.00 1.00 120,213.00 1.00 50,328.00 1.00 139,841.00 2.50Mission 133,060.00 1.00 123,298.00 1.00 46,631.00 1.00 144,113.00 2.50Monte Vista 136,377.00 1.00 5,610.00 49,749.00 1.00 169,195.00 3.00Moreno 131,188.00 1.00 122,548.00 1.00 50,661.00 1.00 224,594.00 4.13Ramona 130,850.00 1.00 5,610.00 52,537.00 1.00 141,010.00 2.50Sultana 135,620.00 1.00 5,610.00 52,123.00 1.00 137,974.00 2.50Vineyard 132,745.00 1.00 5,610.00 47,618.00 1.00 120,029.00 2.00De Anza 130,822.00 1.00 108,544.00 1.00 54,681.00 1.00 174,054.00 3.00Wiltsey 130,854.00 1.00 114,721.00 1.00 54,572.00 1.00 179,033.00 3.50Serrano 132,803.00 1.00 107,796.00 1.00 54,778.00 1.00 199,635.00 3.50Vernon 130,065.00 1.00 127,452.00 1.00 51,066.00 1.00 194,294.00 3.50Vina Danks 130,822.00 1.00 107,871.00 1.00 51,428.00 1.00 192,316.00 3.50Oaks 134,754.00 1.00 123,661.00 1.00 55,783.00 1.00 199,529.00 3.50TOTAL 4,358,067.00 33.00 2,051,575.00 16.00 1,696,940.00 33.00 5,100,272.00 91.51

One principal (1.00 FTE) per site

FTE determined by formula. Sites with no Assistant Principal received a $5,000 (plus

benefits) administrative stipendOne Office Manager (1.00 FTE) per site FTE determined by site allocation formula

Staffing Information

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SCHOOL CLERK SCHOOL CLERK REG ED TEACHERS REG ED TEACHERS CSR TEACHERS CSR TEACHERSBUDGET FTE BUDGET FTE BUDGET FTE

Montera 45,392.00 1.19 723,311.00 10.00 925,966.00 12.00Vista Grande 47,695.00 1.25 744,754.00 9.00 859,356.00 11.00Arroyo 49,206.00 1.31 1,007,235.00 12.00 1,120,572.00 13.00Berlyn 52,820.00 1.38 1,246,611.00 16.00 1,303,186.00 17.00Bon View 50,244.00 1.38 1,443,276.00 16.00 813,957.00 11.00Buena Vista 54,513.00 1.44 594,523.00 7.00 383,136.00 6.00Central 49,496.00 1.25 800,199.00 11.00 866,232.00 12.00Corona 51,732.00 1.38 1,102,212.00 13.00 1,088,635.00 14.00Haynes 53,267.00 1.38 1,421,858.00 16.00 1,388,207.00 17.00Del Norte 49,798.00 1.38 1,329,753.00 16.00 1,191,880.00 15.00Edison 47,646.00 1.25 745,593.00 8.00 911,620.00 12.00El Camino 54,296.00 1.44 1,279,228.00 14.00 1,290,711.00 15.00Elderberry 50,448.00 1.38 954,789.00 11.00 1,382,305.00 17.00Euclid 52,491.00 1.31 1,203,947.00 14.00 737,103.00 10.00Hawthorne 53,112.00 1.50 1,388,415.00 16.00 1,332,147.00 16.00Howard 47,722.00 1.25 1,067,549.00 12.00 1,088,971.00 13.00Kingsley 59,127.00 1.50 960,195.00 13.00 1,273,764.00 16.00Lehigh 41,978.00 1.25 1,136,029.00 13.00 964,353.00 13.00Lincoln 101,653.00 2.31 110,356.00 1.00 664,410.00 9.00Linda Vista 56,223.00 1.44 0.00 0.00 1,301,293.00 16.00Mariposa 50,776.00 1.44 1,342,241.00 16.00 1,353,770.00 17.00Mission 55,877.00 1.44 1,153,535.00 15.00 1,050,427.00 14.00Monte Vista 55,358.00 1.44 1,137,047.00 14.00 1,164,692.00 15.00Moreno 63,558.00 1.63 867,583.00 11.00 837,666.00 12.00Ramona 51,667.00 1.25 762,496.00 11.00 1,066,995.00 14.00Sultana 48,154.00 1.38 1,205,183.00 14.00 1,159,721.00 14.00Vineyard 47,605.00 1.25 1,122,857.00 12.00 1,091,927.00 13.00De Anza 51,606.00 1.38 2,896,385.00 35.00 0.00 0.00Wiltsey 55,595.00 1.50 3,073,720.00 40.00 0.00 0.00Serrano 50,826.00 1.38 2,821,352.00 36.00 0.00 0.00Vernon 55,999.00 1.44 2,698,580.00 33.00 0.00 0.00Vina Danks 59,295.00 1.44 2,993,492.00 41.00 0.00 0.00Oaks 54,313.00 1.44 3,010,754.00 37.00 0.00 0.00TOTAL 1,769,488.00 46.38 44,345,058.00 543.00 28,613,002.00 364.00

FTE per site as projected by Human Resources

FTE per site as projected by Human Resources

FTE and hours are determined by site allocation formula

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TEACHERS SUB SCHOOL DISTRCTIONARY SCHOOL FLEXIBLE SPENDING NOON AIDEBUDGET BUDGET BUDGET BUDGET

Total by site is determined by Site Allocation formula - is used

to provide substitutes for teachers due to illness, personal

necessity or other absences

Total by site is determined by Site Allocation formula - is used at the

discretion of site personnel for expenses not provided for in other

budgets

Total by site is determined by Site Allocation formula - is used to provide

adequate supplies, equipment, and materials for support of a quality

education program

Total by site is determined by Site Allocation formula - is used to provide noon

playground supervision at all sites. Also includes OMTA negotiated $4.00 per ADA

for additional release timeMontera 28,750.00 678.00 31,640.00 11,492.00Vista Grande 28,750.00 678.00 26,691.00 11,058.00Arroyo 36,250.00 711.00 32,487.00 11,596.00Berlyn 43,750.00 908.00 40,425.00 15,790.00Bon View 37,500.00 733.00 35,035.00 15,315.00Buena Vista 17,500.00 590.00 17,444.00 6,776.00Central 30,000.00 689.00 27,881.00 12,939.00Corona 40,000.00 733.00 36,309.00 15,428.00Haynes 43,750.00 908.00 40,425.00 15,790.00Del Norte 40,000.00 777.00 39,528.00 13,804.00Edison 27,500.00 667.00 25,186.00 9,206.00El Camino 42,500.00 864.00 39,886.00 15,742.00Elderberry 37,500.00 744.00 33,467.00 15,178.00Euclid 31,250.00 809.00 30,037.00 14,876.00Hawthorne 45,000.00 897.00 41,547.00 15,738.00Howard 33,750.00 711.00 30,919.00 11,458.00Kingsley 40,000.00 777.00 37,877.00 13,818.00Lehigh 37,500.00 733.00 34,839.00 15,299.00Lincoln 38,750.00 546.00 21,756.00 8,904.00Linda Vista 26,250.00 612.00 25,480.00 9,231.00Mariposa 43,750.00 908.00 41,832.00 17,632.00Mission 40,000.00 864.00 37,142.00 13,753.00Monte Vista 43,750.00 766.00 39,507.00 13,862.00Moreno 37,500.00 689.00 30,968.00 15,832.00Ramona 33,750.00 722.00 33,957.00 13,473.00Sultana 40,000.00 744.00 33,859.00 13,465.00Vineyard 33,750.00 722.00 33,061.00 13,366.00De Anza 52,500.00 963.00 72,720.00 8,740.00Wiltsey 50,000.00 985.00 77,229.00 8,740.00Serrano 51,250.00 941.00 68,184.00 8,740.00Vernon 48,750.00 908.00 65,298.00 8,740.00Vina Danks 57,500.00 996.00 77,184.00 8,740.00Oaks 55,000.00 941.00 69,120.00 8,740.00TOTAL 1,293,750.00 25,914.00 1,328,920.00 413,261.00

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# Name Assigned Sites and Days (as of 6/4/07)

DaysFunding

Mgmt Code

Funding Resource Title FTE Budgeted Amount

for 2007-2008 1 Helen Pegram Bon View (Wed) 191 0625 6500 Health 0.60 55,670.00$

Euclid (Mon) 0725 0000 Health 0.40 37,113.00$ Del Norte (Tues, Thurs, Fri) 1.00 92,783.00$

2 Denise Mick Elderberry (Fri) 191 0625 6500 Health 0.50 49,629.00$ Kingsley (Tues) 0725 0000 Health 0.50 49,630.00$ Sultana (Thurs) 1.00 99,259.00$ De Anza (Wed)

3 Teresa Rankin Buena Vista (Thurs) 191 0625 6500 Health 0.60 59,556.00$ Vista Grande (Mon) 0725 0000 Health 0.40 39,705.00$ El Camino (Wed) 1.00 99,261.00$ Vernon (Tues)

4 Carolyn Wheeler Arroyo (Thurs) 184 0625 6500 Health 0.40 31,851.00$ Central (Wed) 0725 0000 Health 0.60 47,778.00$ Vineyard (Fri) 1.00 79,629.00$ Wiltsey (Mon)

5 Marissa Sitz Lincoln (Mon - Fri) 184 0625 6500 Health 1.00 85,608.00$ 1.00 85,608.00$

6 Ynnette Wilson Berlyn (Mon) 191 0625 6500 Health 0.80 50,566.00$ Edison (Wed) 0725 0000 Health 0.20 12,641.00$ Hawthorne (Fri) 1.00 63,207.00$ Vina Danks (Thurs)

7 Peggy Yu Haynes (Tues) 191 0625 6500 Health 0.40 27,039.00$ Mission (Thurs) 0725 0000 Health 0.60 40,559.00$ Monte Vista (Wed) 1.00 67,598.00$

8 Tenative - Corona (Mon) 184 0625 6500 Health 0.90 87,650.00$ Salina Esmail Del Norte (Tues) 0725 0000 Health 0.10 9,739.00$

Mariposa(Thurs) 1.00 97,389.00$ 9 Lily Marcelle Moreno (Thurs, Fri) 92 0625 6500 Health 0.21 14,086.00$

0725 0000 Health 0.40 26,165.00$ .061 40,251.00$

10 Olivia Esquibel Montera (Thurs) 154 0625 6500 Health 0.50 47,276.00$ Lehigh (Fri) 0725 0000 Health 0.33 31,517.00$ Serrano (Wed) .084 78,793.00$

11 Cindy Tenney Howard (Wed) 138 0625 6500 Health 0.65 43,382.00$ Ramona (Fri) 0935 3710 Safe/Drug Free 0.35 23,360.00$ Oaks (Mon) 1.0 66,742.00$

12 Vacancy Linda Vista (Fri) 92 0831 6405 AB1113 .08 5,316.00$ 0935 3710 Safe/Drug Free 0.42 28,517.00$

0.5 33,833.00$ 904,353.00$ 294,847.00$ 552,313.00$

57,193.00$

Health and Family ServicesNurses

TOTAL OTHER CATEGORICAL

TOTALTOTAL GENERAL FUND

TOTAL SPECIAL ED

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Site Name DaysFunding

Mgmt Code


for 2007-2008 Arroyo Joan Lyman 183 903E 5640 Medi-Cal .75 21,445.00$

21,445.00$ Berlyn Viola Cornelison 183 0725 0000 Health .75 30,277.00$

30,645.00$ Bon View Chris McDowell 183 0725 0000 Health .75 30,429.00$

30,429.00$ Buena Vista Lynda Powers 183 0725 0000 Health .75 27,277.00$

27,277.00$ Central Irene Mata 183 0725 0000 Health .75 28,297.00$

28,297.00$ Corona Angel Garcia 183 0725 0000 Health .75 29,672.00$

29,672.00$ Del Norte Rosa Oyama 183 903E 5640 Medi-Cal .75 28,555.00$

28,555.00$ Edison Isabel Espinoza 183 0725 0000 Health .75 23,649.00$

23,649.00$ El Camino Celia Ruiz 183 903E 5640 Medi-Cal .75 25,088.00$

25,088.00$ Elderberry Diane Taylor 183 0725 0000 Health .75 29,491.00$

29,491.00$ Euclid Debbie Espinoza 183 0725 0000 Health .75 21,948.00$

21,948.00$ Hawthorne Marie Goff 183 0725 0000 Health .75 30,475.00$

30,475.00$

Health and Family ServicesHealth Aides

183 days a year/5 days a week/6 hours a day

of 223


Mgmt Code


for 2007-2008 Haynes Sylvia Almazon 183 903E 5640 Medi-Cal .75 28,417.00$

28,417.00$ Howard Cynthia Villalobos 183 0725 0000 Health .75 29,901.00$

29,901.00$ Kingsley Melinda Kemson 183 0725 0000 Health .75 25,927.00$

25,927.00$ Lehigh Arleen Nelson 183 0725 0000 Health .75 30,165.00$

30,165.00$ Lincoln LeeDean Koszyk 183 0625 6500 Health/Special Ed .75 30,783.00$

30,783.00$ Christi Walton 183 0625 6500 Health/Special Ed 038 14,031.00$ (3 hours) 14,031.00$

Linda Vista Jennie Gomez 183 0725 0000 Health .75 30,312.00$ 30,312.00$

Mariposa Pilar Rodriguez 183 0725 0000 Health .75 30,022.00$ 30,022.00$

Mission Maria Morales 183 0725 0000 Health .75 29,039.00$ 29,039.00$

Monte Vista Lakiesha Speight 183 0725 0000 Health .75 27,234.00$ 27,234.00$

Montera Lala Alvarado 183 0725 0000 Health .75 29,789.00$ 29,789.00$

Moreno Loretha Nelson 183 0625 6500 Health/Special Ed .0375 14,203.00$ 0725 0000 Health .0375 14,421.00$

.75 28,624.00$ Christi Walton 183 0725 0000 Health .38 14,031.00$ (3 hours) 14,031.00$



of 223


Mgmt Code


for 2007-2008 Ramona Patrica Burros 183 0725 0000 Health .75 30,089.00$

30,089.00$ Sultana Joanie Roberson 183 0725 0000 Health .75 29,672.00$

29,672.00$ Vineyard Alex Duran 183 0725 0000 Health .75 27,990.00$

27,990.00$ Vista Grande Mayra Lomeli 183 0725 0000 Health .75 29,187.00$

29,187.00$ De Anza Sue Beasoechea 183 0725 0000 Health .75 27,163.00$

27,163.00$ Wiltsey Rose King 183 0725 0000 Health .75 25,039.00$

25,039.00$ Serrano Angie LaVarias 183 0725 0000 Health .75 30,282.00$

30,282.00$ Vernon Debra Billings 183 0725 0000 Health .75 29,969.00$

29,969.00$ Vina Danks Linda Longo 183 0725 0000 Health .75 30,755.00$

30,755.00$ Oaks Valerie Moreno 183 0725 0000 Health .75 29,985.00$

29,985.00$ 965,377.00$ 802,855.00$

59,017.00$ 103,505.00$



TotalTotal General Fund

Total Special EdTotal Medi-Cal

of 223

Arroyo Elementary School API Test Scores

580

640630

650

675686

670

520

540

560

580

600

620

640

660

680

700

1999 2000 2001 2002 2003 2004 2005

Arroyo Elementary School The mission of Arroyo School, a safe and supportive

environment, is to provide an excellent education for all

students through high expectation, academic success, mutual

respect, and personal responsibility.

Test Scores

API – Academic Performance Index - Scores

AYP – Annual Yearly Progress

of 223

Arroyo Elementary School Historical Enrollment

658

631

640

661

679

727

699

706

721

708

643

580600620640660680700720740

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

ONTARIO-MONTCLAIR SCHOOL DISTRICT2007-2008 Site Allocation EstimateALLOCATIONS INCLUDE THE AMOUNTS LISTED FOR SPEC CIRCUMSTANCE IF APPLICABLE

ALLOCATION FORMULA FACTORS

0252/0652: CUSTODIAL FTE = 2.50 Total Number of Teachers: 29

Total Enrollment: 663

0406/0606: SCHOOL CLERK DAILY HRS & FTE EQUIVALENT = 10.50 1.31 Classroom Equivalent: 31

Assistant Principal FTE: 0.00

0502: DISCRETIONARY FUNDING TOTAL $ = 711$ Work Year in Days: 180

0606: Additional School Clerk Hours for Spec Circumstance: 0.00

0503: FLEXIBLE SPENDING TOTAL $ = 32,487$ 0652: Additional Custodial Hours for Spec Circumstance: 0.00

Additional Noon Aide Hours for Spec Circumstance: 0.00

0504: NOON AIDES DAILY HOURS = 5.00

Total Building Square Footage: 37,443

0504: NOON AIDES TOTAL GROSS $ = 10,770$ Landscape Acreage: 8.50

Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $182,349ATTNDNCE INCNTVE (OLD LOTTERY) $3,978BUILDING MAINTENANCE $6,800CLASS-SIZE REDUCTION $1,120,572CUSTODIAL SERVICES $138,387ENG LANG ACQ PRGM 4-8 (ELAP) $7,990HEALTH AIDES $21,445HIGH PRIORITY SCHOOL GRANT PRG $218,620LIMITED ENG.PROF.NCLB:TITLEIII $16,328NON-SEVERELY HANDICAPPED-RSP $107,529NOON AIDES $11,596REGULAR EDUC TCHRS $1,007,235SBCP $103,919SCHOOL CLERKS $49,206SCHOOL FLEXIBLE SPENDING $32,487SCHOOLS DISCRETIONARY FUNDS $711SDC/LH/NON-SEVERELY HANDICAPD $318,074SITE KITCHENS $50,356SUBSTITUTE TEACHERS $40,661TITLE ONE $142,853Grand Total $3,586,706

Site Budget… For the presentation of the site’s budget, the breakdown for

the expenditures will be shown by object code, function, and

goal. Please note that these expenditures represent

Unrestricted, Restricted programs (categorical aid), and do

not include planned construction.

Enrollment Data

Allocation model:

Budget by Management Code:

of 223

$22,549$11,150

$273,516

$601,545

$340,513

$2,337,433

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

CertificatedSalaries

ClassifiedSalaries

Benefits Books andSupplies

OutsideServices

Transfers

Total

School Desc ARROYO ELEMENTARY SCHOOL

Sum of Adopted Budget

Object Major Desc

$150,287$22,549

$72,165$347,206$425,603

$2,568,896

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated

Pupil Services GeneralAdministration

Plant Services

Total



Function Category

$425,603

$24,318

$2,545,808

$590,977

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

Undistributed Regular Instruction SupplementalEducation

Special Education

Total



Goal Category

Budget by Object Code:

Budget by Function Category:

Budget by Goal Category:

of 223

Berlyn Elementary School API Test Scores

438471 473 490

566586 600

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Berlyn Elementary School The mission of Berlyn Elementary School, a diverse

collaborative community of skilled learners, is to guarantee

social, physical, emotional, and academic success for every

student through a comprehensive program with a total

commitment to high expectations.

Test Scores



of 223

Berlyn Elementary School Historical Enrollment

967

967

970

1,031

1,042

1,059

1,106

1,043

956

961

849

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $120,213ADMIN-GENERAL-PRIN & OFF MGR $181,422ATTNDNCE INCNTVE (OLD LOTTERY) $14,280CLASS-SIZE REDUCTION $1,303,186CUSTODIAL SERVICES $143,210ENG LANG ACQ PRGM 4-8 (ELAP) $13,770LIMITED ENG.PROF.NCLB:TITLEIII $30,973NON-SEVERELY HANDICAPPED-RSP $117,545NOON AIDES $15,790PPS HEALTH SERVICES $30,764REGULAR EDUC TCHRS $1,246,611SBCP $172,868SCHOOL CLERKS $52,820SCHOOL FLEXIBLE SPENDING $40,425SCHOOLS DISCRETIONARY FUNDS $908SDC/LH/NON-SEVERELY HANDICAPD $87,350SITE KITCHENS $49,055SUBSTITUTE TEACHERS $49,074TITLE ONE $205,987Grand Total $3,876,251

Site Budget For the presentation of the site’s budget, the breakdown for





Enrollment Data

Allocation model:


of 223

$17,723$23,557$176,411

$706,052

$390,997

$2,561,511

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc BERLYN ELEMENTARY SCHOOL


Object Major Desc

$154,170$17,723$79,819

$519,724

$204,895

$2,899,920

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$204,895$44,743

$2,857,441

$769,172

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000


Special Education

Total



Goal Category




of 223

Bon View Elementary School API Test Scores

498

542579 590

609632 628

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Bon View Elementary School

The mission of Bon View School, a child-centered academic

community, is to guarantee all students a comprehensive

education through shared responsibility among students,

parents, families, staff, and community.

Test Scores



of 223

Bon View Elementary School Historical Enrollment

844

820

885

916

915

901

936

912

847

793

804

700750800850900950

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07











0504: NOON AIDES DAILY HOURS (includes Add'l for Spec Circ) = 7.00



Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $183,388ATTNDNCE INCNTVE (OLD LOTTERY) $8,591CLASS-SIZE REDUCTION $813,957CUSTODIAL SERVICES $143,209ENG LANG ACQ PRGM 4-8 (ELAP) $16,575LIMITED ENG.PROF.NCLB:TITLEIII $26,629NON-SEVERELY HANDICAPPED-RSP $63,807NOON AIDES $15,315PPS HEALTH SERVICES $30,549PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,443,276SBCP $153,470SCHOOL CLERKS $50,244SCHOOL FLEXIBLE SPENDING $35,035SCHOOLS DISCRETIONARY FUNDS $733SDC/LH/NON-SEVERELY HANDICAPD $194,873SITE KITCHENS $49,609SUBSTITUTE TEACHERS $42,064TITLE ONE $171,990Grand Total $3,495,704

Site Budget

For the presentation of the site’s budget, the breakdown for





Enrollment

Allocation Model


of 223

$17,727$5,135$122,600

$623,637

$325,344

$2,401,261

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc BON VIEW ELEMENTARY SCHOOL


Object Major Desc

$148,709$17,727

$160,584

$335,344$258,680

$2,574,660

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$258,680

$43,204

$2,551,786

$642,034

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000


Special Education

Total



Goal Category




of 223

Buena Vista Arts-integrated School API Test Scores

639 637

683688

677

715

725

580

600

620

640

660

680

700

720

740

1999 2000 2001 2002 2003 2004 2005

Buena Vista Arts-integrated School

The mission at Buena Vista Arts-integrated School, dedicated to

excellence and creativity, is to guarantee the mastery of

academic skills and acquisition of developmental assets for

students through a rigorous education.

Test Scores



of 223

Buena Vista Arts-integrated School Historical Enrollment

317

328

339

342

335

340

350

360

355

364

355

290300310320330340350360370

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $187,494ADMIN-OTHER ADMIN/SPEC CIRC $80,929ATTNDNCE INCNTVE (OLD LOTTERY) $3,204CLASS-SIZE REDUCTION $383,136CUSTODIAL SERVICES $87,985ENG LANG ACQ PRGM 4-8 (ELAP) $2,635LIMITED ENG.PROF.NCLB:TITLEIII $4,555NOON AIDES $6,776PPS HEALTH SERVICES $27,276REGULAR EDUC TCHRS $594,523SBCP $40,490SCHOOL CLERKS $54,513SCHOOL FLEXIBLE SPENDING $17,444SCHOOLS DISCRETIONARY FUNDS $590SITE KITCHENS $22,593SUBSTITUTE TEACHERS $19,630TITLE II-TEACHER QUALITY $62,819TITLE ONE $51,711Grand Total $1,653,913

Site Budget






Enrollment

Allocation Model


of 223

$7,339$4,290

$112,929

$285,576

$186,568

$1,057,211

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc BUENA VISTA SCHOOL


Object Major Desc

$90,985$7,339

$49,869

$322,936

$1,182,784

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Regular Education Instruction Related Pupil Services GeneralAdministration

Plant Services

Total



Function Category

$7,190

$1,175,958

$470,765

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Undistributed Regular Instruction Supplemental Education

Total



Goal Category




of 223

Central Elementary School API Test Scores

395373

464505

580 580615

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Central Elementary School

The mission of Central School, a diverse educational

community, is to ensure all students a challenging and balanced

education, focusing on individual needs for success in a rapidly

changing world.

Test Scores



of 223

Central Elementary School Historical Enrollment

533

514

568

579

606

626

600

593

603

580

578

0100200300400500600700

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $122,642ADMIN-GENERAL-PRIN & OFF MGR $186,829ATTNDNCE INCNTVE (OLD LOTTERY) $10,960BUILDING MAINTENANCE $134CLASS-SIZE REDUCTION $866,232CUSTODIAL SERVICES $117,591DEANZA&CNTRL-ADA MOD $0ENG LANG ACQ PRGM 4-8 (ELAP) $12,580LIMITED ENG.PROF.NCLB:TITLEIII $25,367NON-SEVERELY HANDICAPPED-RSP $118,197NOON AIDES $12,939PPS HEALTH SERVICES $28,296REGULAR EDUC TCHRS $800,199SBCP $133,898SCHOOL CLERKS $49,496SCHOOL FLEXIBLE SPENDING $27,881SCHOOLS DISCRETIONARY FUNDS $689SITE KITCHENS $55,198SUBSTITUTE TEACHERS $33,651TITLE ONE $129,992Grand Total $2,732,771

Site Budget






Enrollment

Allocation Model


of 223

$12,399$31,959$63,515

$542,239

$309,214

$1,773,445

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000


ClassifiedSalaries


CapitalOutlay

OutsideServices

Transfers

Total

School Desc CENTRAL SCHOOL


Object Major Desc

$123,120

$12,399$83,494

$493,441

$118,197

$1,902,120

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$118,197

$49,391

$1,854,850

$710,333

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000


Special Education

Total



Goal Category




of 223

Corona Elementary School API Test Scores

384

428467

487

558588

606

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Corona Elementary School

The mission of Corona Elementary School, a community-

involved school, is to guarantee each student academic success

through exemplary instruction using challenging, district-

approved curriculum.

Test Scores



of 223

Corona Elementary School Historical Enrollment

749

767

885

928

906

916

807

789

779

699

678

01002003004005006007008009001,000

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $181,371ATTNDNCE INCNTVE (OLD LOTTERY) $12,198CLASS-SIZE REDUCTION $1,088,635CUSTODIAL SERVICES $137,276ENG LANG ACQ PRGM 4-8 (ELAP) $16,320LIMITED ENG.PROF.NCLB:TITLEIII $30,062NON-SEVERELY HANDICAPPED-RSP $112,395NOON AIDES $15,428PPS HEALTH SERVICES $29,793REGULAR EDUC TCHRS $1,102,212SBCP $158,223SCHOOL CLERKS $51,732SCHOOL FLEXIBLE SPENDING $36,309SCHOOLS DISCRETIONARY FUNDS $733SDC/LH/NON-SEVERELY HANDICAPD $350,961SITE KITCHENS $53,255SUBSTITUTE TEACHERS $44,868TITLE ONE $163,705Grand Total $3,591,086

of 223

$15,239$27,420$126,675

$670,667

$385,897

$2,365,188

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc CORONA ELEMENTARY SCHOOL


Object Major Desc

$146,776$15,239$97,937

$372,320$463,356

$2,495,458

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$629,925

$2,451,423

$46,382

$463,356

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Del Norte Elementary School API Test Scores

423 435

501537

604 599621

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Del Norte Elementary School

Del Norte, a progressive educational community, guarantees

students a comprehensive education by creating a safe and

supportive environment with high standards for all.

Test Scores



of 223

Del Norte Elementary School Historical Enrollment

888

927

921

980

983

964

814

881

888

787

694

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,733ADMIN-GENERAL-PRIN & OFF MGR $188,726ATTNDNCE INCNTVE (OLD LOTTERY) $9,968CLASS-SIZE REDUCTION $1,191,880CUSTODIAL SERVICES $135,604ENG LANG ACQ PRGM 4-8 (ELAP) $16,150HEALTH AIDES $28,675LIMITED ENG.PROF.NCLB:TITLEIII $28,450NON-SEVERELY HANDICAPPED-RSP $108,653NOON AIDES $13,804PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,329,753SBCP $153,168SCHOOL CLERKS $49,798SCHOOL FLEXIBLE SPENDING $39,528SCHOOLS DISCRETIONARY FUNDS $777SITE KITCHENS $64,491SUBSTITUTE TEACHERS $50,212TITLE ONE $162,847VAR. SITES TERMITE DAMAGE REPL $4,800Grand Total $3,629,797

of 223

$17,326$79,971$150,911

$601,655

$324,701

$2,455,233

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc DEL NORTE ELEMENTARY SCHOOL


Object Major Desc

$149,740$17,326

$203,055

$338,404

$108,653

$2,812,619

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$108,653$43,160

$707,708

$2,770,276

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Edison Elementary School API Test Scores

574601

632 640673 691

737

0

100

200

300

400

500

600

700

800

1999 2000 2001 2002 2003 2004 2005

Edison Elementary School

The mission of Edison Elementary School, a caring neighborhood school, is to guarantee a balanced educational program by partnering staff, parents, and community to provide all students with the knowledge, skills, and attitudes to become life-long learners.

Test Scores



of 223

Edison Elementary School Historical Enrollment

545

571

556

506

510

519

547

538

541

527

518

460480500520540560580

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $184,201ATTNDNCE INCNTVE (OLD LOTTERY) $5,150CLASS-SIZE REDUCTION $911,620CUSTODIAL SERVICES $116,929ENG LANG ACQ PRGM 4-8 (ELAP) $4,505LIMITED ENG.PROF.NCLB:TITLEIII $13,034NON-SEVERELY HANDICAPPED-RSP $118,218NOON AIDES $9,206PPS HEALTH SERVICES $23,649REGULAR EDUC TCHRS $745,593SBCP $83,268SCHOOL CLERKS $47,646SCHOOL FLEXIBLE SPENDING $25,186SCHOOLS DISCRETIONARY FUNDS $667SITE KITCHENS $43,850SUBSTITUTE TEACHERS $30,847TITLE II-TEACHER QUALITY $66,331TITLE ONE $96,852Grand Total $2,532,362

of 223

$11,571$7,144$78,059

$472,189

$266,179

$1,697,220

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc EDISON ELEMENTARY SCHOOL


Object Major Desc

$121,429$11,571$67,499

$334,786

$118,218

$1,878,859

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$118,218

$17,539

$1,862,208

$534,397

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000


Special Education

Total



Goal Category




of 223

El Camino Elementary School API Test Scores

584609

644 639 658696 714

0

100

200

300

400

500

600

700

800

1999 2000 2001 2002 2003 2004 2005

El Camino Elementary School

The mission of El Camino School, a progressive community of

educators and learners, is to empower every student with skills

and knowledge to become a productive member of society

through a dynamic educational environment.

Test Scores



of 223

El Camino Elementary School Historical Enrollment

821

753

755

763

825

846

898

914

885

820

762

01002003004005006007008009001,000

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $123,898ADMIN-GENERAL-PRIN & OFF MGR $183,059ATTNDNCE INCNTVE (OLD LOTTERY) $13,284CLASS-SIZE REDUCTION $1,290,711CUSTODIAL SERVICES $136,184ENG LANG ACQ PRGM 4-8 (ELAP) $10,030HEALTH AIDES $25,088LIMITED ENG.PROF.NCLB:TITLEIII $19,341NON-SEVERELY HANDICAPPED-RSP $111,288NOON AIDES $15,742PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,279,228SBCP $123,125SCHOOL CLERKS $54,296SCHOOL FLEXIBLE SPENDING $39,886SCHOOLS DISCRETIONARY FUNDS $864SDC/LH/NON-SEVERELY HANDICAPD $169,697SH/SDC $236,471SITE KITCHENS $52,723SUBSTITUTE TEACHERS $47,672TITLE ONE $149,705Grand Total $4,129,072

Site Budget






Enrollment

Allocation Model


of 223

$15,016$25,575$118,355

$743,962

$459,870

$2,766,294

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc EL CAMINO ELEMENTARY SCHOOL


Object Major Desc

$136,784$15,016

$207,328

$407,863$517,456

$2,844,625

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$517,456

$29,371

$2,816,741

$765,504

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Elderberry Elementary School API Test Scores

501 508 517 519

615644 644

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Elderberry Elementary School

We, the diverse educational team of Elderberry School, guarantee our learning community progressive achievement in a safe environment by dedicating ourselves to quality instruction, integrity, innovation, collaboration, and a commitment to excellence.

Test Scores



of 223

Elderberry Elementary School Historical Enrollment

787

870

904

896

891

947

977

831

856

847

685

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $180,640ATTNDNCE INCNTVE (OLD LOTTERY) $1,378CLASS-SIZE REDUCTION $1,382,305CUSTODIAL SERVICES $129,350ENG LANG ACQ PRGM 4-8 (ELAP) $11,900LIMITED ENG.PROF.NCLB:TITLEIII $28,871NON-SEVERELY HANDICAPPED-RSP $120,274NOON AIDES $15,178PPS HEALTH SERVICES $29,613PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $954,789SBCP $154,173SCHOOL CLERKS $50,448SCHOOL FLEXIBLE SPENDING $33,467SCHOOLS DISCRETIONARY FUNDS $744SH/SDC $94,267SITE KITCHENS $49,064SUBSTITUTE TEACHERS $42,064TITLE ONE $162,847Grand Total $3,493,762

Site Budget






Enrollment

Allocation Model


of 223

$17,161$15,837$103,804

$633,509

$359,946

$2,363,505

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc ELDERBERRY ELEMENTARY SCHOOL


Object Major Desc

$136,717$17,161$186,073

$389,813

$214,541

$2,549,457

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$214,541

$39,310

$2,510,749

$729,162

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Euclid Elementary School API Test Scores

355374

400415

511

555 552

0

100

200

300

400

500

600

1999 2000 2001 2002 2003 2004 2005

Euclid Elementary School

The mission of Euclid Elementary School, a united educational

community, is to guarantee all students success in achieving

their life-long goals through academic excellence.

Test Scores



of 223

Euclid Elementary School Historical Enrollment

788

786

804

793

800

788

805

669

674

634

600

0100200300400500600700800900

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07






Assistant Principal FTE (spec circ): 1.00








Management Code Description TotalADMIN-ASST PRINCIPAL $125,511ADMIN-GENERAL-PRIN & OFF MGR $180,985ATTNDNCE INCNTVE (OLD LOTTERY) $9,856CLASS-SIZE REDUCTION $737,103CUSTODIAL SERVICES $144,314ENG LANG ACQ PRGM 4-8 (ELAP) $19,040LIMITED ENG.PROF.NCLB:TITLEIII $32,935NON-SEVERELY HANDICAPPED-RSP $103,400NOON AIDES $14,876PPS HEALTH SERVICES $21,948PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,203,947SBCP $163,996SCHOOL CLERKS $52,491SCHOOL FLEXIBLE SPENDING $30,037SCHOOLS DISCRETIONARY FUNDS $809SITE KITCHENS $55,499SUBSTITUTE TEACHERS $35,053TITLE ONE $155,706Grand Total $3,134,286

Site Budget






Enrollment

Allocation Model


of 223

$17,653$26,445$77,646

$568,085

$361,474

$2,082,983

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc EUCLID ELEMENTARY SCHOOL


Object Major Desc

$152,314$17,653

$145,852

$523,896

$103,400

$2,191,171

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$103,400$50,308

$2,143,326

$837,252

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

Hawthorne Elementary School API Test Scores

567

620 607 606

657

569

695

0

100

200

300

400

500

600

700

800

1999 2000 2001 2002 2003 2004 2005

Hawthorne Elementary School Hawthorne Elementary School, a diverse community with high

expectations, ensures that all students gain a quality education

through a collaborative commitment to every child’s future.

Test Scores



of 223

Hawthorne Elementary School Historical Enrollment

806

840

909

904

936

972

951

912

864

853

830

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $118,668ADMIN-GENERAL-PRIN & OFF MGR $173,182ATTNDNCE INCNTVE (OLD LOTTERY) $6,520CLASS-SIZE REDUCTION $1,332,147CUSTODIAL SERVICES $138,152ENG LANG ACQ PRGM 4-8 (ELAP) $8,500LIMITED ENG.PROF.NCLB:TITLEIII $21,513NON-SEVERELY HANDICAPPED-RSP $81,171NOON AIDES $15,738PPS HEALTH SERVICES $30,596PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,388,415SBCP $135,801SCHOOL CLERKS $63,112SCHOOL FLEXIBLE SPENDING $41,547SCHOOLS DISCRETIONARY FUNDS $897SDC/LH/NON-SEVERELY HANDICAPD $278,647SITE KITCHENS $48,568SUBSTITUTE TEACHERS $50,476TITLE ONE $165,133#N/A $35,700Grand Total $4,181,263

of 223

$16,197$25,578$35,700$152,467

$730,084

$458,557

$2,762,680

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


CapitalOutlay

OutsideServices

Transfers

Total

School Desc HAWTHORNE ELEMENTARY SCHOOL


Object Major Desc

$181,952$16,197

$159,923

$457,185$359,818

$3,006,188

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$359,818

$30,013

$2,977,694

$813,738

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Haynes Elementary School API Test Scores

501

576609 607

647624

661

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Haynes Elementary School Haynes Elementary School, a diverse community with high

expectations, ensures that all students gain a quality education

through a collaborative commitment to every child’s future.

Test Scores



of 223

Haynes Elementary School Historical Enrollment

806

840

909

904

936

972

951

912

864

853

830

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $109,869ADMIN-GENERAL-PRIN & OFF MGR $183,123ATTNDNCE INCNTVE (OLD LOTTERY) $7,542CLASS-SIZE REDUCTION $1,388,207CUSTODIAL SERVICES $168,765ENG LANG ACQ PRGM 4-8 (ELAP) $12,920HEALTH AIDES $28,517LIMITED ENG.PROF.NCLB:TITLEIII $29,572NON-SEVERELY HANDICAPPED-RSP $117,228NOON AIDES $15,790REGULAR EDUC TCHRS $1,421,858SBCP $167,757SCHOOL CLERKS $53,267SCHOOL FLEXIBLE SPENDING $40,425SCHOOLS DISCRETIONARY FUNDS $908SDC/LH/NON-SEVERELY HANDICAPD $117,114SITE KITCHENS $55,864SUBSTITUTE TEACHERS $49,074TITLE ONE $151,705Grand Total $4,119,505

of 223

$14,708$1,450

$240,953

$706,218

$360,863

$2,795,313

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc RICHARD E HAYNES ELEM SCHOOL


Object Major Desc

$168,765$14,708$112,877

$434,250

$234,342

$3,154,563

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$234,342$42,492

$3,114,221

$728,450

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Howard Elementary School API Test Scores

593

611 615610

664

648

695

540

560

580

600

620

640

660

680

700

720

1999 2000 2001 2002 2003 2004 2005

Howard Elementary School

The mission of Howard Elementary School, a caring, supportive,

and diverse community, is to guarantee our students a quality

education focusing on academics and preparing them for an

ever-changing world.

Test Scores



of 223














Howard Elementary School Historical Enrollment

535

604

619

636

662

631

649

671

626

624

656

0100200300400500600700800

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $178,070ATTNDNCE INCNTVE (OLD LOTTERY) $9,044CLASS-SIZE REDUCTION $1,088,971CUSTODIAL SERVICES $142,033ENG LANG ACQ PRGM 4-8 (ELAP) $10,625LIMITED ENG.PROF.NCLB:TITLEIII $22,635NON-SEVERELY HANDICAPPED-RSP $120,256NOON AIDES $11,458PPS HEALTH SERVICES $30,000PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,067,549SBCP $128,656SCHOOL CLERKS $47,722SCHOOL FLEXIBLE SPENDING $30,919SCHOOLS DISCRETIONARY FUNDS $711SDC/LH/NON-SEVERELY HANDICAPD $123,396SITE KITCHENS $41,788SUBSTITUTE TEACHERS $37,857TITLE ONE $135,420Grand Total $3,279,500

of 223

$14,650$17,277$94,028

$565,758

$331,459

$2,256,328

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc HOWARD ELEMENTARY SCHOOL


Object Major Desc

$143,033$14,650

$164,438$337,102$243,652

$2,376,625

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$243,652

$11,697

$2,366,611

$657,540

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

Kingsley Elementary School API Test Scores

417441

467485

562599

627

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Kingsley Elementary School

The mission of Kingsley Elementary, a diverse, community-

centered school, is to guarantee all students the essential skills

to become life-long learners by addressing their individual

needs and strengths through a collaborative process.

Test Scores



of 223














Kingsley Elementary School Historical Enrollment

1,090

1,005

995

1,034

1,139

1,061

1,023

871

828

801

791

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Management Code Description TotalADMIN-ASST PRINCIPAL $123,335ADMIN-GENERAL-PRIN & OFF MGR $190,727AFTER-SCH LRNG & SAFE NEIGHBOR $31,385ATTNDNCE INCNTVE (OLD LOTTERY) $8,762CLASS-SIZE REDUCTION $1,273,764CUSTODIAL SERVICES $138,108ENG LANG ACQ PRGM 4-8 (ELAP) $15,640LIMITED ENG.PROF.NCLB:TITLEIII $34,056NON-SEVERELY HANDICAPPED-RSP $103,360NOON AIDES $13,818PPS HEALTH SERVICES $26,027PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $960,195SBCP $180,746SCHOOL CLERKS $59,127SCHOOL FLEXIBLE SPENDING $37,877SCHOOLS DISCRETIONARY FUNDS $777SITE KITCHENS $49,628SUBSTITUTE TEACHERS $44,868TITLE II-TEACHER QUALITY $119,652TITLE ONE $186,846Grand Total $3,645,478






Enrollment

Allocation Model


of 223

$25,656$70,290$127,643

$627,756

$304,203

$2,489,930

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc KINGSLEY ELEMENTARY SCHOOL


Object Major Desc

$148,508$25,656

$169,370

$559,847

$103,360

$2,638,737

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$103,360$49,696

$2,629,704

$862,718

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Lehigh Elementary School API Test Scores

453477 488 499

556588

622

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Lehigh Elementary School The mission of Lehigh Elementary, an empowering educational

organization, is to guarantee personal excellence for all learners

through a home-school partnership committed to high

academic and social standards.

Test Scores



of 223

Lehigh Elementary School Historical Enrollment

988

928

954

942

970

1,030

1,056

771

731

687

723

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $179,272AFTER-SCH LRNG & SAFE NEIGHBOR $38,122ATTNDNCE INCNTVE (OLD LOTTERY) $9,870CLASS-SIZE REDUCTION $964,353CUSTODIAL SERVICES $144,675ENG LANG ACQ PRGM 4-8 (ELAP) $13,685LIMITED ENG.PROF.NCLB:TITLEIII $29,852NON-SEVERELY HANDICAPPED-RSP $187,460NOON AIDES $15,299PPS HEALTH SERVICES $30,264PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,136,029SBCP $160,373SCHOOL CLERKS $42,092SCHOOL FLEXIBLE SPENDING $34,839SCHOOLS DISCRETIONARY FUNDS $733SDC/LH/NON-SEVERELY HANDICAPD $205,831SITE KITCHENS $56,721SUBSTITUTE TEACHERS $42,064TITLE II-TEACHER QUALITY $45,884TITLE ONE $168,562Grand Total $3,558,370

Site Budget






Enrollment

Allocation Model


of 223

$20,094$28,026$192,054

$611,566

$361,850

$2,344,780

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc LEHIGH ELEMENTARY SCHOOL


Object Major Desc

$152,884$20,094

$134,022

$360,474$393,291

$2,459,483

$38,122$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$393,291

$43,537

$2,458,672

$662,870

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Lincoln Elementary School API Test Scores

590585

666

540

560

580

600

620

640

660

680

1999 2000 2001 2002 2003 2004 2005

Lincoln Elementary School Our mission at Lincoln Elementary School, a highly diverse,

dynamic and uniquely integrated educational community, is to

ensure all students a quality education through commitment to

excellence.

Test Scores



of 223

Lincoln Elementary School Historical Enrollment

393

420

434

452

426

394

389

407

402

372

355

050100150200250300350400450500

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-GENERAL-PRIN & OFF MGR $150,588ADMIN-SPEC ED-ASST PRIN $178,484ADMIN-SPEC ED-OFF MGR $35,585ATTNDNCE INCNTVE (OLD LOTTERY) $1,560CLASS-SIZE REDUCTION $664,410CUSTODIAL SERVICES $173,361ENG LANG ACQ PRGM 4-8 (ELAP) $2,040LIMITED ENG.PROF.NCLB:TITLEIII $17,519NOON AIDES $8,904PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $110,356SBCP $89,579SCHOOL CLERKS $58,568SCHOOL FLEXIBLE SPENDING $21,756SCHOOLS DISCRETIONARY FUNDS $546SH/SDC-LINCOLN $2,775,966SITE KITCHENS $51,931SPEC CIRC-CUSTODIAL $145,647SPEC CIRC-SCHOOL CLERK $43,085SPECIAL ED HEALTH SERVICES $30,889SUBSTITUTE TEACHERS $43,466TITLE ONE $69,138Grand Total $4,720,158

Site Budget






Enrollment

Allocation Model


of 223

$9,465$12,850$105,957

$984,959

$1,250,578

$2,356,349

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc LINCOLN SCHOOL


Object Major Desc

$324,008

$9,465$129,519

$477,972

$2,860,100

$919,094

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

Regular Education Special Education InstructionRelated


Plant Services

Total



Function Category

$3,303,077

$19,559

$900,525

$496,997

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Linda Vista Elementary School Historical Enrollment

503

475

467

435

482

427

415

396

372

383

374

0100200300400500600

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Linda Vista Elementary School

The mission of Linda Vista School, an early childhood

education center, is to guarantee all students a strong

foundation for life-long learning through a child-centered

program within a supportive environment.

Site Budget






Enrollment

Allocation Model

of 223

Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $182,137ATTNDNCE INCNTVE (OLD LOTTERY) $2,569CLASS-SIZE REDUCTION $1,301,293CUSTODIAL SERVICES $134,514LIMITED ENG.PROF.NCLB:TITLEIII $16,958NOON AIDES $9,231PPS HEALTH SERVICES $30,822PUPIL RETENTION BLOCK GRANT $46,780SBCP $88,700SCHOOL CLERKS $56,223SCHOOL FLEXIBLE SPENDING $25,480SCHOOLS DISCRETIONARY FUNDS $612SDC/LH/NON-SEVERELY HANDICAPD $375,933SITE KITCHENS $43,048SUBSTITUTE TEACHERS $29,445TITLE ONE $86,566Grand Total $2,435,921

$10,189$10,851$500$58,012

$415,431$312,578

$1,628,360

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000


ClassifiedSalaries


CapitalOutlay

OutsideServices

Transfers

Total

School Desc LINDA VISTA ELEMENTARY SCHOOL


Object Major Desc

$140,270

$10,189

$234,501$255,033

$375,933

$1,419,995

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000



Plant Services

Total



Function Category

$375,933

$16,958

$1,403,895

$639,135

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000


Special Education

Total



Goal Category





of 223

Mariposa Elementary School API Test Scores

383424

462 470

552572

593

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Mariposa Elementary School The mission of Mariposa Elementary School, a community of learners, is to empower all students to become leaders and architects of the 21st Century through a challenging and balanced educational program.

Test Scores



of 223














Mariposa Elementary School Historical Enrollment

915

986

936

944

1,027

1,046

918

887

838

836

757

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Management Code Description TotalADMIN-ASST PRINCIPAL $120,213ADMIN-GENERAL-PRIN & OFF MGR $185,119ATTNDNCE INCNTVE (OLD LOTTERY) $17,086CLASS-SIZE REDUCTION $1,353,770CUSTODIAL SERVICES $139,841ENG LANG ACQ PRGM 4-8 (ELAP) $19,465LIMITED ENG.PROF.NCLB:TITLEIII $35,388NON-SEVERELY HANDICAPPED-RSP $120,862NOON AIDES $17,632PPS HEALTH SERVICES $30,144REGULAR EDUC TCHRS $1,342,241SBCP $183,628SCHOOL CLERKS $50,776SCHOOL FLEXIBLE SPENDING $41,832SCHOOLS DISCRETIONARY FUNDS $908SDC/LH/NON-SEVERELY HANDICAPD $117,828SITE KITCHENS $55,968SUBSTITUTE TEACHERS $49,074TITLE ONE $196,185Grand Total $4,077,960

Site Budget






Enrollment

Allocation Model


of 223

$18,071$15,820$55,893

$697,885

$369,059

$2,921,232

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc MARIPOSA ELEMENTARY SCHOOL


Object Major Desc

$145,941$18,071$207,090

$503,024

$238,690

$2,965,144

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000



Plant Services

Total



Function Category

$238,690$54,853

$2,913,067

$871,350

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Mission Elementary School API Test Scores

383424

462 470

552572

593

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Mission Elementary School

Mission Elementary School, a caring student-centered learning

environment, assures all students a superior education through

a partnership between school and community.

Test Scores



of 223














Mission Elementary School Historical Enrollment

1,051

1,087

1,102

1,168

1,197

1,174

1,080

1,131

1,044

952

844

02004006008001,0001,2001,400

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Site Budget






Enrollment

Allocation Model


of 223

$20,728$16,975

$148,375

$703,273

$365,412

$2,480,585

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc MISSION ELEMENTARY SCHOOL


Object Major Desc

$151,913$20,728

$233,443

$475,996$347,702

$2,505,566

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000



Plant Services

Total



Function Category

$347,702

$52,950

$2,501,734

$832,962

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Monte Vista Elementary School API Test Scores

383424

462 470

552572

593

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Monte Vista Elementary School

The mission of Monte Vista Elementary School, a collaborative learning community, is to ensure that all children develop a desire to learn and reach their highest academic potential, by delivering a challenging curriculum through best instructional practices as we cultivate each student’s character, abilities, and aspirations within a nurturing environment.

Test Scores



of 223

Monte Vista Elementary School Historical Enrollment

819

821

812

824

797

778

756

844

787

795

592

0100200300400500600700800900

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $186,126AFTER-SCH LRNG & SAFE NEIGHBOR $40,527ATTNDNCE INCNTVE (OLD LOTTERY) $6,828CHAIN LINK FENCE INSTALLATIONS $3,480CLASS-SIZE REDUCTION $1,164,692CUSTODIAL SERVICES $169,195ENG LANG ACQ PRGM 4-8 (ELAP) $10,455LIMITED ENG.PROF.NCLB:TITLEIII $25,157NON-SEVERELY HANDICAPPED-RSP $61,954NOON AIDES $13,862PPS HEALTH SERVICES $27,235PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $1,137,047SBCP $146,457SCHOOL CLERKS $55,358SCHOOL FLEXIBLE SPENDING $39,507SCHOOLS DISCRETIONARY FUNDS $766SDC/LH/NON-SEVERELY HANDICAPD $322,131SH/SDC $130,034SITE KITCHENS $56,876SUBSTITUTE TEACHERS $49,074TITLE II-TEACHER QUALITY $64,237TITLE ONE $178,846Grand Total $3,942,234

Site Budget






Enrollment

Allocation Model


of 223

$20,736$19,630$87,785

$726,795

$402,621

$2,684,667

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc MONTE VISTA ELEMENTARY SCHOOL


Object Major Desc

$174,561$20,736

$140,771

$515,042$514,119

$2,577,005

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000



Plant Services

Total



Function Category

$514,119

$35,612

$2,544,633

$847,870

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Montera Elementary School API Test Scores

582

586

580

581

582

583

584

585

586

587

1999 2000 2001 2002 2003 2004 2005

Montera Elementary School The mission of Montera Elementary, a student centered school

dedicated to excellence, is to be a collaborative community of

empowered learners by guaranteeing all students a superior education

through a comprehensive standards based curriculum.

Test Scores



of 223














Montera Elementary School Historical Enrollment

591

606

588

782

0100200300400500600700800900

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $180,320ATTNDNCE INCNTVE (OLD LOTTERY) $11,670CLASS-SIZE REDUCTION $925,966CUSTODIAL SERVICES $132,140ENG LANG ACQ PRGM 4-8 (ELAP) $13,770E-RATE TECHNOLOGY-MONTERA $30,000HIGH PRIORITY SCHOOL GRANT PRG $201,280LIMITED ENG.PROF.NCLB:TITLEIII $22,913NON-SEVERELY HANDICAPPED-RSP $74,290NOON AIDES $11,492PPS HEALTH SERVICES $29,910PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $723,311SBCP $125,528SCHOOL CLERKS $45,392SCHOOL FLEXIBLE SPENDING $31,540SCHOOLS DISCRETIONARY FUNDS $678SITE KITCHENS $33,474SUBSTITUTE TEACHERS $32,247TITLE ONE $153,419Grand Total $2,831,730






Enrollment

Allocation Model


of 223

$25,827$19,661$30,000

$344,718$448,095

$236,703

$1,726,726

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000


ClassifiedSalaries


CapitalOutlay

OutsideServices

Transfers

Total

School Desc MONTERA SCHOOL


Object Major Desc

$166,940$25,827

$132,413$306,709

$74,290

$2,125,551

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Plant Services

Total



Function Category

$74,290$36,683

$2,090,724

$630,033

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

Moreno Elementary School API Test Scores

496

557 561583

680715

740

0

100

200

300

400

500

600

700

800

1999 2000 2001 2002 2003 2004 2005

Moreno Elementary School It is our mission at Moreno School, a dynamic community with a unique blend of cultures and abilities, to prepare all of our students to be responsible, life-long learners through a challenging curriculum which nurtures each student’s intellectual, social and emotional growth.

Test Scores



of 223

Moreno Elementary School Historical Enrollment

610

580

582

593

633

631

653

682

682

691

663

520540560580600620640660680700

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-GENERAL-PRIN & OFF MGR $165,130ADMIN-SPEC ED-ASST PRIN $122,548ADMIN-SPEC ED-OFF MGR $16,719ATTNDNCE INCNTVE (OLD LOTTERY) $6,457CLASS-SIZE REDUCTION $837,666CUSTODIAL SERVICES $173,497ENG LANG ACQ PRGM 4-8 (ELAP) $9,690LIMITED ENG.PROF.NCLB:TITLEIII $23,055NON-SEVERELY HANDICAPPED-RSP $116,871NOON AIDES $15,832PPS HEALTH SERVICES $28,452PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $867,583SBCP $130,706SCHOOL CLERKS $49,755SCHOOL FLEXIBLE SPENDING $30,968SCHOOLS DISCRETIONARY FUNDS $689SDC/OH-MORENO $627,860SITE KITCHENS $41,041SPEC CIRC-CUSTODIAL $51,097SPEC CIRC-SCHOOL CLERK $13,803SPECIAL ED HEALTH SERVICES $14,202SUBSTITUTE TEACHERS $42,064TITLE ONE $135,135Grand Total $3,567,600

Site Budget






Enrollment

Allocation Model


of 223

$14,669$31,235

$254,607

$645,842$530,139

$2,091,108

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc MORENO ELEMENTARY SCHOOL


Object Major Desc

$232,479

$14,669$131,041

$418,946

$740,712

$2,029,753

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Plant Services

Total



Function Category

$32,745

$963,100

$1,998,679

$573,076

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

Ramona Elementary School API Test Scores

441

489528 531

589 604644

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Ramona Elementary School

The mission of Ramona Elementary School, a learning

community committed to excellence, is to guarantee, through

shared responsibility, that all students will develop the character

and master the skills essential for life-long success.

Test Scores



of 223

Ramona Elementary School Historical Enrollment

822

758

746

819

827

890

870

874

813

738

662

01002003004005006007008009001,000

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $183,387ATTNDNCE INCNTVE (OLD LOTTERY) $8,840CLASS-SIZE REDUCTION $1,066,995CUSTODIAL SERVICES $141,010ENG LANG ACQ PRGM 4-8 (ELAP) $17,935LIMITED ENG.PROF.NCLB:TITLEIII $32,725NON-SEVERELY HANDICAPPED-RSP $116,812NOON AIDES $13,473PPS HEALTH SERVICES $30,189PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $762,496SBCP $167,257SCHOOL CLERKS $51,667SCHOOL FLEXIBLE SPENDING $33,957SCHOOLS DISCRETIONARY FUNDS $722SITE KITCHENS $57,822SUBSTITUTE TEACHERS $37,857TITLE II-TEACHER QUALITY $62,672TITLE ONE $157,705Grand Total $2,995,911

of 223

$20,954$20,264$172,783

$523,787

$325,613

$1,932,510

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc RAMONA ELEMENTARY SCHOOL


Object Major Desc

$144,010$20,954$154,705

$338,211$116,812

$2,221,219

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Plant Services

Total



Function Category

$116,812$50,660

$2,173,123

$655,316

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

Sultana Elementary School API Test Scores

399435

468

520

581 597622

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Sultana Elementary School

The mission of Sultana Elementary School, a diverse learning

community, is to guarantee each child academic mastery

through specially designed and differentiated programs that

meet all student needs in partnership with families and the

community.

Test Scores



of 223

Sultana Elementary School Historical Enrollment

963

956

1,020

1,061

1,031

1,057

1,050

995

995

960

726

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model


of 223

$19,917$2,448$59,926

$729,796

$341,259

$2,599,706

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc SULTANA ELEMENTARY SCHOOL


Object Major Desc

$146,174$19,917$257,858

$452,240$349,342

$2,527,521

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000



Plant Services

Total



Function Category

$349,342

$58,227

$2,472,241

$873,242

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category


Budget by Function Category: Budget by Goal Category:

of 223

Vineyard Elementary School API Test Scores

501524

542575

614639 654

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Vineyard Elementary School The mission of Vineyard Elementary School, a student focused

learning environment, is to ensure a comprehensive education

of the highest quality for all children through a respectful and

supportive partnership of families, school, and community.

Test Scores



of 223

Vineyard Elementary School Historical Enrollment

608

628

582

608

622

655

619

685

638

646

637

520540560580600620640660680700

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Site Budget






Enrollment

Allocation Model

Budget by Management Code: Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $180,363ATTNDNCE INCNTVE (OLD LOTTERY) $10,455CLASS-SIZE REDUCTION $1,091,927CUSTODIAL SERVICES $120,029ENG LANG ACQ PRGM 4-8 (ELAP) $11,390HIGH PRIORITY SCHOOL GRANT PRG $216,580LIMITED ENG.PROF.NCLB:TITLEIII $24,316NON-SEVERELY HANDICAPPED-RSP $106,875NOON AIDES $13,366PPS HEALTH SERVICES $27,992REGULAR EDUC TCHRS $1,122,857SBCP $133,780SCHOOL CLERKS $47,605SCHOOL FLEXIBLE SPENDING $33,061SCHOOLS DISCRETIONARY FUNDS $722SITE KITCHENS $50,934SUBSTITUTE TEACHERS $37,857TITLE ONE $153,990Grand Total $3,389,709

of 223

$24,455$4,480

$368,131

$560,142

$302,597

$2,129,904

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc VINEYARD ELEMENTARY SCHOOL


Object Major Desc

$120,029$24,455

$119,739

$359,789

$106,875

$2,658,822

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000



Plant Services

Total



Function Category

$106,875$35,706

$2,624,922

$622,206

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Special Education

Total



Goal Category




of 223

Vista Grande Elementary School API Test Scores

629

669

600

610

620

630

640

650

660

670

680

1999 2000 2001 2002 2003 2004 2005

Vista Grande Elementary School The vision of Vista Grande Elementary School is to provide an environment that nurtures the academic and social development of every student through a collaborative effort of the administration, school staff, parents, children, and the surrounding community. Every member of this team is unique in its contributions and responsibility. We believe success is possible only when every member of this school team strives for excellence, maintains high standards, and feels a personal accountability for this school.

Test Scores



of 223














Vista Grande School Historical Enrollment

538

639

613

593

480500520540560580600620640660

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Management Code Description TotalADMIN-ASST PRINCIPAL $5,610ADMIN-GENERAL-PRIN & OFF MGR $184,833ATTNDNCE INCNTVE (OLD LOTTERY) $7,462CLASS-SIZE REDUCTION $859,356CUSTODIAL SERVICES $114,087ENG LANG ACQ PRGM 4-8 (ELAP) $5,950HIGH PRIORITY SCHOOL GRANT PRG $201,620LIMITED ENG.PROF.NCLB:TITLEIII $12,474NON-SEVERELY HANDICAPPED-RSP $118,900NOON AIDES $11,058PPS HEALTH SERVICES $29,287PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $744,754SBCP $86,056SCHOOL CLERKS $47,695SCHOOL FLEXIBLE SPENDING $26,691SCHOOLS DISCRETIONARY FUNDS $678SITE KITCHENS $29,958SUBSTITUTE TEACHERS $32,247TITLE II-TEACHER QUALITY $59,839TITLE ONE $112,279Grand Total $2,737,614

Site Budget






Enrollment

Allocation Model


of 223

$24,718$20,958

$180,619

$477,151

$232,222

$1,801,946

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc VISTA GRANDE SCHOOL


Object Major Desc

$118,537$24,718$151,228

$329,869

$118,900

$1,994,362

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Plant Services

Total



Function Category

$118,900$18,424

$1,976,870

$623,420

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


Special Education

Total



Goal Category




of 223

De Anza Middle School API Test Scores

458493 480

507

586 599

533

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

De Anza Middle School The mission of De Anza Middle School, a diverse multitalented community, is to empower all students to be proactive life-long learners through a variety of educational experiences.

Test Scores



of 223




Total Enrollment: 1,010

0406/0606: SCHOOL CLERK DAILY HRS & FTE EQUIVALENT = 11.00$ 1.38 Classroom Equivalent: 39









De Anza Middle School Historical Enrollment

853

879

849

899

931

1,041

1,139

1,041

973

951

999

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Management Code Description TotalADMIN-ASST PRINCIPAL $108,544ADMIN-COUNSELORS&COORDINATORS $316,193ADMIN-GENERAL-PRIN & OFF MGR $185,503AFTER SCHOOL SPORTS PGM $13,000AFTER-SCH LRNG & SAFE NEIGHBOR $179,010ATTNDNCE INCNTVE (OLD LOTTERY) $23,976BUILDING MAINTENANCE $900CUSTODIAL SERVICES $174,054ENG LANG ACQ PRGM 4-8 (ELAP) $30,770FLEX ACCT./WILLIAMS SETTLEMENT $40,000LIMITED ENG.PROF.NCLB:TITLEIII $25,367NON-SEVERELY HANDICAPPED-RSP $197,518NOON AIDES $8,740PPS HEALTH SERVICES $27,263PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $2,896,385SBCP $161,461SCHOOL CLERKS $51,606SCHOOL FLEXIBLE SPENDING $72,720SCHOOLS DISCRETIONARY FUNDS $963SDC/LH/NON-SEVERELY HANDICAPD $353,391SH/SDC $1,200SITE KITCHENS $121,368SUBSTITUTE TEACHERS $58,889TITLE II-TEACHER QUALITY $142,951TITLE ONE $225,129Grand Total $5,463,681

Site Budget






Enrollment

Allocation Model


of 223

$37,061$73,386

$443,644

$896,826

$603,227

$3,409,537

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc DE ANZA MIDDLE SCHOOL


Object Major Desc

$229,280$37,061

$395,076$597,839$552,109

$3,639,316

$13,000$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$552,109

$54,853

$3,599,020

$1,257,699

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000


Special Education

Total



Goal Category




of 223

Oaks Middle School API Test Scores

518494

524506

560590

641

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Oaks Middle School The mission of Oaks Middle School, an innovative educational community, guarantees every student a comprehensive education by empowering life-long learning in an ever-changing and diverse society.

Test Scores



of 223

Oaks Middle School Historical Enrollment

796

932

932

1,003

1,053

1,036

1,055

1,099

1,062

1,010

995

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $123,661ADMIN-COUNSELORS&COORDINATORS $228,679ADMIN-GENERAL-PRIN & OFF MGR $190,537AFTER SCHOOL SPORTS PGM $13,000ATTNDNCE INCNTVE (OLD LOTTERY) $22,362CUSTODIAL SERVICES $199,529ENG LANG ACQ PRGM 4-8 (ELAP) $25,075LIMITED ENG.PROF.NCLB:TITLEIII $20,672NON-SEVERELY HANDICAPPED-RSP $120,259NOON AIDES $8,740PPS HEALTH SERVICES $30,085REGULAR EDUC TCHRS $3,010,754SBCP $143,420SCHOOL CLERKS $54,313SCHOOL FLEXIBLE SPENDING $69,120SCHOOLS DISCRETIONARY FUNDS $941SDC/LH/NON-SEVERELY HANDICAPD $321,875SITE KITCHENS $88,429SUBSTITUTE TEACHERS $61,694TITLE ONE $201,702Grand Total $4,934,847

Site Budget






Enrollment

Allocation Model


of 223

$16,699$38,644$156,653

$874,444

$572,086

$3,276,321

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc OAKS MIDDLE SCHOOL


Object Major Desc

$211,529$16,699$231,881

$668,395$442,134

$3,351,209

$13,000$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$442,134

$45,747

$3,347,885

$1,099,081

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000


Special Education

Total



Goal Category




of 223

Serrano Middle School API Test Scores

471

527 531 546

592 604

653

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Serrano Middle School The mission of Serrano Middle School, an innovative educational partnership, is to guarantee that all students will be equipped to succeed in an ever-changing world, through an aligned curriculum and a balanced course of study, strengthened by community collaboration.

Test Scores



of 223

Serrano Middle School Historical Enrollment

922

931

917

1,004

1,020

1,133

1,134

868

891

885

854

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $107,796ADMIN-COUNSELORS&COORDINATORS $311,653ADMIN-GENERAL-PRIN & OFF MGR $187,581AFTER SCHOOL SPORTS PGM $13,000ATTNDNCE INCNTVE (OLD LOTTERY) $15,637CUSTODIAL SERVICES $199,635ENG LANG ACQ PRGM 4-8 (ELAP) $28,560LIMITED ENG.PROF.NCLB:TITLEIII $23,545NON-SEVERELY HANDICAPPED-RSP $125,902NOON AIDES $8,740PPS HEALTH SERVICES $30,385PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $2,821,352SBCP $145,200SCHOOL CLERKS $50,826SCHOOL FLEXIBLE SPENDING $79,129SCHOOLS DISCRETIONARY FUNDS $941SDC/LH/NON-SEVERELY HANDICAPD $249,085SDC/OH-SERRANO $111,501SITE KITCHENS $101,847SUBSTITUTE TEACHERS $57,487TITLE ONE $161,704Grand Total $4,878,286

Site Budget






Enrollment

Allocation Model


of 223

$17,415$2,863

$262,351

$845,798

$518,694

$3,231,165

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc SERRANO MIDDLE SCHOOL


Object Major Desc

$199,635$17,415

$421,112$546,635$486,488

$3,201,291

$5,710$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$486,488

$50,914

$3,157,532

$1,183,352

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Vernon Middle School API Test Scores

495535 538 530

573606

632

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Vernon Middle School The mission of Vernon Middle School, a diverse community, is to inspire and empower our students to become life-long achievers through a shared commitment to a superior education.

Test Scores



of 223

Vernon Middle School Historical Enrollment

922

931

917

1,004

1,020

1,133

1,134

868

891

885

854

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $127,452ADMIN-COUNSELORS&COORDINATORS $234,009ADMIN-GENERAL-PRIN & OFF MGR $181,131AFTER SCHOOL SPORTS PGM $13,000ATTNDNCE INCNTVE (OLD LOTTERY) $23,598CHAIN LINK FENCE INSTALLATIONS $22,626CUSTODIAL SERVICES $194,294ENG LANG ACQ PRGM 4-8 (ELAP) $25,160LIMITED ENG.PROF.NCLB:TITLEIII $20,743NON-SEVERELY HANDICAPPED-RSP $94,915NOON AIDES $8,740PPS HEALTH SERVICES $30,070PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $2,698,580SBCP $138,907SCHOOL CLERKS $55,999SCHOOL FLEXIBLE SPENDING $65,298SCHOOLS DISCRETIONARY FUNDS $908SDC/LH/NON-SEVERELY HANDICAPD $237,349SH/SDC $454,941SITE KITCHENS $102,265SUBSTITUTE TEACHERS $54,683TITLE ONE $166,561Grand Total $4,998,009

Site Budget






Enrollment

Allocation Model


of 223

$17,164$38,198$2,000$143,871

$906,621

$635,617

$3,254,538

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


ClassifiedSalaries


CapitalOutlay

OutsideServices

Transfers

Total

School Desc VERNON MIDDLE SCHOOL


Object Major Desc

$226,770$17,164

$392,862

$653,012

$787,205

$2,907,996

$13,000$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$787,205

$45,903

$2,895,253

$1,269,648

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


Special Education

Total



Goal Category




of 223

Vina Danks Middle School API Test Scores

584

610

589583

616

642

653

540

560

580

600

620

640

660

1999 2000 2001 2002 2003 2004 2005

Vina Danks Middle School We the diverse community of Vina Danks, a student centered middle school with a tradition and commitment to student success, guarantee all students an opportunity to achieve their highest potential through a collaborative partnership of home, school, and community.

Test Scores



of 223

Vina Danks Middle School Historical Enrollment

985

981

1,008

1,018

1,044

1,148

1,237

1,211

1,156

1,113

1,099

02004006008001,0001,2001,400

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $107,871ADMIN-COUNSELORS&COORDINATORS $301,317ADMIN-GENERAL-PRIN & OFF MGR $182,250AFTER SCHOOL SPORTS PGM $13,000ATTNDNCE INCNTVE (OLD LOTTERY) $22,953CUSTODIAL SERVICES $192,316ENG LANG ACQ PRGM 4-8 (ELAP) $29,495LIMITED ENG.PROF.NCLB:TITLEIII $24,316NON-SEVERELY HANDICAPPED-RSP $114,352NOON AIDES $8,740OPPORTUNITY PROGRAM $92,756PPS HEALTH SERVICES $30,854PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $2,993,492SBCP $164,027SCHOOL CLERKS $59,295SCHOOL FLEXIBLE SPENDING $77,184SCHOOLS DISCRETIONARY FUNDS $996SDC/LH/NON-SEVERELY HANDICAPD $410,049SITE KITCHENS $93,343SUBSTITUTE TEACHERS $64,498TITLE ONE $182,847Grand Total $5,212,731

Site Budget






Enrollment

Allocation Model


of 223

$19,120$55,194$248,153

$960,747

$528,341

$3,401,176

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc VINA DANKS MIDDLE SCHOOL


Object Major Desc

$196,516$19,120

$413,285$563,036$524,401

$3,483,373

$13,000$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$524,401

$53,811

$3,372,132

$1,169,631

$92,756$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AlternativeEducation

Undistributed RegularInstruction

SupplementalEducation

SpecialEducation

Total



Goal Category




of 223

Ray Wiltsey Middle School API Test Scores

455 467500

525

586 582615

0

100

200

300

400

500

600

700

1999 2000 2001 2002 2003 2004 2005

Ray Wiltsey Middle School The mission of Ray Wiltsey Middle School, a diverse and supportive partnership of students, families, staff, and community, is to create life-long learners by assuring a superior and relevant education for all students.

Test Scores



of 223

Ray Wiltsey Middle School Historical Enrollment

851

874

890

947

963

1,019

1,039

1,075

1,027

981

02004006008001,0001,200

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07














Management Code Description TotalADMIN-ASST PRINCIPAL $114,721ADMIN-COUNSELORS&COORDINATORS $229,266ADMIN-GENERAL-PRIN & OFF MGR $185,426AFTER SCHOOL SPORTS PGM $13,000ATTNDNCE INCNTVE (OLD LOTTERY) $20,460CUSTODIAL SERVICES $179,033ENG LANG ACQ PRGM 4-8 (ELAP) $31,195LIMITED ENG.PROF.NCLB:TITLEIII $25,718NON-SEVERELY HANDICAPPED-RSP $121,923NOON AIDES $8,740OPPORTUNITY PROGRAM $77,281PPS HEALTH SERVICES $25,039PUPIL RETENTION BLOCK GRANT $46,780REGULAR EDUC TCHRS $3,073,720SBCP $161,608SCH ASSIST.&INTERVENTION TEAM $154,050SCHOOL CLERKS $55,595SCHOOL FLEXIBLE SPENDING $77,229SCHOOLS DISCRETIONARY FUNDS $985SDC/LH/NON-SEVERELY HANDICAPD $342,335SITE KITCHENS $106,733SUBSTITUTE TEACHERS $56,085TITLE ONE $177,989Grand Total $5,284,911

Site Budget






Enrollment

Allocation Model


of 223

$26,756$163,957

$262,891

$868,548

$544,564

$3,418,195

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000


ClassifiedSalaries


OutsideServices

Transfers

Total

School Desc RAY WILTSEY MIDDLE SCHOOL


Object Major Desc

$179,033$26,756

$332,909$569,451$464,258

$3,699,504

$13,000$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AncillaryServices

RegularEducation

SpecialEducation

InstructionRelated


Plant Services

Total



Function Category

$464,258

$55,612

$3,581,190

$1,106,570

$77,281

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

AlternativeEducation

Undistributed RegularInstruction

SupplementalEducation

SpecialEducation

Total



Goal Category




of 223

GLOSSARY OF COMMON SCHOOL FINANCE

TERMS Education Code 1 – This code shall be known as the Education Code. Education Code 2 – The code establishes the law of this state respecting the subjects to which it relates, and its provisions and all proceedings under it are to be liberally construed, with a view to effect its objects and to promote justice. Education Code 200 - It is the policy of the State of California to afford all persons in public schools, regardless of their sex, ethnic group identification, race, national origin, religion, mental or physical disability, or regardless of any actual or perceived characteristic that is contained in the definition of hate crimes set forth in Section 422.55 of the Penal Code, equal rights and opportunities in the educational institutions of the State. The purpose of this chapter is to prohibit acts which are contrary to that policy and to provide remedies therefore. ADA—Average daily attendance – There are several kinds of attendance, and these are counted in different ways. For regular attendance, ADA is equal to the average number of pupils actually attending classes who are enrolled for at least the minimum school day. In classes for adults and ROC/P, one unit of ADA is credited for each 525 classroom hours. Attendance is counted every day of the school year and is reported to the California Department of Education three times a year (see Attendance Reports). See also “Concurrently Enrolled” for a further definition of ADA.

AB 1200—Reference to AB 1200 (Chapter 1213/1991) that imposed major fiscal accountability controls on each school district and county office of education regarding agency budgets and fiscal practices. See especially Education Code Sections 1240 et seq. and 42131 et seq.

Adequate Yearly Progress (AYP) – A goal of the 2001 federal law No Child Left Behind (NCLB) that requires schools and districts to measure and report students’ annual progress toward proficiency in English/language arts and mathematics by 2013-14. Progress is based on whether the school or district met its Annual Measurable Objectives and demonstrated 95% participation on standardized tests, achieved its target on the Academic Performance Index and, for high schools, met target graduation rates.

Annual OPEB cost - An accrual-basis measure of the periodic cost of an employer's participation in a defined benefit OPEB plan Annual required contributions of the employers (ARC) – The employer's periodic required contributions to a defined benefit OPEB plan, calculated in accordance with the parameters.

Academic Performance Index (API) - The cornerstone of California's Public Schools Accountability Act of 1999. The API measures the academic performance and growth of schools based on a variety of tests and establishes a statewide ranking of schools according to those scores. Most schools have an API, a state ranking (by elementary, middle, or high school), a ranking in comparison to 100 similar schools, and growth targets for the following year.

Annual Measurable Objective (AMO) - The annual target for the percentage of students whose test scores must be proficient or above in English/language arts and mathematics. Meeting the AMO is the first step toward demonstrating Adequate Yearly Progress under the federal law No Child Left Behind (NCLB).

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Apportionment – State aid given to a school district or county office of education. Apportionments are calculated three times for each school year: (1) the First Principal Apportionment (P-1) is certified by February 20th corresponding to the P-1 ADA (see Attendance Reports), (2) the Second Principal Apportionment (P-2) is certified by June 25th corresponding to the P-2 ADA, and (3) the annual recalculation of the apportionment is certified in February following the school year (at the same time as the next year’s P-1 Apportionment) and is based on P-2 ADA (except for programs where the annual count of ADA is used). Assessed Valuation – The total value of property within a school district, as determined by state and county assessors. The "AV" of a school district will influence the total property tax income of a school district. The percentage growth in statewide AV from one year to the next is an important ingredient in determining appropriations levels required from the state for fully funding district and county revenue limits, as well as for Proposition 98 calculations. Attendance Records – Each school district reports its attendance three times during a school year. The First Principal Apportionment ADA, called the P-1 ADA or the P-1 count, is counted from July 1 through the last full school month ending on or before December 31 of a school year. The Second Principal Apportionment ADA, called the P-2 ADA, is counted from July 1 through the last full school month ending on or before April 15 of a school year. Fiscal or annual ADA is based on the count from July 1 through June 30. The final recalculation of a school district’s revenue limit is based on the P-2 ADA, except nonpublic school ADA and community day school ADA, both of which use the annual count of ADA. Under certain circumstances, when a district has a very large influx of migrant students in the spring, a district may request the use of annual ADA in lieu of P-2 ADA (see Education Code Sections 41601.5 and 42238.6). Adult and ROC/P revenue limits are also based on annual ADA.

Basic Aid – The California Constitution guarantees that each school district will receive a minimum amount of state aid, called "basic aid," equal to $120 per ADA or $2,400 per district, whichever is greater. "Basic aid school districts" are those eligible for the basic aid constitutional guarantee only, since all of the balance of the school districts' revenue limit is funded by local property taxes. Bonded Indebtedness – An obligation incurred by the sale of bonds for acquisition of school facilities or other capital expenditures. Since 1986, districts have been able to levy a local property tax to amortize bonded indebtedness provided the taxes are approved by a two-thirds vote of the electorate. Categorical Aid – Funds from the state or federal government granted to qualifying school agencies for specialized programs regulated and controlled by federal or state law or regulation. Examples include programs for children with special needs, such as special education and Gifted and Talented Education (GATE); special programs, such as the School Improvement Program (SIP); or special purposes such as transportation. Expenditure of most categorical aid is restricted to its particular purpose. The funds are granted to districts in addition to their revenue limits. CBEDS – California Basic Education Data System, the statewide system of collecting enrollment, staffing, and salary data from all school districts on an “Information Day” each October.

Certificated (Credentialed) Employees - School employees who are required by the state to hold teaching credentials, including full-time, part-time, substitute, or temporary teachers and most administrators. A teacher who has not yet acquired a credential but has an emergency permit or a waiver to teach in the classroom is included in the count.

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Classified Employees – School employees who are not required to hold teaching credentials, such as secretaries, custodians, bus drivers, instructional aides, and some management personnel. Criteria and Standards – Local district budgets must meet state-adopted provisions of "criteria and standards." These provisions establish minimum fiscal standards that school districts, county offices of education and the State use to monitor district fiscal solvency and accountability. (See Education Code Sections 33127 et sec.) Consumer Price Index (CPI) – A measure of the cost of living compiled by the United States Bureau of Labor Statistics. Separate indices of inflation are calculated regularly for the United States, California, and large metropolitan regions with California. The CPI is one of several measures of inflation. Cost-of-Living Adjustment (COLA) – An increase in funding for government programs, including revenue limits or categorical programs. Statutory law ties the COLA for K-12 education programs to the annual percentage change in the “Implicit Price Deflator” for State and Local Governments—a government price index. (See Education Code Section 42238.1.) Declining Enrollment Adjustment – A formula that cushions the drop in income in a district with a declining student population. Under current law, districts are funded for the greater of either current year or prior year ADA. Deficit Factor – When an appropriation to the State School Fund for a program is insufficient to pay all claims for state aid, a deficit factor is applied to reduce the allocation of state aid to the amount appropriated. Defined Benefit OPEB Plan – An OPEB plan having terms that specify the benefits to be provided at or after separation from

employment. The benefits may be specified in dollars (for example, a flat dollar payment or an amount based on one or more factors, such as age, years of service, and compensation), or as a type or level of coverage (for example, prescription drugs or a percentage of healthcare insurance premiums).

Education Code - The body of law that regulates education in California. Additional regulations affecting education are contained in the California Administrative Code, Titles 5 and 8, the Government Code, and general statutes.

Encroachment – The expenditure of a school district’s general purpose funds in support of a categorical program, i.e., the categorical expense encroaches into the district’s General Fund for support. Encroachment occurs in most districts and county offices that provide special education and transportation. Encroachment in other programs can be caused by deficit factors or local decisions to allocate general-purpose funds to those programs. ERAF – Education Revenue Augmentation Fund, the fund used to collect the property taxes in each county that are shifted from cities, the county, and special districts prior to the reallocation to K-12 school agencies. Ending Balance – Generally a reference to a school district’s net ending balance of their general fund. The ending balance is divided into restricted and unrestricted funds that a school district has remaining at the end of a fiscal year. A school district must have a “Reserve for Economic Uncertainties” within their ending balance which meet the criteria and standards minimums as established by the State Board of Education. English Learner (EL) - A student who is not sufficiently proficient in the English language to succeed in the school's regular instructional programs. The former designation was Limited English Proficient (LEP). Students' English proficiency is assessed annually.

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Free/Reduced Price Meals – A program to provide food for students from low-income families. Full-Time Equivalent (FTE) – The ratio of time expended in a part-time position to that of a full-time position. The ratio is derived by dividing the amount of employed time required in the part-time position by the amount of employed time required in a corresponding full-time position. Gann Limit – Proposition 4, an initiative authored by Paul Gann (a co-author of Proposition 13) that passed in November 1979, placed controls on the allowable growth in appropriations for the state, cities, counties, school agencies, and special districts (see Article XIIIB of the California Constitution). These appropriations limits, or Gann limits, originally calculated using 1978-79 as a base year, are now adjusted each year for (inflation increases, equal to the annual change in California per capita personal income, and (2) the change in population, which for school agencies is the change in ADA. Governmental Accounting Standards Board Statement No. 34 (GASB 34) – An accounting standard issued by the Governmental Accounting Standards Board, a non-profit agency. State and local agencies in the United States, including state, county, cities and school agencies, are required to report in this format effective for those periods beginning after June 15, 1999. A three-year phase-in period is utilized by the statement based on the school agency’s revenues in all Governmental and Enterprise Funds in the Audited Financial Report as of June 30, 1999, to determine the year in which a school agency must comply. The Government-wide Financial Statements include financial information by Function. School agencies continue to account for the day-to-day accounting activities on the modified accrual basis of accounting. Individualized Education Program (IEP) – A written agreement between a school district and parents or guardians of a handicapped

child specifying an educational program tailored to the needs of the child, in accordance with PL 94-142 regulations. The program is comprised of a placement team consisting of a certified district employee who is qualified to supervise special education, the child's teacher, one or both parents, the child, if appropriate, and other individuals at the discretion of the parent or school. The program must include a statement of the child's present levels of educational performance, a statement of annual goals and short term instructional objectives, a statement of the specific special education and related services to be provided to the child, the extent to which the child will participate in regular education programs, the projected dates for starting services, appropriate objective criteria, evaluation procedures, and schedules for determining, on at least an annual basis, whether the short term instructional objectives are being achieved. Indirect Expense and Overhead – Those elements of indirect cost necessary in the operation of the district or in the performance of a service that are of such nature that the amount applicable to each accounting unit cannot be separately identified. Examples of indirect costs include expenses for the Board of Education, superintendent and the business office. Mandated Costs – Expenses that are mandated because of federal or state laws, decisions of state or federal courts, federal or state administrative regulations. The State Constitution requires the reimbursement of mandates imposed by state law or regulation (See Article XIIIB of the California Constitution, Section 6, and also SB 90, 1977) Net OPEB Obligation - The cumulative difference since the effective date of this statement between annual OPEB cost and the employer's contributions to the plan, including the OPEB liability (asset) at transition, if any, and excluding (a) short-term differences

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and (b) unpaid contributions that have been converted to OPEB-related debt. (GASB 45 only) No Child Left Behind (NCLB) - The 2001 reauthorization of the federal Elementary and Secondary Education Act (ESEA) that places comprehensive accountability requirements on all states, with increasing sanctions for schools and districts that do not make adequate yearly progress toward proficiency in English/language arts and mathematics or that fail to test 95% of all students and all significant subgroups. In California, those sanctions currently apply only to schools and districts that accept Title I funding. Other Postemployment Benefits - Postemployment benefits other than pension benefits. Other postemployment benefits (OPEB) include postemployment healthcare benefits, regardless of the type of plan that provides them, and all postemployment benefits provided separately from a pension plan, excluding benefits defined as termination offers and benefits. Postemployment - The period between termination of employment and retirement as well as the period after retirement PERS—Public Employees’ Retirement System. State law required that classified employees, their employer, and state contribute to this retirement fund. PL94-142 – Federal law that mandates a "free and appropriate" education for all handicapped children. Program Improvement (PI) - A plan with a series of steps to improve the performance of students in a school that did not make adequate yearly progress (AYP) under No Child Left Behind (NCLB) for two years in a row. Only schools that receive federal Title I funds are placed in Program Improvement. The steps in PI could include a revised school plan, professional development, tutoring for some

students, transfer to another school with free transportation, and, at the end of five years, significant restructuring. Proposition 13—An initiative amendment passed in June 1978 adding Article XIIIA to the California Constitution. Under Proposition 13, general government tax and secured property are restricted to no more than 1% of full cash value, but additional levies may be made for voter-approved debt. Proposition 13 also set a maximum 2% annual growth in assessed value (except for properties that are sold or are developed, in which case assessed value is set at full-market value), and required a two-thirds vote to impose special taxes. Proposition 98—An initiative adopted in 1988 and then amended by Proposition 111 in 1990. Proposition 98 contains three major provisions: (1) a minimum level of state funding for K-14 school agencies (unless suspended by the Legislature), (2) a formula for allocating any state tax revenues in excess of the state’s Gann limit, and (3) the requirement that a School Accountability Report Card be prepared for every school. The minimum funding base is set equal to the greater of the amount of state aid determined by two formulas, commonly called “Test 1” and “Test 2,” unless an alternative formula, known as “Test 3”, applies.

• “Test 1” originally provided that K-14 school agencies shall receive at least 40.319% of state General Fund tax revenues in each year, the same percentage as was appropriated for K-14 school agencies in 1986-87. Due to the shift in property taxes from local governments to K-14 agencies, the “Test 1” percentage has been reset at 34.559%.

• “Test 2” provides that K-14 school agencies shall receive

at least the same amount of combined state aid and local tax dollars as was received in the prior year, adjusted for the statewide growth in K-12 ADA and an inflation factor

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equal to the annual percentage change in California per capita personal income.

• “Test 3” only applies in years in which the annual

percentage change in per capita state General Fund tax revenues plus ½% is lower than the “Test 2” inflation factor (i.e., change in per capita personal income), and in which case the inflation factor is reduced to the annual percentage change in per capita state General Fund tax revenues plus ½%.

One of the provisions of Proposition 98 (as amended by Proposition 111/1990) applies only If the minimum funding level is reduced due either to “Test 3” or the suspension of the minimum funding level by the Legislature and Governor. In such a situation, a “maintenance factor” is initially set equal to the amount of that year’s funding reduction due to “Test 3 or suspension, and this amount grows each year by the statewide ADA growth and inflation factor. In subsequent years when state taxes per capita grow faster than personal income per capita, this “maintenance factor” is restored by increasing the Proposition 98 minimum funding level until the funding base is fully restored. This restoration process is applied prospectively only, and the revenue loss prior to the maintenance factor being fully restored is not made up. Reduction-in-Force (RIF) – The process whereby employment is terminated because of a need to reduce the staff rather than because of any performance inadequacies of the employee. Reserves Funds set aside in a school district budget to provide for estimated future expenditures or to offset future losses, for working capital, or for other purposes.

Restricted Funds - Money whose use is controlled by law or by a donor. Money that is designated for specific purposes by the district or governing board is not considered restricted. The SACS

(Standardized Account Code Structure) financial reports on Ed-Data indicate which revenues and expenditures are restricted.

Revenue Limit – The amount of revenue that a district can collect annually for general purposes from local property taxes and state aid. The revenue limit is composed of a base revenue limit—a basic education amount per unit of ADA computed by formula each year from the previous adjustments that are computed anew each year. The total revenue limit is revenue limit is funded from a combination of local property taxes and state aid. ROC/P – Regional Occupational Center or Program, a vocational educational program for high school students and adults. An ROC/P may be operated by a single district, by a consortium of districts under a joint powers agreement (JPA)l or by a county office of education for the districts within the company. Standardized Account Code Structure (SACS) - A uniform, comprehensive, and minimum chart of accounts for classifying the financial activities of California local school districts and county offices of education. Phase-in began in 1997-98, and in 2003-04 all LEAs reported in SACS. SB 90 – Reference to Senate Bill 90/1972 that established the revenue limit system for funding school districts. The first revenue limit amount was determined by dividing the district’s 1972-73 state and local income by that year’s ADA. This per-ADA amount is the historical base for all subsequent revenue limit calculations. SB 813 – Reference to Senate Bill 813/1983 that provided a series of education “reforms” in funding calculations. Longer day, longer year, mentor teachers, and the beginning teacher salary adjustments of the mid-1980s are a few of the programs implemented by this 1983 legislation.

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SELPA (Special Education Local Plan Area) - A state-mandated association that oversees and facilitates education for students with disabilities. The SELPA coordinates with school districts and the County Office of Education to provide a continuum of programs and services for disabled individuals from birth through 22. Serrano Decision – In 1974, the California Superior Court in Los Angeles County ruled in the Serrano v. Priest case that school district revenues in California depended so heavily on local property taxes that students in districts with a low assessed value per pupil were denied an equal educational opportunity in violation of the “Equal Protection” clause of the California Constitution. This ruling established certain standards under which the school finance system would be constitutional and was upheld by the California Supreme Court in 1976. In 1983, the California Superior Court in Los Angeles County ruled that the system of school finance in effect at that time was in compliance with the earlier Court order. The case was subsequently appealed to the Appellate Court, which upheld the Superior Court ruling. In March 1989, all of the plaintiffs in the case agreed to dismiss their appeals, thereby settling Serrano as a legal issue. Special Education – Programs to identify and meet the educational needs of children with emotional, learning, or physical disabilities. Federal law requires that all children with disabilities be provided a free and appropriate education according to an Individual Education Plan (IEP) from infancy until 21 years of age.

Standardized Testing and Reporting Program (STAR) - Three tests mandated for grades 2 through 11:

1. California Standards Tests (CSTs) based on California academic content standards in English/language arts and mathematics in all grades, science in 5 and 9-11, and history/social science in 8, 10, and 11;

2. a standardized national test (CAT/6 replaced SAT-9 in spring 2003); and

3. a test for Spanish-speaking students who have been in a California school for a year or less (SABE-2).

Stanford-9 (SAT-9) - The Stanford Achievement Test, Form 9. This nationally normed, standardized test was part of the state’s STAR program until the California Achievement Test, 6th Edition, Survey (CAT/6) replaced it in spring 2003.

State School Fund – Each year the state appropriates money to this fund, which is then used to make state aid payments to school districts. Section A of the State School Fund is for K-12 education and Section B is for community college education. Sunset – The termination of a categorical program. A schedule is in current law for the Legislature to consider the “sunset” of most state categorical programs. If a program sunsets under this schedule, the funding for the program shall continue but the specific laws and regulations shall no longer apply. Waivers – Permission from the State Board of Education—or, in some limited cases, from the Superintendent of Public Instruction—to set aside the requirements of an Education Code provision upon the request of a school agency. (See Education Code Section 33050.)

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Abbreviations and Acronyms AB Assembly Bill

Academy Qualified Zone Academy

ACAX1 Assembly Constitutional Amendment First Extraordinary Session

ACSA Association of California School Administrators

ADA Average Daily Attendance

AG Attorney General

AIA American Institute of Architects

AIDS Acquired Immunodeficiency Syndrome

AMA American Medical Association

AMO Annual Measurable Objectives

AP Advanced Placement

APA Administrative Procedures Act

API Academic Performance Index

ASES After School Education and Safety Program

AVID Advancement Via Individual Determination

AVMSP Academic Volunteer and Mentor Service Program

AYP Adequate Yearly Progress

BAS Business Advisory Services

BCLAD Bilingual/Cross-cultural Language and Academic Development

BG Block Grant

Board California Air Resources Board

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BSA Bureau of State Audits

BSA Budget Stabilization Account

BTS Beginning Teacher Salary

BTSA Beginning Teacher Support and Assessment Program

CalSAFE California School-Age Education Program

CalWORKs California Work Opportunity and Responsibility to Kids

CASBO California Association of School Business Officials

CASH Coalition for Adequate School Housing

CBEDS California Basic Educational Data System

CBEST California Basic Educational Skills Test

CCD Community College District

CCFRFP Child Care Facilities Revolving Fund Program

CCR California Code of Regulations

CCSESA California County Superintendents Educational Services

Association

CDC California Department of Corrections

CDD Child Development Division

CDE California Department of Education

CELDT California English Language Development Test

CEQA California Environmental Quality Act

CLAD Cross-cultural Language and Academic Development

CLEAR California Local Education Accountability Reform

CLUE Comprehensive Legislative Update on Education

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COE County Office of Education

COLA Cost of Living Adjustment

COPs Certificates of Participation

COS Critically Overcrowded Schools

COSM/CSM Commission on State Mandates

County Office Los Angeles County Office of Education

CPA Certified Public Accountant

CPI Consumer Price Index

CPR California Performance Review

CPUC California Public Utilities Commission

CSBA California School Boards Association

CSFA California School Finance Authority

CSIS California School Information Services

CSR Class Size Reduction

CSRP Comprehensive School Reform Program

CSU California State University

CTA California Teachers Association

CTAP California Technology Assistance Project

CTC Commission on Teacher Credentialing

CTF California Teleconnect Fund

DBS Defined Benefit Supplement

DFEH Department of Fair Employment and Housing

DGS Department of General Services

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DHS Department of Health Services

DIR Department of Industrial Relations

DOF Department of Finance

DOH Department of Health

DSA Division of the State Architect

DTSC Department of Toxic Substance Control

EAAP Education Audits Appeal Panel

EC Education Code

EIA Economic Impact Aid

ELAP English Language Acquisition Program

ELD English Language Development

ELL English Language Learner

EMCN Education Mandated Cost Network

ERAF Educational Revenue Augmentation Fund

ESEA Elementary and Secondary Education Act

ESL English as a Second Language

FAIR Flexibility, Accountability, Innovation, and Responsibility

FCMAT Fiscal Crisis and Management Assistance Team

FEMA Federal Emergency Management Agency

FMP Focused Monitoring Pilot

GASB Governmental Accounting Standards Board

GATE Gifted and Talented Education

GC Government Code

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GO General Obligation

HPSG High Priority School Grant Program

HSAA High School Attendance Area

HSD High School District

HSEE High School Exit Exam

HVAC Heating/Ventilating/Air Conditioning

IDEA Individuals with Disabilities Education Act

IEP Individualized Educational Placement

IHSS In-Home Supportive Services

IMF Instructional Materials Program

IMFRP Instructional Materials Funding Realignment Program

II/USP Immediate Intervention/Underperforming Schools Program

IPSU Instructional Personnel Service Unit

IRC Incorrect Reduction Claims

ISBN International Standard Book Number

ITSDR Instructional Time and Staff Development Reform Program

JPA Joint Power Authority

K-3 Kindergarten through Third Grade

K-4 Kindergarten through Fourth Grade

K-12 Kindergarten through Twelfth Grade

K-14 Kindergarten through Community College

LACOE Los Angeles County Office of Education

LAO Legislative Analyst’s Office

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LARWQCB Los Angeles Regional Water Quality Control Board

LAUSD Los Angeles Unified School District

LCI Licensed Children’s Institution

LCP Labor Compliance Program

LEA Local Educational Agency

Lease-Purchase Program Leroy Greene State School Building Lease-Purchase Program

LPP Lease Purchase Program

LEP Limited English Proficient

LHMP Local Hazard Mitigation Plan

Lottery Commission California State Lottery Commission

MAA Medi-Cal Administrative Activities

MOE Maintenance of Effort

MS4 Municipal Separate Storm Sewer Systems

MTYRE Multi-Track Year-Round Education

NCLB No Child Left Behind

Network Los Angeles County Facilities Network

NPS Non-Public Schools

NPS/LCI Non-Public Schools/Licensed Children’s Institutions

NSD Nutrition Services Division

OAL Office of Administrative Law

OES Office of Emergency Services

OH Orthopedically Handicapped

OPEB Other Post-employment Benefit

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OPSC Office of Public School Construction

P-1 First Period Principal Apportionment

P-2 Second Period Principal Apportionment

PAR Peer Assistance and Review Program

PCA Program Cost Account

PCBs Polychlorinated Biphenyls

PEA Preliminary Endangerment Assessment

PERS Public Employees Retirement System

PI Program Improvement

PS/RS Program Specialist/Regionalized Services

PTA Parent-Teacher Association

QZAB Qualified Zone Academy Bond

Regional Board Los Angeles Regional Water Quality Control Board

REU Reserve for Economic Uncertainties

RFP Request for Proposal

ROC/P Regional Occupational Center/Program

RRMA Routine Restricted Maintenance Account

RTI Response to Intervention

RWQCB Regional Water Quality Control Board

SAB State Allocation Board

SACS Standardized Account Code Structure

SARB School Attendance Review Board

SARC School Accountability Report Card

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SB Senate Bill

SBE State Board of Education

SBCSS San Bernardino County Superintendent of Schools

SCA State Constitution Amendment

SCAX1 Senate Constitutional Amendment First Extraordinary Session

SCO State Controller’s Office

SD School District

SDA Special Disabilities Adjustment

SDI State Disability Insurance

SELPA Special Education Local Plan Area

SFERA School Facilities Emergency Repair Account

SFNAGP School Facilities Needs Assessment Grant Program

SFP School Facility Program

SH Severely Handicapped

SIP School Improvement Program

Small MS4 Small Municipal Separate Strom Sewer System

SPI Superintendent of Public Instruction

SSDMP State School Deferred Maintenance Program

SSI/SSP Supplemental Security Income/State Supplementary Program

STAR Standardized Testing and Reporting

STRS State Teachers Retirement System

SWRCB State Water Resources Control Board

TANF Temporary Assistance for Needy Families

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TAP Teaching as a Priority Block Grant Program

TCM Targeted Case Management

TIIG Targeted Instructional Improvement Grant

TPR Teacher Peer Review

TRANs Tax and Revenue Anticipation Notes

TRIP Teacher Recruitment Incentive Program

UC University of California

UCLA University of California at Los Angeles

UI Unemployment Insurance

US United States

USD Unified School District

USDOE United States Department of Education

VLF Vehicle License Fee

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Appendix

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ResourceMgmt Code

Program Grant Intent How Funds are to be Spent

1100 780A Lottery For expenditure of funds received from the California State Lottery Instructional supplies & materials

1300 0461 CSR To reduce class size to 20:1 in grades K-3 Teacher salary & benefits

3010 0912 Title I Part ATo provide financial assistance to schools serving concentrations of educationally deprived children and to expand and improve their educational program by various means which contribute particularly to meeting the educational needs of the children.

Direct instruction, tutors, aides, classroom materials and supplies, all educational activities. Funds must be consistent with school site plans.

3030 0915 Reading FirstTo ensure all children are proficient readers by third grade by implementing the state adopted reading programs in grades K-3 and by providing on-going professional development.

Reading coaches, reading assessments, instructional materials and supplies, professional development, reading and library program materials, language art textbooks

3310 Various Local AssistanceTo provide special education support to identified students and deliver services as specified on individual IEPs.

Salary & benefits, instructional materials & supplies, conferences & travel, office & meetings supplies, printing, SELPA charges.

3340 0826 IDEA TrainingTo provide staff development to Special Education personnel through training and seminars

Timecards & benefits, training tuition and fees

3710 0935 Drug Free SchoolsTo develop and implement programs focusing on substance abuse prevention, intervention and alternative activities.

Staffing & benefits, consultants, instructional materials and supplies.

4035 0910Title II Part A - Teacher Quality

To prepare, train and recruit high quality teachers.Staffing & benefits, professional development activities and materials.

4036 0908Title II - Principal Training

To provide suport for the principal training program.Professional development supplies and materials, curriculum support.

4045 0911Title II - Enhancing Ed with Tech

To improve academic achievement through the use of technology by providing staff development and technological support to classroom teachers.

Increased access to technology and to the internet, integration of technology into the curriculum, promoting parent involvement and data management.

Resource Listing for OMSD

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ResourceMgmt Code


4110 0925Title V - Innovative Strategies

To provide a continuing source for innovative and educational improvements, including support for libraries, instructional and media materials.

Library and instructional materials, including textbooks, dropout prevention, literacy programs, GATE, NCLB objectives and School Improvement programs.

4201 0976Title III - Immigrant Education

To provide supplemental programs and service to eligible immigrants.Educational personnel, basic instructional services and activities, family literacy, parent training and outreach.

4203 0977Title III - Limited English Proficient

To assist LEP children in becoming English proficient and meet academic standards.Direct instruction, tutors, aides, instructional materials and supplies, staff development, parental involvement and family literacy.

5025 0940 Federal Block To provide an after school program.Salary & benefits, instructional materials and supplies, consultants, staff development

5630 0919Title X - McKinney-Vento Homeless

To provide educational opportunities for homeless children by supporting a wide variety of activities to facilitate their educational success.

Tutoring, summer enrichment programs, school supplies, professional development.

5640 0901 Medi-CalTo support site personnel in the medi-cal billing process for reimbursement of health services staff provides to eligible children and family members and to pay for health services.

Staffing & benefits, office supplies & equipment, conferences, mileage, printing

5810 0906Safe Schools/Healthy Students

To provide funding for professional development, the purchase of additional books and materials, the development of early intervention programs and family literacy activies, and the funding for district coaches.

Staffing & benefits, materials & supplies, consultants, staff development

6010 0834After School Education & Safety

To provide elementary and middle schools and their community partners with expanded opportunities to promote educational and social development of children and to provide a safe and stimulating environment after school hours.

Salary & benefits, instructional materials and supplies, field trips

6055 0852 Preschool To provide child care and develoment services for pre-school children.Salary & benefits, instructional materials and supplies, field trips, printing charges.

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ResourceMgmt Code


6240 0830 Healthy StartTo provide coordination of needed services (health, basic needs resources and counseling) to students and families as support to the learning process.

Salary & benefits, instructional materials and supplies, consultants, staff development

6250 0876Early Mental Health Initiative

To provide early mental health prevention for at-risk kids ages K-3.Salary & benefits, consultants, conferences, materials and supplies, operating expenses & equipment

6260 0819 Intern Academy To assist intern teachers in becoming credentialed.Salary & benefits, conferences, instructional materials & supplies, professional books, consultant fees.

6263 0818

PATE (Paraprofessionals Are Tomorrow's Educators)

To provide tuition assistance, academic guicance and collegial support to classified instructional support staff who ar einterested in obtaining a teaching credential.

PATE facilitator, tuition & books, conferences and trainings, instructional aide subs.

6286 0815

ELAP (English Language Acquisition Program)

To provide a program for English learners (grades 4 - 8) to achieve the English Language Development and subject area content standards.

Salary & benefits, instructional materials & supplies, staff development

6300 790A Lottery Prop 20For expenditure of funds received from the California State Lottery for Restricted Proposition 20.

Instructional materials and supplies.

6330 0823School Community Policing

To implement school community programs to deal with school crime and safety issues - must be a collaborative partnership between schools, law enforcement agencies and school community.

Salary & benefits, instructional materials & supplies, office & meeting supplies, consultants, travel & conferences.

6405 0831School Safety & Violence Prevention

To reduce the incidents of violence at the school sites; to teach pupils techniques for resolving conflicts without violence; to train staff to support and promote conflict resolution and techniques for resolving student conflict.

Salary & benefits, conflict resolution personnel, on-campus communication devices, training programs, law enforcement agreements.

6500 Various Special EducationTo provide special education services to identified students and deliver services as specified on individual IEPs.

Salary & benefits, instructional materials & supplies, conferences & travel, office & meetings supplies, printing, SELPA charges.

6660 0882TUPE (Tobacco Use Prevention Education)

To develop and implement programs for grades 4 - 8 that provide tobacco use prevention and cessation programs.

Salary & benefits, instructional materials & supplies, consultants, conferences, office supplies.

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ResourceMgmt Code


6760 0891Arts & Music Block Grant

To support standards aligned instruction in arts and music.Salary & benefits, materials, books, supplies, equipment, staff development.

6761 0888Arts, Music & P.E. Block Grant

A one-time opportunity to invest in physical education and visual and performing arts instructional programs.

Professional development, equipment, and supplies for P.E., and visual and performing arts.

7090 0814 EIA BilingualTo provide instructional support and assessment services to English Language Learnings in bilingual classrooms and through district-adopted ELD programs.

All educational services that are targeted to the appropriate student population.

7140 0801GATE (Gifted and Talented Education)

To develop and implement programs for identification and support of students with learning needs significantly above the norm and to provide materials and support for all components of GATE education.

Salary & benefits, instructional materials & scholarships for GATE students, field trips, transportation

7156 0800

IMFRP (Instr Materials Funding Realignment Program)

To ensure each pupil is provided with standard-aligned textbooks or basic instructional materials in core curriculum areas.

Approved textbooks and approved supplementary instructional materials.

7158 800AInstructional Materials/Williams Case

To be used exclusively for the purchase of standards-aligned instructional materials in all core areas.

Approved textbooks and approved supplementary instructional materials.

7240 0260Special Education Transportation

To provide safe and economical transportation for physically and severely handicapped students to and from school.

Salary & benefits, materials, equipment, staff development, repairs.

7250 0811SBCP (School Based Coordinated Program)

To develop pupils' competence to their highest potential in basic skills, such as math and english, knowledge and abilities in other aspects of the curriculum such as arts and humanities, personal and social development.

Salary & benefits, instructional materials and supplies, consultants, professional development, technology.

7258 0851 High Priority To assist low performing schools in raising student achievement.Funds to be spent according to state approved school site plan.

7271 0803PAR (Peer Assistance & Review)

To establish a teacher peer assistance and review system as a critical feedback mechanism.

Salary & benefits, teacher training & support, staff development, assessment & review tools.

7294 0828Staff Dev: Math & Reading

Districts receive reimbursement for teachers attending State approved reading and math training.

Must be used to focus on English and math training.

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ResourceMgmt Code


7325 0806AB75 - Principals Training

To provide funding for professional development for school site administrators.Limited to providing training to principals and assistant principals.

7390 0894Pupil Retention Block Grant

Formerly SB65 - to meet the needs of students in at-risk situations.Outreach salary & benefits, professional development & job-related travel.

7392 0896Teacher Credentialing Block Grant

Formerly BTSA - to provide first and second-year teachers a consistent support system based upon individually assessed needs and concerns as they relate to the California Standards.

Salary & benefits, instructional materials & supplies, consultants, conferences & workshops, technology, program evaluation.

7393 0893Professional Development Block Grant

Formely Staff Development Buyback - to provide training in instructional methods, strategies, classroom management and other training designed to improve pupil performance and academic content in curriculum areas.

Timecards for staff development buyback days.

7394 0898Targeted Instruction Block Grant

To be used to supplement costs of transportation. Transportation costs.

7395 0899School Improvement Block Grant

Formerly SIP - To develop pupils' competence to their highest potential in basic skills, such as math and english, knowledge and abilities in other aspects of the curriculum such as arts and humanities, personal and social development.

Salary & benefits, instructional materials and supplies, consultants, professional development, technology.

7396 0890Site Discretionary Block Grant

A one-time funding opportunity to be used as proposed by the school site council and approved by the Board.

As approved by the Site Council and the Board.

7397 0889District Discretionary Block Grant

A one-time funding opportunity designed to close the achievement gap.

Instructional materials and supplies, library materials, education technology, deferred maintenance, professional development, transportation.

7810 0817 First FiveTo provide needed services (health, basic needs resources and counseling) to student and families as support to the learning process.

Funds to be spent according to approved First Five contract - salaries & benefits, materials & supplies, conference & travel, consultant fees.

8150 VariousRoutine Repair & Maintenace

For the exclusive purpose of providing ongoing and major maintenance of school buildings and for developing an ongoing and major maintenance plan.

Maintenance staff and supplies, staff development, contracted services, equipment.

9010 VariousOther Local Revenue

Funds come in from various sources such as Kids Come First, City of Montclair for local purposes.

Varies

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Thank you

Community Based Budget Booklet OMSD

Documents

Transcript of Community Based Budget Booklet OMSD