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    The SuperintendentsRecommended

    BudgetsFor

    Fiscal Year 2012 2013

    Presented to the

    Seattle School District

    Board of DirectorsJune 20, 2012

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    Changeshavebeenincorporatedintothedocument.

    ERRATA

    Date Item

    June15,2012 OriginalpostingofdocumentJune20,2012 Correctedheadingonp.359toread:

    2013FiscalYearChange($38.8M). Previousvalue:($36.5M).orrec e us ca onpro ems n ecap a sec on.

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    Seattle Public Schools

    FY13 Recommended Budget

    Table of Contents

    I. INTRODUCTION PAGEA. Budget Message 1

    II. BOARD OF DIRECTORSA. School Board Directors 3B. Policies 11

    III. EXECUTIVE SUMMARYA. Summary 29B. Budgeting Assumptions 35

    IV. BUDGET DEVELOPMENT CALENDAR 37

    V. GENERAL FUNDA. Overview 41

    B. District Staff 491. Overview 502. FTE Summary 513. Duty Code Definitions 52

    C. School Budgets 571. FTE Summary of Total School Funded Staff 582. Individual School Budgets 59

    D. Central Budgets 2531. Superintendent 2542. General Counsel 2553. Policy & Government Relations 257

    4. Communications 2605. Operations 2646. Business & Finance 2807. Instructional Services 292

    E. State Report F-195 Summary Data 327

    VI. ASSOCIATED STUDENT BODY FUND 339

    VII. DEBT SERVICE FUND 341

    VIII. CAPITAL FUND 345

    IX. HISTORIC INFORMATION 373

    X. APPENDICES 375A. Key Documents & SitesB. Program Code DefinitionsC. Activity Code DefinitionsD. Object Code DefinitionsE. Budget Detail

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    Seattle Public Schools 2012-2013 Budget

    A message from Assistant Superintendent for Business & Finance Duggan Harman

    When developing our yearly budget at Seattle Public Schools, our main focus is to protect directfunding to classrooms. With a mission to ensure every student graduates ready for college, careerand life, it is essential that we focus our funding on classroom instruction, including professionaldevelopment and making sure that Central Office is well positioned to support and serve ourschools.

    Developing this years balanced budget was less difficult than in the last four years. For the firsttime since 2009 there were no revenue reductions from the state. While the state economy hasnot yet recovered and the legislature was again faced with a significant funding shortfall, thisyear elected officials refused to make cuts to K-12 education funding. For this, we are verygrateful.

    However, we were not without our challenges. This year, the district was still faced with ashortfall though as expenses outpaced available resources. Since we must live within our means,the district needed to close a shortfall of $23.5 million. These cuts or other reductions are on topof the more than $45 million reductions made for the 2011-12 budget, the $31 million in cuts wetook for the 2010-11 budget and the $34 million in cuts we took for the 2009-10 budget. While

    our total general fund budget is over $590 million, we have needed to address shortfalls totalingnearly 23 % of that amount over the last four budget years.

    When we developed this budget we took input from principals and schools, and we used theSchool Boards guiding principles in developing this priority list:

    Student achievement and academic instruction are the core of our work a sustainablelevel of funding for our schools is essential to success and to allow flexibility andinnovation

    Ensure a lean infrastructure exists to support instruction, employees and organizationdecision making while remaining a legally compliant organization

    Remain committed to our strategic plan; but reduce funding to strategies, programs andfunctions which have not produced desired results; invest in promising ideas

    Support the work required to respond to the State Auditors findings Identify and prioritize opportunities to improve operational efficiency Optimize capital expenditures based on criteria that include reduction of maintenance

    backlog, support to instruction, and investments that improve operational efficiency Recognizing that decreased State and Federal funding may last for years, ensure budget

    process includes both short and long term solutions

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    Keep in mind the long-term consequences of any budget decision Protect basic education service levels by containing the costs of programs mandated but

    underfunded by the State and Federal government After four years of reduction, opportunities to close the gap with incremental reductions

    have been exhausted. We must look for structural change to the system and to program

    and activity cuts Ensure supports are in place for employees impacted by job losses

    Following these principles, the 2012-13 budget includes no school-level reductions. Schooldiscretionary allocations were instead increased by $1.6 million over prior year levels. Thebudget also includes funding for new textual materials purchases in both high school socialstudies and K-5 music. These purchases deliver on a commitment made in the 2010supplemental maintenance and operations levy.

    Again this year, central office reductions were implemented to close the funding shortfall. This

    years cycle reduction was $1.2 million. Central Administration, the States category for centraldistrict management functions, was reduced from 5.98% of the total budget to 5.68%. Severalyears ago, this rate was over 8%.

    The district is also relying less on using one-time funding resources to balance the budget. Theseuses, such as use of fund balance and savings from prior-year hiring and spending freezes arecontinuing to decline over time. In the 2010-11 budget, $19.3 million in resources was one-time.This decreased to $17.3 million last year and is again decreasing by $3.1 million to $14.2 millionfor next year.

    District staff will continue furlough days during the 2012-13 school year, saving the Districtroughly $3.1 million. Senior management will take four unpaid days, and the majority of staffwill take two unpaid days.

    Seattle Public Schools is once again in a transition. Moving forward, we look forward to theleadership of our next Superintendent, Jos Banda. I am proud of the work we as a district haveaccomplished this past year, including hiring an Internal Auditor and increased governance andoversight work by the School Board. Seattle is an amazing community with dedicated staff,students and families. Working together, we can continue to ensure our balanced budget bestmeets the needs of all of our students.

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    School BoardOverview

    The Board of Directors for Seattle Public Schools is an

    elected body of seven citizens representing geographicalregions, known as Districts, within the City of Seattle.The length of each member's term is four years.Directors are elected by district in the primary electionsand at-large (city-wide) in the general elections of odd-numbered years.

    It is the belief of the Board of Directors andSuperintendent that they are partners in the governanceteam of Seattle Public Schools. Both must do their jobswell for the organization to be successful and for thegovernance team as a whole to be effective.

    Work of the Board

    Responsibilities of the Board of Directors include: hiringand evaluating the Superintendent; establishing policiesfor governing the school district; adopting a balancedbudget each year; having legal and fiduciary authority forthe school district; adopting instructional materials; and,serving as community representatives to the district andon behalf of the district.

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    School Board: District I

    Sharon Peaslee

    District I

    (206) 252-0040

    Committees:-Operations Committee

    -Curriculum and Instructional

    Policy Committee

    Representing:-Broadview-Thomson

    -Ingraham

    -Jane Addams K-8-John Rogers-Loyal Heights

    -Middle College @ The MallAcademy-Nathan Hale

    -North Beach-Northgate-Olympic Hills

    -Pinehurst K-8-Viewlands

    -Wedgwood-Whitman

    Sharons passion for finding what works in education beg

    when she was in high school and led her through a numbeducational experiments when alternative schools were fi

    cropping up. As a parent and activist, Sharon has workeeducation issues in Washington since 2005. At the state

    level, she was involved in the process of improving WA m

    standards that were adopted in 2008. She organizedcommunities in Lake Washington and Bellevue School Dis

    to successfully push for better math curricula. In Bellevushe worked with administrators to improve home schoolin

    policies, bringing them into compliance with state law. InSeattle, she wrote and managed the online petition to reh

    Ingraham Principal, Martin Floe.

    With two teens in Seattle Public Schools, Sharon owes muof her activism to their educational needs, which are the

    as many other students. She has met and worked with

    countless parents who will do whatever it takes to be surtheir children have what they need to succeed in school a

    life. This is the passion and inspiration that led her to runSeattle School Board.

    Sharon is fully committed to working with communities a

    Seattle to ensure that our district provides all students wi

    engaging educational pathways that prepare them for thefutures of their choice. She is constantly fascinated by

    schools and countries where p