may 2008 how to craft your budget. 2 budgets should be driven by data and instructional goals align...

May 2008

How to CRAFT Your Budget

2

Budgets Should Be Driven by Dataand Instructional Goals Align

Resources

Complete Needs Assessment

Develop Action Plan

Set EducationalGoals

Each year, principals set goals and develop action plans for improving their students’ achievement. These goals and action plans are always based on student needs and build towards a strategic alignment of resources.

The CRAFT tool is aligned with the various processes associated with each step, but focuses primarily on Aligning Resources. It takes principals through the first three steps quickly to show how the results of their work can be used to best build their budgets.

3

How To CRAFT Your Budget

Context: What are the overall strengths and weaknesses of my school (based on Quality Review, Progress Report, and other data)? What goals do I have for the coming year?

Required: What do I need to serve my students at a basic level? What commitments has my school already made?

Account: What resources and flexibility do I have left after meeting initial requirements?

Focus: What needs and priorities remain? What people, services, and materials would I ideally purchase for my school?

Trade-offs: What are the different ways I can meet my needs and priorities given the resources I have?

4

The following work is best done with your School Leadership Team

and your SSO.

Blank worksheets are at the end of this document for you to use for your individual school.

5

Timing:How The First CRAFT Steps Align With School Planning ProcessesIn order to provide schools with a single integrated blueprint for 2008–09 school planning, we schools are advised to begin developing goals, objectives and a plan immediately – before the C4E Appendix and Galaxy budgets are due at the end of June.

Early planning will relieve school leaders from having to replicate the same series of planning work-streams in response to the CEP, PPR and Quality Review processes in the Fall and thereafter.

The calendar of planning events below are intended to help principals develop a single, integrated approach.

C4E-CEP Appendix DueJune 27, 2008 (Note: Submission extended from originally posted deadline of June 20.)

Funds scheduled in Galaxy June 30, 2008

CEP Due Early November 2008

PPR Appendix A Due End of October/Early November 2008

Quality Review Self-Evaluation Due One week before the QR takes place

6

Context, Part I: First, Identify Your School’s Key Data Points

Key Demographics

I.S. XYZ has 1,000 students.

Middle School

500 students were Level 1 or Level 2 in one subject area when they entered the school

200 students are English language learners (ELL)

900 students receive free lunch, therefore school is eligible for Title 1

Four “self-contained” classes serving 48 students. One Collaborative Team Teaching class with 10 SPED students and 15 General Education students.

30 students with IEPs for mandated services, including counseling, speech, OP, and PT

Separate Gifted and Talented (G/T) track for 50 students in the school

Below is a sample school for illustrative purposes. Replace it with your school’s key data.

7

Context, Part I: Assess Needs Based on School’s Strengths/Challenges

> Replace the sample data below with your school’s identified strengths and challenges based on the various data and planning processes you have done with your school community.

> As you analyze the information, what patterns or trends do you see? What needs emerge?

Strengths No glaring differences between the achievement of ELLs and non-ELLs

Students love visiting the guidance counselors and social workers

Community groups love the G/T orchestra

Challenges

Low achievement in 6th and 7th Grade math and ELA:50% of students are Level 1 or 2 in at least one subject; 70% of 8th grade students score Level 1 or 2 in Math

Two deans mainly assist individual teachers with individual student disruptions

70% of teachers struggle with classroom management

School is on Persistently Dangerous List for the second year in a row

School attendance is at 81%

8

Context, Part I: Set Goals and PrioritiesAs you frame your school’s needs and priorities, involve your school leadership team.

Strength/Challenge Goals for Your School? Priority

Low 7th grade achievement Decrease number of Level 1s and 2s by 50% in ELA 1

Low 7th grade achievement Decrease number of Level 1s and 2s by 50% in math 1

Low 8th grade achievement in math

Decrease number of Level 1s and 2s by 50% 1

Classroom managementDecrease the number of classroom removals; provide PD on classroom management

2

Safety Reduce the number of occurrences 3

Attendance Increase attendance by 7% 4

G/T orchestra Explore funding source to improve violin playing 5

Strong relationships between students and guidance

Develop an advisory program to promote students’ personal and social developments

3

9

Context, Part I: Prioritize and Finalize Goals and Objectives

Due to the projected budget reductions, you will have to make targeted choices as you develop your budget, so after identifying a variety of important goals and objectives, choose your top priorities for the 2008–09 school year. For example:

1. Reduce class size by 4 students/class in 7th and 8th grade math as well as ELA to improve instruction over the next three years.

2. Expand the after-school program to support the improvement of 7th grade achievement over the next two years.

3. Build internal professional development to improve classroom management this school year.

4. Implement a conflict resolution program for the 8th grade by October of this year.

5. Hire an additional attendance teacher for the start of the school year.

These top three to five goals are not meant to be to the exclusion of others, but resources should first be focused in these areas.

10

Context, Part II:Your School’s Action Plan

Based on your needs assessment and your resulting key priorities, you will map out your instructional plan for the coming year through the CEP and other process you and your SLT, instructional staff, SSO network leader will be doing.

This is a crucial process to go through at least in part before starting your budget planning. The following are recommended pieces of the action plan to complete before June 30th:

1. Using preliminary goals as a guide, work with your SSO and SLT to identify major actions to take to lay the groundwork for implementing instructional plan in the fall

• Example: Hire an additional ESL instructor to collaborate and team-teach with ELA classroom teachers

2. Consult resources including “Mapping CEP Goals to Contracts for Excellence Funding” and the “2008-09 Class Size Planning Memo”

3. Prepare tentative 2008-09 staffing plan

4. Compile list of anticipated expenses or needs that differ from last year

11

Context, Part III:What Is Your Existing Table of Organization (T.O.)?

2008–09 Returning and Non-Returning Staff Positions

Instructional StaffTotal Existing

Staff 07–08Positions Returning

Positions Non Ret.

General education teachers for core subject:

Math 10 9 1

ELA 17 16 1

Science 6 6

Social Studies 9 9

Foreign Language 5 4 1

Special Education (4 self-contained, 1 CTT, 1 SETTS) 6 6

Elective teachers for Art, Choral Music, Orchestra (for G/T students), Computer, and Phys Ed.

5 4 1

Librarian 1 1

Coaches—literacy and math 2 2

Administration

Principal 1 1

Secretaries 2 2

Academic deans (teachers with reduced programs) 2 2

Assistant Principals 2 2

Other Support Staff

Guidance 2 2

Parent Coordinator 1 1

AIDP teachers 1 1

12

It’s helpful to ask these questions to be sure your existing T.O. is directly aligned with your goals and fits into your action plan:

> Due to register changes, will I have to hire (growth in registers) or excess any teachers (decline in registers)?

> Due to the budget reductions, do I have to eliminate any positions?

> If reducing class size is one of my top priorities, how will I find the dollars to fund the additional positions?

> Did I reexamine the out-of-the-classroom positions?> Finally, how does my Staffing Plan explicitly support our

educational goals?

Context, Part III: How Does Your T.O. Align to Your Goals?

13

Context, Part III:Based On Your Action Plan And Work On Your T.O., You Should Now Have A Vision Of A TO


Instructional Staff:Positions Filled For

08–09

Total Positions

Needed for 08-09

Required Vacancies

to Fill

DesiredVacancies

to Fill


Math 9 13 1 3

ELA 16 19 1 2

Science 6 6

Social Studies 9 9

Foreign Language 4 5 1

Special Education (4 self-contained, 1CTT, 1 SETTS)

6 6


4 5 1

Librarian 1 1

Coaches—literacy and math 2 2

Administration

Principal 1 1

Secretaries 2 2

Academic deans (teachers with reduced programs) 2 2

Assistant Principals 2 2

Other Support Staff

Guidance 2 2

Parent Coordinator 1 1

AIDP teachers 1 2 1

14

Your ISC Officer (or ESO Business Manager) are your best resources to

support you through the process outlined after this point.

Blank worksheets are at the end of this document for you to use for your individual school.

15

Your Budget Support Partners Will Expect That You Come to Them With:

> Your school’s educational goals and the top priorities

> Tentative Staffing Plan (T.O.) for the upcoming year

> Clear questions and focus areas where you need additional support from your budget support partners at the ISC / SSOs

16

Required: In Effectively Covering Core Services, How Are You Also Supporting Your Goals?

Begin with the expenditures required to serve all students and align them with your priorities.

1. Core—Required to Serve All Students

Administrators, teachers, parent coordinator, secretaries, school aides, librarian, crucial

OTPS, etc.

2. Mandated Services

Special education classes, related services, APE, ELL, guidance, etc.

3.Supplemental

Extended day, additional AIS, PD,

etc.

4.

Enhanc-ements

Core Instruction

Priority 1 Priority 2 Priority 3 Priority 4Other Goals

Principal

2 school secretaries

9 SS tchrs

5 elective tchrs (1 VAC)

5 Fr Lang tchrs (1 VAC)

17 ELA tchrs (1 VAC)

Librarian

10 Math tchrs (1 VAC)

6 Sci tchrs

1 Guidance 2 APs

2 Deans

1 ATT tchr

Parent Coor

OTPs

Per diem

School aides

2 ELA tchrs*

3 Math tchrs*

The titles in the bottom half of each tier that are bolded are potential hires.

17


Required: In Effectively Covering Mandated Services, How Are You Also Supporting Your Goals?

Next, identify mandated services for your students and align them with your priorities.



OTPS, etc.



3.Supplemental


etc.

4.

Enhanc-ements

Core Instruction

Priority 1 Priority 2 Priority 3 Priority 4Other Goals

1 CTT

4 S.C tr

1 SETTS

Mandated guidance

Principal


9 SS tchs

5 elective tr(1 VAC)

5 Fr Lang tchr(1 VAC)

17 ELA tchs(1 VAC)

Librarian

10 Math tchs(1 VAC)

6 Sci tchs

1 Guidance 2 AP’s

2 Deans

1 ATT tchr

Parent Coor

OTPs

Per diem

School aides

2 ELA tchs*

3 Math tchs*

18

Account: Pay for Returning Staff and Recurring CostsFrom your previous T.O. , you know what staff is returning. Those costs will be on your budget. Also account for other recurring costs.

> 1 principal> 2 secretaries> 2 deans> 16 ELA teachers> 9 social studies teachers> 6 science teachers> 9 math teachers> 4 elective teachers*> 6 special education teachers> 4 foreign language teacher

Note: School-wide average (SWA) teacher salary is $60,000.

> 2 assistant principals> 1 parent coordinator> 2 guidance counselors> 1 librarian> 1 AIDP teacher> 1 ELA coach*> 1 math coach*

> Other recurring costs and needs = $100,000 I.e. Multi-year contracts or budget

deficit rollover

Total recurring costs from example = $4,158,000

Please note: For simplicity of the example, we are only using tax levy funding calculations.

19

Account:How Do Your Requirements Fit with Your Budget?

Your total school budget $4,923,000

Returning staff* –$4,158,000

Other recurring costs –$ 100,000

Remaining resources = $665,000

* You can find out the costs of your returning staff, as well as your school-wide average teacher salary, from the register file provided on the Principals Portal under My Budget.

20

Account:Look at Impact of Filling Vacancies and Making New Hires Based On Your T.O. Planning

Position This Year’s School-wide Average Teacher Salary*

Ballpark Future Cost(Actual Salary Impacts FY10 SWA)

ELA teacher $60,000 $75,000

Foreign language teacher $60,000 $65,000

Math teacher $60,000 $70,000

Phys Ed teacher $60,000 $55,000

Math teacher $60,000 $70,000

ELA Teacher $60,000 $60,000

Average Teacher Salary $60,000 $65,000

Total Cost This year: $360,000 Next year: $395,000

*Your school-wide average (SWA) teacher salary comes from the cost and number of teachers you had in the spring of the previous year.

21

Focus: Look At Your TO To Assess Vacancies / New HiresTo See If You Are Meeting Your Goals Effectively



OTPS, etc.



3.Supplemental


etc.

4.

Enhanc-ements

Core Instruction

Priority 1 Priority 2 Priority 3 Priority 4Other

Priorities

1 ELA Coach

1 Math Coach

1 Guidance

1 CTT

4 S.C. tr

1 SETTS

Mandated Guidance

Principal


9 SS tchrs

5 elective tchrs (1 VAC)

5 Fr Lang tchrs (1 VAC)

17 ELA tchrs (1 VAC)

Librarian

10 Math tchrs (1 VAC)

6 Sci tchs

1 Guidance 2 AP’s

2 Deans

1 ATT tchr

Parent Coor

OTPs

Per diem

School aides

1 ELA tchs

1 Math tchs

OTPS


22

Focus: Additional Priorities

Requirements Needed To Improve Instruction

Wish List What You Could Budget

6 vacancies, 6 teachers = $360,000 Basic classroom and school materials

• $10,000 Fund previously restricted categories (e.g.,

outstanding contracts)

• $5,000

TOTAL BUDGETED: $375,000

REMAINING RESOURCES: $290,000

Additional faculty (math/ELA/attendance)

Supplemental materials (such as violins, computers, library additions)

Additional programs/staff • During or after school

• Academic intervention

Based on your analysis of the Resource Matrix, you can see how your decisions are likely to help you meet your goals. You can now focus on additional priorities, supplements, and enhancements.

NOTE: If you are facing a reduced budget, see the next slide for suggestions.

23

Alternative Scenario - Decreasing ResourcesAccount:How Do Your Requirements Fit with Your Budget?

Your total school budget $4,508,000

Returning staff* –$4,158,000

Other recurring costs –$ 100,000

Remaining resources = $250,000

* You can find out the costs of your returning staff, as well as your school-wide average teacher salary, from the register file provided on the Principals Portal under My Budget.

24

Requirements Needed To Improve Instruction

Wish List What You Could Budget

6 vacancies: •Previously filled at $60K average =

$360,000

• Instead fill with 4 experienced teachers:

• Charged at $60K in FY09 = $ 240K

• Next year will increase SWA by $3K; plan to make trade-off next year

Not renew PD contract• ($30,000)

TOTAL BUDGETED: $210,000

REMAINING RESOURCES: $40,000

Additional faculty (math/ELA/attendance)

Supplemental materials (such as violins, computers, library additions)

Additional programs/staff • During or after school

• Academic intervention

Alternative Scenario - Decreasing Resources Focus: Prioritizing To Meet ReductionsIn this example, you want to decide how to meet your goals while also working with declining resources. From the previous accounting, you have $250,000 to fill your vacancies, meet recurring costs and make new purchases.

25

Focus: What Goals are Not Being Fully Met? Which Ones Can Be Met More Richly?


Administrators, teachers, parent coordinator, secretaries, school aides, crucial OTPS, etc.


Special education classes, related services, APE, ELL, guidance,

librarians, etc.

3.Supplemental

EGRCS, Extended day, additional AIS,

PD, etc.

4.

Enhanc-ements

Core Instruction

Priority 1 Priority 2 Priority 3 Priority 4Other

Priorities

Class Library Upgrade

* Incentive System*

Gym Equip*

Violins

New Computers

1 ELA Coach

1 Math Coach

1 Guidance

New Manipulative

1 ELA tchs

2 Math tchs

Afterschool Math/ELA Pgm

1ATT tchr

1 CTT

4 S.C tr

1 SETTS

Mandated Guidance

Principal


9 SS tchs

5 elective tr (1 VAC)

5 Fr Lang tchr (1 VAC)

17 ELA tchs (1 VAC)

Librarian

10 Math tchs (1 VAC)

6 Sci tchs

1 Guidance 2 AP’s

2 Deans

1 ATT tchr

Parent Coor

OTPs

Per diem

School aides

1 ELA tchs

1Math tchs

OTPS


26

Trade-Offs:The Challenge of Budget ReductionsAs you plan for the upcoming year, the anticipated budget reductions may have an impact on your decision making. There are ways to minimize the impact of reductions.

*Some of these Strategies were suggested in the Source Budget Reduction Strategies – Leadership LSO

Budget Reduction Strategies To Consider

Review your new programs. What worked? What did not work?

What level of funding was spent on TL Per Diem Dollars? Per Session Dollars? OTPS lines? Used.

Be aware of the midyear assessment of the budget and the spending deadlines to identify what will be spent and why.

Review each area carefully.OTPS—what was not spent? What programs were funds spent for? Will the same amount be needed, more or less, for next year? Examples to check: F-Status Positions, Consultants and/or CBO Programs.

Were the use of reimbursable dollars maximized?

• Were all reimbursable funds used to cover supplemental services that are allowed by the funding source?

• Were Title I dollars targeted for mandated Professional Development and Parental Involvement programs?

• If block scheduling is used, were any of the Title I dollars used to fund the supplementary services?

If possible, consider sharing staff with other schools.Have open discussion with other school principals, and clearly outline the arrangements so that it can be a “win-win” for both schools.

If there are attrition savings, do vacancies need to be filled?What creative scheduling can you do to minimize breakage and maximize teacher

programs?

Review the # of out-of-the-classroom positions. Revaluate noninstructional positions such as the # of secretaries, the # of school aides, and the APs focused on administrative duties.

27

Crucial Concepts to Keep in MindSome recurring expenditures will have different costs in future years:

> Part-time programs that are annualized could increase future costs> Staffing costs can increase or decrease based on annual salaries of

staff and new hires When vacancies occur or new hires are made, schools can choose

whether to invest in more or less senior teachers, with impact on the schoolwide average salary showing in the following year’s budget.

> Schoolwide average teacher salary is computed based on a prior year school payroll snapshot, and is affected by the salaries of existing staff, newly hired teachers, and teacher attrition and retirement.

(More detail is available in chapter 6 of the Resource Guide to School Budgets)

28

Create budget flexibility by using some money on one-time expenditures as opposed to those with recurring costs.

> New computers, library upgrades, professional development

Think about your school budget holistically.> Categorical and restricted programs are always subject to guidelines.

> Additional School Supports—Remember what is provided or no longer provided given your selected SSO (e.g., Professional Development)

Think creatively while being methodical.> Consider new enhancements to meet school goals while accounting for core services.

FSF incremental funding must be scheduled in the following five categories:> Class-size reduction;

> Teacher and principal quality initiatives;

> Middle school and high school restructuring initiatives;

> Full-day pre-Kindergarten; and

> Increased student time on task.

Crucial Concepts to Keep in Mind

May 2008

How to CRAFT Your Budget

SCHOOL WORKSHEETS

30

#1: Identify Your School’s Key Data Points

Key Demographics for my School

I.S. XYZ has # of ________

School Level?

# _____ of Level 1 or Level 2 in one subject area when they entered the school

#______ of English language learners (ELL)

#______ of students receive free lunch, therefore school is eligible for Title 1

#_________of “self-contained” classes serving #________ students. # _________of Collaborative Team Teaching class with 10 SPED students and 15 General Education students.

#____of students with IEPs for mandated services, including counseling, speech, OP, and PT

#_____ of Separate Gifted and Talented (G/T) students in the school

Other key points -

Refer to sample sheet on slide #5 in the CRAFT framework.

31

#2: Assess Needs Based on School’s Strengths/Challenges (Refer to slide #6 in the CRAFT framework)

> Replace the sample data below with your school’s identified strengths and challenges based on the various data and planning processes you have done with your school community.

> As you analyze the information, what patterns or trends do you see? What needs emerge?

Strengths _____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Challenges _____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

32

#3: Set Goals and PrioritiesAs you frame your school’s needs and priorities, involve your school leadership team (Refer to slide #7 in the CRAFT framework.)

Strength/Challenge Goals for Your School? Priority

33

#4: Prioritize and Finalize Goals and Objectives

Due to the projected budget reductions, you will have to make targeted choices as you develop your budget, so after identifying a variety of important goals and objectives, choose your top priorities for the 2008–09 school year. (Refer to slide # 8 in the CRAFT framework.)

1. _____________________________________________________________________________________________________________________

2. ______________________________________________________________________________________________________________________

3. ______________________________________________________________________________________________________________________

4. ______________________________________________________________________________________________________________________

5. ______________________________________________________________________________________________________________________

These top three to five goals are not meant to be to the exclusion of others, but resources should first be focused in these areas.

34

#5: What Is Your Existing Table of Organization (T.O.)?

(Refer to slide #10 in the CRAFT framework) 2008–09 Returning and Non-Returning Staff Positions

Instructional StaffTotal Existing

Staff 07–08Positions Returning

Positions Non Ret.


Math

ELA

Science

Social Studies

Foreign Language

Special Education (4 self-contained, 1 CTT, 1 SETTS)


Librarian

Coaches—literacy and math

Administration

Principal

Secretaries

Academic deans (teachers with reduced programs)

Assistant Principals

Other Support Staff

Guidance

Parent Coordinator

AIDP teachers

35

#6: Based On Your Action Plan And Work On Your T.O., You Should Now Have A Vision Of A T.O. (Refer to slide #12 in the CRAFT framework)


Instructional Staff:Positions Filled For

08–09

Total Positions

Needed for 08-09

Required Vacancies

to Fill

DesiredVacancies

to Fill


Math

ELA

Science

Social Studies

Foreign Language

Special Education (4 self-contained, 1CTT, 1 SETTS)


Librarian

Coaches—literacy and math

Administration

Principal

Secretaries

Academic deans (teachers with reduced programs)

Assistant Principals

Other Support Staff

Guidance

Parent Coordinator

AIDP teachers

may 2008 how to craft your budget. 2 budgets should be driven by data and instructional goals align...

Documents

school planning processes

sample school

middle school

individual school

sped students

students achievement

school leadership team

budget slide