The State Budget is a document of policy, priorities, and competition for resources. The next opportunity for the Governor to show his continued commitment to the Local Control Funding Formula (LCFF) will be the Governor’s 2016-17 Budget Proposal. We expect that the Administration will provide its economic forecast and financial plan for the state on January 8, 2016. The release of the Governor’s Budget Proposal for 2016-17 begins the process for legislative consideration of the Budget, but it also provides critical information for development of school agency budgets. The passage of Proposition 30 temporary taxes in 2012 gave the Governor the opportunity to stabilize the State Budget, but the taxes begin to expire in 2016. How will the Governor respond?
There are no more prevalent and specific mandates on the operation of public schools than those found in collective bargaining agreements. District management’s challenge is to create positive employee contract settlements that are in alignment with the district’s financial capacity and program goals.
There are two levels of knowledge involved in the negotiations process. First, the fundamental aspects of preparing for negotiations, the legal aspects of the process, impasse procedures, etc. Those important mechanical elements are covered in our “Fiscal Aspects of Negotiations” workshop, which we offer online.
The second level involves practical applications, negotiating strategies, constructing and presenting proposals and counter proposals, and dealing with “real-life” problems for the current contract. This “advanced” workshop addresses those issues and many more. If you are going to be involved on the management side of the table this year, you need this workshop.
We are in an environment of continuing change, with the twists and turns of Local Control Funding Formula (LCFF) implementation and adjustments to the Local Control and Accountability Plan (LCAP) continuing to bring us new surprises. How does this impact our operations?
With the number of charter schools in California growing every year, there is increased pressure for adequate school facilities. Charter schools do not always have the resources to lease or acquire their own facilities. The need for submittal of annual requests, and their inherent uncertainty from year to year, make the use of Proposition 39 (2000) a less-than-desirable choice for many charter schools while posing an administrative burden for school districts. For charter schools, identifying and understanding facilities and funding options can be a daunting task. For school districts, effectively managing facilities to include charter schools can be a challenge.
Many districts are struggling with collective bargaining issues this year, but they also face very tight travel and professional development budgets. Some months ago, in anticipation of this situation, School Services of California, Inc., (SSC) made a commitment to change the mode of delivery on some of its foundational workshops. The “Fiscal Aspects of Negotiations” workshop, which we have presented in a face-to-face format for more than 20 years, has been completed and is now available as a 100% online offering.
In an effort to continue to meet the changing demands on our clients, we are now offering the Fiscal Implications of School District Reorganization as an online workshop. This format provides many benefits, including ease of viewing at your desk, viewing the presentation at a time that is convenient to you, and eliminating the need to travel to a location outside of the area.
The number one area for findings in an audit report are those in the area of Associated Student Body (ASB). It is critical that district- and site-level staff receive training in this area on a regular basis to ensure that the district, as well as the employees, are being protected.
There have been changes to regulations over the last several years related to food sales. Site-level staff need to become familiar with these regulations as they work with students and fundraising events. This format will allow the school agencies to build capacity within their organization by expanding the number of employees that receive training who are involved in the handling of ASB funds.
The state of California provides funding to school agencies based on actual attendance, which indicates that school agencies do not receive funding for students who are not in school. The funding received for students attending school is a significant portion of school agencies’ operating revenue. California school agencies have been hit hard by the economic downturn and any adjustments to funding, no matter how small, can be significant. The importance of understanding the regulations for attendance is at an all-time high. There is too much at stake—academic achievement and funding.
School Services of Caifornia, Inc. and the Fiscal Crisis and Management Team (FCMAT) have teamed up to provide a free online workshop on fiscal solvency.
Hear from Joel Montero, Ron Bennett, and John Gray as they discuss the various aspects of district financial management including: