Workshops

Managing employee leaves has and will continue to be challenging as changes in law and regulation require local educational agencies (LEAs) to carefully track eligibility for leave under the Family and Medical Leave Act of 1993 (FMLA), California Family Rights Act (CFRA), Pregnancy Disability Act (PDA), local collective bargaining agreements, statutory requirements, board policies, and local practice. This workshop will provide participants with operational advice on how to effectively manage employee leaves in this era of continuing change.

During the Great Recession and recovery through 2017–18, statewide K–12 enrollment was essentially unchanged. Student enrollment trends have varied widely based on geographic location, with some local educational agencies (LEAs) growing in enrollment and others declining. The outlook for the future is uncertain, as the state Department of Finance forecasts declining enrollment statewide over the next ten years.

With the economy coming to a near standstill, the full implementation of the Local Control Funding Formula, and continuing changes in how we manage funding streams, grappling with school district and charter school budgets is more challenging than ever for business administrators, site administrators, department heads, and the entire management team.

Once again, California has made its budget and cash problem your problem! While California’s economy is experiencing a recession due in large part to the COVID-19 pandemic and subsequent shut down of businesses, billions of dollars in deferrals layered upon school districts, charter schools, and county offices of education will make it challenging to manage cash flow.

The COVID-19 pandemic is a health crisis that is having a profound impact on nearly every aspect of our daily lives. The disruption caused by the pandemic is severe, but short-term; while decisions related to when, if, and how to re-open schools could have long lasting employer-employee relationship consequences. Local education agencies must work closely with their labor partners to address mandatory subjects of bargaining.

Enrollment and staffing challenges cannot be addressed in isolation, and involve collaborative partnerships between the human resources and business services departments. Before the corona virus pandemic hit, more than half of all local educational agencies struggled with declining enrollment. Additionally, the slowdown of the cost-of-living adjustment (COLA) for revenue increases in the Local Control Funding Formula (LCFF) had already begun. While the hold harmless on this year’s LCFF revenues from the state and the allocation of the COVID-19 Response Funds are significant, most LEAs, if not all, are spending more than what they had budgeted in order to provide distance learning and meals to students while also managing the reopening of schools.

Educational leaders in California have an opportunity to leverage our state funding for the programs and services that we value most at the local level. The supplemental and concentration grant funds can have broad application to support our children with the greatest needs. And, after several years of significant funding increases, today’s decisions are even more critical as revenues have flattened and resources for ongoing programs have become scarce, not to mention the reintroduction of cash deferrals. One-time federal funds are a temporary respite, but must be used with care. Combining all of that with school closure and re-opening as a result of COVID-19, local agency finances are more challenging than ever.