Enrollment & Recruitment Update

Enrollment &

Recruitment

Update

October 24, 2020

Agenda

Topic Time Allotted

Enrollment Update 2 min

Recruitment Strategies 2 min

Updates on ADM & ADA 5 min

2

Enrollment

Highlights

3

Enrollment Highlights

4

• Shelby County Schools has not experienced the drastic declines in overall enrollment

experienced by some other large school systems.

• However, when it comes to the enrollment counts used to staff traditional schools and

classrooms, the district is below projection. Therefore, the district is overstaffed for these

classrooms.

• Enrollment in charter schools is above projection.

• Enrollment of students with disabilities who receive significant levels of service (i.e. CDC

students) is above last year’s end-of-year counts.

Current Enrollment

5

Our total P3-12 enrollment is 111,018. Our total K-12 enrollment is 107,159.

Total charter school K-12 enrollment is 19,090.Projected charter school enrollment was 18,653.

The charter school enrollment for is 437 above projection.

Total non charter school K-12 enrollment is 88,069.The non charter projection was 88,844, so non charter enrollment is 775 below projection.

The baseline for staffing K-12 enrollment is 83,694.Our projection for the baseline was 84,983. The current baseline count is 1,289 below projection.

These data are current as of Wednesday, October 21, 2020.

Recruitment

Strategies

6

▰Direct 1-1 phone calls with parents from KIPP and DuBois (School Closures), along with SMS messaging

text blasts, personalized letters and mass communication from SCS social media platforms

▰8 Virtual School Showcases with schools in proximity to closing charters

▰Multicultural Welcome Back! 9 languages represented welcoming students back, and informing families of

available resources for registration and technology needs

▰iChoose SCS Video Reels

▰Guest Speaker @ 3 Hispanic-Based Churches to ensure parents are informed regarding registration and

resources for students and families

▰In collaboration with the Mexican Consulate, assisted families with securing proper identification for student

registration

▰Partnership with MLGW

▰Daily monitoring of of the No Log-in Survey Link

(focusing specifically on questions #8 and 9)

7

Recruitment Efforts

ADM & ADA

Updates

8

ADM Highlights

9

• Average Daily Membership (ADM) is the average count of K-12 students

enrolled over a specified time period and includes all students in SCS

schools, including charter schools.

• Period 2 (days 21 – 40), Period 3 (days 41 – 60), Period 6 (days 101 – 120),

and Period 7 (days 121 – 140) are used by the TDOE for BEP funding.

• Period 2 is weighted 12.5%; Period 3 is 17.5%; Period 6 is 35%; and Period

7 is 35%.

ADA Highlights

10

• Average Daily Attendance (ADA) is the average count of K-12 students

present over a specified time period.

• It is estimated our current ADA is down by 2.5% as compared to Period 2

last year.

• If other districts in Shelby County have maintained their ADA as compared to

last year, SCS will receive a lower percentage of county funding.

ADA

11

• WFTEADA is used for local funding (i.e. “the county split”).

• TDOE uses the average of the highest two periods of ADA from Periods 1,

2, and 3 as the basis for Weighted Full-Time Equivalent Average Daily

Attendance (WFTEADA).

• Period 2 (days 21 – 40) and Period 3 (days 41 – 60) are always our highest

periods of ADA and receive the most attention for data cleaning since those

periods also affect ADM (BEP funding).

ADA

12

• The split is determined by each district’s percentage of the total number of students

served, based on attendance counts.

• SCS served 77.17% of the students, so we got 77.17% of the funding last year.

Currently, we are serving 74.67%, and we funded accordingly if all remains the

same.

• Again, this is based on the number of students counted present, not the number

enrolled.

• Our final WFTEADA count also includes counts from the ASD and State Board

charter schools. (ADA counts in this presentation are strictly SCS, and include

all schools in SCS, including charter schools.)

Important Notes

13

• All current ADA and ADM data in this presentation are estimates based on

the most current data available. Comparison data from previous years

represents final, cleaned, official data as reported to the TDOE.

• All 20-21 data are subject to change and will change. Data are cleaned

throughout the school year until final reporting to the TDOE in June. ADA

data are pulled by the TDOE in January.

Recap of Enrollment Highlights

14

• Shelby County Schools has not experienced the drastic declines in overall enrollment

experienced by some other large school systems.

• However, when it comes to the enrollment counts used to staff traditional schools and

classrooms, the district is below projection. Therefore, the district is overstaffed for these

classrooms.

• Enrollment in charter schools is above projection.

• Enrollment of students with disabilities who receive significant levels of service (i.e. CDC

students) is above last year’s end-of-year counts.

Board Retreat

FY 2022

Budget

Discussions

15

Today’s Agenda

Topic Time Allotted

Board Budget Feedback & Level Setting with Expectations 5 min

Administration’s plan to address meeting expectations in this

year’s budget development process

5 min

Discussions, Feedback, Q&A 10 min

Why does the upcoming budget development process need to

look different? (Resource Considerations)

10 min

FY 2022 Budget Development Process & Timeline 15 min

Discussions, Feedback, Q&A 15 min

16

Level Setting

with the

Budget Process

Expectations

17

18

FY 2022

Budget

Expectations

& Feedback

“Desire of the Board, we need tolook at our high level goals,determine our North Star, and workour way backwards”– Board Member Avant

“What is it that we are trying toaccomplish? How much and whereare we spending our resources?What is our return on investment?How are we using the funds wereceive?”– Board Member Love

“The Board wants to know whathappened to the analysis ofCommunity Partners/Programs. Thisreport was supposed to show wheredollars are being spent and if wehave invested in the right places.”– Chair Miska Bibbs

18

Meeting Expectations

Key Themes & Feedback

Key Themes & Feedback FY 2022 Board & Administration Goals for Success

Frequent touch points, communication, Board

preparation in advance of budget retreat

At the Co-Chairs request, Audit Budget Finance will be used as mini

budget retreats and agenda will be driven to address Board’s review

throughout the process instead of end of process.

ROI, Aligning Resources to Academic

Achievement

The administration has incorporated a collaborative, data driven and

detailed budget process that will provide the specific resources that

are reprioritized to support the priorities developed today. A review of

efficiencies, ROI, duplication of resources, and waste will be

incorporated in mini work sessions

Understanding Resource Reprioritization &

Impact of Pandemic

Budget Communication & Engagement

Strategy & Accountability

We will have a detailed board approved budget community

engagement plan. Community engagement will start with the Board’s

work today…The priorities.

Priorities, strategy development, North Star The priorities developed during the Retreat will set the direction of the

entire budget development process

19

Discussions

Feedback

Q&A

20

We Need To

Accomplish the

Following With

Your Board

Leadership!

21

We need your leadership on the following!

▰Agreed upon priorities to ensure congruency with resource allocation.

▰Approval of the priorities and communication plan for stakeholder

engagement.

▰Communicate immediately for resolution if the process is not meeting your

expectations so that we have time to revise it.

▰Solicitation of district vendors will occur. We want to ensure that you

communicate with the administration first because there are plans that we

want you to understand so that you can be armed with information.

▰A budget that represents “heart” work and a unified voice! 22

Why does the upcoming

budget development

process need to look

different?

(Resource Considerations)

23

24

Resource Considerations Going into FY 2022Why does the upcoming budget development process need to look different?

“Many variables & a few things

remaining constant”

– Board Member Woods

Q1 Forecast Due to Board

November

Audit Budget Finance

Meeting

(Q1 Forecast to include revenue

impact due to enrollment & economy

along with virtual savings)

Historical Versus

the FY 2022

Budget Process

25

26

Historical Budget ProcessesWhy does the upcoming budget development process need to look

different?

Historical

Budget Process &

Resource Reprioritization • Promotes silo mentality within the organization

and does not create a collaborative budget

development process.

• Budgeting is not strategic and aligned directly to

priorities

• Does not provide details needed to explain

reprioritization. It is difficult to explain budget

changes as the intent is only to reduce to

revenues.

Findings

• Targets

• % Proportional Cuts

• Zero Based Budgeting

Attempts

• Rollover Budgets

Historical Budget ProcessesWhy does the upcoming budget development process need to look

different?

27

28

FY 2022 Budget ProcessWhat does the new budget process look like?

✓ Create a clear vision of district priorities so all involved in budgeting know what is

most important

✓ Analyze where resources are currently being spent and adopt an Academic-Return-

on-Investment mindset for reviewing program investments

✓ Chiefs and Business Leaders participate in multiple organizational efficiencies

workshops. Workshops will focus on contracts, positions, programs, etc. with a goal

to identify the lowest ROIs and eliminating these things from the budget.

✓ Chiefs will present the lowest ROIs for elimination to help fund the approved Priorities

and strategies to Board throughout the process.


Steps in

Building the

FY 2022

Strategic Budget Process

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Fixed & Mandated Costs

Type Amount

Board Mandated $201,716,491

Federal Mandated $7,262,897

State Mandated $533,815,521

*Operational Mandated $191,195,978

Total Fixed & Mandated $933,990,887

*Flagged Costs due to the following:

1. Not considered true fixed & mandated costs

2. Not enough supporting details

3. Added after cabinet reviewed costs


30

1. Align Priorities with Strategies

2. Cost out Strategies in terms of Fiscal Sustainability (recurring or nonrecurring)

3. Final Approval of Strategies Included in FY2022 Budget

31


Priorities & Strategy Development

32


Districtwide Cost Assessments

- Collaborative Conferencing -Teacher & Non-teacher compensation

- Benefits Redesign

- Reimagining 901 Operating & Capital Expenditures

- Program Specific Investments

- Other Investments

33

A good place to start with developing a new way of budgeting is to inventory your programs and

determine their costs. A program inventory shows what services government is in the business of

providing and at what cost. Creating the inventory may highlight unproductive or unnecessary programs

that can be dropped with little controversy. Even if no such programs are found, an inventory and sense

of program cost is a crucial prerequisite to wise budgeting in a cutback environment. Programs provide

the ideal unit of analysis for deciding where cuts can be most strategically located

-Government Officers Finance Organization, “Balancing the Budget in Bad Times”

Resource Allocation of Remaining Costs


https://gfoaorg.cdn.prismic.io/gfoaorg/2d0596e6-3885-4a44-943d-bcb0c02b9d21_BalancingtheBudgetinBadTimes_Part1.pdf

EXAMPLE ONLY

**** FIGURES ARE NOT BASED ON ACTUAL CIRCUMSTANCES****

Adopted Budget FY 2021 1,052,093,413

One Time Fund Balance (5,000,000)

Structurally Balanced Revenues (Baseline) 1,047,093,413$

FY 2022 Fixed, Mandated, Operational Cost (896,093,505)$

FY 2022 Priorities (37,732,895)$

Remaining Funds Available 113,267,012$


Budget Gap Development

34

2020-2021 FY 2022 FY 2022

Adopted BudgetFixed/Mandat

ed CostsAreas of Consideration

School Expenditures $784,977,410 $734,391,170 $50,586,240

Semi Variable Expenditures

$86,425,004 $89,040,714 ($2,615,710)

Central Office Expenditures

$148,542,278 $34,329,823 $114,212,455

Other Expenses $32,148,722 $38,331,799 ($6,183,077)

Total Expenses $1,052,093,413 $896,093,505 $155,999,907

Funding Available

$113,267,012

Areas of Consideration

for Reduction

(-) 155,999,907

= ($42,732,895)

(Decision Points)

EXAMPLE ONLY**** FIGURES ARE NOT

BASED ON ACTUAL CIRCUMSTANCES****


Budget Gap Development

35


Budget Gap Development- Leverage Other Funding Sources

Title I, Part A funds are formula funds allocated in order to:

• Provide supplemental educational opportunities for children living in high poverty areas and

most at risk of failing to meet the state’s challenging academic and achievement standards;

and

• Provide school-based programs and services to address identified student needs.

Title I, Part A statute and regulations identify methods for determining eligible schools and

allocating funds.

Title II, Part A funds are formula funds to:

• Improve teacher and principal quality through professional development; and

• Develop and implement programs to effectively recruit and retain highly-effective teachers

and principals. 36


Budget Gap Development- Leverage Other Funding Sources

Title IV, Part A Student Support and Academic Enrichment (SSAE) Grants Update

SSAE grants are intended to improve students’ academic achievement by increasing the capacity of schools and

local communities to:

Provide all students with access to a well-rounded education,

Improve school conditions for student learning, and

Improve the use of technology in order to improve the academic achievement and digital literacy of all students

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Workshops to Assess Resource Performance & Reprioritization

Stopping an ineffective program or strategy is an opportunity to provide a better

alternative to meet student need – a double victory. – The District Management Council

• Review of all programs & assessment of programs and expenditures with lowest ROI

• Determine duplication of resources

• Opportunities to cut wasteful spending

• Opportunities to realign staff and service models for efficiencies

• How are responsibilities shared among all administrative and support roles? How does each role contribute to DISTRICT’s

strategic priorities and impact student and teacher experiences?

• Do any of these staff have specialized skills or knowledge that would make it difficult to shift responsibilities?

• Reviewing savings opportunities for 1 to 1 device initiative

• Are there contracts that could be renegotiated or practices that could be revisited?

• What materials and supplies are we currently purchasing? Do we need to repurchase them at the same amount every year?

• Can we provide other meaningful opportunities for professional development virtually, at lower cost?

38

Proposed Budget Timeline

Presentation of CalendarMonday , October 19, 2020 Present Proposed Budget Calendar to the Board in Audit Budget Finance Committee.

Tuesday , October 20, 2020 Present Budget Calendar for Boad approval in Work Session.

Development of Budget Priorities & Community Engagement

Friday -Friday ,

October 23 -, November 13,

2020

The Board may solicit community (i.e. students, parents, teachers, principals, staff,

external organizations, etc.) input on District’s priorities by method approved by

Board (i.e.-community meetings, on-line survey s, etc.)

Tuesday , November 10, 2020

Tuesday , December 1 , 2020 Present for Board approval Priorities and Community Engagement Plan established

by the Board during Board Priorities Workshop with community input.

Friday -Saturday

October 23-24, 2020

In conjuction with Board Policy 2001, the Board and Superintendent will conduct a

Board Priorities Workshop to establish the District's priorities for the upcoming fiscal

y ear. The priorities will be driven by review of current programs and operations,

resource needs, and annual strategic priority setting.

Share community engagement plan around a collaborative budget development

process for Board approval in Audit Budget Finance committee meeting to include

the following: budget various workshops, focus groups, panel discussions with

teachers, parents, students and community partners. Budget Engagement will be

aligned with Reimagining 901 Our Schools Our Community Sessions

39


Internal Budget Development Monday , October 26, 2020 Begin SCS detailed Annual Goal setting process aligned with District priorities set by

the Board; strategic development aligned to priorities, and budget development of

priorities.

Monday , October 19, 2020 –

Friday , October 30, 2020

Present General, Federal, CIP, and Special Revenue Funds information packets,

guidelines to Chiefs, including budget module data entry

Monday , November 02, 2020 Begin school strategic planning sessions assessing student/teacher needs, budget

development with School Leaders and Central Office support teams

Monday , December 7 , 2020

Monday , December 14, 2020

Provide initial draft budget to Supt; Host an SCS Cabinet retreat to rev iew

departmental budgets and alignment to priorities and needs assessments

Tuesday , December 8, 2020-

May 18, 2021

Conduct on-going mini workshops bi-weekly with Boardmembers to discuss

development of Budget, potential resource reprioritization, and consistent budget

feedback throughout the process.

Saturday , January 23, 2021 Deliver initial budget to Shelby County Board of Education

Saturday , January 30, 2021 Host an annual Budget Retreat with Board

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Budget Review & Approval ProcessSaturday , March 13, 2021 Deliver proposed budget to Shelby County Board of Education *

Tuesday , March 23, 2021 Present proposed budget to Shelby County Board of Education for approval *

Wednesday , April 07 , 2021 Deliver proposed budget to Shelby County Board of Commissioners *

Wednesday , April 21 , 2021 Present Shelby County Board of Education’s FY 2020-21 proposed budget for

approval before Shelby County Board of Commissioners *

Tuesday , April 27 , 2021 Present final budget to Shelby County Board of Education for approval as adopted

budget *

Wednesday , May 19, 2021 Present final budget to Shelby County Board of Commissioners for approval as

adopted budget *

Saturday , August 01, 2021 Submit budget to State of Tennessee


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We need your leadership on the following!

▰Agreed upon priorities to ensure congruency with resource allocation.

▰Approval of the priorities and communication plan for stakeholder

engagement.

▰Communicate immediately for resolution if the process is not meeting your

expectations so that we have time to revise it.

▰Solicitation of district vendors will occur. We want to ensure that you

communicate with the administration first because there are plans that we

want you to understand so that you can be armed with information.

▰A budget that represents “heart” work and a unified voice! 42

Discussions

Feedback

Q&A

43

Enrollment & Recruitment Update

Documents

Transcript of Enrollment & Recruitment Update