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    Presentation To The Austin CAC

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    Valerie F. Leonard
    - CPS implemented a new student-based budgeting (SBB) model for FY2014 that allocates $4,140 per student to schools. This resulted in budget cuts for most district-run schools as enrollment declined, with the West Side hit hardest. - Under SBB, public schools lost a total of $269.9 million (8% reduction) while charters gained $35.5 million (7% increase). - The former Fulton network saw the largest reductions, losing 17% of its budget and 21% of staff. Overall, CPS lost over 869 positions (12% of staff) under the new model. - Case studies of Leslie Lewis School and

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    Presentation To The Austin CAC

    Uploaded by

    Valerie F. Leonard
    367 views30 pages
    - CPS implemented a new student-based budgeting (SBB) model for FY2014 that allocates $4,140 per student to schools. This resulted in budget cuts for most district-run schools as enrollment declined, with the West Side hit hardest. - Under SBB, public schools lost a total of $269.9 million (8% reduction) while charters gained $35.5 million (7% increase). - The former Fulton network saw the largest reductions, losing 17% of its budget and 21% of staff. Overall, CPS lost over 869 positions (12% of staff) under the new model. - Case studies of Leslie Lewis School and

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    Overview of the impact of school closures and school based budgeting on local school budgets.

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    Presentation to the Austin CAC

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    - CPS implemented a new student-based budgeting (SBB) model for FY2014 that allocates $4,140 per student to schools. This resulted in budget cuts for most district-run schools as enrollment declined, with the West Side hit hardest. - Under SBB, public schools lost a total of $269.9 million (8% reduction) while charters gained $35.5 million (7% increase). - The former Fulton network saw the largest reductions, losing 17% of its budget and 21% of staff. Overall, CPS lost over 869 positions (12% of staff) under the new model. - Case studies of Leslie Lewis School and

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    367 views30 pages

    Presentation To The Austin CAC

    Uploaded by

    Valerie F. Leonard
    - CPS implemented a new student-based budgeting (SBB) model for FY2014 that allocates $4,140 per student to schools. This resulted in budget cuts for most district-run schools as enrollment declined, with the West Side hit hardest. - Under SBB, public schools lost a total of $269.9 million (8% reduction) while charters gained $35.5 million (7% increase). - The former Fulton network saw the largest reductions, losing 17% of its budget and 21% of staff. Overall, CPS lost over 869 positions (12% of staff) under the new model. - Case studies of Leslie Lewis School and

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    of 30

    STUDENT BASED BUDGETING

    March 11, 2014

    Authors: Sarah Karp and Valerie F. Leonard Presenter: Valerie F. Leonard

    Acknowledgments:
    This presentation was developed for the Austin Community Action Council using slides from Catalysts Cheat Sheet CPS Budgeting and School Closings and School Pictures Featuring Snapshots of the Condition of West Side Schools town hall meeting series. We give a special thanks to Sarah Karp, Deputy Editor of Catalyst-Chicago Magazine, and Dwayne Truss, Board Member, Raise Your Hand.

    Background

    Citing a need to close a looming billion dollar deficit and to correct a utilization crisis, the Chicago Board of Education voted to close 49 public schools and 1 high school program in June 2013. The West Side took a significant hit.
    23 of 49 schools are on the West Side of Chicago, representing 47% of all school closures in 2013. The West Side is home to 17% of all schools in Chicago

    Whats driving these changes?

    Race to the Top

    Race to the Top is President Obamas signature education policy Part of American Reinvestment Act of 2009 (ARRA) or Stimulus Package, historic legislation designed to stimulate the economy, support job creation, and invest in critical sectors, including education.

    ARRA

    The ARRA provides $4.35 billion for the Race to the Top Fund, a competitive grant program designed to encourage and reward States that are creating the conditions for education innovation and reform; Achieving significant improvement in student outcomes, including making substantial gains in student achievement closing achievement gaps, improving high school graduation rates, and ensuring student preparation for success in college and careers

    Four Core Reform Areas


    1. Adopting standards and assessments that prepare students to succeed in college and the workplace and to compete in the global economy; 2. Building data systems that measure student growth and success, and inform teachers and principals about how they can improve instruction; 3. Recruiting, developing, rewarding, and retaining effective teachers and principals, especially where they are needed most; and 4. Turning around our lowest-achieving schools.

    Excerpt from Funding Criteria


    (F)(2) Ensuring successful conditions for highperforming charter schools and other innovative schools (40 points) The extent to which (iii) The States charter schools receive (as set forth in Appendix B) equitable funding compared to traditional public schools, and a commensurate share of local, State, and Federal revenues;

    GATES DISTRICT CHARTER COMPACT

    Since 2002, CPS has received approximately $28 million from the Bill & Melinda Gates Foundation to spur innovative approaches to education reform.

    December, 2011, CPS signed a compact agreement with the Gates Foundation, pledging greater cooperation and collaboration between the city's charter and traditional neighborhood schools. The agreement allows Chicago to compete for a piece of a $40 million grant from the Gates Foundation, aimed at building between charters and neighborhood schools and allow for the sharing of ideas. (Chicago Tribune, December 7, 2011)

    KEY TERMS OF GATES COMPACT

    Gates Foundation typically requires school districts to


    close

    bottom 25% of schools Prioritize turning over public school buildings to charters Fund charters at the same level as other schools in the district

    In return, districts compete for up to $7 million in operating and professional development funds and up to $20 million in construction funds to develop new charter schools

    STATUS: GATES DISTRICT CHARTER COMPACT

    In December 2012,CPS and Gates Foundation mutually agreed that CPS would not receive $4.5 million grant award for the current funding round due to leadership changes at CPS. CPS was eligible to compete for up to $20 million in capital funds for spring, 2013

    To date, no capital funds have been awarded, and CPS has received $100,000 in professional development funds for charter schools

    Where does CPS get its money?

    40 % from property taxes

    2% 5% 2% 24%

    Federal revenue State revenue Local property taxes

    36%
    31%

    Personal property and replacement taxes Other local revenue

    Fund balance

    Old System
    Schools allocated teachers based on the number of students. Small enrollment swings didnt change the bottom line. Teacher salary didnt matter to principals Less flexibility for principals

    This year: Student-based budgeting

    Core allocation money follows the student.

    $4,140 per student

    Schools get less SBB core allocation depending on number of students who are
    more severely disabled

    How CPS arrived at this amount


    Adding together last years expenditures on things that would be covered by SBB. = $2 billion But the amount was reduced by because of the districts budget deficit

    subtract $81 million

    On top of SBB schools get:

    Administrative base to pay for 1 principal, 1 counselor and 1 clerk Salary adjustment for veteran teachers Magnet schools and magnet cluster schools Federal and state poverty money, based on number of students who qualify for free and reduced lunch.

    Charter schools

    Same per-pupil amount as district run school. administrative base

    Elem k 3 Weighting Per pupil Admin Base Teacher adjustment Stipend for services Total 1.07 $4,429 $542 $98 $1,758 $6827

    Elem 4-8 H.S.

    1 $4,140 $507 $91 $1,643 $6381

    1.24 5,132 $623 $112 $2020 $7887

    salary adjustment stipend for in-kind services (operations, maintenance, security and magnet positions)

    Plus, state and federal poverty money

    Extra money

    Government Grants Private foundation grants Parent fundraising Charters bring in more---more than half bring in over $100,000 in private money Less than 10 district-run schools bring in more than $100,000

    School actions this year


    49 elementary schools closed; $155 million in investments in welcoming schools, including renovations, air conditioners, specialized programs and technology, such as iPads 60% of students to designated welcoming schools

    Fewer students from West Side schools went to welcoming schools.


    PEABODY

    MAY
    EMMET

    LAFAYETTE
    Grand Total 49%

    GOLDBLATT
    KING

    POPE
    HENSON 0% 20% 40% 60% 80% 100%

    4,390 students k thru 7th grade Spread among 195 schools

    5% CPS has no idea; 2% transferred out of district 4 % went to charter schools; 5 % went to AUSL-run schools

    So, how does all of this impact the local school budgets?

    School Level Budgets By School Type


    FY 2013 Ending Budget School Type Public Schools Turnaround Schools (Public) Subtotal Public Charter Schools Total FY 2014 Approved Budget 2,792,841,017 125,220,768 2,918,061,785 $ 511,078,376 3,429,140,161 $ Budget Difference of FY14 - FY13 %

    3,048,651,116 139,395,644 3,188,046,760 475,556,655 3,663,603,415

    (255,810,099) -8% (14,174,876) -10% (269,984,975) -8% 35,521,721 7% (234,463,254) -6%

    Under the new per pupil budgeting formula, public schools, including turnarounds, lost a total of $269.9 million, while charters gained $35.5 million. This translates into an 8% reduction for public schools and a 7% increase for charters. The combined effect for all schools is a 6% reduction.

    School Level Budgets By Network


    Network FY 2013 Ending Budget FY 2014 Approved Budget 100,704,928 142,960,402 97,781,435 81,261,698 138,135,796 560,844,259 Budget Difference of FY14 - FY13 (20,671,094) (21,498,395) (12,355,385) (6,400,499) (5,727,254) (66,652,628) %

    Fulton West Side High Schools Austin-North Lawndale Garfield-Humboldt Pilsen-Little Village Total

    121,376,022 164,458,797 110,136,820 87,662,197 143,863,050 627,496,887

    -17% -13% -11% -7% -4% -11%

    Under the new per pupil budgeting formula, West Side Schools lost $66.7 million, or 11% on average. The former Fulton Network was hit the hardest, with a 17% reduction in total school budgets.

    School Level Budgets Positions Lost


    Network FY 2012 Ending Positions 1,455.0 1,964.4 1,258.0 980.0 1,548.0 7,205.4 FY 2013 FY 2014 Budgeted Approved Positions Positions 1,448.0 1,786.7 1,243.0 978.5 1,617.0 7,073.2 1,148.5 1,554.9 1,079.5 909.0 1,511.5 6,203.4 Positions Difference of FY14 FY13 (299.5) (231.8) (163.5) (69.5) (105.5) (869.80) %

    Fulton West Side High Schools Austin-North Lawndale Garfield-Humboldt Pilsen-Little Village Total

    -21% -13% -13% -7% -7% -12%

    Under the new per pupil budgeting formula, West Side Schools lost 869.8 full-time equivalents (FTEs), or 12% of total staff. The former Fulton Network was hit the hardest, with a loss of 21% of its staff. At the same time, the public schools lost 3,323.6 positions, for a total reduction of 9% of staff. Lower staffing levels is reportedly leading to overcrowding in some schools.

    Case Study 1: Leslie Lewis School

    The Lewis School lost 13 pupils between 2013 and 2014, going from 569 to 556.
    Source: CPS 2014 Interactive Dashboards

    Budget
    FY 2012 FY 2013 FY 2014 Difference FY 2012
    (FY14 - FY13)

    Positions
    (509,967) FY FY Difference 2013 2014 (FY14 - FY13) 57.0 55.5 59.0 3.5

    4,690,983 4,998,516 4,488,549

    The Lewis School lost $509,967 between FY 2013 and FY 2014. The biggest hits were to core instruction (-$179.5 K), diverse learners (-$87.5K) and supplemental general state aid (-$88.4K). At the same time, they added 3.5 positions.
    Source: CPS 2014 Interactive Dashboards

    Case Study 2: Michelle Clark

    Michelle Clark Academic Prep Magnet High School lost 61 students between 2013 and 2014, going from 574 to 513. They lost 220 students over the past 2 years, going from 733 to 513.
    Source: CPS 2014 Interactive Dashboards

    Budget
    FY 2012 FY 2013 FY 2014 Difference FY 2012
    (FY14 - FY13)

    Positions
    FY FY Difference 2013 2014 (FY14 - FY13) 98.5 73.3 59.0 (14.3)

    7,838,519 7,176,372 5,413,331 (1,763,041)

    Michelle Clark lost $1,763,041 between FY 2013 and FY 2014. The biggest hits were to core instruction (-$888.9 K), Title I(-$128K) and supplemental general state aid (-$188K). At the same time, they lost 14.3 positions.

    For Further Info, Contact:

    www.catalyst-chicago.org Sarah Karp 312-673-3882 [email protected]

    CatalystChicago

    Valerie F. Leonard www.valeriefleonard.com 773-521-3137 [email protected]

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