East Lansing Public Schools PLANNING FOR THE FISCAL YEAR AND BEYOND March 28, 2005

I.Context II.Identifying the Problem III.Alternatives and Solutions IV.Potential Additions V.Next Steps VI.Beyond June 30, 2005

I. Context

Context A thoughtful budget that leads to a quality year in and beyond Important to remember what we do have in East Lansing Mission: “The East Lansing Public Schools, in partnership with the community; will implement and sustain an educational program which develops knowledgeable, responsible and productive citizens.”

II. Identifying the Problem

Identifying the Problem Current General Fund Budget is $33,457,806 Projected Fund Equity as of June 30 th is $2,588,817 Fund Equity as a Percent of General Fund Budget is 7.74% Average Fund Equity in the State of Michigan as Reported by Michigan School Business Officials is approximately 14%

Identifying the Problem

More PessimisticMore Optimistic Foundation$125 Increase$175 Increase Health Insurance0.60%0.60% Enrollment Utilities15%10% Retirement Rate16.34%16.34% Other Benefits10%10% Budget Reduction$2,255,039$1,711,751

III. Alternatives and Solutions

Preface to Alternatives and Solutions Historical Perspective... many previous decisions made to reduce the expenditures within the district These are alternatives... some more developed than others... and others that are being developed but are not advanced today This is a community process... not a mandate from the superintendent, administrative staff or board of education. Input is valued and strengthens the final decisions. This is an evolutionary process

Alternatives and Solutions Elementary Schools Reduce elementary paraprofessional positions by 5.0 fte (full time equivalent) ($100,000) Initiate traditional ½ day kindergarten program – reduce by 5.0 fte ($330,000)

Alternatives and Solutions Middle School Reduce teaching staff by 1.0 fte ($90,000)

Alternatives and Solutions High School Reduce teaching staff by fte ($260,000) Reduce security costs ($40,000)

Alternatives and Solutions Special Education Reduce special education paraprofessionals by 6.0 fte ($120,000)

Alternatives and Solutions Administration Reduce confidential secretarial staff in central office by 1.0 fte ($81,000) Reduce central office directors staff by 1.0 effective 9/30/05 ($93,000) Reduce attorney fees ($35,000) Reduce administrative conference and travel budget ($12,000)

Alternatives and Solutions Instructional Services Reduce overall curriculum budget ($65,000)

Alternatives and Solutions Athletics, Clubs and Activities Decrease general fund contribution to athletic fund ($50,000) Reduce club activities at High School and Middle School ($45,000)

Alternatives and Solutions Technology Reduce overall technology budget ($100,000)

Alternatives and Solutions Maintenance and Operations Reduce building and grounds maintenance budget ($80,000) Exercise better control of energy usage ($40,000) Reduce overtime costs in maintenance ($40,000)

Alternatives and Solutions Multiple Categories Reduce K-12 counseling staff by 1.0 fte ($90,000) Institute better controls for copy use and modify practices given new technology and equipment ($23,000) Reduce overtime costs associated with audio-visual program ($6,000) Modify vacation practice so that vacation is used, not paid for ($15,000) Reduce substitute paraprofessional budget in special education and regular education ($32,000) Reduce overall paraprofessional staff by additional 3.0 fte ($60,000)

Alternatives and Solutions Total of all categories: $1,807,000

Alternatives and Solutions Additional Considerations Further reductions to athletic budget Further reductions to transportation budget Further consolidation of administrative assignments Further review of special education spending Further review of technology expenditures

IV. Potential Additions

Potential Additions Need one additional 4 th grade teacher at Pinecrest in ($60,000) If a decision is made to lower class size in lower elementary classrooms, then fte would need to be increased by 3.0 teachers ($180,000) The Title I budget will not support the same staffing levels in that it supported in If a decision is made to keep these staffing levels (reading literacy) consistent, then funds will need to be added to the general fund budget ($60,000)

Potential Additions The current calculation has the district ordering one new bus in There is a need for three. ($110,000) With the opening of the high school at full capacity in 05-06, there will be increased square footage which will lead to the potential for added custodial costs ($ amount to be determined) There has been discussion re: adding an auditorium manager to our employee group ($ amount to be determined) There has been discussion re: community-wide communications in ($ amount to be determined)

V. Next Steps

Next Steps April 11 th Board of Education Meeting Input by April 20 th, 2005 to Superintendent’s Office, c/o Gail Gillengerten address --- April 25 th Board of Education Meeting

Next Steps Kindergarten Parent Information Night – April 26 th May 10 th and May 24 th Board of Education Meetings (preliminary budget) Budget adopted no later than June 27 th July 1, 2005 – June 30, 2006 – within reason we adhere to the budget

VI. Beyond June 30, 2005

Beyond June 30, 2005 Need to establish a mindset that good budget planning is a year-long, 12 month process There is nothing on the horizon that suggests we will not have the same problem in preparing for Formation of study groups per group... cross-section of teaching staff, administrators, community members, board of education members, students to make specific recommendations

Beyond June 30, 2005 Study groups for: Athletic programming and costs associated with programming High School scheduling and course offerings Creating a vision and parameters for Channel 24 and AV course offerings Feasibility of privatizing the food service and transportation departments

Beyond June 30, 2005 Study groups for: Special education spending in relationship to other districts Administrative assignments and potential for reconfiguration of responsibilities Looking at the school calendar and considering full days vs. ½ days (calendar is negotiated with ELEA) Vision for and possible consolidation of technology services Considering better grant-writing system for the school district

Beyond June 30, 2005 Consistent with the study groups, we need to commit to a long-term strategic plan within the East Lansing Public Schools that will guide us with our budget planning and as other issues surface

“Continuous efforts – not strength or intelligence – is the key to unlocking our potential” – Sir Winston Churchill