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State of the Schools March 21, 2011

State of the Schools March 21, 2011. Mr. Jefferey Lampert Superintendent Strongsville City Schools. Mission :.

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State of the Schools March 21, 2011

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  1. State of the SchoolsMarch 21, 2011

  2. Mr. JeffereyLampertSuperintendent Strongsville City Schools

  3. Mission: The mission of the Strongsville City Schools, an “Excellent” school district with a tradition of nationally recognized students and staff, is to ensure all students reach their fullest potential, through challenging curriculum and activities, provided by a highly qualified, motivated staff, in a safe, supportive environment, with up-to-date facilities and technology - in partnership with the community.

  4. District Goals: Our all encompassing goal is to maintain our excellence in the face of continuing financial uncertainty. • Student Achievement • Preserving Academic Excellence • Fiscal Stability • & Responsibility 3) Update Strategic Plan

  5. Student Achievement • Ohio Improvement Process 2) Response To Intervention 3) State Report Card 9 years of excellence

  6. Mr. John KrupinskiAssistant Superintendent For Human Resources & Staff Development Strongsville City Schools

  7. Fiscal Stability & Responsibility Mr. William Parkinson Treasurer Strongsville City Schools

  8. House Bill 920 & Property TaxesState FundingProactive Fiscal DecisionsUncontrollable Factors Current Finances

  9. House Bill 920 & Property Taxes • Property tax rates are defined as mills where 1 mill = 1/10th of $0.01 or $1.00 of taxation for every $1,000 in property value. • Property taxes have historically accounted for 71% of the total General Fund Revenue budget. • This line item, by law, never changes regardless of property values, unless an additional levy is passed.

  10. House Bill 920 & Property Taxes • §12.02 of the Ohio Constitution • “With respect to each voted tax authorized to be levied by each taxing district, the amount of taxes imposed by such tax against all land and improvements thereon . . . shall be reduced in order that the amount charged for collection against all land and improvements . . . in the current year . . . equals the amount charged for collection against such land and improvements in the preceding year.”

  11. House Bill 920 & Property Taxes • No matter if property values rise or decline, the amount of dollars generated from any particular levy remains exactly the same. • Since 1976, the year HB 920 was enacted, property values have grown by 751%.

  12. House Bill 920 & Property Taxes • In 1976, property values were about $169,452,000 and generated about $5,300,000 from 31.8 mills • Today, property values are estimated to be $1,442,739,000 and generate $5,300,000 from 31.8 mills.

  13. House Bill 920 & Property Taxes • 34 levy attempts since 1985 (including debt & permanent improvement requests). • 12 have passed (35%) • 22 have failed (65%) • 30% of Cuyahoga County School Districts are on the May ballot; 70% project a deficit by 2014.

  14. House Bill 920 & Property Taxes • No other public organization’s primary revenue source is governed by these set of rules. • Not cities, not townships, not villages, not counties, not even the State. • These organizations may receive some funding from property taxes, but none are dependent on it as schools are as a primary revenue source.

  15. State Funding • Is governed primarily by two factors, enrollment and property values. • As enrollment rises and falls, state funding rises and falls. • As property values rises and falls, state funding falls and rises (contradicts HB 920; referred to as “phantom revenue”).

  16. State Funding • As property values rise, the State assumes the District has become more property “wealthy” and is/should be less reliant on State Funding • Since 1976, property values have grown by 751%. • The result? Our school district is “less reliant” on State funding.

  17. State Funding • FY10, the State transitioned from SF-3 funding model to Ohio Evidence Based Model funding model. • Under this new funding model, the State took into consideration “proven” educational criteria and funded those areas. As a result, funding to schools was declared “adequate”. • The new funding model still makes a distinction between “wealthy” Districts and “poor” Districts (i.e. those declared wealthy must rely more on local funding and less on state funding).

  18. State Funding • What does this mean for Strongsville? • Strongsville is considered to be property “wealthy”, and therefore, under the funding model, the Strongsville resident must provide the majority of funding. • As a result of the funding model, the State’s share of funding responsibility in Strongsville is far less than that of the local property owner.

  19. State Funding • Since the last levy was passed, funding from the State has declined by 10%. • Part of the District’s planning process is being prepared as best as possible for further funding cuts that may be proposed and adopted as part of the next State biennium budget.

  20. State Funding (Governor's Proposal) FY12FY13 • Foundation Funding Formula 0% 0% • appears to continue as constituted under HB1 • Tangible Reimbursements (-)37% (-)34% • proposing to accelerate phase-out of payments • Transportation (-)5% (+)1%

  21. Proactive Fiscal Decisions (compensation) • District bid out its insurance plan • 133 Employees RIF’d / retired and not replaced • includes the closing of Allen Elementary • OAPSE negotiations in FY10 • SEA negotiations in FY11 • savings effective beginning July 1

  22. Proactive Fiscal Decisions (compensation) • 3 year salary freezefor all employee groups • applies to fiscal years ‘08 / ‘09 / ‘10 • SEA / Admin through 2012 / OAPSE through 2011 • Reduction of W/C premiums through better risk management • Eliminate Camp Y-Noah / D.C. trips / Outdoor Education • TOTAL SAVINGS $5,094,900

  23. Proactive Fiscal Decisions (purchased services) • Closing of Allen Elementary (fixed costs) • Reduction of liability insurance premiums through better risk management • Reduction of non-transportation costs / non-special ed. costs / employee travel costs • TOTAL SAVINGS $987,900

  24. Proactive Fiscal Decisions • Reduction of instructional & library supplies • Reduction of repair & maintenance / facilities / vehicle / equipment supplies • Reduction / delay of textbook adoptions • TOTAL SAVINGS $586,300

  25. Proactive Fiscal Decisions • Eliminate / delay school bus purchases • Eliminate / delay technology hardware / software upgrades • Eliminate / delay facility upgrades & maintenance • TOTAL SAVINGS $874,200

  26. Proactive Fiscal Decisions • Eliminate SCS-TV • Closing of Allen Elementary (costs not associated with purchase services or supplies) • TOTAL SAVINGS $262,600

  27. Proactive Fiscal Decisions • TOTAL REDUCTIONS FROM ALL CATEGORIES $7,805,900

  28. Uncontrollable Factors • Declining collection rate ($0.96 / $1.00) • Rising delinquencies • Ohio Constitution keeps school funding flat regardless of valuation changes • Tangible Tax eliminated under HB66

  29. Uncontrollable Factors • Declining enrollment • Declining State funding • specific impact from recent budget proposal unknown • Declining interest earnings (5.18% to 0.11%) • Bottom line => the District does not have any ability to change its revenue and is completely subject to outside influences

  30. Uncontrollable Factors • Increasing utility costs • Increasing diesel fuel costs • Increasing costs due to State mandates • Increasing fees paid to County

  31. Current Finances – Fy11 Budget REVENUE EXPENDITURES

  32. Current Finances – Fy11 Budget ENDING CASH BALANCE PROJECTED BALANCES

  33. Thank You Strongsville City School District State of the Schools Address March 2011

  34. Important District Financial Information: www.strongnet.org

  35. Strategic Plan • Initiated in 2006 • Key to Decision Making • Process Oriented • Builds Partnerships with Stakeholders • Comprehensive Overview • Curriculum Teaching/Learning • Facilities Operations • Technology Student Activities • Communications

  36. Strategic Plan • Status Review • Reviewed Initial Plan (2006) • Conducting Internal Audits by Dept. • Moving Forward • Re-evaluating District Priorities • Working Document • Proactive vs Reactive • Collaboration with Stakeholders / • Community Involvement

  37. Mr. Mark DonnallyDirector of Business Services & Technology Strongsville City Schools

  38. Facilities Aside from our employees, our facilities are our most important asset. 832,149 sq. ft. Educational Space, Plus BOE, Transportation, P.S. Most built in ‘50s & ‘60s, with 22 additions.

  39. Facilities • Preventive Maintenance • Unplanned Maintenance • Planned Repair • Capital Replacement The more $ spent on preventive maintenance, the less spent on other costs, as well as lower utilities.

  40. Facilities As the financial situation has become more challenging, we have made some tough decisions. General fund custodial & maintenance budgets decreased. Permanent Improvement fund used for capital expenditures.

  41. Five Year Plan PI fund provides $1,000,000 for capital expenditures each year. PI funds used for facilities, buses, technology needs. To balance district’s needs, we must use common sense, ‘biggest bang for the buck’.

  42. Strongsville High School Major Projects List Project: Rational: FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Beyond Replace windows in 4 classrooms Water intrusion $ 1,591 Hall doors for ASAP Education need Clean univent coils 700s/800s $ 21,410 No heat $ 750,000 Replace roof sections In need Door replacement Failing doors $ 5,000 $ 5,000 $ 5,000 $ 7,502 Catan Stadium heating RR & vending $ 20,000 Parking lot repaving Cracks & holes $ 125,000 Duct cleaning Overdue $ 25,000 Replace clocks Not working $ 19,151 Fire suppression fix Fire inspection $ 2,125 Back flow preventer upgrade $ 2,450 Out of order $ 69,229 $ 755,000 $ 0 $ 5,000 $ 5,000 $ 170,000 Totals

  43. Major Projects List Summary Project: FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Beyond Strongsville High School $ 69,229 $ 755,000 $ 5,000 $ 5,000 $ 170,000 $ 0 $ 0 $ 0 $ 915,000 $ 9,500 $ 75,000 Albion Middle School $ 67,706 $ 13,030 $ 663,000 $ 90,000 $ 0 $ 265,000 $ 0 Center Middle School Chapman Elementary School $ 0 $ 0 $ 0 $ 23,500 $ 485,000 $ 71,225 Drake Elementary School $ 0 $ 69,800 $ 750,000 $ 0 $ 0 $ 0 Kinsner Elementary School $ 0 $ 0 $ 160,000 $ 0 $ 402 $ 0 Muraski Elementary School $ 0 $ 135,000 $ 0 $ 0 $ 0 $ 0 Surrarrer Elementary School $ 0 $ 0 $ 0 $ 20,000 $ 832 $ 0 $ 25,000 $ 0 $ 0 $ 0 $ 298,000 Whitney Elementary School $ 0 $ 0 $ 0 $ 0 $ 410,000 $ 465,000 Zellers Elementary School $ 3,800 $ 6,215 $ 0 $ 0 $ 0 $ 0 $ 160,000 Early Learning Preschool Support Services Complex $ 364,120 $ 0 $ 24,500 $ 50,000 $ 315,000 $ 1,715,000 Board of Education $ 38,500 $ 0 $ 15,000 $ 0 $ 0 $ 0 District Wide $ 224,000 $ 245,000 $ 49,000 $ 165,000 $ 260,000 $ 160,000 $ 953,859 $ 4,858,000 $ 1,000,000 $ 751,500 $ 1,248,500 $ 999,500

  44. Five Year Plan Next five years = OK, 2015 to 2025? Reconvene Facilities Committee, Present a Strategic Plan for Facilities.

  45. Additional Priorities • Partnership with the City • - Quality of life 2) Communicating with Stakeholders 3) Use of Technology to Enhance Student Achievement 4) Professional Development for our Staff 5) Collaborative Approach to Decision Making

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