Watching Your Bottom Line:

School Finance

WSSDA Annual ConferenceNovember 19, 2014

Barbara Posthumus, Director of Business ServicesLake Washington School Districtbposthumus@lwsd.org

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School Funding and Budgeting◦ History◦ Funding Sources and Model◦ Budget Development◦ Capital Funds and Debt

Multi-Year Projections/Impact Collective Bargaining – Jay Rowell/Rick

Doehle Monitoring and Reporting

Agenda

School Funding and Budgeting

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Washington State Constitution Article IX

“It is the paramount duty of the state to make ample provisions for the education of all children residing within its borders,...”

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School Funding History

• Doran Decisions 1977-1988• Tasks the Legislature with defining “basic education”

• ESHB 2261 • Establishes prototypical school model & establishes QEC

• SHB 2776• Creates new school funding allocation model

• McCleary Decision 2010• Confirms state funding is not ample, it is not stable, it is not

dependable

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Doran Court Decisions Doran I - 1977

◦ the level of funding provided by the state.... was not fully sufficient..

◦ legislature had not defined basic ed or provided fully sufficient funding without reliance on special excess levies

◦ led to Basic Ed Act of 1977 which established revised funding formula, substantially increased state funding, and limited amount and purpose of special levies.

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Doran Court Decisions Doran II - 1983

◦ duty to fully fund includes not only basic ed act also: special education; transitional bilingual; remediation; transportation for some pupils.

Doran III - 1988◦ required establishment of some form of “safety

net” in special education

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ESHB 2261 ESHB 2261 passed in 2009

◦ Defines new programs of Basic Education, while mandating that no new requirements shall be implemented without associated funding.

◦ Adopts prototype schools funding model. ◦ Establishes that programs shall be fully funded by the

2018-19 school year. ◦ Establishes a new funding formula for Pupil Transportation,

to begin during or before 2013. ◦ Created the Quality Education Council (QEC) to develop

and implement workgroups on funding formulas, data governance, levy, compensation

◦ Creates a roadmap for work groups to define the details of the funding formulas.

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SHB2776 Prototypical School Funding Model

SHB2776 passed in 2010◦ Implements the new funding structure for education

as proposed by the QEC and the Funding formula technical workgroup

◦ New funding structure to begin Sept 2011◦ New structure only - no new dollars◦ Creates timeline for funding phase-in and 2018

deadline for full funding◦ Funding shall be for allocation purposes only

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SHB 2776 Goals (continued)

More funding must begin in 2012-13 Full Day Kindergarten fully funded statewide

by 2017-18 K-3 Class Size Reduction fully funded by

2017-18 Materials, Supplies and Operating Costs fully

funded by 2015-16 Transportation fully funded by 2014-15

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McCleary v. State of Washington McCleary 2010o The Washington State Supreme Court issued a ruling that

the state is not complying with its constitutional duty to “make ample provision for the basic education of all children in Washington.”

o Court recognized the Legislature had enacted “a promising reform package” in its 2009 education reform bill and indicated that legislation, if funded, “will remedy deficiencies in the K-12 funding system.”

o Court deferred to the Legislature to determine how to meet its constitutional duty, but retained jurisdiction over the case to “facilitate progress in the state’s plan to fully implement the reforms by 2018.”

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Sources of Revenue

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Retail Sales45%

B&O Tax21%

Property Tax13%

Use Tax3%

Real Estate Excise Tax

3%

Public Utility3%

Other12%

State PerspectiveWhere Does the money come from?

Source: Organization and Financing of Washington Public Schools May 2013

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Public Schools44%

Higher Ed8%

Government Oper.3%

Human Services37%

Natural Resources

1% Other8%

State PerspectiveWhere Does the money go to?

Source: Organization and Financing of Washington Public Schools May 2013

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State BEA66%

Local Property Tax/Levy

23%

Federal10%

Other Local1%

(apportionment)

District PerspectiveWhere Does the money come from?

Source: Organization and Financing of Washington Public Schools May 2013

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Largest Revenue source for school districts Basic Education Categorical

◦ Special Education◦ Highly Capable◦ Learning Assistance Program◦ Bilingual Instruction◦ Transportation

State Revenue or “Apportionment”

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Enrollment is the largest driver of revenue Key to positive or negative impacts to

budget Prototypical Model Enrollment Staffing Funding Staff Mix (levels of education and

experience of your teachers) drive funding

Basic Ed Apportionment

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Prototypical School Funding Model

Fixed theoretical school size used for modeling purposes

Funding formula assumptions are based upon prototypical school

Class size assumptions are different based upon grade and subject

Planning time for teachers is factored in for determination of class size

Category Elem K-6 Middle 7-8

High 9-12

Base Enroll 400 432 600

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Certificated Instructional Staffing (CIS) Legislative class size allocations plus

planning time equals teachers

Prototypical Model

Students per staff

% Increase in Teachers to Cover Planning

Elem Gr K-3 25.23 15.5%

Elem Gr 4-6 27.00 15.5%

Middle Gr 7-8 28.53 20.0%

High Gr 9-12 28.74 20.0%

K-1 High Poverty

20.30 20.0%

Gr 2-3 High Poverty

24.10 20.00

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Other cert staff based on prototypical school model.

Prototypical Model

Elem K-6

Middle 7-8

High 9-12

Per Prototypical School 400 432 600

Librarian .663 .519 .523

Counselor .493 1.216 2.539

Nurse .076 .060 .096

Social Workers .042 .006 .015

Psychologists .017 .002 .007

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Classified Staff (CIS)

Prototypical Model

Elem K-6

Middle 7-8

High 9-12

District Wide

Per Prototypical School 400 432 600 Per 1,000 students

Teaching Assistance .936 .700 .652

Office Support 2.012 2.325 3.269

Custodians 1.657 1.942 2.965

Student & Staff Safety .079 .092 .141

Family Involvement Coord.

.0825

Technology .628

Facilities/Maint./Grounds 1.813

Warehouse/Mechanics .332

Central classified administration

5.3% of staff units x 74.5%

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Certified Administration Staff (CAS)

Prototypical Model

Elem K-6

Middle 7-8

High 9-12

Per Prototypical School 400 432 600

Principal 1.253 1.353 1.880

District Wide

Central Administration 5.3% of staff units

x 25.5%

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LAKE WASHINGTON SCHOOL DISTRICTBASIC ED STAFFING 2013-14 Actual

Elem Middle High Planning Elem Middle HighGrades K-6 Grades 7-8 Grades 9-12 Time Grades K-6 Grades 7-8 Grades 9-12 Total

Ratios Staff FTE

Certificated Certificated

Grade K-3 25.23 15.5% Grade K-3 352.360 352.360

Grad K-1 High Poverty 20.85 15.5% Grad K-1 High Poverty 0.000 0.000

Grad 2-3 High Poverty 24.10 15.5% Grade 2-3 High Poverty 0.000 0.000

Grade 4 27.00 15.5% Grade 4 94.637 94.637

Grade 5-6 27.00 15.5% Grade 5-6 174.988 174.988

Grade 7-8 28.53 20.0% Grade 7-8 156.475 156.475

Grades 9-12 28.74 20.0% Grades 9-12 243.120 243.120

Subtotal 1,021.580

Per Prototypical School 400 432 600 1,000

Librarian 0.663 0.519 0.523 Librarian 23.205 4.469 5.075 32.749

Counselor 0.493 1.216 2.009 Counselor 17.255 10.472 19.496 47.223

School Nurses 0.076 0.060 0.096 School Nurses 2.660 0.517 0.932 4.109

Social Workers 0.042 0.006 0.015 Social Workers 1.470 0.052 0.146 1.668

Psychologists 0.017 0.002 0.007 Psychologists 0.595 0.017 0.068 0.680

Subtotal 86.429

Total Cert Staff 1,108.009

Principals 1.253 1.353 1.880 Principals 43.855 11.651 18.245 73.751

Classified Classified

Teaching Assistance 0.936 0.700 0.652 Teaching Assistance 32.760 6.028 6.327 45.115

Office Support 2.012 2.325 3.269 Office Support 70.420 20.022 31.724 122.166

Custodians 1.657 1.942 2.965 Custodians 57.995 16.724 28.774 103.493

Student & Staff Safety 0.079 0.092 0.141 Student & Staff Safety 2.765 0.792 1.368 4.925

Family Involvement 0.0825 Family Involvement 2.887 2.887

278.586

Total School Staff 1,460.346

Districtwide Districtwide

Technology 0.628 Technology 14.785

Facilities/Maint/Grounds 1.813 Facilities/Maint/Grounds 42.683

Warehouse/Mechanics 0.332 Warehouse/Mechanics 7.816

Cert Admin 5.3% 25.47%

Classified Admin 5.3% 74.53% Cert Admin 20.595

Classified Admin 60.264All staff calc 0.065699 0.063788CLS staff calc 0.014484 0.014485 Total Cert Instructional Staff 1,108.009

Total Cert Administrative Staff 94.346Total Classified Staff 404.134

Certified staffing FTE and Staff Mix (levels of education and experience of your teachers) drive funding. Cert FTE multiplied by state salary allocation equals funding

Classified and Administration FTE multiplied by average state salary allocation equals funding

Some districts are grandfathered at higher amounts

Salaries drive mandatory benefits and medical benefits

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How Model Drives Funding

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Materials, Supplies and Operating Costs (MSOC)

2014-15 Level

Technology $89.13

Utilities and Insurance $242.17

Curriculum and Textbooks $95.69

Other Supplies and Library Materials $203.16

Instructional Professional Development

$14.80

Facilities Maintenance $119.97

Security and Central Office $83.12

Total $848.04

Substitutes Career and Technical Education (Vocational

Education) Small Schools Districts – special allocations

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Basic Apportionment

Special Education◦ Funded based on a % of basic ed◦ Birth to Pre-Kindergarten=115%◦ Kindergarten to age 21 =93.09%

Learning Assistance Program (LAP), Transitional Bilingual (ELL) and Highly Capable◦ Provides funding for additional hours of

instruction◦ Formula drives cert teachers

Transportation

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State Categorical Funding

Local Levy◦ Must be voted on by community at least every

four years◦ Amount that can be collected is capped by state

formula◦ Increased from 24% to 28% in 2011◦ Set to sunset after 2017◦ Some districts are grandfathered at higher

percentage Levy Equalization

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Levy Funds

Special Education IDEA Vocational Education Title I (Remediation) Title II (Professional Development) Title III (Limited English Proficiency) Free and Reduced Lunch Funding Head Start Other Grants

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Federal Funding

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Investment earnings Fee programs – all day kindergarten, sports

participation, food services, summer school Grants and donations Rentals and leases – facilities use Revenue from other school districts Fines and fees from students (workbooks, supply

fees)

Local Nontax/Other

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Budgeting

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Policy development Planning Budget parameters and assumptions Budget implementation and oversight

Board Functions in Budget Process

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Budget allocation available resources to the programs which have been established to achieve the district's overall policies

Policies should◦ Address the management of financial resources◦ Set financial goals◦ Establish financial priorities◦ Provide financial continuity between budget years◦ Example: The district shall maintain an

unreserved fund balance of 5% of expenditures

Policy Development

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Enrollment Mid-Year Projections (Fund Balance) Legislative Impact Budget Preparation Multi-year Budget Projection Monitoring and Reporting

Year in the Life of School District Budgeting

Enrollment

Mid-Year Projectio

ns

Budget Preparation

Multi-Year Projectio

ns

Reporting

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Staffing drives 85% of budget State defines format of budget

◦ Program – Activity - Object

Budget Factors

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Basic Educa-tion54%

Special Education13%

Vocational4%

Compens. Educa-tion6%

Other Instruction1%

Community Services

1%

Transportation/Food Srvs

8%

Other Support Svcs.14%

District PerspectiveWhere Does the money go?

Source: Organization and Financing of Washington Public Schools May 2013

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Certificated Salaries

45%

Classified Salaries17%

Employee Benefits/Taxes

21%

Supplies and Ma-terials

6%

Purchased Services

11%

Capital Outlay0%

District PerspectiveWhere Does the money go?

Source: OSPI Financial Summary 2011-12

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Date Action

January Next year Enrollment Projections Complete

Feb/Mar Prepare Current Staffing Data

Mar/April Departmental Budget Preparation

April Staffing Allocations for next year developed

April/May District Budget Advisory Process

April Legislative Session Ends

May- early June Balance Budget

May Board Work Session Presentation

June Prepare Budget Document an send draft to Board

Sample Timeline

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Date Action

June 25 Board Meeting – Draft Budget Presentation

July 10 Final date to prepare budget and available to public

July 10 Final date to forward draft budget to ESD

July 20 Publish First Notice of Public Hearing

July 20 Final date to have copies of Budget available to public (1st class districts) and due to ESD for review

July 27 Publish Second Notice of Public Hearing

August 6 Board Meeting – Public Hearing and Final Adoption

August 31 Final date to Adopt Budget (1st class districts)

Sept 3 Final date to forward budget to ESD (1st class districts)

Sample Timeline

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District staff will begin making assumptions regarding legislative changes and impact

How does board want to see the information How do you share with community?

Legislative Impact

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Educational program and district goals/mission Enrollment projections Staffing levels for classroom, support, and

administrative staff Class sizes Compensation, leave costs, benefits, pensions Operational allocations for maintenance,

custodial, administrative offices, and categorical programs

Equipment replacement schedules and needs Transportation

Other considerations

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Feedback◦ What kind of public process will you have?◦ Goals for next year◦ Goals for long-term

Questions◦ How are contingencies built into budget?◦ Does your district regularly do budget extensions?

Board input/Questions

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Budgeting for Capital Levies and Bonds

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For levies passed in 2014, collection begins in 2015

Typically collect 53% in Spring and 47% in Fall

For newly passed levies, your 2014-15 budget will only include the spring collection.

The 2nd year, 2015-16 will include 100% of annual levy

Capital Levies

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Example:$5.0 Million levy over 4 years = $20Million$5.0 x 53% = $2,650,000 = 2014-15 revenue

$5.0 x 53% = $2,650,000 plus$5.0 x 47% = $2,350,000

Total = $5,000,000 = 2015-16 revenue

Capital Levies

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Technology Levies have special rules Beginning in 2008, OSPI required that

expenditures on staff training and software related to technology systems must be spent in the General Fund

Capital Technology Levy revenue then must be transferred from the Capital Projects Fund to the General Fund to cover the costs

You will see this in the presented budget as a transfer out of capital and a revenue in GF

Technology Levies

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100% of Revenue and Expenditures are in Capital Projects Fund

Facility Levies

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Great news – you passed a bond!! Determination of when to sell bonds Must be able to spend 85% of proceeds

within 3 years Business Office will work with underwriter

and advisor to sell bonds Board will need to pass resolution Superintendent/Business Office will conduct

call with rating agencies to rate the bonds

Budgeting for Bonds

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Bonds impact two funds: Revenue from bond sale and construction

expenses go in Capital Projects Fund Principal and Interest Payments on Bonds

are paid out of debt service fund. The presented budget will reflect estimated

amounts if prior to actual sale Will need to levy an amount sufficient to

pay principal and interest

Budgeting for Bonds

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Voted Debt Limitation

The total indebtedness of a district can not exceed 5% of the value of taxable property within a school district. This includes all non voted debt and all voted debt (bonds).

Voter approved bond capacity may exceed 5% of the district’s assessed valuation but the principal amount of the bond sale is limited to the available debt capacity.

Small school districts may have to structure bond issues and repayments differently than large districts due to the debt limitations.

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Debt Limit Example Griffin School District AV=$1,300,000,000 5% debt limitation = $65 million Current outstanding voted debt $13 million Current outstanding non voted debt $300K Cost of a new high school $100 million◦ To construct a high school – would likely need to

qualify for state matching funds and would need to ensure funding availability before moving forward. Maximum bond issuance would be about $52 million.

◦ In this scenario, a district could issue ½ and then issue the other ½ in the subsequent year. This would increase the cost of issuance but would likely result in more available capacity (if AV increases and additional existing debt is paid down).

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Debt Limitations LGOs, lines of credit, capital leases, LOCAL

program obligations, conditional sales contracts, and qualified zone academy bonds are all examples of non-voted debt subject to different rules for use of funds.

All non voted debt above is limited to .00375 (3/8th of 1 percent) of the value of taxable property within the school district

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Example of a use of non-voted debt Utilizing the State Treasurer’s LOCAL

program, one local district was able to purchase school buses over a 13 year term. They are making payments utilizing state funds from the depreciation schedule.

This funding allowed them to fund buses without utilizing a transportation levy or cutting educational programs.

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Property Tax Levy RateRegular and Excess Levy Rates(Rate Per $1,000 of Assessed Value)

2014 2015 2016 2017 2018 2015 2016 2017$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

2.2

3

2.2

2

2.1

0

1.9

3

1.9

8

1.4

7

1.4

0

2.0

0

3.6

2

3.4

4

3.2

5

3.1

6

2.9

8

2.7

8

2.5

0 2.1

9

Bond Levy

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Front-funding Can you spend dollars from voted levies or

bonds prior to collection? Maybe……. Need to have other reserves Need to clearly track new expenditures

separately Need a clear cash flow plan

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Front-funding Why you may not want to

◦If use other reserves to front-fund, then those reserves will not be available for emergencies

◦May show negative fund balance line item on your budget – requires additional explanations

Depends on your level of reserves and need to use those reserves immediately for other things

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For best transparency, sources of funds should be clearly identified.

Bonds vs. levies Multiple Levies crossing over years

Budgeting Capital Projects

Multi-year Budget Projection

Read and discuss Portland article

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Read and discuss Portland article

Multi-year Budget Projection

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School boards should develop long-range financial plans including timetables for implementation. Long-range plans should be for at least five years

Plans should include◦ Budgets needed to finance planned educational

programs◦ Methods to finance buildings needs to

accommodate projected enrollment growth◦ Projected of assessed valuation to determine

impacts of property tax levies◦ Projection of other revenue sources

Planning

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Multi-year Budget ProjectionBudget Estimated

2014-15 2014-15 2015-16 2016-17 2017-18

Beginning FB 6.9 9.8 8.8 8.0 7.3

Revenues 148.1 143.5 145.6 146.6 147.5

Expenditures 147.5 144.5 146.4 149.7 150.7

Ending Fund Balance 7.5 8.8 8.0 4.9 4.1

Fund Balance Required (5%) 7.4 7.2 7.3 7.3 7.4

(Cut Needed) 1.6 0.7 (2.4) (3.3)

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Multi-year Budget Projection

How do decisions today effect long-term budget outlook?

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Multi-year Budget Projection Budgeted Estimated

2015-16 2015-16 2016-17 2017-18 2018-19Beginning Fund Balance 6.9 9.8 8.8 8.0 7.3

Carryforward Revenue 148.1 143.5 143.5 145.6 146.6Additional Revenue due to sal/ben increase 2.7 2.7 2.7Student Enrollment (1.2) (1.4) (1.6)Less one-time revenue (0.4)MSOC/Program Adds 0.2Levy increase up to lid 0.8 (0.3) (0.2)Revenue 148.1 143.5 145.6 146.6 147.5

Caryforward Expenditure 147.5 144.5 144.5 146.4 147.3Less One-time expenditures (1.3)Student Enrollment (0.8) (1.0) (1.1)Additional Textbook Adoptions 0.2 0.4Open New School 0.8Compensation Salary/Ben Increase 3.8 3.9 3.7Expenditures 147.5 144.5 146.4 149.7 150.7

Use of Fund Balance (0.6) 1.0 0.8 3.1 3.2

Ending Fund Balance 7.5 8.8 8.0 4.9 4.2Required 7.4 7.2 7.3 7.3 7.4

Cut needed if negative 0.1 1.6 0.7 (2.4) (3.2)

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Used for facility planning Program planning How does economic and demographics

affect enrollments

Long Range Enrollment Projections

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What will the future bring? McCleary

◦ Class size reductions◦ All Day Kindergarten◦ Increased MSOC◦ Additional staffing means increased local costs◦ Space needs/constraints

Initiative 1351

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What will the future bring? Levy Impact

◦ Four percent increase in levy cap implemented in 2011 is set to expire after 2017

◦ Levy “ghost” money is set to expire after 2017◦ Legislative proposals to reduce levies as state

funding increases

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What will the future bring? COLA/pension impacts

◦ State has not provided a COLA for 6 years◦ Local impact of COLA◦ Pension rates need to increase

Employer rates from 2-3% Employee rates from 1-1.5%

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Transportation Vehicle Fund◦ Long-term replacement plan

Capital Projects◦ Future Facility impacts◦ Cash Flow

Debt Service◦ What is impact to future tax rates

Multi-Year Projections - Other Funds

Monitoring and Reporting

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Once the budget has been adopted, the school board is responsible for oversight of district finances

Implementation and Oversight

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“A monthly budget status report for each fund shall be prepared by the administration of each school district; and a copy of the most current budget status reports shall be provided to each member of the board of directors of the district at the board's regular monthly meeting. The report shall contain the most current approved budget amounts by summary level accounts and the fund balance at the beginning and end of the period being analyzed….Also, as a part of the budget status report, the administration shall provide each member of the board of directors with a brief written explanation of any significant deviations in revenue and/or expenditure projections that may affect the financial status of the district… “

Monitoring and ReportingWAC 392-123-115

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Review district monthly board report What questions would you ask? What patterns would you look for in these

documents?

Monitoring and Reporting

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Capital Projects◦ If conducting multi-year construction project,

outstanding encumbrances in Capital Projects Fund may exceed budget

◦ District staff have reporting requirements to OSPI if receiving State Assistance on construction projects

Monitoring and Reporting

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Includes policies and procedures to provide assurance that:◦ Safeguarding district assets◦ Promote efficiency◦ Provides reliable financial information and records

Internal Controls

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Purpose◦ Accountability◦ Financial Statements◦ Federal Grant Compliance

School board members can participate in entrance and exit conference

Important to hear from the auditors

Annual State Audit

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Has your district engaged in short-tem borrowing?

Has your district experienced recent levy losses?

In your district at its legal debt limit? Has there been a decrease in year end fund

balance levels over the past few years? Have expenditures exceeded revenues over

the past few years?

Indicators of Financial Difficulty

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Has the district been delinquent in paying: debt?, salaries, payroll taxes, vendor payments?

Is the district involved in pending litigation the could adversely affect its financial condition?

Is enrollment declining? Are the unexplained differences between

budgeted and actual revenues and/or spending? Bargained contracts without a plan to pay for

them?

Indicators of Financial Difficulty

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As a result of SHB 1431, passed in 2011, OSPI was required to work with ESDs to develop a tool that provides information about the financial health of school districts

OSPI Financial Indicator Model

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Indicators used in the tool are:◦ Fund Balance to Revenue Ratio - This measure

what percentage of a district’s revenues it current has “in reserve”

◦ Expenditures to Revenue – This ratio measures whether expenditures were greater or less than the amount of revenue the district brought in

◦ Days Cash on Hand – Measures the number of days a district could operate if all funding were to dry up suddenly

OSPI Financial Indicator Model

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Financial Health Indicators/Weighted Value

Fund Balance to Revenue 45%

Expenditures to Revenue 40%

Days Cash on Hand 15%

OSPI Financial Indicator ModelA value is calculated for each indicator and then given a score (0-4) which is then weighted. The values are then added together to arrive at the district’s financial indicator school for the school year.

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Lake Washington 17414(Select district above from drop-down list)

District Enrollment, From August 2013 Apportionment 24,145

Financial Indicators: 2009-10 2010-11 2011-12 2012-13Fund Balance to Revenue Ratio:

"Unrestricted" Fund Balance divided by 17,308,030.18 16,906,517.43 18,311,464.72 17,842,416.89

Total Revenues and Other Financing Sources 217,346,759.35 218,279,207.70 224,149,155.08 233,110,479.49 Ratio 7.96% 7.75% 8.17% 7.65%Score 3 3 3 3

Expenditure to Revenue Ratio:

Total Expenditures divided by 212,191,057.19 218,728,210.45 223,201,133.79 233,561,591.32

Total Revenues and Other Financing Sources 217,346,759.35 218,279,207.70 224,149,155.08 233,110,479.49 Ratio 97.63% 100.21% 99.58% 100.19%Score 4 3 4 3

Days Cash on Hand

Average Monthly Cash on Hand divided by 30,516,861.68 32,342,829.03 34,619,650.16 35,176,317.90

Expenditures per day 589,419.60 607,578.36 620,003.15 648,782.20 Days Cash on Hand 51.77 53.23 55.84 54.22Score 2 2 2 2

Weighted Scores 2009-10 2010-11 2011-12 2012-13Fund Balance to Revenue Ratio 1.35 1.35 1.35 1.35 Expenditure to Revenue Ratio 1.60 1.20 1.60 1.20 Days Cash on Hand 0.30 0.30 0.30 0.30 Total Profile Score 3.25 2.85 3.25 2.85

OSPI Financial Indicator Model

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OSPI Financial Indicator Model

Assigns a financial health score based on data as of the end of the school fiscal year;

Identify districts that are facing potential financial difficulties; and

Allow users to compare a district’s financial indicator score over time.

 

A school district is financially insolvent or needs to dissolve;

A district should be compared to another district due to the nature of a point-in-time score, without understanding the circumstances that contributed to that score; or

A performance score is implied or assigned to the administration of a district.

This data… It doesn’t mean…

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Additional Resources Organization and Financing of Washington Public

Schoolshttp://

www.k12.wa.us/safs/PUB/ORG/13/Final%20Edition%202013.pdf

A Citizen’s Guide to WA State K-12 Financehttp://

www.leg.wa.gov/Senate/Committees/WM/Documents/2014%20K12%20Citizens%20Guide.pdf

“A Brief History of Education Funding in WA State” This is a one-page pictorial timeline of fundinghttp://

www.k12.wa.us/Communications/PressReleases2014/EducationFundingChart.pdf

Quality Education Council (QEC) reportshttp://www.k12.wa.us/QEC/default.aspx

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Additional Resources

Funding Resources for School Facilitieshttp://www.k12.wa.us/SchFacilities/default.aspx

Washington School Bond Manualhttp://www.wssda.org/Resources/Publications.aspx

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What are your take-aways from today? What questions do you have for your

district?

Next steps

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Final Questions

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THANK YOU FOR ATTENDING.

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