columbus city schools fy 2016 general fund · 2019-05-30 · columbus city schools fy 2016 general...

Columbus City Schools

FY 2016 General Fund

July 1, 2015 Through June 30, 2016

Budget Planning

Factors to Consider:

• Review of current programs/services

• Identification of program enhancements

• Identification of program adjustments/reductions

• Alignment to district goals

• Prioritization of programs/services

• Evaluation of return on investment, impact, scalability and

sustainability

• State of Ohio biennial budget (FY16 – FY17)

• Additional fiscal impacts on district finances

District Goals

• Goal 1. Each and every child reaches her/his full potential:

Prepared to go to college, secure a job, serve in the military, or

start a business.

• Goal 2. Learning environments are student-centered, efficient,

and stable.

• Goal 3. The District is accountable to the community; the

community’s confidence in the District is restored.

Finance & Appropriations Committee

• The FAC is comprised of seven members; three Board of

Education (BOE) members, and four community members

with business or finance expertise, who are; parents or legal

guardians of current CCS students, members of the central

Ohio business community, or employees of a central Ohio

local government, higher education, or non-profit

organization. No member is a current employee of the

District.

• The FAC serves at the discretion of the BOE, and shall have

no power to expend public funds, enter into contracts, or

otherwise place obligation or liability upon the District.

Finance & Appropriations Committee

• Members include:

– Mary Jo Hudson; BOE member, Chair

– W. Shawna Gibbs: BOE member

– Dominic Paretti: BOE member

– Jody Dzuranin: former Mutual Fund Administrator

– Jesse Hemphill; President and CEO Hemphill & Associates, and former

member of the Audit & Accountability (AA) committee

– Reginald Johnson; Partner and Executive Vice President – Business

Development, Woods Development Group, LLC

– Tim Robinson; Executive Vice President, Chief Financial, and

Administrative Officer, Nationwide Children’s Hospital

Budget Timeline

October 2014 Presentation and approval of FY 2015 Five Year Forecast

December 2014 Initial Finance & Appropriations Committee meeting. Committee meetings will be

held monthly. Distribution of building and departmental (non-personnel) general fund

budget worksheets.

January 2015 FY 2016 general fund (non-personnel) budget process is conducted.

February 2015 FY 2016 general fund (non-personnel) budget hearings conducted.

March 2015 FY 2016 general fund (non-personnel) budget revisions are made

April 2015 FY 2016 general fund budget presentation to the Finance & Appropriations Committee

May 2015 Presentation FY 2016 general fund budget and updated FY 2015 Five Year Forecast

June 2015 FY 2016 Appropriations Resolution (Fund Level) approval by the Board of

Education.

Budget Flowchart

Annual Appropriations Resolution

• New Board Policy – Appropriations and Spending Plan (6231)

– An annual appropriations resolution shall be developed, approved, and filed according to statute and the requirements of the Auditor of the State of Ohio. The appropriation measure shall be adopted at the fund level for all funds.

Staffing

District Leadership

• Superintendent, Dr. Dan Good

• Academic Services, Alesia Gillison

• Business Operations, Maurice Oldham

• External Affairs & Communication, Todd Tuney

• Policy & Government Affairs, Dr. Erik Roush

• Legal Services, Larry Braverman

• Budget & Financial Management, Scott Gooding

• Treasurer/CFO, Stan Bahorek

• Internal Auditor, Carolyn Smith

Staffing Overview

• The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to support the District’s mission statement and goals.

• Staffing needs are continuously evolving based on factors such as student/course enrollment, defined student needs, special education mandates and attrition.

• Staffing will reflect enrollment efficiency consistent with available resources given the budget parameters.

• Provide adequate staff training, curriculum development and resources to improve student learning.

• We are in the process of designing a research-based, data driven

staffing allocation model for implementation in FY 2017.

Staffing Process

Staffing Patterns

Staffing Ratios

• Contractual

– Class size ratios are defined in the CEA contract. Variations will be necessary because of different grade level enrollment totals.

• Elementary school classes will be organized on the basis of approximately 25 pupils per classroom teacher, with a maximum of 30 (grades K-3 at 29, grades 4-5 at 30).

• Middle school classes will be organized on the basis of approximately 30 pupils per classroom teacher, with a maximum of 35.

• High school classes will be organized on the basis of approximately 28 pupils per classroom teacher, with a maximum of 36.

• State Mandates

– Ensuring that special education students have the required staffing ratios pursuant to the Corrective Action Plan (CAP) from the Ohio Department of Education.

• Strategic Plan

– Focus staffing priorities to ensure that each student is highly educated,

prepared for leadership and service, and empowered for success as a

citizen in a global community.

FY2010 - $10.8 million

– Staff reductions in central office

– Staff reductions for student losses

– Reductions in overtime and extended time

– Reductions in contracted transportation, bus parts and repairs

– Combination of schools


– Reductions in High School bus stops

– Reductions in Buildings and Grounds contracted services

– Staff reductions for alignment to enrollment in special programs

– Reductions due to school closings

– Staff reductions in Treasurer’s Division restructure

Budget (Staffing) Reductions


– Reductions in contractor bus routes

– Reductions in custodial substitute hours

– Elimination of Transition Support Coordinators

– Reductions in Central Office Administrators

– Wage concessions at all staffing levels


– Reconfiguration of Gifted and Talented program

– Continued restructuring of the Treasurer’s Division

– Building closures



– Reductions in Central Office Administrators

– Reductions in Operations staffing and materials

– Reductions in Academic staffing and support

– Reductions in Treasurer’s Division staffing

– Combination of buildings

– Removed 1% cost of living adjustment (COLA) in FY14 district-wide

– Remove additional FY14 supports included in the October forecast but not implemented



– Building closures

– Year around to traditional calendar

– Reduction of Peer Assistance Review (PAR) teachers

– Benefit premium holiday

– Student declining enrollment deduct for FY14 spring allocations

(teachers not replaced)

– Reduction of Assistant Treasurer position

– Instructional Assistant realignment per contract

– Reduction of 9th & 10th grade COTA passes

– Reduction in utilities through reorganization/restructure

– Renegotiation of curriculum vendor contracts

– Two phase reduction of DeVry University program

– Elimination of Hanover Research contract

– Remove 1% cost of living adjustment (COLA) in FY15

district-wide


• Year Annual Reduction Cumulative Reductions

• FY 2010 $10.8 million $10.8 million



• FY 2013 $ 2.0 million $65.1 million



• Future FYs $21.5 million $124.3 million


Staffing Snapshot

• As of March 2, 2015

Combined

Classification Min Non-Min Min Non-Min Min % Non-Min % Totals

Administrator 95 85 50 47 145 1.6% 132 1.5% 277

Classified 1,246 822 689 320 1,935 21.8% 1,142 12.9% 3,077

Full Time Hourly 3 9 2 4 5 0.1% 13 0.1% 18

Part Time Hourly 95 374 9 53 104 1.2% 427 4.8% 531

Teachers 686 2,280 198 649 884 10.0% 2,929 33.0% 3,813

Substitute Administrators 22 15 8 16 30 0.3% 31 0.3% 61

Substitute Classified 230 100 82 19 312 3.5% 119 1.3% 431

Substitute Teachers 234 208 118 96 352 4.0% 304 3.4% 656

Total 2,611 3,893 1,156 1,204 3,767 42.5% 5,097 57.5% 8,864

Female Male Total Total

Staffing Adjustments

Department

Contractually

Required

State Mandate /

Compliance Audit Response

Strategic / BOE

Intitiative Total

Academic Services 3.50 0.00 0.00 0.00 3.50

Accountability 0.00 0.00 11.00 1.00 12.00

Career Tech, Workforce Development and Adult Education 1.00 0.00 0.00 0.00 1.00

External Affairs & Communication 0.00 0.00 0.00 1.00 1.00

Gifted & Talented 0.00 17.00 0.00 0.00 17.00

Human Resources 0.00 0.00 0.00 1.00 1.00

Internal Audit 0.00 0.00 0.00 2.00 2.00

Professional Learning 14.00 0.00 0.00 0.00 14.00

Student Support Services 1.00 43.25 17.00 6.00 67.25

Teaching & Learning 0.00 0.00 0.00 11.00 11.00

19.50 60.25 28.00 22.00 129.75

New certificated positions projected with an "all-in" cost of $84,416 per full-time position

Academic Services

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

2.50 Classroom Teachers x

1.00 Administrative Secretary - Division V x

Classroom Teachers - Fall Enrollment Adjustments x

3.50

Classroom Teachers - Elementary

• Cedarwood ES at Stockbridge + 1.0

• Devonshire Elementary School + 1.0

• Fairwood Elementary School - 1.0

• Gables Elementary School + 2.0

• Livingston ES + 1.0

• Parkmoor Elementary School + 1.0

• Parsons Elementary School + 1.0

• Siebert Elementary School - 1.0

• Valley Forge Elementary School - 1.0

• Watkins Elementary School - 1.0

• Africentric Early College ES + 2.0

• Broadleigh Elementary School + 3.0

• Como Elementary School + 2.0

• East Columbus Elementary + 1.0

• East Linden Elementary School - 1.0

• Eastgate Elementary School + 1.0

• Hamilton PK-6 + 2.0

Classroom Teachers - Elementary

• Innis Elementary School + 1.0

• Liberty Elementary School - 1.0

• Linden PK-6 STEM Academy + 2.0

• North Linden Elementary School + 1.0

• Oakmont ES - 2.0

• Olde Orchard ES + 1.0

• South Mifflin PK-6 STEM Academy + 1.0

• Weinland Park ES + 2.0

• Indianola Alternative K-8 + 1.0

• Starling K-8 - 2.0

• Avondale Elementary School + 1.0

• Binns Elementary School - 1.0

• Burroughs Elementary School - 1.0

• Columbus Spanish Immersion Program - 1.0

• Ecole Kenwood - 0.5

• Highland Elementary School + 1.0

• Hubbard Mastery School K-8 + 1.0

• West Broad Elementary School - 1.0

Classroom Teachers - Middle

• Berwick Alternative - 1.0

• CC Preparatory School for Girls + 2.0

• Champion Middle School - 1.0

• Dominion Middle School + 1.0

• Hilltonia Middle School + 2.0

• Indianola Informal K-8 - 2.0

• Johnson Park Middle School - 1.0

• Medina Middle School - 1.0

• Mifflin Middle School - 1.0

• Sherwood Middle School - 1.0

• Starling K-8 + 2.0

• Westmoor Middle School - 1.0

• Woodward Park Middle School + 1.0

• Yorktown Middle School - 1.0

• Africentric Early College + 1.0

Classroom Teachers - High

• Africentric Early College + 2.0

• Centennial High School - 1.0

• Columbus International HS + 2.0

• East High School - 3.0

• Eastmoor Academy - 1.0

• Fort Hayes Arts & Academic HS - 1.0

• Linden-McKinley STEM - 4.0

• Marion-Franklin High School + 1.0

• Mifflin High School - 4.0

• Northland High School - 1.0

• South High School - 4.0

• Walnut Ridge High School - 4.0

• West High School + 1.0

• Whetstone High School - 2.0

Classroom Teachers – Career Centers

• Columbus Downtown Career Center + 1.0

Accountability

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

8.00 Office Automation Coordinators x

2.00 DP Analyst III x

1.00 DP Analyst II x

1.00 Secretary I x

12.00

Career Tech, Workforce Development

and Adult Education

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

1.00 Administrative Secretary x

1.00

External Affairs & Communication

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

1.00 Executive Director of External Affairs & Communications x

1.00

Gifted & Talented

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

7.00 Gifted Instructional Specialists x

10.00 Primary Enrichment Specialists x

17.00

Human Resources

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

1.00 Senior Executive Administrator of Human Resources x

1.00

Professional Learning

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

14.00 Peer Assistance Review Teachers - FY16 x

14.00

Student Support Services

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

19.25 Psychologists - FY16 x

2.00 Physical Education Teachers x

6.00 Transition Coordinators x

10.00 Special Education Coordinators x

2.00 Speech & Language Pathologists Supervisors x

3.00 Psychologist Supervisors x

1.00 Secretary II x

3.00 Behavior Specialists x

1.00 Supervisor (High Incidence) x

1.00 SLD Coordinator x

9.00 ESL Teachers x

2.00 ESL TOSA x

6.00 ESL Bilingual Assistants x

1.00 Billing Program Coordinator (TOSA) x

1.00 PT/Hourly HR Admin x

67.25

Teaching & Learning

FTE Description

Contractually

Required

State

Mandate /

Compliance

Audit

Response

Strategic /

BOE

Intitiative

1.00 Art Teacher x

1.00 Adapted Physical Education Teacher x

1.00 Vocal Music Teacher x

1.00 Instrumental Music Teacher x

1.00 6-12 Math Coordinator (TOSA) x

1.00 K-5 English/Language Arts Coordinator (TOSA) x

1.00 K-5 Social Studies Coordinator (TOSA) x

1.00 K-5 Math Coordinator (TOSA) x

1.00 6-12 English/Language Arts Coordinator (TOSA) x

1.00 K-5 Science Coordinator (TOSA) x

1.00 Secretary II x

11.00

Staffing Budget

FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

General Fund Actual Actual Actual Actual Actual Projected (*) Projected (*)

Salaries & Wages 383,103,270$ 380,094,887$ 376,780,334$ 373,375,844$ 376,663,569$ 373,000,000$ 383,769,333$

Fringe Benefits 144,734,021$ 148,020,190$ 149,112,859$ 151,216,766$ 152,534,066$ 158,031,835$ 164,346,402$

Total Personnel 527,837,291$ 528,115,077$ 525,893,193$ 524,592,610$ 529,197,635$ 531,031,835$ 548,115,735$

* Proposed in May 2015 Five Year Forecast update and subject to approval by the Board of Education

Staffing Timeline

Jan Oct

Feb Mar Apr May Jun Jul Aug Sep Oct

Jan

Initiate staffing allocations

Mar

Staffing postings and interviews – Round 1

Feb

Hold roster labs

Apr

Staffing postings and interviews – Round 2

Aug

New SchoolYear Begins

Jun

BOE to AdoptFY 16 Budget

Jul

FY 16 Begins

May

Staffing Job Fair

Sep

Adjustments based on actual

student enrollment

Staffing Summary

• We have continued to plan for a diverse array of course offerings and are still registering/scheduling students.

• We are in the process of designing a research-based, data driven

staffing allocation model for implementation in FY 2017.

• Collectively we will continue to review and adjust staffing.

• Updates will be shared with Board of Education as student results, enrollments and registrations evolve.

Non-Personnel Budgets

Departments

• Superintendent, Dr. Dan Good

• Academic Services, Alesia Gillison

• Business Operations, Maurice Oldham

• External Affairs & Communication, Todd Tuney

• Policy & Government Affairs, Dr. Erik Roush

• Legal Services, Larry Braverman

• Budget & Financial Management, Scott Gooding

• Treasurer/CFO, Stan Bahorek

• Internal Auditor, Carolyn Smith

Academic Services

• Accountability and Student Support Services

• Exceptional Student Services and Community Engagement

• School Leadership Development

• Teaching and Learning

• Workforce Development, Career/Tech Ed and Adult Ed

Academic Services – Budget Highlights

• Establish a K-12 formative assessment

• Digitize student records

• Provide professional development

• Individualized Education Program (IEP) Compliance

• 75% completion rate of Ohio Department of Education Corrective Action

Plans (CAP) recommendations

• Teacher and Principal evaluation systems (OTES and OPES)

• Alignment of instructional resources to Ohio’s New Learning Standards,

and Ohio’s Next Generation Assessments, including web-based

instructional tools and the appropriate professional development

• Intervention programs, diagnostic tools, and progress monitoring tools

• Strengthening of Unified Arts and Library Media Services

• Mathematics textbook adoption.

• Expanding Career-Technical opportunities in the Middle Schools

Department of

Academic Achievement Support Services

Offices which directly support academics:

• Accountability and Student Support Services

• Exceptional Student Services and Community Engagement

• School Leadership Development

• Teaching and Learning

• Workforce Development, Career and Technical Education,

and Adult Education

Key Priorities:

Accountability and Student Support Services

• Establish a K-12 formative assessment

• Digitalize student records

• Provide mobile technology for traveling counselors

and social workers

Request Highlights:

Accountability and Student Support Services

Funding Increases & Program Additions

• K-12 formative assessment

• Digitalization of records

• Out-of-district tuition costs

Funding Decreases & Program Reductions

• Elimination of Project Key

• Decrease in cost of Learning Circle

Program Evaluation

• Quarterly checks of Attendance and Accountability

• Formative assessment data

• Truancy rates

• Edmentum data

• NEMO cue and Ventus appointment systems

Key Priorities: Exceptional Student Services and Community Engagement

• Professional development

• Co-teaching and inclusion practices

• IEP Compliance

• Universal Design for Learning

• Culturally relevant pedagogy

• IEP Compliance

• Updating all outdated testing protocols and

licenses for Psychological Services

Request Highlights: Exceptional Student Services and Community Engagement

Funding Increases & Program Additions • Professional development

• Materials associated with professional development

• Testing protocols and licenses for identification of students with disabilities

Funding Decreases & Program Reductions • Special education tuition expenses

• Equipment

• Mileage

• Collective reduction of minor expenses for dues and fees, textbooks, property services, software material, professional and technical services

Program Evaluation • 75% completion rate of CAP recommendations

• Decrease errors in IEPs

• Student achievement data

• Perceptual data from staff survey

Key Priorities:

School Leadership Development

• Build instructional leadership capacity of building

principals based on Standards for Professional

Practice for Principals

• Increase capacity to fill administrative vacancies

by promoting qualified and capable Leadership

Interns

Request Highlights:

School Leadership Development


• Mileage reimbursement for Leadership Interns

• Technology refresh

Program Evaluation

• Ohio Principal Evaluation System

• Achievement data from both state and local

assessments

• Student, staff, and principal attendance

Key Priorities:

Teaching and Learning

• Alignment of instructional resources to Ohio’s New

Learning Standards, PARCC, and Ohio’s Next

Generation Assessments, including web-based

instructional tools and the appropriate PD

• Intervention programs, diagnostic tools, and progress

monitoring tools

• Strengthening of Unified Arts and Library Media

Services

Request Highlights:

Teaching and Learning


• Textbooks, instructional resources, diagnostic tools, progress monitoring tools, professional development

Funding Decreases & Program Reductions

• Decrease in the DeVry program

• Transportation costs for district assessments typically done outside of students’ home schools

Program Evaluation

• Improvement on end-of-course exams and state assessments

• Engagement surveys

Key Priorities: Workforce Dev., Career and Technical Ed., and Adult Ed.

• Expanding Career-Technical opportunities in the

Middle Schools

• Ensuring Career Planning for all students and

• Improving Technical Skills Attainment Scores

(Connected to Report Card and

Future Graduation Choice for Class of 2018 Students

and beyond)

Request Highlights: Workforce Dev., Career and Technical Ed., and Adult Ed.

Funding Increases & Program Additions • Transportation costs for recruitment and more Career-Technical site

visits

• Expansion into Middle Schools • Supplies

• Renovations

• Marketing

• Career Planning

• Marketing

Funding Decreases & Program Reductions • Potential reduction of programs that lack student interest

Program Evaluation • Career-Technical Report Card

• ODE Audit

Academic Services - Request Summary

FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2016 Change

Actual Actual Revised Preliminary Proposed Proposed FY 15 - FY 16

Department OPU Spent Spent Budget Requests Adjustments Requests ($)

School Buildings Various 3,460,544$ 3,537,181$ 4,052,378$ 4,045,441$ -$ 4,045,441$ (6,937)$

International Baccalaureate 045 51,596$ 81,853$ 65,000$ 100,000$ -$ 100,000$ 35,000$

Teaching & Learning 904 771,346$ 1,008,095$ 1,555,828$ 1,670,000$ -$ 1,670,000$ 114,172$

K-12 Curriculum 905 1,333,198$ 764,019$ 949,691$ 1,258,617$ -$ 1,258,617$ 308,926$

School Choice / Student Support Services 908 -$ 2,317$ -$ -$ -$ -$ -$

ESL / Exceptional Student Services 909 21,375$ 14,886$ 70,908$ 80,000$ -$ 80,000$ 9,092$

Reading/Language Arts 910 57,899$ 62,848$ 380,830$ 530,300$ -$ 530,300$ 149,470$

Social Studies 912 6,510$ 6,363$ 10,432$ 157,850$ -$ 157,850$ 147,418$

Early Childhood Education 917 251,818$ 241,701$ 263,453$ 253,912$ -$ 253,912$ (9,541)$

Staff Development 918 473,699$ 388,781$ 603,750$ 490,445$ -$ 490,445$ (113,305)$

Mathematics 919 9,389$ 8,341$ 33,483$ 1,247,105$ (1,166,875)$ 80,230$ 46,747$

Science 920 7,072$ 16,737$ 17,981$ 179,200$ -$ 179,200$ 161,219$

Career & Technical Education 921 5,056$ 2,970$ 5,000$ -$ 173,550$ 173,550$ 168,550$

Supplemental Curriculum 922 124,416$ 119,972$ 124,895$ 105,435$ -$ 105,435$ (19,460)$

Encore / Unified Arts 924 47,309$ 58,476$ 83,518$ 228,500$ -$ 228,500$ 144,982$

Academic Services - Request Summary




Library & Media Services 927 205,789$ 155,934$ 3$ 358,700$ -$ 358,700$ 358,697$

Textbooks 928 2,102,243$ 1,407,601$ 2,057,776$ 7,952,000$ (3,500,000)$ 4,452,000$ 2,394,224$

Student Management 929 36,259$ 30,851$ 42,180$ -$ -$ -$ (42,180)$

Health, Family & Community Services 930 145,328$ 107,543$ 278,359$ 310,750$ -$ 310,750$ 32,391$

I Know I Can 931 846,330$ 844,392$ 852,715$ 1,287,500$ -$ 1,287,500$ 434,785$

Exceptional Student Services & Community

Engagement932

1,296,760$ 1,082,996$ 2,878,272$ 2,839,700$ -$ 2,839,700$ (38,572)$

Gifted & Talented 933 238,476$ 112,347$ 337,751$ 703,930$ -$ 703,930$ 366,179$

School Leadership Development 934 24,680$ 21,263$ 48,589$ 70,000$ -$ 70,000$ 21,411$

Accountability 946 651,037$ 476,043$ 860,772$ 999,885$ -$ 999,885$ 139,113$

Student Activities 957 351,413$ 355,790$ 714,828$ 556,453$ -$ 556,453$ (158,375)$

Peer Assistance Review (PAR) 961 16,287$ 32,265$ 35,730$ 103,500$ -$ 103,500$ 67,770$

Community Schools 967 122,114,965$ 134,935,587$ 144,352,776$ 144,352,776$ -$ 144,352,776$ -$

Out of District Tuition 968 9,643,652$ 11,093,492$ 8,796,040$ 10,383,182$ -$ 10,383,182$ 1,587,142$

Student Support Services 973 298,874$ 392,266$ 267,344$ 853,242$ -$ 853,242$ 585,898$

World Languages 974 2,483$ 1,974$ 9,250$ 13,500$ -$ 13,500$ 4,250$

Total 144,595,803$ 157,364,884$ 169,749,532$ 181,131,923$ (4,493,325)$ 176,638,598$ 6,889,066$

Business Operations

• Capital Improvements / Real Estate

• Information Support Services (ISS)

• Transportation Services

• Fleet Services

• Buildings and Grounds

• Custodial Services

• Energy Management

Business Operations

• Purchasing

• Delivery Services

• Warehousing

• Print Services

• Safety and Security

• Human Resources

• Outreach Services

Business Operations – Budget Highlights

• Fund Capital Improvements operating budget no longer supported by

diminishing capital dollars.

• Technology Refresh (Network, Server and Computing Devices).

• Infinite Campus and MUNIS enhancements.

• Upgrades to bus washing, electrical systems, fleet and fuel management

systems and blacktop repairs.

• Begin closing the gap on the most cost-effective maintenance work.

• Budgeted for recycling waste hauler. The recycling services have been at

no cost dating back to 2007.

• Increase in School Resource Officers contract.

• Americans with Disabilities Act (ADA) accommodations.

• Transformation of Human Resources operations.

Business and Operations (COO)

• Our core business is student achievement through

quality instructional programs. However, we

understand that a number of business operational

factors contribute indirectly to student

achievement. We are committed to:

• Maintaining a safe, clean, environment for our students

• Providing students with safe, environmentally friendly

transportation

• Managing an efficient school nutrition program

• Providing technology infrastructure and support

Key Priorities –

Business and Operations

• Key initiatives and priorities

• Customer Service

• Building Relationships

• Operational Controls and Monitoring

• Facilities Master Plan

Request Highlights –

Business and Operations

• Funding Increases

• The overall budget increased by $800.00

• New object code added to cover mileage for the Senior

Executive Director of Business and Operations

• Increase printing and binding by $200

Capital Improvements / Real Estate

• Capital Improvements plans and administers

contracts for the design and construction of all

major capital projects including: • The Facilities Master Plan (Bond Funds)

• Projects funded through the Sale of Real Estate Fund

• All other funded projects including General Fund and Grant Funded

projects

• Real Estate manages the district’s portfolio of

property and through strategic acquisitions, sales,

shared use agreements, and leasing seeks to

maximize value to the district:

Key Priorities –


• Facilities Master Plan implementation – bringing 21st Century, Student Centered Learning Environments to the district

• Providing healthy and safe community learning centers that foster broader engagement in public education

• Facilities Master Planning – a continuous evolution of the plan, responding to changes in demographics, educational models and the aging of all district facilities. Communicating the Plan to the community.

• Development and implementation of district standards to provide equity and parity across the district while striving to reduce the complexity of systems to reduce operations and maintenance costs

• Continue to develop maintenance plans to maximize the district’s resources for the ongoing care of district facilities; maximize lifespan, minimize consumption, increase occupant comfort and satisfaction

• Transparent operation and community inclusion through implementation of the Board’s LEDE outreach policy



• Legal services necessary to negotiate property

transactions with various entities

• Addition of administrative support required to

achieve various district initiatives

• Communication of district initiatives to the public

to demonstrate accountability and restore

confidence

• Capital projects required to increase productivity

of spaces and improve efficiency and reliability

Information Support Services (ISS)

• ISS includes:

• Infrastructure and Support Services: Network and

Server Administration, Field Services, Help Desk

Support and Telecomm

• Application Development and E-Rate: All in-house

applications development, Support of the two enterprise

systems (MUNIS and Infinite Campus), Training and E-

Rate filing and management.

Key Priorities –

Information Support Services

• Technology Refresh (Network, Server and

Computing Devices)

• District-wide Wireless Access (BYOD, Mobile

Learning Environments)

• On-Line Testing

• Restructure of in-house developed applications

• Increase capacity to meet customer needs

• Upgrading technology offerings



• Funding increases and/or program additions

• District-wide Wireless: Support of mobile computing, digital

textbooks, on-line testing.

• Application Development Consulting/Training: Migration of

in-house applications to standard operating platform.

• Network Penetration/Phishing Tests: Network security

• Technology Training: Allow for the technical staff to have

training on all of the devices that are standard to the district.

• Printer Refresh: Replacement of printers that are 10-15 years

old.



• Funding increases and/or program additions • Technology Refresh: Replacement of computers that are 10+

years old and set up an annual refresh budget for broken and out of warranty devices.

• Server and Network Equipment Refresh: Replace equipment that is out of warranty.

• Infinite Campus Enhancements: Allow for enhancements to be made to the student information software without having to come up with money and board small purchases.

• MUNIS Enhancements: Allow for enhancements to be made to the ERP software without having to come up with money and board small purchases.

• PARCC Labs in the ES: Required for on-line testing

• Chromebook Carts: Testing and Mobile Learning

Transportation Services

• Provides transportation for all eligible Columbus

City Schools students.

• Provide transportation to all eligible Charter and

Non-Public school students residing within the

Columbus City Schools attendance boundaries.

• Provide athletic and field trip transportation.

Key Priorities –


• Transporting students to and from schools for

eligible CCS, Charter and Non-Public

• Transportation will begin implementation of Zpass

a student tracking system and replace aging phone

system.

• Transporting students to school everyday ensures

that students are attending school.



• Transportation has asked for funding to replace the

aging phone system, to install a diesel exhaust

removal system at the Frebis compound and the

funding of Zpass.

• OBJ 420 decreased due to the purchase of Frebis

instead of leasing.

Fleet Services

• Fleet Services Supports the District with Vehicle & Equipment

Repairs and Service

• Scheduled Preventative Maintenance

• Scheduled Safety Inspections

• Vehicle and Equipment Repairs

• Supplies Fuel

• Supplies Repair Parts

• All Repairs, Parts and Fuel are Supplied as Needed Only

• Many Different Departments have Vehicles or Equipment that

is Purchased, Serviced and Repaired by Fleet

Key Priorities - Fleet Services

Fleet Services helps:

• Transport Students to Schools and Back Home

• Feed the Students

• Clean the Schools

• Deliver Supplies to Schools

• Repair the Schools

• District Appear More Professional

Key Priorities - Fleet Services

• Fleet Services number one priority is to ensure

school buses and support vehicles are maintained

without defects. This is not only at inspections, but

at any time vehicles are used.

• The 1st appearance of the district for many parents

is the yellow school bus arriving to pickup their

child. It is critical to the district that the 1st

impression is a good one.

Request Highlights - Fleet Services

• Fleet is presenting scheduled replacement plans for

school buses, support vehicles and custodial

equipment.

• Upgrades to bus washing, electrical systems, fleet

and fuel management systems and blacktop

repairs.

• Fuel prices are projected to be lower, repairs to

buses and equipment are projected to be higher.

Buildings and Grounds

• Buildings and Grounds Department ensures the

continued use and livability of board owned

properties by providing maintenance and repair to

facility installed equipment, utility systems,

pavements and grounds. By reducing facility

distractions, our goal is to provide a more efficient

and positive learning environment.

Key Priorities - Buildings and Grounds

• Increase customer satisfaction.

• Implement Council of Greater City Schools recommendations for managing facilities.

• Upgrade Computer Maintenance Management Software (CMMS).

• Increase the ratio of preventive maintenance versus reactive work orders (Goal 80%).

• Track work order expenses, labor & material against equipment versus buildings.

• Inventory, assess and barcode building equipment, input data into CMMS.

Request Highlights - Buildings and Grounds

• FY 16 B&G budget was prepared using the Council of Greater City Schools recommendation for 1.5% - 2.0% of the Capital Replacement Value (CRV) of facilities being spent on maintenance per year.

• The proposed budget will allow us to begin closing the gap on the most cost-effective maintenance work, preventive and predictive maintenance while reducing the amount and frequency of much more expensive breakdown repair and replacement work.

• Studies indicate that every $1 of preventive maintenance that is deferred will result in $4 of expenditures to ultimately repair or replace those building systems.

Custodial Services

• Custodial Services provides a safe, sanitary and

secure environment for the students, staff and the

school communities of Columbus City Schools.

Key Priorities - Custodial Services

• Key initiatives and priorities

• Attendance

• Equipment Maintenance

• Networking with Neighboring Schools

• Review Work Schedules

Request Highlights - Custodial Services

• Funding Increases

• The overall budget increased by $558,937

• Budgeted for recycling waste hauler. The recycling

services have been at no cost dating back to 2007.

• Increased supply budget to meet the volume of activities

throughout the district.

Energy Management

• Utility Costs for:

• Electricity

• Water

• Natural Gas

Key Priorities - Energy Management

• Provide utilities for the operation of district

buildings.

• Participation in the OSC electricity & natural gas

purchasing cooperative.

• Existing Building Retro-Commissioning.

• Energy Management cost avoidance measures

exceeds one million dollars annually in savings to

the district.

Request Highlights - Energy Management

• FY 16 Utility Budget was prepared by applying

current rates to historical usage for each building.

• FY 16 budget differs from previous years based on

buildings closing or opening and rate changes.

• Monthly utility bills are tracked and audited for

use or billing errors.

Purchasing

• District-Wide Contracts

• Requisitions

• Purchase Order Changes

• Vendor Database

• RFP Process

• MUNIS Training

Key Priorities - Purchasing

• Key Initiatives

• Cooperative Contracts

• Bidding Software

• Reverse Auctions

• Maintaining Service Levels - KPIs

• Value:

• FY2014 Savings = $3,249,526

• FY2014 Copier Uptime = 99.44%

Request Highlights - Purchasing

• Funding Increase: Not Applicable

• Funding Decrease:

• GovDeals Transfer: $7,000

• Postage: $3,000

• Supplies: $10,895

• Measurement: Departmental Stats

Delivery Services

• Interoffice Mail

• District-Wide Deliveries (Testing, Textbooks, etc.)

• School / Department / Personnel Moves

• Food (ES)

• Parks & Rec Summer Food Program

• Loaners (Folding Tables, Wrestling Mats, etc.)

Key Priorities – Delivery Services

• Key Initiatives

• New Electronic Work Request

• Electronic Signatures


• Value: FY2014 Deliveries = 9,142

Request Highlights – Delivery Services

• Funding Increase:

• Delivery Truck: $97,000

• Funding Decrease: Not Applicable


Warehousing

• Storage

• Textbooks

• Records Retention

• Furniture Repair

• Surplus Sales

• Warehouse Supplies

• District Receiving

• State & Federal Processing

Key Priorities – Warehousing

• Key Initiatives

• New Employee Training

• Expand Storage Options

• Maintaining / Increasing Service Levels

• KPIs

• Expanded Work Shift

• Value:

• FY2014 Furniture Repair Savings = $112,960

• Warehouse Revenue = $646,594 (7 Year Net)

Request Highlights – Warehousing


• GovDeals Transfer: $7,000

• Storage Containers: $20,000

• Transfer From Book Processing: $39,000



Print Services

• Board Agendas

• Metered USPS Mail

• Black & White / Color Printing

• Carbonless Forms

• Business Cards

• School Newsletters

• Miscellaneous Department Printing

Key Priorities – Print Services

• Key Initiatives

• Increased Volume


• Value: 80% Savings Over External Vendors

Request Highlights – Print Services


• Postage: $10,000

• New Equipment Maintenance: $2,400



Safety & Security Services

The Department of Safety and Security is made up of 50 well trained individuals who are committed to the safety, protection and well-being of all students, staff, property and communities which makes up the Columbus City School District. The department is designed to assist with the development and implementation of security practices and strategies that help foster a safe and secure learning environment and promote positive school-community relations. Our department strives to reduce crime, violence, disruptions or distractions that may potentially impact our schools and prevent our kids from learning and growing. The Department of Safety and Security works collaboratively with law enforcement authorities and other local support agencies to ensure that all safety regulations, security mandates and protocols are adhered to and met.

Key Priorities - Safety & Security Services

• Emergency Management– Ensures the successful implantation of all phases of Emergency

Management:

Prevention – avoid, deter, or stop an imminent crime, threatened, or actual mass

casualty incident. Prevention is the action schools take to prevent a threatened or

actual incident from occurring.

Mitigation – eliminate or reduce the loss of life and property damage by lessening the

impact of an event or emergency.

Protection – secure schools against acts of violence and manmade or natural disasters.

Protection focuses on ongoing actions that protect students, teachers, staff, visitors,

networks, and property from a threat or hazard.

Response - stabilize an emergency once it has already happened or is certain to

happen in an unpreventable way; establish a safe and secure environment, save lives

and property; and facilitate the transition to recovery.

Recovery – assist schools affected by an event or emergency in restoring the learning

environment.

Key Priorities - Safety & Security Services

• School Safety – (Before, During and After) – Assist with providing safe passages for students

to and from school, and, provide for a safe learning environment during the school day.

Respond to crisis, emergencies and disruptions such as school bus accidents and incidents,

stranger danger, criminal activity, community violence, gang activity, etc., and provide

security for school activities and district sponsored events.

• Emergency Response Communications System - Develop and implement district-wide

communications protocol that will allow building administrators and first responders to

communicate during an active shooter/aggressor situation. The protocol allows for all

building administrators to have direct communication with police dispatchers to provide

information to responding law enforcement. In addition to establishing a communications

protocol, each school will receive a communications equipment upgrade and additional

radios. Training on the use of radios and equipment will be conducted by the Department of

Safety and Security.

Request Highlights - Safety & Security Services • Increases in program funds include:

• School Resource Officers, Special Duty Police, and licenses for CPD radios – there has been a 3% increase in the cost of these services for the next year.

• Alarm response – the accepted bid for alarm response was 3x that of previous years.

• CPI Instructors (2) – needed to ensure security staff are trained annually as required.

• Cintas uniforms – increased cost in repairs and replacement of staff uniforms.

• Employee Mileage – increased transportation needs such as transporting students home, house checks, responding to other schools, etc.

• Additions to programs include: • Advertising

• Repair/replacement of Security coats

• Radios for all schools

• Replace office computers

• Add/replace vehicles

• Add light bar to vehicles

Request Highlights - Safety & Security Services

• Decreases in program funds include:

• Funds being moved from object code 510 to 570 due to

object code specifications.

Human Resources

• Human Resources currently has four primary

divisions:

• Employment and Staffing/Workforce Planning

• Employee Relations

• Human Resources Administration

• HR Data & Systems

• Human Resources has two GF Budgets:

• GF 960 – Human Resources

• GF 962 – Employee Relations / Contractual

Agreements

Key Priorities - Human Resources • The vision for the transformation of CCS Human Resources is to

ensure the stewardship of the district’s human capital to meet the needs

of the district’s schools and departments.

• The mission is to deliver and evolve high-quality systems and

capabilities.

• The values begin with building credibility, a focus on talent

management systems and becoming the trusted advisors to our

employees by virtue of our ethical compass and genuine engagement.

• Organization of five strategic areas:

• Talent & Organizational Design and Management

• Culture & Engagement

• Compensation & Rewards

• Human Resources Administration

• HRIS & HR Service Center

Request Highlights - Human Resources

• Funding Increases • ADA accommodations; blood exposure testing; Call Center tracking software;

diversity recruitment; employee personnel file scanning; e-Schools analytics; Gainsharing; Public SchoolWorks training modules; replacement of Scantron testing machine and photo ID machine; school-based secretarial training; software hosting fees for electronic I-9s; software hosting fees for electronic personnel files; Teacher Match;

• Transformation Steps include: • Realization; Defining a Response; Selling the Plan; Announcing the Change;

Execution, Evolution

• Transformation effort will be managed, measured and evaluated by five (5) different “work streams”:

• Operational Audit Follow Through

• HR Process & Technology

• HR Skills & Structure

• Talent Management

• Communication

Outreach Services

• Outreach Services – to ensure that the local small

business community has fair and equitable access

to contracting and procurement opportunities in

accordance with Community Inclusion Policy

3210.

Key Priorities - Outreach Services

• To serve as a resource for district staff, local small businesses and external business partners to assist in identifying ready willing and able LEDEs to participate in contracting and procurement opportunities

• Strategically work with various departments, divisions as an advocate for promoting and championing inclusion and diversity in our contracting processes and practices

• Community Inclusion gives our local small businesses opportunities to increase the tax base and workforce of the City and district residents

Request Highlights - Outreach Services

• The existing budget will be used to increase

District Staff and Vendor awareness

• Will work with various departments/divisions to

ensure that LEDEs are represented in our overall

contracting and procurement process.

• The measurement should be an increase in overall

LEDE participation.

Business Operations - Request Summary FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2016 Change



Capital Improvements 936 48,402$ 2,555$ 78,317$ 742,784$ -$ 742,784$ 664,467$

Business & Operations 943 7,777$ 11,943$ 67,025$ 62,200$ -$ 62,200$ (4,825)$

Data Center Operations 944 6,558,191$ 5,846,797$ 7,847,457$ 8,894,426$ -$ 8,894,426$ 1,046,969$

Telecommunications 945 1,212,080$ 1,065,124$ 1,785,624$ 9,788,350$ (7,000,000)$ 2,788,350$ 1,002,726$

Transportation 947 13,134,393$ 3,830,926$ 2,875,395$ 2,812,500$ (352,000)$ 2,460,500$ (414,895)$

Vehicle Maintenance 948 5,751,371$ 8,363,495$ 8,826,713$ 23,241,600$ (12,095,000)$ 11,146,600$ 2,319,887$

Buildings & Grounds 949 2,770,610$ 2,931,233$ 2,440,055$ 13,798,825$ (9,847,099)$ 3,951,726$ 1,511,671$

Environmental Safety & Health 950 726,917$ 694,665$ 690,628$ 613,500$ -$ 613,500$ (77,128)$

Custodial Services 951 1,373,430$ 1,251,206$ 1,422,549$ 1,854,679$ -$ 1,854,679$ 432,130$

Energy Management 952 13,407,784$ 13,771,447$ 16,772,737$ 14,092,557$ -$ 14,092,557$ (2,680,180)$

Purchasing 953 923,405$ 918,679$ 938,283$ 910,813$ (1,252)$ 909,561$ (28,722)$

Printing & Duplicating 954 44,626$ 74,938$ 173,043$ 178,336$ (3,000)$ 175,336$ 2,293$

Warehouse 955 50,453$ 13,695$ 76,495$ 126,201$ (20,000)$ 106,201$ 29,706$

Delivery Services 956 54,304$ 145,117$ 396,805$ 343,807$ (97,000)$ 246,807$ (149,998)$

Safety & Security 958 963,979$ 1,010,609$ 1,312,970$ 1,394,197$ (50,000)$ 1,344,197$ 31,227$

Human Resources 960 306,257$ 337,091$ 437,857$ 665,459$ -$ 665,459$ 227,602$

Employee Relations 962 309,764$ 276,647$ 513,454$ 405,000$ -$ 405,000$ (108,454)$

Outreach Services 975 1,786$ 1,468$ 3,033$ 2,600$ -$ 2,600$ (433)$

Total 47,645,529$ 40,547,635$ 46,658,440$ 79,927,834$ (29,465,351)$ 50,462,483$ 3,804,043$

Superintendent

• Superintendent

• Deputy Superintendent

• Board of Education

• Policy & Government Affairs

• Communications & External Affairs

• Legal Services

• Budget & Financial Management

Superintendent – Budget Highlights

• Supports daily operating functions for the Office of the Superintendent

• Accounts for the per pupil funding provided from the Comprehensive

Contract that flows through the ESC of Central Ohio

• Continue to support Board and District membership in critical

organizations

• Fully bring government affairs work back into the District

• Reorganize and enhance District communications; strengthen the District

external affairs.

• Reposition the District brand by proactively adjusting the narrative through

upfront, transparent and positive communications and a community

engagement strategy.

• Build on the community confidence towards the District by dramatically

shifting the public opinion.

Key Priorities - Superintendent

• Supports daily operating functions for the Office

of the Superintendent

• Funds will be used to improve community and

staff relations

Request Highlights - Superintendent

• Funding Increases:

• Superintendent’s Student Ambassador Program

• Student incentives

• General Supplies

• Newspapers periodicals increased to allow for new

educational subscriptions as needed

Request Highlights - Superintendent

• Technical equipment line to allow for purchase of

updated equipment (i.e. scanners, printers)

• Printing and binding

• Funding Decreases:

• Professional and Technical Services line. Contracts for

external companies expired and more services being

done in-house.

• Postage line due to non-use of funds

• Superintendent dues and subscriptions decreased

Key Priorities – Deputy Superintendent

• The administration continues to explore

opportunities to leverage resources and programs

that are available for our students through the ESC

of Central Ohio.

• The comprehensive contract supports the work of

several offices in meeting the unique academic

needs of our students.


Deputy Superintendent

• Accounts for the per pupil funding provided from

the Comprehensive Contract that flows through the

ESC of Central Ohio

Key Priorities – Board of Education

• Continue to support Board and District

membership in critical organizations (e.g., NSBA,

OSBA, CGCS)

• Provide for professional development of Board

members so as to allow them to more effectively

serve the needs of the community

• Provide support to general Board operations so

that they may serve the community in line with

their statutory duties and obligations

Request Highlights – Board of Education

• Increases

• BoardDocs - transferred to Board of Education Budget

from Board Services

• Technical Equipment

• Decreases

• Building Use - Board Activities

• BOE Mailings

• Courier - Delivery to BOE Members

• BOE Meeting/Committee Supplies

Key Priorities –

Policy & Government Affairs

• Fully bring government affairs work back into the

District

• Create short periodicals to provide to members and

staff of legislative and executive agencies to

demonstrate the successes and priorities of CCS

• Split the cost with the Treasurer/CFO for Gongwer

Statehouse News Service subscription and add

Congressional Quarterly subscription

• Provide technical and logistical support to the

Board of Education



• Increases

• Building Use/Board Activities to support additional

activities/meetings during off-hours

• Periodicals to reflect cost-sharing of Gongwer News

Service with Treasurer/CFO and subscription to CQ

• Conference/Travel to reflect additional staff

• Printing for government affairs periodicals

• Technical Equipment to reflect additional staff



• Decreases

• Contract services, reflecting, in part, moving

government affairs work in-house

• Postage

• Office Supplies

Communication & External Affairs

• Communications & External Affairs

• Communications & Media Relations

• Media Technologies

• Customer Relations

Key Priorities –


• Reorganize and enhance District communications;

strengthen the District external affairs.

• Reposition the District brand by proactively

adjusting the narrative through upfront, transparent

and positive communications and a community

engagement strategy.

• Build on the community confidence towards the

District by dramatically shifting the public

opinion.



• Leading a core base of consultants, vendors, freelancers, and staff to enhance communication capacity.

• Prioritizing and focusing the work on core functions; message, value, educating and accountability.

• Success is measured by public opinion survey outcomes; communications tools, analytics and metrics; community partnership opportunities realized; and overall growth of parent and community engagement.

Communications & Media Relations

• Responsible for internal and external

communications and media relations functions of

the District.

• Message development

• Websites, electronic publications, social media

• Advertising and promotion

• Writing and graphic design

• Event planning

• Crisis planning and response

• Support of schools and departments

Key Priorities –


• Promote the key accomplishments of the District,

schools, students, and staff through:

• Pitching positive stories to the media.

• Weekly Media Alerts, E-News, Website(s), social

media, Intercom, etc.

• Advertising and promotion of opening of school

and Welcome Home campaigns.

• Events which bring positive recognition to the

District.



• Increases in contract professional services, State of District, Customer Service phone system, community survey, website and media training.

• Maintaining our current program cost while looking for opportunities to increase efficiencies and enhance overall effectiveness.

• Vocus marketing tool, measures media value; HootSuite, social media metric and analytics; Website metric reports for visits and links; Media calls tracked and monitored; Public Records request logs.

Media Technologies

• Media Technologies offers learning resources and

technologies to CCS staff for communication,

professional development, and classroom learning.

Key Priorities – Media Technologies

• Flexibility, transparency, and staff support.

• Expand capacity by adding a videographer and

additional supports.

• Enhance community connections through video

production and classroom instructional support.

Request Highlights – Media Technologies

• Additional capacity through freelance and staff.

• Decrease equipment budget, enhanced systems and

tools for increased efficiencies.

• Measure the additional content development for

website, YouTube, Columbus Education Access

Channel and event support. Evaluated through the

amount of views of the content, and provide for

consumption.

Customer Relations

• To promote better relationships between parents

and Columbus City Schools educators. Provide

quality customer service to any person with a

school, district and personnel issue.

Key Priorities – Customer Relations

• Keep students in school; work with school staff and leadership to share information and address issues of concern; work with other departments to provide quality customer service.

• Systems audit and accountability; enhance the overall effectiveness of the customer relations function.

• First line of communication for parents.

Request Highlights – Customer Relations

• Systems audit; Customer Relations,

CHERWELL Program, updated and installed.

• Reprioritized the use of travel and meeting

expenses.

• Parent surveys; customer relations reporting on

number of calls for each school; monthly - share

data with Chief of Communications and External

Affairs for enhanced effective communications;

Annual – Customer Relations department

reports.

Key Priorities – Legal Services

• Provide for timely appropriate legal advice and

representation through engagement of outside

counsel and professionals in areas where specific

expertise is needed;

• Provide adequate risk management by:

• securing property, casualty and liability insurance to

protect District assets and operations;

• maintaining appropriate claims processing and

representation of District in connection with potential

liability matters.

Request Highlights – Legal Services

• Outside Counsel and Appraisers – Increases in

attorney and appraiser costs in connection with

property tax valuation matters, for legal services

arising out of student data investigations and

related proceedings and matters;

• Property Casualty, and Liability Insurance –

projected 4% increase.

• Claims management and costs – increases based

on higher costs during the current fiscal year.

Key Priorities –

Budget & Financial Management

• Directs and manages the development of short-term and

long-term financial budgetary planning for district

expenditures.

• Directs and manages monitoring the budget to ensure fiscal

accountability for the district through the direction of

budget staff in their work with administrators and district

staff at all levels to ensure funds are spent in accordance

with state and federal requirements and that spending levels

remain within the confines of the specific grants, programs,

cost centers, and funds.


Budget & Financial Management

• Professional development for staff

• Minimal office supplies

Superintendent - Request Summary




Superintendent 902 93,197$ 147,853$ 229,465$ 200,300$ -$ 200,300$ (29,165)$

Deputy Superintendent 903 30,480$ 295$ 75,000$ 321,809$ -$ 321,809$ 246,809$

State & Federal Programs 906 -$ -$ -$ 10,000$ -$ 10,000$ 10,000$

Auxiliary Services 926 -$ -$ -$ 49,089$ -$ 49,089$ 49,089$

Chief of Communications and External Affairs 937 -$ -$ -$ 76,800$ -$ 76,800$ 76,800$

Media Relations & Communications 938 126,826$ 167,967$ 540,716$ 546,930$ -$ 546,930$ 6,214$

Customer Relations 939 2,678$ 871$ 11,977$ 12,100$ -$ 12,100$ 123$

Board of Education 941 88,777$ 105,219$ 124,971$ 124,300$ -$ 124,300$ (671)$

Policy & Government Affairs 942 43,419$ 21,063$ 139,824$ 18,350$ -$ 18,350$ (121,474)$

Legal Services 959 2,083,124$ 2,374,660$ 2,576,661$ 2,542,705$ -$ 2,542,705$ (33,956)$

Budget and Financial Management 963 5,141$ 2,878$ 1,615,669$ 7,360$ -$ 7,360$ (1,608,309)$

Audio/Visual Production 971 220,866$ 218,561$ 283,155$ 303,000$ -$ 303,000$ 19,845$

Total 2,694,508$ 3,039,367$ 5,597,438$ 4,212,743$ -$ 4,212,743$ (1,384,695)$

Treasurer/CFO • Treasurer has the responsibility of being the Chief Financial Officer of the

school district. This responsibility encompasses the receipt, accounting for,

and disbursement of all the funds of the school district as required by

applicable laws and in accordance with board regulations and policies.

• The role of the Treasurer’s office in the school district affects all areas of

the educational process. The office staff usually does not have direct

contact with students. However, each student’s education depends on the

Treasurer’s staff i.e. utility bills are paid on time, purchase of instructional

supplies, etc.

• The Treasurer’s office to is expected to invest district funds wisely, provide

accurate financial information, process payroll, and ensure that the funds of

the district are spent within the limits of the law.

Treasurer/CFO – Budget Highlights

• Reduced FY16 discretionary budget by over $150,000 over

FY15 discretionary budget.

• County Auditor and County Treasurer fees along with

Operating Transfers make up 93% of the Treasurer’s Office

total budget.

Key Priorities – Treasurer/CFO

• Create a strong fiscal environment to ensure proper accounting

of the district’s resources.

• Create an organizational structure for the Treasurer’s Office

that continues to strive for increased efficiencies in its

operation.

Treasurer/CFO - Request Summary




Treasurer/CFO 969 16,795,433$ 11,651,124$ 13,764,376$ 14,848,000$ -$ 14,848,000$ 1,083,624$

Total 16,795,433$ 11,651,124$ 13,764,376$ 14,848,000$ -$ 14,848,000$ 1,083,624$

Internal Auditor

At the recommendation of Auditor of State Jim Petro, The Office of Internal Audit (OIA) was established by the Columbus City Schools (CCS) Board of Education in September 2000.

Our Mission

The OIA mission is to provide independent and objective audit services that will add value and improve District's operations by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes, while effectively assisting the Board of Education and District management accomplish its goals and support the overall

mission of the Columbus City Schools.

Our Vision

To be the preferred and trusted advisor for matters of risk, control and governance.

Our Principles

Integrity

Objectivity

Confidentiality

Competency

Internal Auditor – Budget Highlights

Significant budget increases include the following:

– Plans to continue to outsource specialty audits such as information

technology and construction.

– Professional Standards require a peer review every 5 years.

– Purchase of updated computers and handheld devices for staff.

Significant budget decreases include the following:

– Fraud Hotline - the calls and reports coming into the hotline are at a

level where we can pay the standard charges for 200 reports vs the

higher charge for the anticipated 300 reports.

Key Initiatives and Priorities –

Internal Auditor Given the number of high risk areas identified in our current risk assessment, we have identified a three prong

approach to provide audit coverage in the current and upcoming fiscal years:

• Columbus City Schools Internal audits: Our audit plan identifies various high risk areas that will be

audited by current internal audit staff;

• Outsourced audits: Our audit plan anticipates utilizing an outsource partner as appropriate to audit

additional high/moderate risk areas as presented to and recommended by the Audit & Accountability

Committee;

• Continuous monitoring

o ACL: Automated reports will be scheduled to run periodically that will identify those transactions or

information that does not meet defined criteria. Exception reports will be prepared and followed up

on by internal audit staff.

o Quarterly check-ins: Various audit areas will have work performed quarterly to enable management to

act on identified deficiencies in a timely manner, rather than waiting until a regular audit is performed

(i.e. student activities or food service).

o Mini-audits: Various items come to the attention of audit staff that need addressed timely, but might

not need a full audit (i.e. fraud hotline, management concern, or new CCS process). These mini-

audits will enable internal audit staff to evaluate internal controls and make necessary

recommendations to management in a timely manner.

Key Initiatives and Priorities –

Internal Auditor Challenges

As shown on the risk assessment and work plan, several factors restrict the number of audits the OIA can perform including but not limited to:

• A continuing focus on significant and often complex issues;

• A particularly small staff size in relation to the OIA’s total oversight responsibility (CCS has approximately 10,000 employees and an initial budget of over $1.2 billion), and time consuming post-audit activities (e.g. preparation and testimony for hearings and trials).

Value

The OIA continually adds value to the CCS organization by performing activities to attest to the following:

• Achievement of the CCS strategic objectives;

• Reliability and integrity of financial and operational information;

• Effectiveness and efficiency of operations and programs;

• Safeguarding of assets; and

• Compliance with laws, regulations, policies, procedures and contracts.

Internal Auditor - Request Summary




Internal Auditor 970 33,505$ 111,472$ 127,935$ 118,730$ -$ 118,730$ (9,205)$

Total 33,505$ 111,472$ 127,935$ 118,730$ -$ 118,730$ (9,205)$

Identified Needs Not Being Requested FY 2016

Proposed

Department OPU Description Adjustments

Information Technology 945 District Wide Wireless 7,000,000$

Transportation 947 Exhaust Ventilation System at Frebis 250,000$

Transportation 947 ESS computers for Moler Center 5,000$

Transportation 947 Frebis Storage Container 2,000$

Transportation 947 Frebis Blacktop Repair 20,000$

Vehicle Maintenance 948

Replace support vehicles 1st yr of 15

point replacement plan 1,500,000$


Replace 71 Buses - 1st Yr of 12 Yr

replacement plan 6,745,000$

Vehicle Maintenance 948 Replace Custodial Equipment 250,000$

Vehicle Maintenance 948 Upgrade Bus Lifts and Jacks 250,000$


Improvements upgrade blacktop parking

lot at Frebis 2,000,000$


Install electrical outlets for engine

heaters in bus parking areas 500,000$

Vehicle Maintenance 948 Install fuel island at Frebis 250,000$

Vehicle Maintenance 948 Install overhead garage doors at Frebis 100,000$

Vehicle Maintenance 948 Upgrade fuel management system 500,000$

Buildings & Grounds 949 Deferred Maint. 8,791,099$

Buildings & Grounds 949 24 Trucks 1,056,000$

Purchasing 953 Two Replacement Computers 1,252$

Printing & Duplicating 954 General Supplies 3,000$

Warehouse 955 Sea Storage Containers 20,000$

Delivery Services 956 Reefered Truck w/ Liftgate 97,000$

Safety & Security 958 Car 50,000$

Total Suggested Adjustments 29,390,351$

Request Summary - Departments (By Department)



Department Spent Spent Budget Requests Adjustments Requests ($)

Superintendent 2,694,505$ 3,039,365$ 5,597,435$ 4,212,743$ -$ 4,212,743$ (1,384,692)$

Academic Services 144,595,787$ 157,364,873$ 169,749,523$ 181,131,922$ (4,493,325)$ 176,638,597$ 6,889,075$

Business Operations 47,645,521$ 40,547,627$ 46,658,432$ 79,927,831$ (29,465,351)$ 50,462,480$ 3,804,048$

Treasurer/CFO 16,795,433$ 11,651,124$ 13,764,376$ 14,848,000$ -$ 14,848,000$ 1,083,625$

Internal Auditor 33,505$ 111,472$ 127,935$ 118,730$ -$ 118,730$ (9,205)$

Total 211,764,751$ 212,714,461$ 235,897,701$ 280,239,226$ (33,958,676)$ 246,280,550$ 10,382,851$

Request Summary - Departments (By Object)

FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2016 FY 2016 FY 2016 Change

Actual Actual Revised Forecasted Preliminary Proposed Revised Proposed Forecasted - Proposed

Object Spent Spent Budget Budget (1) Requests Adjustments Adjustments Requests (2) FY 16 ($)

School Buildings 3,460,544$ 3,537,181$ 4,052,378$ -$ 4,045,441$ -$ -$ 4,045,441$ 4,045,441$

Purchased Services 174,531,831$ 178,760,601$ 194,073,522$ 202,508,465$ 201,241,026$ (20,000)$ (1,100,975)$ 200,120,051$ (2,388,414)$

Supplies/Materials 15,530,933$ 16,776,217$ 16,050,209$ 17,674,289$ 23,795,742$ (3,000)$ (3,504,460)$ 20,288,282$ 2,613,993$

Equipment - New 2,264,929$ 2,296,026$ 2,624,990$ 2,435,854$ 29,513,131$ (29,367,351)$ (61,000)$ 84,780$ (2,351,074)$

Equipment - Replacement -$ -$ -$ -$ 6,750,000$ -$ -$ 6,750,000$ 6,750,000$

Other 19,371,329$ 14,492,713$ 8,292,830$ 19,504,208$ 9,710,346$ -$ 17,650$ 9,727,996$ (9,776,212)$

Transfers/Advances 7,902,964$ -$ 7,036,825$ -$ 5,264,000$ -$ -$ 5,264,000$ 5,264,000$

Sub-Total 223,062,530$ 215,862,738$ 232,130,754$ 242,122,816$ 280,319,686$ (29,390,351)$ (4,648,785)$ 246,280,550$ 4,157,734$

Community School Adjustment 18,758,786$ 18,758,786$

Grand Total 223,062,530$ 215,862,738$ 232,130,754$ 242,122,816$ 280,319,686$ (29,390,351)$ 14,110,001$ 265,039,336$ 22,916,520$

(1) FY 2016 Forecasted Budget as included in Board approved October 2014 Five Year Forecast

(2) FY 2016 Proposed Budget will remain in preliminary/revised form until officially approved by the Board of Education in June 2015

Request Summary – Departments (By Goal)

• Goal 1. Each and every child reaches her/his full potential:

Prepared to go to college, secure a job, serve in the military, or

start a business.

– $168,377,183

• Goal 2. Learning environments are student-centered, efficient,

and stable.

– $34,366,658

• Goal 3. The District is accountable to the community; the

community’s confidence in the District is restored.

– $62,295,495

Why the investment?

• Mission Statement

– Each student is highly educated, prepared for leadership

and service, and empowered for success as a citizen in a

global community.

• Focused Alignment !

– Program and Fiscal Resources

columbus city schools fy 2016 general fund · 2019-05-30 · columbus city schools fy 2016 general...

Documents