1. No category

FAIRFAX COUNTY PUBLIC SCHOOLS
BUDGET OVERVIEW PRESENTATION
MAY 22, 2015
http://www.fcps.edu/news/fy2016.shtml
Student Achievement
• 10th largest school system in the country
• All high schools have been designated among the most
demanding public schools in the country and featured in the
2015 Washington Post list of 2,300 top U.S. high schools
• 196 schools and centers
FCPS AT A GLANCE
Key Facts About FCPS
• Serves more than 187,000 students
• SAT scores of FCPS students are well above both state and
national averages
• Students come from all over the world and speak nearly 200
languages
• Reported an on-time graduation rate of 92.9 percent
• Over 24,000 full time equivalent employees and 16,000
temporary employees
• 37,097 AP tests were given in 2014, an increase of 15.1 percent
from 2010
• One of the largest employers in Virginia
• 17,057 industry certifications and licenses in 38 categories
were earned by Career and Technical Education students
during the 2013-2014 school year
• Over 1,500 buses travel 18 million miles annually
• 26,000,000 square feet of school buildings and offices - the
size of 4 Pentagons
• Maintains 155,000 computers
• 205 students from 19 high schools have been named National
Merit Scholarship semifinalists for 2015
• Nearly 93 percent of graduates in the class of 2014 planned to
attend other post-secondary education
• 143,000 customers served daily
by Food and Nutrition Services
2
SCHOOL OPERATING FUND
School Operating Fund (SOF)
• $2.6 billion operating budget – accounts for the day-to-day
operations of FCPS
• Instructional programs account for nearly 86 percent of the
SOF budget
• Nearly 90 percent of the budget is spent on compensation
• Over 93 percent of positions are in classrooms and school
buildings, directly serving the needs of students
• Since FY 2008, budget reductions have totaled nearly half a
billion dollars, including more than 2,175 positions
Where It Goes
Where It Comes From
3
SCHOOL OPERATING FUND REVENUE
State Revenue
•
School divisions receive the majority of state aid based
on their Local Composite Index (LCI) – locality’s ability
to pay
•
Funding is reallocated to divisions with greater needs
via this index
•
State aid including sales tax receipts accounts for less
than 23 percent of the SOF revenue
•
Other VA school divisions receive 45 percent on
average
•
With significantly less state funding FCPS must rely on
local funding to make up the shortfall
County Transfer
• County transfer guidelines are set based on projected
county revenue growth
• County transfer guidelines are not based on
enrollment growth or student program
enhancements
• County transfer per pupil has increased in recent
years but is still below the FY 2008 level when
adjusted for inflation
• The transfer represents more than 71 percent of the
School Operating Fund revenue
4
SCHOOL CONSTRUCTION FUND
State of FCPS Facilities
• Board of Supervisors provides FCPS with $155 million
annually to support the Capital Improvement Program
44%
• With increasing enrollment and aging facilities, the
funding provided does not keep pace with needed
requirements
31%
52%
• In FY 2015, approximately 15,200 students are
educated in 992 trailers
• To renovate schools at the industry standard, FCPS
would need $242 million annually
• In the Construction Fund budget for FY 2015*,
• Montgomery County has $1,513 per student
• Loudoun County has $1,568 per student
• FCPS has $872 per student which is only about half
*Source – FY 2015 WABE Guide
Renovation costs are
well below the
national average
5
STUDENT ENROLLMENT
Student Enrollment Growth
Over the last eight years, FCPS has grown
by nearly 22,000 students – greater than the
size of many school districts around the
country and nearly the same size as
Arlington County Public Schools
• Since FY 2008, the Board of Supervisors has increased funding for FCPS by $230
million.
• The increase in the transfer from the County is just slightly more than the cost of
enrollment growth and demographic changes which required an increase of
nearly $213 million during this same period.
• This leaves insufficient county funding to help with other required increases (e.g.
health insurance and retirement), program enhancements (e.g. full-day
kindergarten and full-day Mondays), and employee compensation.
• To make these investments, expenditure reductions were required.
Enrollment continues to grow resulting in unavoidable cost increases
each year – adding an estimated cost of $20 million annually
6
STUDENT DEMOGRAPHICS
Student Demographic Trends – number of students and FY 2016 Percentage of Total Enrollment
• Our communities are very different today than they were
even ten years ago -- our schools and students reflect the
changing world in which we live
• FCPS is diverse and is experiencing an increase in students
who need more intensive services in special education
and English for Speakers of Other Languages (ESOL)
• The tools of the education profession have changed, and
the expectations of the community continue to rise
FCPS’ students with additional needs are larger than many
districts in Virginia
FCPS’ students eligible for free and reduced-price meals
would be the 6th largest out of 132 school divisions in VA
FCPS’ ESOL population would be the
9th largest out of 132 school divisions in VA
In FY 2016, 6,947 students
are projected to receive the
most intensive ESOL
services; an increase of
1,465 students, or 27%
7
TEACHER SALARY COMPARISONS
Teacher Salary Comparison to Other Regional Divisions
Teacher Salaries
Beginning
10th Year
FY 2015
Salary Comparison
Starting Teacher Salaries*
Beginning
Salary
FY 2015
Division
+ Master Degree*
MastersFY
with
10 years
2015
Division
Maximum Teacher Salaries*
Maximum
Salary
FY 2015
Division
Falls Church City
Arlington
Loudoun
Alexandria City
Fairfax
Montgomery, MD
Prince George's, MD
Manassas City
Prince William
Manassas Park City
Arlington
Alexandria City
Falls Church City
Montgomery, MD
Prince George's, MD
Prince William
Manassas City
Fairfax
Loudoun
Manassas Park City
Arlington
Prince William
Alexandria City
Manassas Park City
Montgomery, MD
Loudoun
Falls Church City
Manassas City
Fairfax
Prince George's, MD
$48,500
$48,228
$47,500
$47,242
$46,756
$46,410
$46,380
$46,078
$45,998
$44,490
$77,093
$76,626
$68,541
$67,723
$64,776
$62,482
$61,642
$61,253
$60,086
$58,373
$111,260
$109,609
$107,259
$106,321
$105,189
$104,105
$103,960
$103,497
$100,898
$100,775
Source: FY 2015 WABE Guide
*Of the Virginia school divisions impacted by the mandated VRS shift and corresponding salary increase, all divisions except
Loudoun and Prince William have completed the full 5 percent increase; Loudoun and Prince William have only completed 3 percent.
Starting Teacher Salaries
Beginning
Salary
FY 2010
Division
Montgomery
Prince George's
Fairfax
Falls Church City
Arlington
Alexandria City
Prince William
Loudoun
Manassas City
$46,410
$44,799
$44,389
$44,290
$43,910
$43,116
$42,863
$42,639
$42,585
Salaries
FY Teacher
2010 Salary
Comparison
Step 9, Masters Degree
Masters
10 years
FYwith
2010
Division
Montgomery
Arlington
Alexandria City
Prince George's
Falls Church City
Fairfax
Prince William
Manassas City
Loudoun
$67,723
$66,848
$65,269
$63,020
$62,388
$59,191
$57,309
$56,585
$55,568
Maximum Teacher Salaries
Maximum
Salary
FY 2010
Division
Montgomery
Arlington
Prince William
Falls Church City
Loudoun
Alexandria City
Manassas City
Fairfax
Prince George's
$103,634
$101,298
$97,723
$97,440
$96,195
$95,856
$93,615
$92,094
$91,752
FCPS continues to lose ground in competitive salaries - as teachers advance FCPS falls farther behind
8
HOW EFFICIENT IS FCPS
FCPS’ Cost Per Pupil Over Time
Adjusted for inflation, FCPS is
spending less per pupil
than in FY 2009
Cost Per Pupil Comparison to Other Regional Divisions
If FCPS had the same CPP as
Montgomery County, our budget
would be more than $342 million
higher in FY 2015
9
HOW EFFICIENT IS FCPS
Percentage of Leadership Team and Management to Total Positions
Lowest ratio of leadership team and
management positions
Ratio of Nonschool – Based Positions to Students
Significant reductions to nonschool-based
support have resulted in the lowest ratio of
nonschool-based positions to students in
decades
10
SCHOOL STAFFING
School Staffing
Average Elementary School
(722 students)
1.0
1.0
1.5
26.0
4.0
1.0
0.5
1.0
6.2
0.5
2.0
4.0
5.0
4.5
9.0
2.5
9.0
1.0
1.0
0.5
Principal
Assistant Principal
School Counselors
Classroom Teachers
Kindergarten Teachers
Reading Teacher
Advanced Academic
Resource Teacher
Librarian
Physical Education / Music /
Art Teachers
Instrumental Music Teacher
Instructional Assistants
Kindergarten Assistants
Office Personnel
Custodians
Special Education Teachers
ESOL Teachers
Special Education Assistants
Speech and Language Teacher
School-Based Technology
Specialist
Technology Support Specialist
Average Middle School
(1,108 students)
1.0
2.0
1.0
4.0
53.0
1.0
1.0
1.0
0.5
3.0
1.0
7.5
0.5
16.0
5.0
11.0
1.0
1.0
1.0
1.0
Principal
Assistant Principals
Director, Student Services
School Counselors
Classroom Teachers
Reading Teacher
Librarian
Assistant Librarian
Instrumental Music Teacher
Office Personnel
Finance Technician
Custodians
Operating Engineer
Special Education Teachers
ESOL Teachers
Special Education Assistants
After-School Specialist
Safety and Security Assistant
School-Based Technology
Specialist
Technology Support Specialist
Average High School
(2,240 students)
1.0
4.0
1.0
8.0
1.0
0.5
100.0
1.0
2.0
9.0
1.0
17.0
0.5
29.0
13.5
9.0
1.0
1.0
3.0
1.0
1.0
1.0
1.0
1.0
Principal
Assistant Principals
Director, Student Services
School Counselors
Director, Student Activities
Assistant Director, Student
Activities
Classroom Teachers
Reading Teacher
Librarians
Office Personnel
Finance Technician
Custodians
Operating Engineer
Special Education Teachers
Special Education Assistants
ESOL Teachers
Career Center Specialist
Safety and Security Specialist
Safety and Security Assistants
School-Based Technology
Specialist
Technology Support Specialist
Assessment Coach
Certified Athletic Trainer
Systems of Support Teacher
11
BUDGET REDUCTIONS
Cumulative Reductions in Dollars
Cumulative Reductions in Positions
FCPS Reduction FY 2009 - FY 2016
$500.0
$450.0
$61.4
$400.0
$97.8
$350.0
$300.0
FY 2016
FY 2015
$60.0
FY 2014
FY 2013
$250.0
$200.0
$27.9
FY 2012
$76.7
FY 2011
FY 2010
$150.0
$40.4
$100.0
$77.6
FY 2009
$50.0
$54.5
$0.0
Reductions in Millions
Balancing the budget with continued
reductions is not sustainable
12
AUDITS AND REVIEWS
Financial and Operational Audits
•
FCPS receives many regular financial and operational audits
to ensure accountability
•
•
•
•
•
•
Independent external audits and reviews
State and federal audits
A-133 single audits of federal grant programs
FCPS Internal Audits
FCPS Office of Program Evaluation
State School Efficiency Review
State School Efficiency Review
• Nearly a year long state school efficiency review in 2013
found that FCPS is one of the most efficient school divisions
in the Washington metropolitan region
Gibson Consulting Group cited FCPS as a
high-performing school division
• The study resulted in recommendations with a net savings of
$10.8 million over a five-year period, which is a small
fraction of FCPS’ $2.6 billion annual budget
•
•
•
•
• FCPS has already achieved the yearly savings target through
recommendations implemented in the FY 2015 budget
FCPS emulated by other school systems
Dedicated to self-improvement
Compares favorably to peers
Increasing efficiency through systems
upgrades and process re-engineering
• Very strong technology function
“I have to tell you that this is the best implementation status report that I have ever seen, and I have
been managing these since 2007. Thank you for taking your time to provide comments etc.”
Virginia Department of Planning and Budget
13
Unfunded Needs
• Projected shortfall of more than $100 million
• Any decisions related to reductions need to be
made by December 2015 prior to the FY 2017
Proposed Budget scheduled to be presented on
January 7, 2016.
• Lower class size – class sizes have increased three times
since the economic downturn
• Growing student population with diverse needs
• Anticipate growth of approximately 2,000 students
in FY 2017 with continuing shifts in student
demographics
• Expected to reach 200,000 students by FY 2023
• Student technology and connectivity – students need
access to technology and the Internet at school and at
home in order to learn and to compete in the world
• Limited revenue
• County’s Revenue Forecast
• Structural Deficit – reliance on one-time funding
• State Revenue – LCI to be recalculated resulting in
a possible decrease in state funding
• Mandatory benefit rate increases
• Virginia Retirement System rate increase from 80%
to 90% of the actuarial rate
• Health insurance rates
FY 2017 AND BEYOND CHALLENGES
FY 2017
• Early childhood education program – eliminate waiting
list for pre-K service for students at risk
• Preventive and major maintenance – recurring funding
is essential to reduce long-term costs and extend the
life of major systems
• Replacement equipment, buses, and vehicles – FCPS
lacks adequate funding for ongoing replacement of
equipment, buses, and vehicles
• Innovation – funding to ensure FCPS’ capacity to
confront emerging needs, issues, and opportunities
• Competitive salaries
• Incremental step and 1.5% COLA
FCPS ranks 98th in adjusted lifetime earnings
out of the 125 school divisions studied by the
National Council of Teacher Quality
14
SUMMARY
Summary
• Revenues have not kept pace with the growing
enrollment and increasing costs, and FCPS’ significant
unavoidable cost drivers will continue in FY 2017 and
beyond.
• FCPS’ cost per pupil ranks in the middle when
compared to surrounding school divisions,
accomplished by
• Increasing class size
• Eliminating nonschool-based positions
• Freezing salaries and reducing contract
lengths
• Leveraging technology
• Despite these challenges, FCPS is nationally
recognized as a high achieving school district
• High graduation rates
• Above-average SAT and SOL scores
• Strong AP and IB performance
The New York Times
reports that a child raised
in poverty in Fairfax
County will earn 20
percent more income as a
young adult than the
average county. This is
due to less segregation,
lower inequality, stronger
families, lower violent
crime – and better schools.
We need the support of county, state, and business
leadership to develop a long-term strategy for a
predictable and sustainable level of funding to continue
our tradition of excellence.
15