24
BUDGET UPDATE Presented By: Cindy Lesinski, CFO – 6/16/20
BUDGET UPDATEPresented By: Cindy Lesinski, CFO – 6/16/20
A high bar for student learning & excellence
Unsustainable cost structures Declining revenue
Before the pandemic, BPS faced a TRIPLE CHALLENGE
FINANCIAL OVERVIEW
FINANCIAL OVERVIEW
A high bar for student learning & excellence
Unsustainable cost structures
Declining revenue
The pandemic grows our challenges at an exponential rate, as we navigate and plan for uncertainty in SY 20-21 and SY 21-22
Greater academic and social emotional student need
Greater financial pressure due to drop in sales tax revenue and potential for
reduced student enrollment
Ongoing constraints on service delivery to meet anticipated health &
safety measures
BPS FTE GROWTH – BY TYPECumulative
School Year Traditional Charter Scholarship Total Gain/Loss2010-11 66,797.38 3,398.28 1,017.00 71,212.66 - 2011-12 67,416.19 2,541.10 1,085.00 71,042.29 36.94 2012-13 66,780.35 2,503.38 1,245.50 70,529.23 158.21 2013-14 65,027.92 3,749.80 1,293.00 70,070.72 (38.82) 2014-15 65,536.16 4,272.50 1,310.65 71,119.31 962.79 2015-16 65,292.30 4,972.73 1,368.50 71,633.53 1,662.10 2016-17 65,681.74 5,312.52 1,414.00 72,408.26 2,370.87 2017-18 65,210.75 5,896.54 1,359.50 72,466.79 2,356.52 2018-19 64,772.03 6,538.71 1,334.95 72,645.69 2,426.54 2019-20* 64,574.45 6,908.59 1,693.14 73,176.18 3,761.72 2020-21P** 64,439.48 7,554.58 1,695.37 73,689.43 4,368.28
All figures from 2010-2019 are from the Final FEFP Calcualtions…Pre COVID-19 *2019-20 figures are from the 4th FEFP Calculation**2020-21 figures are from the FEFP Conference Report
With Scholarship
Cumulative
School Year Traditional Charter Scholarship TotalWFTEChange in WFTEPercent ChangeGain/Loss
2010-1166,797.383,398.281,017.0071,212.6677,008.69- 0- 0
2011-1267,416.192,541.101,085.0071,042.2977,045.6336.940.048%36.94
2012-1366,780.352,503.381,245.5070,529.2377,166.90121.270.157%158.21
2013-1465,027.923,749.801,293.0070,070.7276,969.87(197.03)-0.255%(38.82)
2014-1565,536.164,272.501,310.6571,119.3177,971.481,001.611.301%962.79
2015-1665,292.304,972.731,368.5071,633.5378,670.79699.310.897%1,662.10
2016-1765,681.745,312.521,414.0072,408.2679,379.56708.770.901%2,370.87
2017-1865,210.755,896.541,359.5072,466.7979,365.21(14.35)-0.018%2,356.52
2018-1964,772.036,538.711,334.9572,645.6979,435.2370.020.088%2,426.54
2019-20*64,574.456,908.591,693.1473,176.1880,770.411,335.181.681%3,761.72
2020-21P**64,439.487,554.581,695.3773,689.4381,376.97606.560.751%4,368.28
All figures from 2010-2019 are from the Final FEFP Calcualtions…Pre COVID-19
*2019-20 figures are from the 4th FEFP Calculation
**2020-21 figures are from the FEFP Conference Report
Charts and Graphs FTE
School YearAdj for GraphCharter FTETotal BPS FTETotal District FTEAdj for GraphWFTEChange in WFTEPercent ChangeCumulative Gain/LossCharter FTE
2010-1121,212.663,398.2867,814.3871,212.6617,814.3877,008.69- 0- 0
2011-1221,042.292,541.1068,501.1971,042.2918,501.1977,045.6336.940.048%36.94
2012-1320,529.232,503.3868,025.8570,529.2318,025.8577,166.90121.270.157%158.21
2013-1420,070.723,749.8066,320.9270,070.7216,320.9276,969.87(197.03)-0.255%(38.82)
2014-1521,119.314,272.5066,846.8171,119.3116,846.8177,971.481,001.611.301%962.79
2015-1621,633.534,972.7366,660.8071,633.5316,660.8078,670.79699.310.897%1,662.10
2016-1722,408.265,312.5267,095.7472,408.2617,095.7479,379.56708.770.901%2,370.87
2017-1822,466.795,896.5466,570.2572,466.7916,570.2579,365.21(14.35)-0.018%2,356.52
2018-1922,645.696,538.7166,106.9872,645.6916,106.9879,435.2370.020.088%2,426.54
2019-20*23,272.026,950.5466,321.4873,272.0216,321.4880,770.411,335.181.681%3,761.72
2020-21P**23,689.437,554.5866,134.8573,689.4316,134.8581,376.97606.560.751%4,368.28
2021-22P
2022-23P
2023-24P
2024-25P
All figures from 2010-2019 are from FEFP Final Calcualtions.
*2019-20 figures are from the FEFP Third Calculation.P
**2020-21 figures are from the FEFP Conference Report
UFTE History
Total District FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**71212.6671042.28999999999470529.2370070.72000000000171119.3171633.5372408.25999999999572466.78999999999472645.6973272.0273689.429999999993Charter FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**3398.282541.12503.383749.84272.54972.72999999999965312.525896.546538.716950.547554.58Total BPS FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**67814.3868501.18999999998868025.84999999999166320.9266846.8166660.80000000000367095.73999999999166570.2566106.9866321.4800000000166134.849999999991
Total Charter FTE
Charter FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P3398.282541.12503.383749.84272.54972.72999999999965312.525896.546538.716950.547554.58Total District FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P71212.6671042.28999999999470529.2370070.72000000000171119.3171633.5372408.25999999999572466.78999999999472645.6973272.0273689.429999999993Total BPS FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P67814.3868501.18999999998868025.84999999999166320.9266846.8166660.80000000000367095.73999999999166570.2566106.9866321.4800000000166134.849999999991
Total Brevard Public Schools FTE
Total BPS FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P67814.3868501.18999999998868025.84999999999166320.9266846.8166660.80000000000367095.73999999999166570.2566106.9866321.4800000000166134.849999999991Total District FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P71212.6671042.28999999999470529.2370070.72000000000171119.3171633.5372408.25999999999572466.78999999999472645.6973272.0273689.429999999993Charter FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**2021-22P2022-23P2023-24P2024-25P3398.282541.12503.383749.84272.54972.72999999999965312.525896.546538.716950.547554.58
FTE History
Total District FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**21212.66000000000321042.28999999999420529.22999999999620070.7221119.30999999999821633.5322408.25999999999522466.78999999999422645.69000000000223272.02000000000423689.429999999993Charter FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**3398.282541.12503.383749.84272.54972.72999999999965312.525896.546538.716950.547554.58Total BPS FTE2010-112011-122012-132013-142014-152015-162016-172017-182018-192019-20*2020-21P**17814.38000000000518501.18999999998818025.84999999999116320.91999999999816846.80999999999816660.80000000000317095.73999999999116570.2516106.97999999999616321.4800000000116134.849999999991Dummy
[CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE][CELLRANGE]
00000000000025005000750010000125001500017500200002250025000 - 2,500 5,000 7,500 10,000 12,500 60,000 62,500 65,000 67,500 70,000
FTE History
00000000000#REF!0000000000000000000000#REF!0000000000000000000000#REF!00000000000
Dummy Data for Graph
DummyXDummyYDummyLabelAdjTraditionalAdjTotalSpace Removed:45000
0- 0- 021,79726,212.66
02,5002,50022,41626,042.29
05,0005,00021,78025,529.23
07,5007,50020,02825,070.72
010,00010,00020,53626,119.31
012,50012,50020,29226,633.53
015,00060,00020,68227,408.26
017,50062,50020,21127,466.79
020,00065,00019,77227,645.69
022,50067,50019,57428,176.18
025,00070,00019,43928,689.43
027,50072,500
030,00075,000
CONFERENCE REPORT 4th FEFP CALCULATION UPDATE
2019-20 2019-20 2020-213rd Calc 4th Calc Conf Report Change % Change
FTE 73,272.02 73,176.18 73,689.43 513.25 0.70Funds Per Student $7,584.38 $7,580.00 $7,734.26 $154.26 2.04Total Revenue $555,722,975 $554,853,555 $569,933,362 $15,079,807 2.72
4th Calc bettered 2020-21 starting position by $809K
Sheet1
2019-202019-202020-21
3rd Calc4th CalcConf ReportChange% Change
FTE73,272.0273,176.1873,689.43513.250.70
Funds Per Student$7,584.38$7,580.00$7,734.26$154.262.04
Total Revenue$555,722,975$554,853,555$569,933,362$15,079,8072.72
2020-21 REVENUE REVIEW
Total Additional Funds Available $15,079,807Less Restricted Line Items 5,956,641Net Funds Available 9,123,166Charter School Growth (645.96 FTE as of March 5, 2020) (5,131,837)Increase in Florida Retirement Employer Rate (5,192,925)
Net Funds Available ($1,201,596)
Sheet1
Total Additional Funds Available$15,079,807
Less Restricted Line Items5,956,641
Net Funds Available9,123,166
Charter School Growth (645.96 FTE as of March 5, 2020)(5,131,837)
Increase in Florida Retirement Employer Rate(5,192,925)
Net Funds Available($1,201,596)
2021 HEALTH INSURANCE COST PLAN
Projected Health Insurance Trust Fund shortfall of $25.6 million by 12/31/2021, made up as follows:$13 million -- 60-days’ worth of health insurance costs required by Florida Statute that the Board must have
available to pay claims and administrative fees$12.6 million – the forecasted negative trust fund balance on 12/31/2021 as determined by our benefit
consultant$10.5 million - the forecasted negative trust fund balance on 1/1/2021 as determined by our Superintendent’s Insurance Advisory Committee (SIAC) On May 14, 2020, the SIAC voted and recommended to the Superintendent:Add an alternative health plan with only Parrish and Steward networks, saving $2.2 millionMake plan design changes (co-pays, co-insurance, deductible, etc.), saving $1.2 million Increase employee contributions on the existing health plan, revenue of $1.7 millionAdd two surcharges which project revenue increases of $650,000
• Surcharge for tobacco use• An increased copay for visits to doctors without the Cigna Care Designation (CCD)
Total projected savings/revenue increase to trust fund, $5.8 million
At a minimum, the District/Board must address $4.7 million recurring shortfall for FY20-21
2020-21 CURRENT MINIMUM BUDGET NEEDS
Starting 2020-21 Budget Deficit ($1,201,596)Viera Elementary Staff (776,237)$1,200 Longevity Differential Bargained in 2019-20 (103,000)Security Cost Increase (360,000)
(10,500,000)Projected Total Budget Deficit ($12,940,833)
$5,800,000(7,140,833)
Health Insurance Trust Fund (minimum, based on SIAC
Potential Health Insurance Fund Savings per SIAC RecommendationMinimum Projected Total Budget Deficit
Sheet1
Starting 2020-21 Budget Deficit($1,201,596)
Viera Elementary Staff(776,237)
$1,200 Longevity Differential Bargained in 2019-20(103,000)
Security Cost Increase(360,000)
Health Insurance Trust Fund (minimum, based on SIAC recommendation)(10,500,000)
Projected Total Budget Deficit($12,940,833)
Potential Health Insurance Fund Savings per SIAC Recommendation$5,800,000
Minimum Projected Total Budget Deficit(7,140,833)
2020-21 CHALLENGES
Enrollment Stability
FRS Increase
Employee Compensation
Posturing for Uncertainty
Self-Insured Medical Plan
COVID-19 Impacts
Overall Financial Condition
CARES Act Grant Application is Due June 30
District’s Share of the CARES Act Funding (one-time funds) = $14,400,000
Provides districts with broad discretion in use
Funds should be used strategically for immediate as well as longer term recovery/stability
Reduced revenue to states will be significantly greater and a large funding gap will remain
Money flows to districts using 85% of Title I funding but is not technically Title I money & is governed by different rules Must follow state & federal laws about distribution of funds to public charter school & non-
public schools
CARES ACT UPDATEElementary & Secondary School Emergency Relief Fund
Current Priority Areas:
Academic Enhancements Health & Safety
Technology Workforce Stabilization
BUDGET REDUCTION CONSIDERATIONS – PRE-COVID-19
DUAL ENROLLMENTDual Enrollment CANNOT be cut as it is a Statutory Requirement (F.S. 1007.271) with Additional Administrative Rules (6A-14.064)
BPS’ 2018-19 Costs = $4,088,701
Textbooks = $905,314
Tuition = $3,183,387
Annually, Approximately 7,600 Students Take 15,000 Courses with 80% A‘s or B’s
BPS maintains articulation agreements with Eastern Florida State College, Florida Institute of Technology (limited) and Embry Riddle (limited)
Earliest Implementation: 2021-22 Potential BPS Savings: $0 Potential BPS Cost: $2,363,532
6 of 7 5 of 6
Teachers have less total students; however, students have less course offerings - Students would have one less course per year resulting in 6 less courses per student in secondary schools, plus there would be an employment mismatch – it would require more core teachers and less elective teachers
Graduation requirements impact– eliminates flexibility for acceleration or remediation
Accessibility to CTE, Arts, Acceleration – dramatic cut to all elective programs to including Fine and Performing Arts, Career and Technical Education, Academic Electives such as Science Research, and Advanced Placement Courses that are not graduation requirements
5 of 66 of 7
CALC
ULAT
ION
S
12,000 Students X 7 Periods = 84,000 Seats / 22 Class Size = 3,818 Sections /6 Periods = 636 Teachers X $56,032 Average Salary = $35,636,352 Cost
18,000 Students X 7 Periods = 126,000 Seats / 25 Class Size = 5,040 Sections / 6 Periods = 840 Teachers X $56,032 Average Salary = $47,066,880 Cost
Middle School:
High School:
12,000 Students X 6 Periods = 72,000 Seats / 22 Class Size = 3,273 Sections / 5 Periods = 655 Teachers X $56,032 Average Salary = $36,675,491 Cost
18,000 Students X 6 Periods = 108,000 Seats / 25 Class Size = 4,320 Sections / 5 Periods = 864 Teachers X $56,032 Average Salary = $48,411,648 Cost
Middle School:
High School:
5 OF 6 vs. 6 OF 75 of 6 Requires Approx. 43 More Teachers at an Average Salary of $56,032
4-DAY SCHOOL WEEKA shorter work week – eliminating a Friday or Monday, but school day is lengthened
• Longer school days are difficult for students• Teachers must adapt their curriculum and lessons.. the
strain of longer workdays is evident
• Parents must find and pay for child care on fifth day • Students who are food insecure may not have access to
meals on day off
• If activities/athletics are offered by schools on the fifth day, lack of transportation could limit access
• Longer school day gives students less time to participate in extracurricular activities, to complete homework, or causes them to miss more classes for athletics
• Some districts experience about a 20 percent increase in juvenile crime
• Moving to a four-day school week can divide a community; the potential move is a sensitive and divisive topic
• Districts can reduce expenses for transportation• Student and teacher attendance may improve• Parents and teachers can schedule doctor’s
appointments and other weekday commitments for Fridays
• Four-day week helps recruit teachers in areas where it is consistently difficult to attract new staff
• Provides students and teachers more time with their families
• No longer losing hours of instruction time to Friday athletic absences
• Students may obtain jobs on Fridays
Earliest Implementation: 2021-22 Potential BPS Savings: $868,907
Earliest Implementation: 2021-22 Potential BPS Savings: Based on the # of Schools Reduced Through Consolidation
Year-Round Calendar that Divides Entire Student Body and Staff Into Different TracksMULTI-TRACK SCHOOLS or “4-TRACK” MODEL
• Maintenance done at night/on weekends (overtime)• No extended time for large facility improvement
projects normally completed over summer
• Family disruptions if children are on different calendars• Teachers must pack and move after every session• Athletic scheduling and other activities are a problem • Communication among staff and staff training are
disrupted when 25 percent are absent at all times
• Transportation costs may increase• Current facilities may not be designed for year-round
education. Storage of materials is an on-site problem.
• There is increased placement of children in combination classes.
• School site accommodate 20-30% more students throughout the year.
• There is a lower cost per student than the acquisition cost of site and building.
• The district incurs fewer capital costs.• Teachers are able to earn more money if they choose to
teach extra sessions or substitute.
• Intersessions offer time to supplement instruction if space allows.
(Three of four tracks are attending school, while the other on vacation.)
The options reviewed do not provide a viable solution for 2020-21
BUDGET REDUCTION CONSIDERATIONS –PRE-COVID-19
BREVARD’s BUDGET CUTS IMPACTING OPERATIONAL BUDGETDescription Transfers Personnel/Staffing Operating Budget Total Reductions
2015
-16 Funded property insurance with capital funds $5,000,000
$6,502,000Eliminated 10 budgeted reserve teaching units $367,000District-level budget cuts (Operating) $1,135,000
2017
-18
Utility savings from winter break closure $70,000
$3,515,000District-level budget cuts (Operating) $903,000Eliminated district-level vacant positions $695,000Eliminated 29 budgeted reserve teaching units $1,342,000Additional district-level budget cuts $505,000
2018
-19
Revised instructional staffing plan $5,700,000
$12,977,000Revised school allocations $140,000Funded maintenance expense with capital funds $5,200,000Eliminated 22 budgeted reserve ESE teaching units $1,237,000District-level budget cuts $700,000
2019
-20
District-level budget cuts $776,645
$3,886,057
Transportation Fuel Reserve Reduction $412,362White Fleet Renewal budget cut $203,543Educational Technology budget cut $460,000Unemployment budget cut $125,000School reserve budget cut $200,000Funded Maintenance expense with capital funds $811,000Funded Educational Technology expense with capital funds $213,131District-level budget cuts $684,376
Grand Total Reductions $11,224,131 $9,481,000 $6,174,926 $26,880,057
2020-21 BUDGET REVIEW/CUTS
2020-21 BUDGET REVIEW PROCESSRetiree Attrition (projected salary savings) $1,500,000Department Budget/Contract Reductions 1,328,000Academic Program Savings 1,162,000Elimination of Regional Busing 1,000,000Elimination of Non-School Based Positions (34) 1,914,060Elimination of School-Based Positions (102) 2,698,000TOTAL RECURRING SAVINGS $9,602,060
Sheet1
Potential CutsDivisionBUCKET# of PositionsSavings
Retiree AttritionSTAND ALONE1,500,000
Charter Growth Teacher Reduction (4.0 units)PERSONNEL4.00200,000
Quality Assurance Department (2.0 positions)PERSONNEL/NONLABOR2.00200,000
Department Budget ReductionsNONLABOR500,000
District Department ReductionsNONLABOR500,000
Student Services Salary RealignmentPERSONNEL238,560
Psych Services - close buildingNONLABOR50,000
Eliminate 1.0 Assistance DirectorEICPERSONNEL1.0080,000
Eliminate 0.5 Vacant UnitEICPERSONNEL0.5028,000
Eliminate 4.0 Positions (delete 6, add 2)OperationsPERSONNEL4.00150,000
Transfer 2.0 Refrigerator Mechanics to FNS from Plant OpsOperationsPERSONNEL2.0080,000
Eliminate 1.0 Energy PositionFacilitiesPERSONNEL1.0070,000
Eliminate 1.0 Environmental Health & Safety PositionFacilitiesPERSONNEL1.0065,000
Eliminate 1.0 SIP PositionFacilitiesPERSONNEL1.0052,000
Eliminate NearPod ContractETCONTRACT132,000
Eliminate Gardner SupportETCONTRACT38,000
Eliminate 5.0 Tech Associates - moved to Shared ServicesETPERSONNEL5.00280,000
Reclass 1.0 Programmer to AnalystETPERSONNEL1.0010,000
Eliminate 1.0 Data Management SpecialistEL&LPERSONNEL1.0040,000
Eliminate 1.0 School SecretaryEL&LPERSONNEL1.0032,500
Eliminate Extended Hour of Instruction @ Endeavour ElectuaryEL&LPROGRAM350,000
Eliminate SAT cost from Fund 100SL&LPROGRAM250,000
Advanced Placement SavingsSL&LPROGRAM150,000
Repurpose Cambridge/AICE RevenueSL&LPROGRAM200,000
BVIP Curriculum SavingsSL&LPROGRAM110,000
BVIP FEFP IncreaseSL&LPROGRAM300,000
Eliminate Science Research Matching GrantSL&LPROGRAM20,000
Eliminate 70.0 Media AssistantsL&LPERSONNEL73.271,545,292amount has been lapsed
Eliminate 10.0 Teacher on Assignment PositionsL&LPERSONNEL10.00500,000
Eliminate 1.0 DirectorHRPERSONNEL1.00100,000
Eliminate 1.0 Support Staff PositionHRPERSONNEL1.0050,000
Eliminate Insight SurveyHRCONTRACT82,000
Eliminate Applicant Tracking SystemHRCONTRACT40,000
TOTAL109.777,943,352
Proposed new expenses7,784,505
158,847
Sheet1 (2)
Potential CutsDivisionBUCKET# of PositionsSavings
Eliminate NearPod ContractETCONTRACTSCHLS132,000
Eliminate Gardner SupportETCONTRACT38,000
Eliminate Insight SurveyHRCONTRACT82,000
Eliminate Applicant Tracking SystemHRCONTRACT40,000292,000
Department Budget ReductionsNONLABORDST500,000
District Department ReductionsNONLABORDST500,0001,000,000
Charter Growth Teacher Reduction (4.0 units)PERSONNEL4.00200,000
Student Services Salary RealignmentPERSONNELDST238,560
Eliminate 1.0 Assistance DirectorEICPERSONNELDST1.0080,000
Eliminate 0.5 Vacant UnitEICPERSONNEL0.5028,000
Eliminate 4.0 Positions (delete 6, add 2)OperationsPERSONNEL4.00150,000
Transfer 2.0 Refrigerator Mechanics to FNS from Plant OpsOperationsPERSONNEL2.0080,000
Eliminate 1.0 Energy PositionFacilitiesPERSONNEL1.0070,000
Eliminate 1.0 Environmental Health & Safety PositionFacilitiesPERSONNEL1.0065,000
Eliminate 1.0 SIP PositionFacilitiesPERSONNEL1.0052,000
Eliminate 5.0 Tech Associates - moved to Shared ServicesETPERSONNEL5.00280,000
Reclass 1.0 Programmer to AnalystETPERSONNEL1.0010,000
Eliminate 1.0 Data Management SpecialistEL&LPERSONNEL1.0040,000
Eliminate 1.0 School SecretaryEL&LPERSONNEL1.0032,500
Eliminate 70.0 Media AssistantsL&LPERSONNEL73.271,545,292amount has been lapsed
Eliminate 10.0 Teacher on Assignment PositionsL&LPERSONNEL10.00500,000
Eliminate 1.0 DirectorHRPERSONNEL1.00100,000
Eliminate 1.0 Support Staff PositionHRPERSONNEL1.0050,000
Quality Assurance Department (2.0 positions)PERSONNEL/NONLABOR2.00200,0003,721,352
Psych Services - close buildingPROGRAM50,000
Eliminate Extended Hour of Instruction @ Endeavour ElectuaryEL&LPROGRAM350,000
Eliminate SAT cost from Fund 100SL&LPROGRAM250,000
Advanced Placement SavingsSL&LPROGRAM150,000
Repurpose Cambridge/AICE RevenueSL&LPROGRAM200,000
BVIP Curriculum SavingsSL&LPROGRAM110,000
BVIP FEFP IncreaseSL&LPROGRAM300,000
Eliminate Science Research Matching GrantSL&LPROGRAMSCHLS20,0001,430,000
Retiree AttritionSTAND ALONE1,500,0001,500,000
TOTAL109.777,943,3527,943,352
Proposed new expenses7,784,505
158,847
&9&Z&F
new list from Dr. Mullins
Potential CutsDivisionBUCKET# of PositionsSavings
Eliminate NearPod ContractETCONTRACTSCHLS132,000^
Eliminate Gardner SupportETCONTRACT38,000^
Eliminate Insight SurveyHRCONTRACT82,000^
Eliminate Applicant Tracking SystemHRCONTRACT40,000^
CANNON CONTRAT SAVINGSGCRCONTRACT36,000N328,000
Department Budget ReductionsNONLABORDST500,000
District Department ReductionsNONLABORDST410,000RFROM 1M TO 910K910,000
Charter Growth Teacher Reduction (4.0 units)PERSONNEL4.00200,000^
ELIMINATE 10.0 NON-SCHL BASED POSITIONSPERSONNELDST10.00500,000N
ELIMINATE 20.0 IA POSITIONSPERSONNELSCL20.00500,000N
ELIMINATE 0.6 CUSTODIAL UNIT (PSYCH SERV BELOW)PERSONNELSCL0.622000XCOMMENTED OUT FOR NOW
ELIMINATE SECURITY SPECIALIST @ SOUTH AREA HEAD STARTXLEFT OUT FOR NOW
Student Services Salary RealignmentPERSONNELDST238,560^
Eliminate 1.0 Assistance DirectorEICPERSONNELDST1.0080,000^
Eliminate 0.5 Vacant UnitEICPERSONNEL0.5028,000^
Eliminate 4.0 Positions (delete 6, add 2)OperationsPERSONNEL4.00150,000^
Transfer 2.0 Refrigerator Mechanics to FNS from Plant OpsOperationsPERSONNEL2.0080,000^
Eliminate 1.0 Energy PositionFacilitiesPERSONNEL1.0070,000^
Eliminate 1.0 Environmental Health & Safety PositionFacilitiesPERSONNEL1.0065,000^
Eliminate 1.0 SIP PositionFacilitiesPERSONNEL1.0052,000^
Eliminate 5.0 Tech Associates - moved to Shared ServicesETPERSONNEL5.00280,000^
Reclass 1.0 Programmer to AnalystETPERSONNEL1.0010,000^
Eliminate 1.0 Data Management SpecialistEL&LPERSONNEL1.0040,000^
Eliminate 1.0 School SecretaryEL&LPERSONNEL1.0032,500^
Eliminate 70.0 Media AssistantsL&LPERSONNEL70.001,500,000R
Eliminate 10.0 Teacher on Assignment PositionsL&LPERSONNEL5.00250,000RFROM 500K TO 250K
Eliminate 1.0 DirectorHRPERSONNEL1.00100,000^
Eliminate 1.0 Support Staff PositionHRPERSONNEL1.0050,000^
Eliminate Quality Assurance Department (2.0 positions)FINANCEPERSONNEL/NONLABOR2.00200,000^4,426,060
Psych Services - close buildingPROGRAM0RFROM 50K TO 0
Eliminate Extended Hour of Instruction @ Endeavour ElectuaryEL&LPROGRAM382,000RFROM 350K TO 382K
Eliminate SAT cost from Fund 100SL&LPROGRAM250,000^
Advanced Placement SavingsSL&LPROGRAM150,000^
Repurpose Cambridge/AICE RevenueSL&LPROGRAM200,000^
BVIP Curriculum SavingsSL&LPROGRAM110,000^
BVIP FEFP IncreaseSL&LPROGRAM300,000^
Eliminate Science Research Matching GrantSL&LPROGRAMSCHLS20,000^
ELIMINATE REGIONAL BUSSINGOPERATIONSPROGRAM1,000,000N2,412,000
Retiree AttritionSTAND ALONE1,500,000^1,500,000
TOTAL131.509,576,0609,576,060
Proposed new expenses7,979,237
1,596,823
&9&Z&F
Sheet1 (3)
2020-21 BUDGET REVIEW PROCESS
Retiree Attrition (projected salary savings)$1,500,000
Department Budget/Contract Reductions1,328,000
Academic Program Savings1,162,000
Elimination of Regional Busing1,000,000
Elimination of Non-School Based Positions (34)1,914,060
Elimination of School-Based Positions (102)2,698,000
TOTAL RECURRING SAVINGS$9,602,060
SUM
MAR
Y O
F EL
IMIN
ATED
PO
SITI
ON
S NON-SCHOOL BASEDDescription Division AmountEliminate 10 additional positions (non-school based) All $500,000Eliminate 0.5 vacant allocation (vacant) EIC $28,000Eliminate Data Management Specialist (1) - (vacant) ELL $40,000Reclass positions - Programmer to Analyst ET $10,000Eliminate Energy Position (1) (vacant) Facilities $70,000Eliminate Environ Health & Safety Position (vacant) Facilities $65,000Eliminate SIP Position (vacant) Facilities $52,000Eliminate Quality Assurance Positions/Budget Finance $168,000Eliminate Risk Management position (1) (vacant) Finance $50,000Eliminate Director (1) (vacant) HR $100,000Eliminate Support Staff (1) (vacant) HR $50,000Eliminate 4 positions (delete 6, add 2) Operations $150,000Transfer 2 Refrigerator Mechanics to FNS from Plant Ops Operations $80,000Eliminate Secretary (9215) – (vacant) ELL $32,500Eliminate Tech Assoc. (4) – Develop shared services ET $280,000Student Services - Division Salary Re-alignment Student Svcs $238,560TOTAL $1,914,060
SCHOOL BASEDDescription Division AmountCharter Growth Teacher reduction District $200,000Eliminate Head Start Site Security Specialist - Palm Bay site closing Operations $48,000Eliminate Media Assistants (72) LL $1,700,000Eliminate TOA positions (5) LL $250,000Eliminate 20 Instructional Assistant positions (school-based) SLL/ELL/SS $500,000TOTAL $2,698,000
2020-21 CURRENT POSITIONStarting 2020-21 Budget Deficit ($1,201,596)Viera Elementary Staff (776,237)$1,200 Longevity Differential Bargained in 2019-20 (103,000)Security Cost Increase (360,000)Health Insurance Trust Fund (minimum, based on SIAC recommendation) (10,500,000)Projected Total Budget Deficit ($12,940,833)Potential Health Insurance Fund Savings per SIAC Recommendation $5,800,000Minimum Projected Total Budget Deficit ($7,140,833)Recurring Savings Retiree Attrition (projected salary savings) 1,500,000 Department Budget/Contract Reductions 1,328,000
1,162,0001,000,000
Elimination of Non-School Based Positions (34) 1,914,060 Elimination of School-Based Positions (102) 2,698,000
$9,602,060
$2,461,227
Total Recurring Savings
Remaining Recurring Savings
Academic Program Savings Elimination of Regional Busing
Sheet1
Starting 2020-21 Budget Deficit($1,201,596)
Viera Elementary Staff(776,237)
$1,200 Longevity Differential Bargained in 2019-20(103,000)
Security Cost Increase(360,000)
Health Insurance Trust Fund (minimum, based on SIAC recommendation)(10,500,000)
Projected Total Budget Deficit($12,940,833)
Potential Health Insurance Fund Savings per SIAC Recommendation$5,800,000
Minimum Projected Total Budget Deficit($7,140,833)
Recurring Savings
Retiree Attrition (projected salary savings)1,500,000
Department Budget/Contract Reductions1,328,000
Academic Program Savings1,162,000
Elimination of Regional Busing1,000,000
Elimination of Non-School Based Positions (34)1,914,060
Elimination of School-Based Positions (102)2,698,000
Total Recurring Savings$9,602,060
Remaining Recurring Savings$2,461,227
Any additional non-recurring salary & non-labor lapse identified at a later date will be reserved for enrollment fluctuations, mid year hold back, and SY21-22 reductions
2019-20 ESTIMATED NON-RECURRING FUND BALANCE
Non-Recurring Salary & Non-Labor LapseSalary Lapse (estimate based on 6/1/2020) $7,400,000Captured One-Time Savings (including COVID related savings) 5,900,000Health Insurance Trust Fund - Annual Commitment ($3,100,000)Workers' Compensation Settlements ($2,900,000)Media Assistants (1,700,000)Health Insurance Trust Fund - Supt. Recommendation (5,000,000)
Non-Recurring Balance $600,000
Sheet1
Non-Recurring Salary & Non-Labor Lapse
Salary Lapse (estimate based on 6/1/2020)$7,400,000
Captured One-Time Savings (including COVID related savings)5,900,000
Health Insurance Trust Fund - Annual Commitment($3,100,000)
Workers' Compensation Settlements($2,900,000)
Media Assistants(1,700,000)
Health Insurance Trust Fund - Supt. Recommendation(5,000,000)
Non-Recurring Balance$600,000
Any Additional Non-Recurring Salary & Non-Labor Lapse identified at a later date will be reserved for enrollment fluctuations
Protection of an excellent education
Protection of an effective workforce
Maintain the fiscal strength of the District
Protection of tax payer interests22
GUIDING PRINCIPLES
2020-21 BUDGET ADOPTION TIMELINE
April 28, 2020 – 1st Budget Workshop
June 16, 2020 – 2nd Budget Workshop
July 25, 2020 – Advertisement of 2020-21 Tentative Budget
July 30, 2020 – 1st Public Hearing on Budget
September 10, 2020 – Final Public Hearing on Budget
THANK YOU
Slide Number 1FINANCIAL OVERVIEWFINANCIAL OVERVIEWBPS FTE GROWTH – BY TYPECONFERENCE REPORT �4th FEFP CALCULATION UPDATE2020-21 REVENUE REVIEWSlide Number 72020-21 CURRENT MINIMUM BUDGET NEEDSSlide Number 9CARES ACT UPDATESlide Number 11DUAL ENROLLMENTSlide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 172020-21 BUDGET REVIEW/CUTSSlide Number 192020-21 CURRENT POSITION2019-20 ESTIMATED NON-RECURRING FUND BALANCEGUIDING PRINCIPLESSlide Number 23Slide Number 24
