Laura Laird

Sherine Smith
EDA 611
Budget Development

Budget Development

The annual budget development process begins on July 1 every year, as we execute the

annual budget that is approved by the GPA Board of Directors (and submitted to the SD County

Office of Education) in May/June. The annual budget has been built on 15 years of successful

fiscal planning, focusing on positive educational and socio-emotional outcomes for students

and stability of educational resources and human capital. It is a charter school, so it is directly

ties to the mission of the school both as a district and a school of preparing socio-economically

challenged students and families for college.

 
Our Board Finance Subcommittee meets on a monthly basis with our financial advisor

from ExEd to review budgeted vs. actual income [determined by State budget decisions that

occur throughout the year and student enrollment and average daily attendance (ADA)] and

budgeted vs. actual monthly expenses. I attend all of these meetings. Last month we discussed

the governor’s statement about the anticipated year ahead as well as our normal monthly

review. Each month I notice that my department, special education is a large portion of our

expenditures. We have a student population of 19% special education out of over 1,550

students and based on pending initials I believe we will end around 20%. During these meeting

I have learned much more about the LCAP and LCFF budgeting process. As I become more

involved with the budget, I am learning just how complex it is to forecast and manage for once

school much less a district. I am however very interested in the area. I have enjoyed learning

how to do the EHRMS budget for levels 2 and 3 and preparing documents for audits. I also
keep my eye on all the different types of expenditures in my department from employees to

agencies on site, curriculum and support materials, training, outside agencies, and contracts.

We are in line with our reading as the subcommittee reports to the board every other month.

Also, in our reading we are in the same situation with many other schools and districts where

salaries and pensions take a large portion of the budget. This year we are in the second year of

starting a union so there many negotiation meetings to come up with a contract and the fiscal

implications. This has definitely been an area of large growth for me. I have either been at

districts with established unions and contracts or the charter school where I am currently. It is a

challenging process to do and still have all stakeholders feel that their voice is being heard and

that the school can sustain the fiscal ramifications.

Our staff follow the Board-adopted Fiscal Control Policy throughout the year, including

seeking Finance Committee and Board of Directors approval for any new purchase exceeding

$25k, to ensure the Board is aware of any changes to line items in the annual budget

In the Spring, our Education Committee, School Site Council, and/or leadership team members

will discuss current spending patterns through their regular (monthly, at the least) meetings,

and, if necessary and to improve educational outcomes for students, propose changes to be

included in the next year's budget via submitting this information to the school's Director,

Finance Committee, and Board. I attend the education meetings as a special education

representative. My greatest challenge in that area to hire, train and retain staff during the

changes occurring on campus. Of course, this has obvious fiscal impacts.

The School Site Council approves the Local Control Accountability Plan every spring,

including budget items tied to specific state and federal funding sources, and submits this plan
to the Board of Directors (via Finance Subcommittee, or directly to the full board) for approval

on or before the May or June Board meeting.

The Finance Committee reviews the draft annual budget in the spring and makes

suggestions for adjustments and/or recommends approval to the full Board of Directors.

The Board of Directors approves the budget at the May or June Board meeting and submits the

budget to the County Office of Education. Every year we have an independent auditor for our

financials. If I were developing the budget or my current school, I don’t think I would be doing

anything differently. It is aligned with our educational and social goals and has reserves to

cover if things were to not fall in line with the budget. Education is my second career, in

business I sometimes had to make hard decisions regarding staffing and realigning to company

goals. During those time the financial stability of the organization versus the needs of staff

always weighed heavily on me. I am sure that the true would be the same in the budgeting of a

school within a district. Of course, we want everything to be fully funded and offer enrichment

opportunities for all stakeholders but that may not be a possible reality. As the leader of a

school it is up to you to make the difficult decisions. I would first get a good understanding of

the district goals, how the school I am serving is doing in relation to those goals, seek input

from staff and all stakeholders and ultimately make decisions that move the school towards its

goals and inspire as many people as possible to take the journey with me.