Visd Calendar 2020 21

Visd Calendar 2020 21 – As we grow, we learn the 5 W's: Who, What, When, Where, and of course Why. The 'Why', although usually last in the sequence, is often the most important 'W'. As community members, educators, students, staff members and others, as human beings, we strive to understand the 'why' behind everything we do on a daily basis. We want to understand the rhythm or reason behind something, an action or an action.

Often, looking ahead and creating a vision of the future helps us clarify our 'why'. Because our students are the 'why' behind everything we do. The goal is to ensure that every student who walks across the stage as a graduate receives an "EN" with a diploma and is ready to succeed beyond high school. To reflect a clear vision of these goals, a journey has begun to create a portrait of the graduates, a collective vision that reflects society's expectations of students.

Visd Calendar 2020 21

This work begins with a strategic plan developed through the collaborative efforts of community members, students, and staff. The strategic plan describes the vision that guides the district's work and describes the pathway opportunities available to students. To further strengthen the vision of the strategic plan, we began working with the community to create a portrait of the graduates.

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Over the past two years, information has been collected from community members, students, parents and staff. Current and former student leaders are asked to share the traits and skills that have helped them achieve the highest level of success at the school and enabled them to find their 'AND'. Student forums are also held for students transitioning to middle school and high school. In these cases, students are given the opportunity to experience a conference-style student development forum. Students listen to and participate in various breakout sessions aimed at helping them discover 'AND'.

Students also provide valuable input, combined with previously collected information, to help the district clearly define the community's definition of a successful graduate.

In addition to the student event, the public is also asked to participate in the exchange of ideas with the question: "What traits and skills have helped you become the person and study you are today?" and add comments from staff members.

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The next step in the journey of creating a portrait of a graduate is to bring together community members, parents, students, and staff to synthesize all the information gathered and create a list of the most important skills that students need to develop for future success. Wednesday, April 13 at 1:00 p.m. The graduates pose for portraits at community events.

Why do we do this? What is the point of creating a graduation portrait? These two questions can be answered differently. But, for us, it all comes back to the ultimate goal for every graduate: to graduate with a high school diploma and become a member who contributes to preparing us for success in careers, the military, college, and life. community

As a school district, we know it is our responsibility to prepare every student who walks the halls and sits in the classroom for whatever lies ahead.

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Since 2016, the district has experienced an upward trend in the graduation rate every year, exceeding the state graduation rate by 5.6% in the 2020-2021 school year, but we do not want to take enough money for our graduates. Throw it out into the world. We want them to hit the ground running.

As we continue to improve graduation rates, we are also constantly looking for the best ways to prepare our students for later life. Join our mission to prepare the next generation of graduates. This chart, included in the WASA report for VISD, illustrates trends and projections of VISD's total fund balance reserves, as a percentage of expenditures and total dollars. The projected amount does not take into account any corrective action (budget reduction) and major changes in the revenue stream (Washington Association of School Administrators Graphic).

The Vashon Island School District (VISD) Financial Management and Operations Review called the level of VISD's labor costs "unsustainable" and recommended that VISD implement various measures, including reducing staff, increasing class sizes in its middle schools and high schools. Increase the cost of food provided by the district.

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The report, prepared by Jacob Kuper, now the Yakima School District's chief financial officer and a consultant working for the Washington Association of School Administrators (WASA), asked WASA to pay the district $6,600. VISD Superintendent Slade McSheehy this summer.

Cooper's analysis of the district included remote work, a review of financial data provided by VISD and a day of in-person interviews with members of the district's administrative and instructional leadership teams, as well as representatives from district task forces.

The school board reviewed the study during an Oct. 13 work session, when Kuper presented the findings in person via Zoom.

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Kuper's 20-page report, available at tinyurl.com/y63x333e, examines trends in the district's general fund balance used for liquidity and unexpected budget issues — and if the board doesn't take corrective action, VISD's fund balance will fall short of district spending. in 2023-24. will drop to 3.71%.

"Beginning in 2020-2021 the district has been deficit spending, meaning spending more than revenue, with an estimated decrease in the fund balance of about $800,000 from 2020-21 to 2023-24," Cooper wrote in the report. "This would be a 44% reduction in the reserve balance (about half). The current level of spending is not sustainable, if there is no additional revenue or budget cuts.

Kuper – noting that statewide financial data compiled from 2020-2021 shows an average fund balance of 14.7% of actual expenditures – recommended that VISD increase the fund balance by at least 6.5% for emergency capital. It also provides a capital reserve amount. It needs more than that.

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In his report, Kuper compared VISD's labor costs to four districts of similar size and location: Bainbridge Island, North Mason, Port Townsend and the Meridian School District.

In 2021, he said, VISD's budget spending on salaries and benefits will be 83.8% – in the industry standard, and below the threshold of 85% is considered a "canary in the coal mine" of financial insolvency.

However, he noted that among the districts selected for comparison, VISD has the second-highest teacher salaries — only surpassed by VISD on Bainbridge Island — as well as the lowest fund balance of the group.

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"The district must reduce labor costs to remain solvent and run programs to serve students and stakeholders," he wrote.

A chart in the report lists each district's comparative funding balance as well as the percentage of "localization" compensation from the state — the amount different districts receive for staffing based on housing costs.

In the report, Cooper noted that he was aware that VISD had selected other districts that were used to compare bargaining with different staff members, but in this case, "the purpose of the review was not to compare salaries, [but], overall financial Health and District Operations.

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In the report, Kuper recommended reducing the district's staff to 6.9 full-time employees (FTE) with a savings of $784,000 in the 2023-2024 budget.

Cooper proposed raising the price of district meals by 50 cents and adding another $116,000 to the district's pantry to ensure the food service program remains balanced in the 2023-24 school year. At the council's workshop meeting, Zabette Macomber voiced opposition to cutting the ferry supervisor position, which Kuper said would save the district $25,000 a year.

In addition, Kuper suggested other measures to improve VISD's financial stability, including "considering" the enrollment of commuter students.

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"Increasing reliance on out-of-district enrollment may be financially risky, but may be necessary if Vashon Island student enrollment declines or declines," he said.

As another strategy, he said, the district should consider whether or not to rehire at each point of staff turnover, including administrative positions. Kuper noted his approval of McSheehy's decision this summer to eliminate VISD's executive director of business position following the departure of Matt Sullivan, who stepped down from that role to accept an offer to become Mercer Island's chief financial officer. .

Kuper suggested the district work with lawmakers to address VISD's 12% regionalization rating — something McSheehy said at the meeting, something VISD has already done by forming coalitions with other less fortunate districts.

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Cooper's report comes on the heels of the red-force move the district took last spring to recover what is projected to be nearly $1.3 million.

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