Long-Term Financial Planning Initiative - Board Overview by Superintendent Burmeister September 12, 2017 - BoardDocs
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Long-Term Financial Planning Initiative
Board Overview by Superintendent Burmeister
September 12, 2017
1
Initiative Elements
Board
Development of
Future Compensation
Reserve Policy
Planning & Philosophy
Study by School
Development
Services
Advocacy
2017-18
Special
Health Benefits Long-Term
Education
Review Financial
Planning Internal &
Committee
Initiative External Audit
Classified Community
Classification Engagement
Study Annual Campaign
Employee Total
Compensation &
Benefit Report
Engagement Innovation Leadership Partnership Perseverance 2
Compensation Philosophy
The Board’s 2017-18 calendar purposefully provides time for the
Board to develop a high-level vision for compensation that will
address ongoing budget pressures, while also protecting “good faith
bargaining” and the role staff play in negotiations.
◼ Board Working Sessions to Discuss & Develop (Closed):
◼ November 21
◼ January 23
◼ March 27
◼ April 17
◼ Public Board input sessions (Open): October 24 and February 6
◼ Public Presentation of both Long-Term Financial Plan and
Compensation Philosophy (Open): June 5, 2018
Engagement Innovation Leadership Partnership Perseverance 3
Reserve Policy Study
In spring of 2017, the Board received a recommendation from the
Superintendent on behalf of the F&A Committee that a separate
reserve be created to address MPCSD’s share of the state’s potential
unfunded pension burden.
The Board expressed legitimate concerns about the separate reserve,
but the potential unfunded pension burden remains.
Tonight, staff recommends approval of a School Service study to offer
Board and staff recommendations on how to address the changing
political and financial landscape in California including information
about what other similar districts are considering to address the
concern.
Engagement Innovation Leadership Partnership Perseverance 4
Special Education Audit
In 2016, the Public Policy Institute of California recommended
that the state move its Special Education funding to the LCFF
rather than keep it as a separate program managed by area
SELPA’s. It is unclear whether the proposal has any traction with
the Governor, Assembly, or SBE. However, the idea presents
serious concerns for community funded districts like MPCSD.
For this reason and the fact that SpEd services are necessary
and costs are harder to control, staff will present two separate
contracts to the Board for an internal programming audit and an
external financial audit of SpEd services to allow the district to
articulate staffing and service standards, as well as compare our
program’s efficiency and delivery to districts across the state.
Engagement Innovation Leadership Partnership Perseverance 5
Community Engagement
The addition of the PIO has already served to increase
community engagement. The Communications Advisory Team
is expanded and ready to tell our story and gather input from
community. Efforts to engage, inform, and gather input
specifically related to Long Term Financial Planning include:
◼ Public Board input sessions (Open): October 24 and February 6
◼ Monthly “Sups On” tent at Menlo Park Farmer’s Market
◼ Town Hall January/February timeframe
◼ Real Estate Agent Outreach and Education
◼ 3 X Community Newsletters and 1 X Community Report (annually)
◼ Annual online community feedback survey
◼ FAQ and Media Literacy website
◼ Comparables Dashboard Prototype
Engagement Innovation Leadership Partnership Perseverance 6
Annual Compensation Report
During the Measure X campaign, Superintendent, Erik Burmeister, met with a
small group of community members who suggested that we adopt a practice
commonly used in the private sector. The idea is to provide each staff member
with an Annual Compensation Report that details the real cost of all salary and
benefits provided them each year. The theory behind the provision is that
employees can better assess the commitment the district is making to their
overall compensation and that information can inform employees, individually
and collectively, when providing feedback about budget priorities.
MPCSD HR will pilot a Total Compensation Report to be delivered to staff along
with their W-2’s in February each year. Compensation Reports will include:
◼ Total salary before taxes
◼ Cost of medical and health benefits
◼ Cost of retirement pension paid for by district on behalf of employee
◼ Stipends for extra duty, certifications, and advanced degrees
◼ Cost of educating staff children who live outside of the school district
◼ Cost of Professional Development
Engagement Innovation Leadership Partnership Perseverance 7
Classification Study
MPCSD will conduct Phase 2 of a potential multi-part classification study
to review the job tasks, job descriptions, and pay structure of many of our
classified positions. The study will provide recommendations for potential
efficiencies, needed additional support, and comparable pay. With this
information, we can more accurately plan for the current and future
classified needs of the district.
Phase 1: District Office administrative assistants, 2016-17
Phase 2: Site Office Managers, administrative assistants, Health assistant, 2017-18
Phase 3 and beyond: TBD
Classification studies have been conducted by Professional Assistance
Team of Palo Alto. 2017-18 contract was approved by Board at August
Board meeting.
Engagement Innovation Leadership Partnership Perseverance 8
Health Benefits Review
Chief Business and Operations Officer, Ahmad Sheikholeslami, and Human
Resources Manager, Joan O’Neill, will gather and lead a Health Benefits Review
Committee (Superintendent Advisory) beginning this year. The purpose of the
Review Committee will be to analyze the current Health Benefits market and the
forecast for future changes, review the benefits currently provided to us by
CalPERS at current and future anticipated rates, compare those benefits and
costs to alternative plans, and survey MPCSD employees for their priorities when
it comes to Health Benefits. Members of the team will include:
1. CBOO, Co-Chair
2. HR Manager, Co-Chair
3. Director of Fiscal Services
4. Site Administrator
5. 3 MPEA Reps
6. 3 CSEA Reps
7. One Board Member
Engagement Innovation Leadership Partnership Perseverance 9
Planning & Development
The rapidly changing national, state, and local impacts on our school district
require a thoughtful strategy to ensure that MPCSD’s needs are communicated
and advocated for at all levels. With the support of the Facilities, Construction,
and Long-Range Planning Superintendent’s Advisory Team, Superintendent
Burmeister will continue to focus some of the organization’s energy on the
communication, planning, and advocacy necessary to move the district’s
interests forward. These include, but are not limited to:
◼ Understanding, communicating, and, to the extent possible, changing the
impacts of the Prop 13-era property tax levels that disadvantage MPCSD.
◼ Advocating for optimum mitigation of Menlo Park residential development’s
lopsided impacts on MPCSD (as compared to other MP districts).
◼ Mitigating impacts of Stanford University’s non-profit status within the
housing market in MPCSD.
◼ Planning for district facility growth and improvement, including unique
potential facility purchase opportunities.
◼ Responding to community interest in creating equity among area districts.
Engagement Innovation Leadership Partnership Perseverance 10Future...
All elements of the Long-Term Financial Planning
Initiative will begin during the 2017-18 School Year. No
element is fixed to another, nor are they time limited.
Each element will be allowed to continue to its
necessary end. New elements may be added as need
arises. A report of the status of each element will be
provided to the Board as necessary. A status update
report of the collective initiative will be shared with the
Board at the June 5, 2018 meeting.
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