FCMAT
Oakland Unified School District Letter
Assembly Bill 1840 review
Read the report at Oakland Unified School District Letter ↗
March 1, 2019
Honorable Keely Bosler, Director
915 L Street
Sacramento, CA 95814
Honorable Phil Ting, Chair
California State Assembly Committee on Budget
State Capitol, Room 6026
Sacramento, CA 95814
Honorable Holly J. Mitchell, Chair
California State Senate Committee on Budget and Fiscal Review
State Capitol, Room 5019
Sacramento, CA 95814
Dear Director Bosler, Mr. Bell, Ms. Holmes, Chairperson Mitchell and Committee Members, and
Chairperson Ting and Committee Members:
This letter is submitted for your consideration in accordance with FCMAT’s responsibilities under
Assembly Bill 1840 with regard to the Oakland Unified School District.
Of note: On the evening of February 28, 2019, the district reached a tentative agreement with the
Oakland Education Association. This report was finalized prior to the settlement, and FCMAT/Alameda
COE staff will need time to analyze the impact of the settlement on the deficit calculation. An update to
this letter will be done as soon as the data is available to incorporate.
Background
AB 1840
Assembly Bill 1840 (Chapter 426/2018) (AB 1840) passed the Legislature on August 31, 2018 as a
budget trailer bill and became effective on September 17, 2018. Among other provisions, AB 1840
provides for several changes in the oversight of fiscally distressed districts and sets forth specific require-
ments for the Oakland Unified School District in exchange for providing financial resources under
certain circumstances. This report is provided in accordance with Education Code Section 42160(d) as
established by AB 1840 and outlined below.
AB 1840 shifts the former state-centric system to be more consistent with the principles of local control.
Several duties formerly assigned to the state Superintendent of Public Instruction (SPI) are now assigned
to the county superintendent, with the concurrence of the SPI and the president of the State Board of
Education. While AB 1840 does not change the definition or trigger of fiscal insolvency, it does change
the structure of how fiscally insolvent districts are administered once a state emergency appropriation has
been made.
Under AB 1840, the state trustee assigned to the district now reports to the Alameda County
Superintendent of Schools, and no longer reports to the SPI. If the current state trustee elects not to
continue, or a determination is made by the county superintendent that the trustee should be replaced,
the next appointment of the next state trustee would follow the provisions under AB 1840, namely: 1)
be selected from a list of candidates identified and vetted by FCMAT, and 2) be appointed jointly by the
county superintendent, SPI and president of the State Board of Education.
Additionally, AB 1840 established Education Code Section 42160, which provides:
(a) For the 2018-19 fiscal year, by March 1, 2019, the Oakland Unified School District, in
collaboration with and with the concurrence of the Alameda County Superintendent of Schools
and the County Office Fiscal Crisis and Management Assistance Team, shall do both of the
following:
(1) Update or develop short- and long-term financial plans based on reasonable and accurate
assumptions and current and past year expenditure data.
(2) Review and update school district facilities construction plans to ensure that costs are
reasonable, accurate, and align with long-term financial plans for fiscal solvency.
(b) Beginning with the 2019-20 fiscal year, the Budget Act shall include an appropriation for
the Oakland Unified School District, if the school district complies with the terms specified in
subdivisions (a) and (c), in the following amounts:
(1) For the 2019-20 fiscal year, up to 75 percent of the school district’s projected operating
deficit, as determined by the County Office Fiscal Crisis and Management Assistance Team,
with concurrence with the Department of Finance.
(2) For the 2020-21 fiscal year, up to 50 percent of the school district’s projected operating
deficit, as determined by the County Office Fiscal Crisis and Management Assistance Team,
with concurrence with the Department of Finance.
(3) For the 2021-22 fiscal year, up to 25 percent of the school district’s projected operating
deficit, as determined by the County Office Fiscal Crisis and Management Assistance Team,
with concurrence with the Department of Finance.
(c) Disbursement of funds specified in subdivision (b) shall be contingent on the Oakland
Unified School District’s completion of activities specified in the prior year Budget Act to
improve the school district’s fiscal solvency. These activities may include, but are not limited to,
all of the following:
(1) Completion of comprehensive operational reviews that compare the needs of the school
district with similar school districts and provide data and recommendations regarding changes
the school district can make to achieve fiscal sustainability.
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(2) Adoption and implementation of necessary budgetary solutions, including the consolida-
tion of school sites.
(3) Completion and implementation of multiyear, fiscally solvent budgets and budget plans.
(4) Qualification for positive certification pursuant to Article 3 (commencing with Section
42130) of Chapter 6.
(5) Sale or lease of surplus property.
(6) Growth and maintenance of budgetary reserves.
(7) Approval of school district budgets by the Alameda County Superintendent of Schools.
(d) Funds described in subdivision (b) shall be allocated to Oakland Unified School District
upon the certification of the County Office Fiscal Crisis and Management Assistance Team,
with concurrence from the Alameda County Superintendent of Schools, to the Assembly
Committee on Budget, Senate Committee on Budget and Fiscal Review, and the Department
of Finance that the activities described in subdivision (c), as specified in the prior year Budget
Act, have been completed. Additionally, by March 1 of each year, through March 1, 2021,
the County Office Fiscal Crisis and Management Assistance Team, with concurrence from
the Alameda County Superintendent of Schools, shall report to the Assembly Committee on
Budget, Senate Committee on Budget and Fiscal Review, and the Department of Finance the
progress that Oakland Unified School District has made to complete the activities described in
subdivision (c), as specified in the prior year Budget Act.
(e) The activities described in subdivision (c) shall be determined in the annual Budget Act
based on joint recommendations from the County Office Fiscal Crisis and Management
Assistance Team and the Alameda County Superintendent of Schools. These recommendations
shall be submitted to the Assembly Committee on Budget, Senate Committee on Budget and
Fiscal Review, and the Department of Finance by March 1 of each fiscal year, through March 1,
2021, in conjunction with the certification described in subdivision (d).
District Overview
Located in the Bay Area of Northern California, the district serves approximately 50,231 students in 86
district-operated schools and 35 authorized charter schools. Just over 30 percent of the district’s students
speak a foreign language at home. Eligibility for free and reduced-price meals is 74.4 percent. The
district’s unduplicated pupil percentage is 77.4 percent. For fiscal year 2018-19, the district is expected to
have a combined unrestricted and restricted revenue of $586 million and expenditures of $596 million.
The district’s projected June 30, 2019 unrestricted ending fund balance is $20.8 million.
The district’s own self-assessment of its financial condition is as follows:
“Core to the mission of a school district is the need to maximize the resources afforded to that
system by the taxpayers to the benefit of the students that educators serve on a day-to-day basis.
Fiscal challenges are an unwelcome distraction that draws attention away from the primary
mission and purpose of the educational institution.
“Unfortunately, this is the current circumstance for OUSD. Beginning in the winter of 2016,
OUSD began exhibiting signs of fiscal distress that continued to progress through the end of
the 2016-17 fiscal year and carried into the 2017-18 fiscal year.”
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“Key drivers that were impacting the financial health of the District in the structural budget
imbalance, revenues and expenditures are listed below:
• Structural Budget Imbalance and Cash Flow: A lack of sufficient controls in place to manage
for long-term balance and sustainability following the large infusion of revenues from the Local
Control Funding Formula (LCFF);
• Revenues: Based on the use of roll-over budgeting, the District was unable to carefully review the
multi-year impact of expenditure decisions and revenue changes; and
• Expenditures: Prior to the implementation of Escape, the financial and human resource
management systems and procedures were inadequate to ensure there is a robust position control
process in place.”
Emergency Appropriation, Loan Status and Payment Terms
In 2003, the district was unable to meet its financial obligations without the assistance of the state of
California. Senate Bill 39 (SB 39) (Chapter 14/2003) was passed, which authorized a $100 million cash
flow loan for the district. Consistent with practice, SB 39 directed that the Superintendent of Public
Instruction assume all of the rights, duties, and powers of the district’s governing board. Full rights,
duties and powers of the governing board were reinstated on June 28, 2009, and at that time a state
trustee was appointed to provide specific oversight of the district’s continued recovery. The state trustee
has stay and rescind authority over actions by the governing board.
In 2006, a portion of the state loan was refinanced by the sale of California Infrastructure Economic
Development Bank (I-Bank) bonds of $59.6 million (principal and accrued interest). After the refi-
nancing, the state general fund portion of the loan was $35 million. The California Department of
Education (CDE) reports that as of July 1, 2018, the district owes $40 million. The payment schedule
for the I-Bank portion of the state loan is monthly, July through January, totaling approximately $3.8
million annually through January 2023. The annual payment on the state general fund portion of the
state loan is approximately $2.1 million, due in June through June 2026. Payments are made through a
State Controller’s Office intercept of the district’s monthly principal apportionment.
The state subsidizes the interest payments on the I-Bank portion of the loan by approximately $1.7
million per year pursuant to Education Code Section 41329.57(a)(1), which establishes that the effective
costs of the I-Bank financing provided to the district shall be equal to the cost of the original state general
fund emergency loan.
Other FCMAT Reviews of the District
In late 2017, Oakland USD petitioned the California Department of Finance (DOF) to defer its
remaining current year and budget year payments on the outstanding emergency appropriation (state
loan) originally authorized in 2003.
In response to the district’s petition for a deferral of payments on the state loan, the director of the DOF
convened a meeting of stakeholders on December 14, 2017. FCMAT provided a brief overview of the
August 15, 2017 fiscal health risk analysis review of the district conducted at the district’s request, in
which FCMAT concluded that the district showed signs of fiscal distress.
Subsequently, on January 22, 2018, the Alameda County Office of Education and FCMAT entered into
a study agreement for FCMAT to provide on-site technical assistance to the district wherein FCMAT was
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charged with two phases of work. The first phase was to review the district’s 2017-18 general fund budget
and develop a consensus about assumptions, including the values of mid-year reductions. From this base,
FCMAT would update the district’s 2017-18 cash forecast to determine if it had sufficient cash resources
to meet its obligations, including the June state loan payment.
The second phase was to develop a general fund multiyear financial projection. FCMAT issued reports
relative to this technical assistance on May 31, 2018 and July 2, 2018. The May 31 report concluded the
district would have a positive general fund balance and cash flow position on June 30, 2018. The July 2
report made 18 recommendations that would lessen the district’s risk of potential insolvency.
During the time a state administrator was in place (2003-2009) FCMAT conducted regular assessments
of the district’s operations that were documented in written status reports. FCMAT issued its last
comprehensive review report on December 5, 2008 – its sixth in the series.
As previously noted, at the request of the district, FCMAT conducted a fiscal health risk analysis of the
district in August 2017.
Current Financial Status
Adopted Budget
The district’s governing board adopted the 2018-19 fiscal year budget on June 27, 2018. This budget
reflected a net increase in the general fund of $22,461,032. Beginning fund balance for the general fund
was estimated to be $25,708,250, with an ending fund balance estimated at $48,169,282. The budget
was built on revenue estimates driven by industry standard assumptions along with estimated funded
average daily attendance of 35,340.
The multiyear projection showed a positive fund balance trend in 2019-20, increasing the estimated fund
balance by $12,231,142, which resulted in estimated ending fund balance of $60,400,425. In the third
year of the multiyear projection, 2020-21, a net decrease/deficit of $9,189,833 was estimated, bringing
the estimated ending fund balance on June 30, 2021 to $51,210,592.
The Alameda COE performed the review and analysis of the adopted budget and on September 6,
2018, conditionally approved the district’s 2018-19 adopted budget, pending receipt and analysis of the
2017-18 unaudited actuals report. The letter of conditional approval cites uncertainty with the district’s
overall fiscal outlook. Also, the letter discusses that the solvency of the district is “largely dependent
on the District’s ability to implement approximately $30 million of ongoing reductions in 2018-19.”
(Exhibit A)
On November 8, 2018, the district’s budget was approved by the Alameda COE, noting that the
2017-18 ending balance with the unaudited actuals report was higher than projected with the adopted
budget. The letter states that the Alameda county superintendent “remains deeply concerned regarding
OUSD’s fiscal health.” The unaudited actual ending general fund balance for 2017-18 was $56,587,852,
which is $30,879,605 higher than estimated with the adopted budget. (Exhibit B)
First Interim Report
The district board approved the 2018-19 first interim budget on December 12, 2018 and self-certified
the district as positive, able to meet its financial obligations in the current and two subsequent years. This
budget reflected a net decrease (deficit) in the general fund of $23,272,299. Beginning fund balance for
the general fund was reported to be $56,587,852, with an ending fund balance of $33,315,553. The
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budget was built on revenue estimates driven by industry standard assumptions along with estimated
funded average daily attendance of 34,989.
The multiyear projection showed deficit spending of $4,643,090 in 2019-20, which resulted in an
estimated ending fund balance of $28,672,463 at June 30, 2020. In the third year of the multiyear
projection, 2020-21, a deficit of $669,683 was estimated, bringing the estimated ending fund balance at
the end of June 2021 to be $28,002,780.
The Alameda COE performed the review and analysis of the first interim budget and on January 15,
2019, changed the district’s certification status from positive to qualified, indicating that the district
may not meet its financial obligations for the current and two subsequent years. The letter cited that
the primary areas of concern with the first interim report related to the handling of audit adjustments
resulting in a one-time impact as opposed to having an ongoing effect. Also, the letter requests further
detail about the calculations/assumptions used to create the first interim report. Without such details, the
letter states that the county superintendent “cannot determine with accuracy the condition of OUSD’s
financial position.” (Exhibit C) A case could be made that without sufficient data details and a determi-
nation of accuracy, the county superintendent could have downgraded the certification from positive to
negative or designated the district as a lack of going concern.
Status of Collective Bargaining
On the evening of February 28, 2019, the district reached a tentative agreement with the Oakland
Education Association. This report was finalized prior to the settlement, and FCMAT/Alameda COE
staff will need time to analyze the impact of the settlement on the deficit calculation. An update to this
letter will be done as soon as the data is available to incorporate.
Negotiations at the district remain unsettled for 2017-18 and beyond. For Oakland Education
Association (OEA), the parties made their initial proposals public on February 8, 2017, commenced
bargaining, and after 30 bargaining sessions declared impasse on May 18, 2018. The OEA filed a request
for a mediator on May 23, 2018. An agreement was reached on five of 16 open articles, leaving 11 open
for negotiation. Because mediation failed to produce a complete agreement, factfinding hearings took
place on January 31 and February 1, 2019.
The neutral factfinder produced a report on February 15, 2019. This report recommends a three-year
agreement to be negotiated for 2017-18 through 2019-20 with a 3% increase retroactive to July 1, 2017
and an additional 3% retroactive to July 1, 2018 on the certificated salary schedule, reopening the negoti-
ations for the third year. (Exhibit D)
All units remain unsettled, and the potential of a “me-too” settlement costs the district far more than just
settling with OEA alone.
The following chart demonstrates the full (across all units) settlement costs of the following proposals;
factfinding, most recent district offer to OEA, and OEA request.
• Factfinding: cumulative effective rate 6.09%, 3% for both 2017-18 and 2018-19 with start dates
of July 1.
• District offer: 1.5% for all of 2017-18 off schedule, 3% effective January 1, 2019, 2% effective
January 1, 2020, 1% effective January 2, 2021 and 1% July 1, 2021.
• OEA request: 3% for 2017-18, 4% for 2018-19, and 5% for 2019-20 with start dates of July 1.
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Factfinding
2017-18 (to be paid in 2018-19) 3% on salary schedule
2018-19 3% on salary schedule
(reopen the contract
2019-20 0% for negotiation)
2020-21 0%
2018-19 2019-20 2020-21 Cumulative
Certificated $11,999,273 $5,934,501 $6,026,485 $23,960,259
Classified $5,697,961 $4,597,130 $4,637,125 $14,932,217
Benefits $4,551,214 $960,928 $1,212,173 $6,724,314
Total $22,248,448 $11,492,558 $11,875,783 $45,616,790
OUSD
2017-18 (to be paid in 2018-19) 1.50% off-salary schedule
2018-19 1.50% on salary schedule
2019-20 2.50% on salary schedule
2020-21 1.50% on salary schedule
2018-19 2019-20 2020-21
Certificated $5,911,978 $8,172,878 $11,507,478 $25,592,333
Classified $2,806,952 $3,817,402 $5,338,941 $11,963,296
Benefits $2,247,133 $1,242,562 $2,876,383 $6,366,078
Total $10,966,063 $13,232,842 $19,722,801 $43,921,707
OEA Request
2017-18 (to be paid in 2018-19) 3.00% on salary schedule
2018-19 4.00% on salary schedule
2019-20 5.00% on salary schedule
2020-21 0.00%
2018-19 2019-20 2020-21
Certificated $14,051,058 $25,103,502 $25,492,607 $64,647,167
Classified $6,663,312 $11,784,780 $11,887,308 $30,335,400
Benefits $5,364,183 $8,156,241 $8,892,568 $22,412,992
Total $26,078,552 $45,044,524 $46,272,482 $117,395,559
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The district and OEA have 11 open articles that encompass more than compensation considerations. The
cost of settlement data presented above represents only salary considerations and does not include the cost
impact of any other terms being negotiated. The open articles include topics such as reducing class size, coun-
selor staffing and increasing substitute salaries. The fiscal impact of these articles is unknown at this time.
District Actions Since Budget Adoption
On August 8, 2018, the district governing board unanimously approved resolution 18-19-0041 (Exhibit
E), which stated: “absent a material positive change in the District’s projected revenues or reduction
in District expenses, the District will be required to consider and implement budget reductions in
force beginning in FY 2019-20 of at least 234 FTE Certificated positions and 104 FTE Classified,
Management and Confidential positions for approximately $26.4 million to be identified on or before
February 28, 2019, books and supplies of $400,000 and $3.5 million services and operating expenses to
address the District’s negative ending fund balance.” At this meeting, the district board also approved a
revised multiyear projection for 2019-20 and 2020-21 reflecting the reductions contained in resolution
18-19-0041 as well as the 45-day revision to reflect the adopted state budget.
On August 22, 2018, the district governing board approved resolution 18-19-0007 (Exhibit F), which
acknowledged insufficient funds in Measure J to complete all of the projected projects on the Measure J
spending plan. The resolution revised the capital facilities spending plan, recommending reductions to
specified projects to balance the spending plan.
On September 12, 2018, the board received an update on the Fiscal Vitality Plan sharing the outline
of the work, progress to date and review of next steps. Also at this meeting, the board approved a final
response to a grand jury investigation report. (Exhibit G) The 2017-18 civil grand jury report was titled
“Oakland Unified School District: Hard Choices Needed to Prevent Insolvency.” A summary of the
findings with district responses is included below:
Finding 18-6 Staff and Board efforts to circumvent established budgeting pol- District Response: District agrees with this finding with the
icies along with board efforts to interfere in the administrative clarification that it does not believe the efforts referenced in the
responsibilities of the superintendent invite financial instability and finding are intentional.
contribute to Oakland Unified School District’s financial problems.
Finding 18-7 Oakland Unified School District’s inability to control overstaffing District Response: The District agrees with this finding. The
and poor position control decisions have contributed to the dis- District’s largest fiscal expenditures are salary and salary-driven
trict’s financial instability. benefit costs.
Finding 18-8 Lack of transparency related to Oakland Unified School District’s District Response: The District agrees in part with this finding
financial positions has led to mistrust between the district, the but believes that other factors, including historical context in
community, and labor organizations. Oakland and negative media coverage of the District contribute
to distrust even with greater access to information.
Finding 18-9 High turnover of key administrators has created an atmosphere District Response: The District disagrees with this finding.
of mistrust, destroying the continuity of the district’s educational Although the overall strategic plan, Community Schools, Thriving
mission, and crippling the district’s effectiveness in addressing its Students, has remained in place, each Superintendent’s initiatives
most pressing fiscal issues. and focal points within the plan have varied.
Finding 18-10 Financial instability and high staff turnover contribute to poor District Response: The District agrees in part with this finding
student performance. but qualifies its response based on the myriad of factors that may
impact student performance.
Finding 18-11 Operating 86 schools is unsustainable and will lead the district to District Response: The District agrees with this finding in part.
insolvency. Assuming that all current conditions, including revenue, enroll-
ment, class sizes, staffing levels, number of schools, and expens-
es, remain the same, the District will continue to operate at a
fiscal deficit and will become insolvent. Reducing the number of
District-operated schools is one way to reduce expenditures.
Finding 18-12 Collaboration between traditional public schools and charter District Response: The District agrees with this finding in part.
schools operating in the district benefit all students in Oakland The District does not believe that expending precious, limited
Unified School District. resources fighting with charter schools is beneficial to students
living in Oakland.
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On October 24, 2018, the board discussed AB 1840, received a Fiscal Vitality Plan update from the
Fiscal Vitality Committee and approved a budget revision that would inform budgetary changes to be
included in the first interim report.
On November 14, 2018, the board approved resolution 18-19-0013 from the Fiscal Vitality Committee
(Exhibit H) that established three recommended guiding principles for budget development and priori-
tization as the district defines the $30 million in reductions to be established per resolution 18-19-0041.
Also at this board meeting, the board received a report outlining a timeline for the overall Citywide Plan
and an update on the Citywide Map. (Exhibit I)
On December 12, 2018, the board approved the district’s first interim report.
On January 9, 2019, a 2019-20 fiscal year district budget reduction proposal was presented (Exhibit J)
adopting principles from resolution 18-19-0013 and various scenarios with levels of reductions in staff.
On January 23, 2019, an update was provided to the 2019-20 fiscal year district budget reduction
(Exhibit K) that refined the recommendations and incorporated the Governor’s January proposed state
budget assumptions and the impacts of those assumptions on the district’s budget for 2019-20 and
beyond.
On January 28, 2019, the district board approved resolution 18-19-0143 (Exhibit L) to approve the
Coliseum College Preparatory Academy expansion and Roots International Academy closure, per the
Blueprint for Quality Schools.
On February 6, 2019, resolution 18-19-0144 (Exhibit M), to be approved on February 11, was
presented for a first reading. This resolution reduced the amount needed for 2019-20 budget reduction
from $30 million (as determined in August 2018) to $21.7 million.
On February 11, 2019, the district board received reports based on 2019-20 fiscal year reductions:
• Changes to school allocations
• Staffing changes by FTE and resource
• Explanation of change to restricted funds as a result of reductions
• Program adjustments
• Resolution 18-19-0144 was not approved.
On February 19, 2019, the district board received feedback from staff and stakeholders about the
restorative justice program, which was recommended at the February 6, 2019 meeting to be eliminated.
Resolution 18-19-0144 was rescheduled to be approved on February 27, 2019.
On February 27, 2019, the board meeting was cancelled and approval of resolution 18-19-0144 was
further delayed.
Deficit Calculation
On the evening of February 28, 2019, the district reached a tentative agreement with the Oakland
Education Association. This report was finalized prior to the settlement, and FCMAT/Alameda COE
staff will need time to analyze the impact of the settlement on the deficit calculation. An update to this
letter will be done as soon as the data is available to incorporate.
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FCMAT Analysis of MYP Deficit in 2019-20 and 2020-21
To validate the calculations on the first interim multiyear projection (MYP), FCMAT, in collaboration
with the Alameda COE, performed the following tasks:
• reconciled budget, payroll and position control
• created a new LCFF projection; updating enrollment and ADA calculations
• verified utilization of parcel taxes per each measure’s stated purpose
• verified audit adjustments and corresponding journal entries
• performed budget to actuals analysis for the current year
• balanced restricted resources for 2019-20 and 2020-21
Many updates were made to the current year (2018-19) and subsequent years to arrive at the projected
deficit spending utilized in this report. These calculations are based on what is known at the time this
report is being written and will likely change in the weeks ahead.
Using the assumptions below, FCMAT calculated general fund deficit for the three years of the MYP as
follows:
• Salary settlement: no cost increases included for any bargaining unit settlement
• RDA revenues: $8 million classified as unrestricted
• Parcel tax: included parcel tax G1 contributions of $5 million
• Expenditure reductions per board resolution: no reductions included
• Books and supplies expense reduction to all three years of MYFP
• Routine Restricted Maintenance has been budgeted at the full contribution rate of 3% for all
three years of the MYFP
Unrestricted Restricted Combined
2018-19 $11,818,473 ($20,782,442) ($8,963,969)
2019-20 $2,013,453 ($8,382,342) ($6,368,889)
2020-21 ($5,929,608) ($9,775,069) ($15,704,677)
A copy of the MYP is included with this report as Exhibit N.
COE Intervention Costs to be Added to Deficit Calculation
The Alameda COE estimates a total of 7,320 hours for 2019-20 to provide support and intervention to
the district to comply with AB 1840. The total cost for this support is $1,427,588. For 2020-21, the
Alameda COE anticipates fewer hours of support, with a cost estimate of $1,204,400. (Exhibit O)
Other considerations added/subtracted from the deficit amounts listed above:
• Any settled salary increases or negotiated costs should be considered as an addition to the deficit
calculation. Depending on the terms of any settlement, the salary values range from a low of
$11,492,558 to a high of $45,044,524 for 2019-20, and a range of $11,875,783 to $46,272,482
for 2020-21 based on the data presented earlier in this report.
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• Additionally, any costs associated with articles other than salary will need to be added to the
deficit calculation. As stated above, those costs are undetermined at this time and could change as
collective bargaining comes to a close.
Opportunities and Challenges to Deficit Calculation
• The status of labor negotiations poses a significant challenge to the district’s deficit calculation.
The fact that the district is over 18 months beyond the expiration of the most recent collective
bargaining agreement represents a fiscal liability for the district depending on settlement terms
and effective dates. Uncertainty promotes instability and forces limitations on the projection of
meaningful MYP surpluses/deficits. As indicated, costs of the various proposals can be found
earlier in this report.
• Employee turnover, lack of capacity and training of staff in the business department and other
key functions creates significant challenges to the production of accurate and timely data for
decision-makers and stakeholders. This challenge also promotes a significant lack of trust and
credibility in the district’s budgetary data, and as a result, a lack of acceptable and understanding
of any fiscal challenges that may impact the district’s ability to provide services. This challenge
should not be confused with a lack of staff. Ample staff exists to perform the necessary duties, but
capacity to do so is limited.
AB 1840 Benchmarks
Required Benchmarks
In addition to the district established benchmarks, Education Code 42160(c) provides a list of bench-
marks to be measured as a condition of apportionment of one-time funds to assist the district. The
benchmarks are listed below along with a brief detail of district status with regard to each of these bench-
marks:
1. Completion of comprehensive operational reviews that compare the needs of the
school district with similar school districts and provide data and recommendations
regarding changes the school district can make to achieve fiscal sustainability.
Status:
Alameda COE has sought a contract with a fiscal consultant who will perform the following
review by March 2019:
• Assess the district’s fiscal operations in the functional areas of accounts payable,
procurement, payroll, and accounting. Provide a report of findings that focuses on the
functional areas, listing their strengths and weaknesses, proposing recommendations
for their improvement, and identifying impediments to their improvement. FCMAT
believes the scope of this engagement is not sufficiently comprehensive because it does
not include a comparison of the district’s organization and staffing structure with
similar districts as required by 42160(c)(1).
• Collaborate with Alameda COE on district needs and provide leadership, mentoring,
guidance and support to the district in school business and operations, accounting and
budgeting as well as accounting, payroll, purchasing, accounts payable, maintenance
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and operations, facilities, property liability, workers’ compensation and any other areas
needed by duties as requested by the county superintendent.
• Provide guidance for budget development and monitoring to include the LCFF
calculations, trend analysis, multiyear projections, income and expenditures
projections as well as guidance regarding budget monitoring and accounting to ensure
fiscal support. Provide support, as requested, for district interim financial reports as
required by state statute.
• Review district financial reports, budgets, proposals, agreements and board policies as
well as Alameda COE and state advisories to provide direction and advice as requested.
• Analyze state budget activities and Alameda COE budget advisories and assist
in training the district business office leadership and staff on pertinent revenue
projections and expenditure calculations.
• Collaborate with the Alameda COE on the form and frequency of reporting on status,
updates and fiscal and operational findings and recommendations that may impact the
district’s fiscal stability and financial health.
2. Adoption and implementation of necessary budgetary solutions, including the consol-
idation of school sites.
Status:
Budgetary solutions are provided by means of Fiscal Vitality Plan and district board resolution
18-0041. Implementation is still a work in progress. Budgetary solutions were intended to be
provided by means of adoption of the Fiscal Vitality Plan and board resolution 18-19-0144,
which was not acted upon by the district’s own adopted deadline of February 28, 2019 as
established in board resolution 18-0041. Consolidation of school sites is addressed as part of
the Citywide Plan.
3. Completion and implementation of multiyear, fiscally solvent budgets and budget
plans.
Status:
Details available in district benchmark Fiscal Vitality Plan below.
4. Qualification for positive certification pursuant to Article 3 (commencing with
Section 42130) of Chapter 6.
Status:
As of first interim, the district self-certified positive but this certification was not supported
by data, and the Alameda COE downgraded the certification to qualified based on a lack of
information. Such absence of information could also be the basis for a negative certification
or a lack of going concern (EC 42127.6).
5. Sale or lease of surplus property.
Status:
Details available in district benchmark Citywide Plan below.
12
6. Growth and maintenance of budgetary reserves.
Status:
With reductions as proposed in district board resolution 18-0041, the district could
experience growth or maintenance of district reserves. However, subsequent action by the
board to adopt the Fiscal Vitality Plan and proposed resolution 18-19-0144 to carry out the
commitments of resolution 18-0041 have not been completed.
7. Approval of school district budgets by the Alameda COE.
Status:
The Alameda COE initially conditionally approved the district’s 2018-19 budget; the super-
intendent later gave unconditional approval.
District-Established Benchmarks
Citywide Plan
District Board Policy 6006 (June 2018) titled Quality School Development: Community of Schools calls
for the district superintendent to draft a Citywide Plan that “promotes the long-term sustainability of
publicly funded schools across Oakland that represent quality and equitable educational options.” The
district has recognized that there are 10,000 empty seats in 86 schools within district boundaries and is
striving to become more efficient with facilities. The first strategy under this plan is to implement the
Blueprint for Quality Schools action plan to identify four cohorts of school changes.
As a part of this plan, the district will identify on a citywide map the school sites that will be closing or
merging with a nearby site. The following schools and properties will be included in the final citywide
map:
1. Number and location of district-run schools
a. Traditional schools
b. Alternative schools
c. Specialized schools
2. District early childhood education (pre-K) locations
3. District special education programs
4. Charter school locations
5. Number and location of surplus properties
Cohort 1 was identified in June 2018. On January 28, 2019, the district board passed resolution 19-0095
(Exhibit L) to close Roots International School, which was initially to be part of Cohort 2.
The district is addressing the need to downsize the facilities footprint through the Citywide Plan, which
was planned to be approved by the district board on February 27, 2019, as shown below:
13
The board did not approve the Citywide Plan on February 27, 2019, as the board meeting was cancelled.
Fiscal Vitality Plan
The district’s Fiscal Vitality Plan was introduced on December 13, 2017 and is organized into three
segments: Stability (short term plans), Recovery (medium term plans) and Vitality (long term plans). The
Fiscal Vitality Plan was created as a response to a FCMAT Fiscal Health Risk Analysis that demonstrated
many areas of need or improvement for the district. There are 23 recommendations for action to help
rectify the district’s current fiscal health. Alameda COE monitors the progress of the recommendations.
The most recent evaluation for the 23 recommendations is dated February 7, 2019 (Exhibit P).
Below are the 23 recommendations and the status of each:
Recommendation Status
Restore the ending fund balance and maintain the state-mandated reserve for economic uncertainty In Progress
Institute adjustments to existing central office positions In Progress
Maximize the use of restricted revenue sources In Progress
Evaluate central office-based contracts and books/supplies for possible freeze and capture of savings In Progress
Pursue capture of donated days and/or furlough In Progress
Adjust school per pupil allocations to capture savings In Progress
Institute closer monitoring of contributions to other programs In Progress
Update and implement budget forecast and projection practices In Progress
Review and update cash flow monitoring practices In Progress
Institute immediate protocols to limit and review spending among central office and school sites In Progress
Plan for and adopt a balance budget that avoids future deficit spending In Progress
Establish and conduct zero-based budgeting sessions with all central office practices In Progress
Research, engage and implement a central office reorganization In Progress
Institute and conduct monthly central office and school site budget monitoring practices Not Started
Review, update and implement effective position control practices Not Started
Develop a process for pre-approval of extra time employee payments In Progress
Review and implement revised contract approval, processing and management procedures Not Started
14
Complete transition to Escape technology system to manage finance and human resource information Complete
Review and execute on shifts in expense that maximize the use of restricted funds Making Progress
over last year
Review and engage school district and school leaders to re-establish appropriate budget roles and responsibilities In Progress
Establish systems for the management and oversight of bargaining agreements In Progress
Consider and act on recommendations from the Blueprint for Quality Schools review In Progress
Future FCMAT Updates in Support of DOF and Legislative Action
Future periodic letters will include updates on the various operational reviews, recommendations and
plans to incorporate the recommendations in the fiscal stabilization plan, Citywide Plan and other
applicable planning. The district is working on its second interim report. Additional periodic reports will
be made once the 2019-20 budget is finalized (June 2019), when 2018-19 unaudited actuals are available
(September 2019), and when other major milestones are reached.
FCMAT will provide updates and progress reporting on benchmarks upon the following occurrences
including (but not limited to):
• Salary settlement
• Results of operational reviews
• Second interim report
• June 30 progress review of benchmarks; 2019-20 budget review
• Unaudited Actuals report
• October 1 progress review of benchmarks
Conclusion
In accordance with Education Code Section 42160, FCMAT has determined that the school district’s
2019-20 projected operating deficit is as follows, with the caveat that there are several unknows at this
point in time (e.g., status of negotiations):
Fiscal Year 2018-19 2019-20
Projected Deficit ($8,963,969) ($6,368,889)
COE Additional Support/Intervention ($1,427,588) ($1,204,400)
Projected Revised Deficit ($10,391,557) ($7,573,289)
As a reminder, any settled salary increases or negotiated costs, as well as any costs associated with articles
other than salary need to be considered as an addition to the above deficit calculation. As stated above,
those costs are undetermined at this time and could change as collective bargaining comes to a close.
Sincerely,
Tamara Ethier
Fiscal Intervention Specialist
15
cc: L. Karen Monroe, Alameda County Superintendent of Schools
Karen Stapf-Walters, Executive Director, California State Board of Education
Nick Schweizer, Deputy Superintendent, California Department of Education
Jeff Bell, Program Budget Manager, California Department of Finance
Jessica Holmes, Assistant Program Budget Manager, California Department of Finance
Chris Learned, State Trustee, Oakland Unified School District
Gary Jones, Interim Associate Superintendent, Alameda County Office of Education
Dr. Kyla Johnson-Trammell, Superintendent, Oakland USD
16
Exhibit A
17
18
Exhibit B
November 8, 2018
Aimee Eng, President
Board of Education
Oakland Unified School District
1000 Broadway, Suite 680
Oakland, CA 94607
RE: 2018-19 Adopted Budget Approval
Dear President Eng:
As communicated in our letter dated September 6, 2018, the Alameda County Office of
Education (ACOE) conditionally approved the Adopted Budget of the Oakland Unified
School District (OUSD) for 2018-19. The approval of the Adopted Budget was contingent
upon OUSD’s closure of fiscal year 2017-18 and the resulting beginning fund balance for
2018-19. By statute, ACOE is required to make a final determination regarding approval or
disapproval by November 8, 2018.
OUSD’s Unaudited Actuals Report was received by ACOE by the statutory deadline of
September 15, 2018, and ACOE subsequently conducted a review of the report as
submitted. While ACOE noted that the subsequent ending fund balance was higher than
OUSD projected at Adopted Budget, and that OUSD was able to meet the 3% required
minimum reserve in 2017-18, ACOE also notes that possible revenue adjustments
(reductions) to the 2017-18 year, and ADA reassessments for FY 18-19, may be necessary
at First Interim.
While the resulting beginning fund balance for 2018-19 is anticipated to be adjusted
downward at First Interim, ACOE’s review has determined that OUSD has met the
minimum conditions for approval, as outlined by ACOE. OUSD’s 2018-19 Adopted
Budget is therefore approved.
However, ACOE remains deeply concerned regarding OUSD’s fiscal health, and expect
OUSD to continue its efforts to align revenues with expenditures in an ongoing and
sustainable manner. The continued restoration and maintenance of OUSD’s financial
stability must remain a top priority as OUSD moves forward to implement the required
reductions as expected with the passing of AB 1840.
While OUSD has met the minimum conditions for approval of the 2018-19 Adopted
Budget, ACOE concurs with the Fiscal Crisis & Management Assistance Team (FCMAT)
that OUSD develop short- and long-term financial plans based on reasonable economic
assumptions to implement those plans with a commitment to attaining fiscal solvency.
Accordingly, ACOE acknowledges OUSD’s business staff’s efforts as they conduct a
thorough review of all fiscal and operational areas, with a specific focus on budgetary
projections, Special Education expenditures and OUSD’s cash flow.
19
I appreciate OUSD’s ongoing assistance during this process and look forward to reviewing the 2018-19
First Interim Report. Please feel free to contact me with any questions as we at ACOE continue to work
collaboratively to ensure both fiscal and educational success.
Sincerely,
L. Karen Monroe
Alameda County Superintendent of Schools
cc: Board of Education, Oakland USD
Kyla Johnson-Trammell, Superintendent, Oakland USD
Marcus Battle, Chief Business Officer, Oakland USD
Sondra Aguilera, Senior Deputy Chief, Continuous School Improvement
Chris Learned, State Trustee, Oakland USD
Tom Torlakson, State Superintendent of Public Instruction, CDE
Nick Schweizer, Deputy Superintendent, CDE
Michael Fine, Chief Executive Officer, FCMAT
Gary Jones, Interim Associate Superintendent, ACOE
Ingrid L. Roberson, Chief of Learning & Accountability, ACOE
20
Exhibit C
January 15, 2019
Aimee Eng, President
Board of Education
Oakland Unified School District
1000 Broadway, Suite 680
Oakland, CA 94607
RE: 2018-19 First Interim Report
Dear President Eng:
The Oakland Unified School District (OUSD) filed a POSITIVE certification of the
district’s First Interim Report for fiscal year 2018-19 with the Alameda County Office
of Education (ACOE). In accordance with Education Code Section 42131, ACOE
reviewed the First Interim Report, based on standards and criteria for fiscal stability
adopted by the State Board of Education pursuant to Section 33127.
ACOE’s review determined that OUSD may not meet its financial obligations for the
current fiscal year and two subsequent fiscal years. Consequently, the certification
shall be changed to QUALIFIED.
The revised certification is based on the following areas of concern discovered in
ARCeOduEc’se rde vPireiwor: Year ADA – Reduction in Fund Balance of $5,379,785
OUSD’s 2017-18 ADA was less than anticipated, reducing prior year LCFF Sources by
$5,379,785. This amount is identified on Form 01I, Components of Ending Fund
Balance – Assignments, as “Assigned-ADA Adjustments Prior Year,” rather than being
accounted for as an Audit Adjustment.
By accounting for the prior year adjustment to ADA as a one-year, 2018-19
Assignment rather than an Audit Adjustment, OUSD’s Beginning Fund Balances are
not reduced in the two subsequent years by the $5,379,785. Therefore, the projected
Ending Fund Balances for 2019-20 and 2020-21 on Form MYPI are overstated by
$A5u,d37it9 A,7d8j5u.s tment – Reduction in Fund Balance of $1,225,000
The OUSD 2017-18 Annual Financial Report (Audit Report) contains an additional
prior year fund balance reduction of $1,225,000 identified as “Fiscal year 2018
expenditures recognized in the succeeding period.” This audit adjustment was
unknown to OUSD prior to the submission of their First Interim.
21
Aimee Eng, President
Page 2
January 15, 2019
Reduced Current Year ADA – Reduction in Fund Balance of $2,400,000
The revised 2017-18 P-2 attendance report and the decreased 2018-19 CALPADS enrollment
(certified) causes OUSD’s 2018-19 projected LCFF revenue to decrease from what was anticipated
in the First Interim Report.
Based on ACOE’s LCFF projections, OUSD will be funded at 95.55% of the CALPADS enrollment,
which decreases OUSD’s LCFF revenue by approximately $2,400,000, or 128 ADA from OUSD’s
Aesstsimumatpetsi. o ns
The First Interim Report requires OUSD to submit a detailed accounting of the district’s
assuAmSSpUtiMonPsT. ITOhNeS S ACS Form MYPI states:
Please provide below or on a separate attachment, the assumptions used to determine the
projections for the first and second subsequent fiscal years. Further, please include an explanation
for any significant expenditure adjustments…
Without the details of the First Interim Report’s assumptions, ACOE cannot determine with
accuracy the condition of OUSD’s financial position. ACOE is concerned that OUSD’s Reserve for
Economic Uncertainties in the two subsequent fiscal years may be insufficient to avert insolvency.
My office remains committed to working collaboratively with the district to ensure its long-term
fiscal health. If you have any questions or concerns regarding our review process, please feel free
to call me at (510) 670-4140.
Sincerely,
L. Karen Monroe
Alameda County Superintendent of Schools
cc: Board of Education, Oakland USD
Kyla Johnson-Trammell, Superintendent, Oakland USD
Marcus Battle, Senior Business Officer, Oakland USD
Tony Thurmond, Superintendent of Public Instruction
Christopher Learned, Fiscal Oversight Trustee
Gary Jones, Associate Superintendent, ACOE
Teresa Santamaria, Chief of District & Business Advisory Services, ACOE
22
Exhibit D
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
Exhibit E
OAKLAND UNIFIED SCHOOL DISTRICT
GOVERNING BOARD
RESOLUTION 1819-0041
CONFIRMING OAKLAND UNIFIED SCHOOL DISTRICT’S
COMMITMENT TO FISCAL SOLVENCY
WHEREAS, the Governing Board recognizes that the district is highly dependent on revenue from the
State of California and that revenue source is dependent on the on-going stability of the California State
economy;
WHEREAS, the Governing Board recognizes that the Governor’s 2018/2019 Budget proposal projects out
year increases tied to cost of living adjustments only, and that these budget components have a direct
impact on the District’s multiyear projections;
WHEREAS, the Governing Board further recognizes the impact of declining enrollment and increasing
STRS/PERS pension costs on the District’s budget;
WHEREAS, The Education Code specifies that on or before July 1 of each year each school district shall
adopt a budget;
WHEREAS, Education Code section 42127(c) provides, in relevant part, that the County Superintendent
of Schools shall:
“Determine whether the adopted budget will allow the school district to meet its financial obligations
during the fiscal year and is consistent with a financial plan that will enable the school district to satisfy
its multiyear financial commitments . . . [and] shall either conditionally approve or disapprove a budget
that does not provide adequate assurance that the school district will meet its current and future
obligations and resolve any problems identified in studies, reports, evaluations, or audits described in
this paragraph.”
WHEREAS, based on the District projections of revenue and expenditures and the District’s current fiscal
challenges, it is projected that the District will not meet its required minimum reserves in the 2019-2020
and 2020-21 fiscal years, and the District will have a negative ending fund balance (currently estimated
at approximately -20,300,000 and -$59,000,000 respectively);
WHEREAS, the Governing Board desires to minimize the impact on the level of service and quality of
staff and education programs for District students;
WHEREAS, the Governing Board recognizes that the District’s health and welfare benefits package is a
significant factor in the District’s ability to recruit and retain highly qualified teachers and staff, and the
Governing Board is committed to minimizing the impact on the level of such benefits within the
District’s fiscal constraints and without major disruption to plan benefits;
WHEREAS, the Governing Board desires to avoid draconian budget reduction measures beginning in the
2019-2020 fiscal year;
58
WHEREAS, the Governing Board remains committed to collaboration with its employee representatives
and bargaining units in addressing the District’s fiscal challenges in hopes of avoiding any draconian cuts
to Reductions in Force;
WHEREAS, the Governing Board recognizes that the current multiyear projection included in the
District’s proposed budget projects a negative fund balance of approximately $20,300,000 in 2019-2020
fiscal year, and $59,000,000 in the 2020-2021 fiscal year, and further recognizes that the projections
may increase or decrease depending on the final State revenue allocated to Proposition 98 as adopted
by the State of California in the 2018-2019 and/or 2019-2020 state budget, or any other changes to the
multi-year assumptions;
WHEREAS, the Governing Board recognizes that if the District’s current fiscal circumstances do not
change materially for the positive on or before January 31, 2019, then it will be necessary to either
increase revenue and/or make appropriate expenditure reductions in order for the District to remain
fiscally solvent beginning in FY 2019-20 and the two subsequent years fiscal as mandated by California
State law;
WHEREAS, the Governing Board has been advised of the risk in delaying reductions which may allow the
projected negative ending fund balance (approximately -$59,000,000) by 2020-2021 to grow larger;
NOW, THEREFORE, BE IT RESOLVED, based on the above recitals and in order to ensure that the
Oakland Unified School District remains fiscally solvent, the Governing Board is committed to reducing
expenditures in all budget areas including salaries, employee benefits, services and operating expenses,
capital outlay, other outgoing and other financing sources;
BE IT FURTHER RESOLVED that, absent a material positive change in the District’s projected revenues or
reduction in District expenses, the District will be required to consider and implement budget reductions
in force beginning in FY 2019-20 of at least 234 FTE Certificated positions and 104 FTE Classified,
Management and Confidential positions for approximately $26.4 million to be identified on or before
February 28, 2019, books and supplies of $400,000 and $3.5 million services and operating expenses to
address the District’s negative ending fund balance.
BE IT FURTHER RESOLVED that, given the District’s history of budget and fiscal miscalculations, the
Board will require the District to establish a more conservative target for reductions to achieve a
minimum of a 3% reserve beginning in FY 2019-20 in order to address unforeseen budgetary increases;
BE IT FURTHER RESOLVED that, during the 2018-19 fiscal year, the District will work in collaboration
with the bargaining units and the Board to provide alternatives to reductions in force which would be
enacted in the absence of new money or equivalent savings identified by January 31, 2019; and
BE IT ADDITIONALLY RESOLVED that the Governing Board is committed to explore and pursue any and
all options to increase revenue including local, state, federal grants, and additional remedies as provided
by the State.
PASSED AND ADOPTED by the Governing Board of the Oakland Unified School District, Alameda County,
State of California, on August 8, 2018, by the following vote:
59
Passed by the following vote:
PREFERENTIAL AYE: None
PREFERENTIAL NAYS: None
PREFERENTIAL ABSTENTION: None
PREFERENTIAL RECUSE None:
PREFERENTIAL ABSENCE: Josue Chavez (Student Director), Yota Omosowho (Student
Director)
AYES: Jody London, Nina Senn, Shanthi Gonzales, James Harris,
Vice President Jumoke Hinton Hodge, President Aimee Eng
NOES: None
ABSTAINED: None
RECUSED: None
ABSENT: Roseann Torres
CERTIFICATION
Wehereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a
Regular Meeting of the Governing Board of the Oakland Unified School District held on August
8, 2018.
__________________________
Aimee Eng
President, Governing Board
__________________________
Kyla Johnson Trammell
Secretary, Governing Board
Legislative File No. 18-1723
Introduction Date: 8/8/18
Enactment No. 18-1266
Enactment Date 8/8/18
er
60
Exhibit F
RESOLUTION
OF THE
BOARD OF EDUCATION
OF THE
OAKLAND UNIFIED SCHOOL DISTRICT
NO. 1819-0007
District's Capital (Facilities) Program - Revised Spending Plan - August 2018
WHEREAS, in June 2012, Oakland voters passed Measure J, a $475 million School Facilities
Improvement Bond;
WHEREAS, the Facilities Master Plan developed in 2012 identified that the Facilities needs cost
more than the funding sought by the bond measure;
WHEREAS, as project scopes have expanded, construction costs have increased over time, and
various circumstances have contributed to delays, there are insufficient funds in Measure J to
complete all of the projected projects on the Measure J spending plan;
WHEREAS, it is estimated that an additional $160 million would be needed to complete all of the
committed Measure J projects as currently scoped and within the timeframes committed;
WHEREAS, a framework was developed to determine which projects to reduce or defer to ensure
that the District’s capital spending plan is balanced with resources; the framework recommends
cuts that are: (1) furthest away from the classroom; (2) not yet in construction or furthest away
from construction; (3) least harmful to the overall District and Facilities program,
WHEREAS, the District’s Capital (Facilities) Program – Revised Spending Plan – August 2018
(attached as Exhibit A) applies this framework to recommend reductions to specified projects to
balance the spending plan,
NOW, THEREFORE, BE IT RESOLVED, the Board hereby adopts the revised District’s Capital
(Facilities) Program – Revised Spending Plan – August 2018 attached hereto as Exhibit A and
authorizes the use of Measures B and J , Measures B and J Interest, Fund 25 (Capital Facilities )
and Fund 35 (County School Facilities) Funds, as stated in Exhibit A, as the funding sources for
related expenditures for facilities projects subject to the Board’s approval of the contracts, or
other Board required authorizations, if any, for such expenditures.
Passed by the following vote:
PREFERENTIAL AYE: None
PREFERENTIAL NOE: None
Student Directors Chavez and Omosowho
PREFERENTIAL ABSTENTION:
61
PREFERENTIAL RECUSED: None
AYES: Jody London, Nina Senn, Roseann Torres, Shanthi Gonzales, President Aimee Eng
Vice President Jumoke Hinton Hodge, James Harris
NOES:
ABSTAINED: None
None
RECUSED:
None
ABSENT:
CERTIFICATION
We hereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a
Regular Meeting of the Board of Education of the Oakland Unified School District, held on
August 22, 2018.
Legislative File Info. OAKLAND UNIFIED SCHOOL DISTRICT
File ID Number: 18-1729
Introduction 8/1/18
Date: ___________________________________________
Aimee Eng
Enactment
18-1395 President, Board of Education
Number:
Enactment Date: 8/22/18 os
___________________________________________
Kyla Johnson-Trammell
Superintendent and Secretary, Board of Education
Exhibit “A” - Revised Measure J Spending Plan
62
63
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6102/31/21
Exhibit G
September 12, 2018
Presiding Judge Wynne Carvill
Alameda County Superior Court
1225 Fallon Street, Department One
Oakland, California 94612
Cassie Barner
c/o Alameda County Grand Jury
1401 Lakeside Drive, Suite 1104
Oakland, California 94612
RE: Response to 2017-2018 Civil Grand Jury Report, “Oakland Unified School District: Hard Choices
Needed To Prevent Insolvency”
Dear Presiding Judge Carvill and Foreperson Barner:
The Oakland Unified School District (the “District”) submits its Responses to the Findings and
Recommendations from the 2017-2018 Civil Grand Jury Report, “Oakland Unified School District:
Hard Choices Needed To Prevent Insolvency.”
The District appreciates the Jurors' commitment to their role, thoroughness, and diligence in
analyzing and understanding many of the complex and critical issues facing the District. The Civil
Grand Jury exemplified the effectiveness of a panel of citizens to objectively analyze a component of
the District’s operations and to provide thoughtful insight and recommendations to the District. The
District appreciates the opportunity to raise awareness of these challenges, receive the candid
feedback, and implement the recommendations.
The District disagreed with some of the narrative preceding the Findings and Recommendations.
However, since these facts did not materially change the District’s response to the findings and
recommendations, the District only noted a few of the factual inaccuracies relating to the School of
Language and Rudsdale Academy in its response.
64
Presiding Judge Wynne Carvill
Foreperson Cassie Barner
RE: Response to 2017-2018 Civil Grand Jury Report, “Oakland Unified School District:
Hard Choices Needed To Prevent Insolvency”
September 12, 2018
Page 2 of 2
Notably, at the beginning of the Civil Grand Jury’s service, the District began new leadership under
the esteemed Dr. Kyla Johnson-Trammell, an Oakland native and long-time educator in the District.
Dr. Johnson-Trammell engaged immediately to build a trusted, experienced team of business and
fiscal experts to advise and implement improvements. In addition, the Board passed numerous new
fiscal policies to help ensure that District staff was implementing the recommendations of the Fiscal
Crisis Management Assistance Team (FCMAT) and to prioritize rebuilding fiscal reserves. The
Board also reinstituted its Budget and Finance Advisory Committee and increased Board trainings
and the number of board meetings focused on fiscal and budget topics. Although the hurdles are
significant, the District believes it is on its way toward implementing the recommendations of the
Grand Jury and becoming a fiscally sustainable, quality educational institution with students who
are prepared for college, career and community success.
Sincerely,
Aimee Eng
President of the Board
AE:lf
Attachment: Response to 2017-2018 Civil Grand Jury Report, “Oakland Unified School District: Hard
Choices Needed To Prevent Insolvency”
_______________________________________ 9/13/18
Aimee Eng
President, Board of Education
______________________________________ 9/13/18
Kyla R. Johnson-Trammell
Secretary, Board of Education
Enactment No.: 18-1505
65
OAKLAND UNIFIED RESPONSE TO FINDINGS AND RECOMMENDATIONS
Finding 18-6: Staff and Board of Education efforts to circumvent established
budgeting policies along with board efforts to interfere in the administrative
responsibilities of the superintendent invite financial instability and
contribute to Oakland Unified School District’s financial problems.
The District agrees with this finding with the clarification that it does not believe the
efforts referenced in the finding are intentional. One component of the District’s theory
of action is to maximize school site-based decision-making regarding staffing, finances,
calendars, and programs. As a result, there are numerous board policies supporting
each principal’s and particular school community’s fiscal and programmatic autonomy to
best meet the needs of its school community. There is considerable research
highlighting some of the advantages of this method of budgeting. S ee, e.g., Rennie
Center for Education Research & Policy. (October 2012). S mart School Budgeting:
Resources for Districts. Cambridge, MA: Rennie Center for Education Research & Policy.
Some of the advantages for these budgeting policies are: “Those who best understand
needs have the authority to make decisions. Provides greater control/ reporting of
school-level data and greater school-level accountability. Staff/community given a voice,
generating public support.” I d. On the other hand, however, these policies require
substantial training and deeper understanding and attention to financial matters than
alternative ways of budgeting. In a district with significant administrator turnover and
deep instructional needs, these responsibilities can be challenging. Also, it can cause
an otherwise “unified” system to have internal discord through numerous parts working
separately on individualized goals and accountability.
Some of the Board’s legislative proposals relating to creation of personnel positions
tended to focus upon development of positions that could assist the Board in fulfilling
its role in overseeing the District’s budget at a time when the District’s financial
department was understaffed. These positions were proposed in adherence to the
Board’s Bylaws and, ultimately, were not adopted by the majority of the Board. The
Board has engaged in numerous trainings over the last 15 months to improve its
governance.
Finding 18-7: Oakland Unified School District’s inability to control
overstaffing and poor position control decisions have contributed to the
district’s financial instability.
The District agrees with this finding. The District’s largest fiscal expenditures are salary
and salary-driven benefit costs. To drive school improvement, the District has focused
66
on increases resources to schools, often in the form of staffing. In 2017, $419.2
million, approximately 80% of the District’s budget, was spent on employee salaries and
benefits. During the same time, the statutorily required pension benefits for District
employees continued to rise an additional 2% from the prior year’s increase without
additional funding allocated for such purposes. In addition to increasing costs, in 2017,
the District’s staffing at schools and District-wide support positions (such as substitutes,
school security, custodial, nutrition services, and special education staff), increased by
621 general fund positions while central office general fund positions decreased by 383.
This finding highlights the complexity of the District’s budget and enrollment patterns,
and the pressure placed on specific school communities and the Board when the
enrollment upon which school budgets were based changes. Each of the District’s
eighty-seven schools gets its following school year’s budget allocation in the spring
based on projected enrollment. Schools develop their staff assignments, class lists, and
master bell schedule/ class offerings accordingly. After schools, school communities,
and students are assigned to teachers, it is programmatically and politically difficult to
make changes to staffing and scheduling after the school year begins and to adjust a
school’s budget downward. Also, the District also often receives immigrant students,
newcomers, and/or transfer students during the school year and need to ensure
sufficient staffing to meet these late enrollment needs. Given teacher shortages and
recruitment challenges, the District risks being unable to meet these needs if teachers
are separated from employment based on enrollment in the first weeks of school.
Unfortunately, the state funding model which is based on s tudent attendance rather
than the f ixed costs of staffing classrooms disparately impacts districts like Oakland
Unified that have large numbers of late enrollees and absenteeism due to chronic health
conditions.
Finding 18-8: Lack of transparency related to Oakland Unified School
District’s financial positions has led to mistrust between the district, the
community, and labor organizations.
The District agrees in part with this finding but believes that other factors, including
historical context in Oakland and negative media coverage of the District contribute to
distrust even with greater access to information. Also, the District’s prior financial
system, data management, and generation of reports were inconsistent and unreliable.
One issue facing the District is how to best communicate complex fiscal information to a
wide audience. For example, in January 2016, School Services of California and the
District fiscal team presented information in the District’s public board meeting about
the expectation of a slowdown in revenue as the Local Control Funding Formula “gap”
funding started to narrow to only a cost of living increase while pensions costs were
increasing; subsequent budget presentations continued to note this data. Yet, the
complexity of the overall budget shielded awareness of this issue.
67
The District’s utilization of and access to data surpasses most other districts. All
minutes, videos, and actions taken by the Board since 1999, including all budget
presentations and all financial decisions impacting the District, are available in an easily
searchable database on the District’s website at https://www.ousd.org/domain/67. In
our analysis of other school districts, few have this level of transparency and
accessibility. In addition, the District’s Research and Development department maintain
data dashboards (w ww.ousddata.org) relating to student demographics, performance,
discipline and attendance, teacher data, attendance patterns, accountability, wellness,
climate and culture data, and post-secondary readiness data for use by the public. In
spring 2016, the District also added comprehensive data dashboards of fiscal
information that is viewable by school, department, resource, or expenditure type to
analyze multiple years of fiscal data. (h ttps://www.ousd.org/fiscaltransparency)
Finding 18-9: High turnover of key administrators has created an atmosphere
of mistrust, destroying the continuity of the district’s educational mission,
and crippling the district’s effectiveness in addressing its most pressing fiscal
issues.
The District agrees with this finding. After the Board regained governance following
state receivership, the District had five different Superintendents (two of which were
interim superintendents) in nine years. Although the overall strategic plan, Community
Schools, Thriving Students, has remained in place, each Superintendent’s initiatives and
focal points within the plan have varied. Without clear leadership and focus, work
within District departments and schools seemed less aligned and targeted. Similarly,
during leadership transition, retention efforts of other key staff became more difficult
which increased costs.
Moreover, superintendent turnover required the Board to spend significant time and
energy on recruiting, selection, and vetting of superintendent candidates rather than
other important work of the Board. However, the investment in the selection process
for Superintendent Kyla Johnson-Trammell has helped position the District on a new
trajectory. As an Oakland native and acclaimed educator in OUSD, Dr.
Johnson-Trammell has begun to rebuild the trust of the community and staff and is
poised to stabilize and lead the District toward its vision.
Finding 18-10: Financial instability and high staff turnover contribute to poor
student performance.
The District agrees in part with this finding but qualifies its response based on the
myriad of factors that may impact student performance. The District believes that
inadequate educational funding, even if stable, detrimentally impacts student
performance. For districts like Oakland Unified, where schools must serve a variety of
student’s physical, mental, social, safety, linguistic, and academic needs, incremental
68
cost of living increases to educational funding that are insufficient to cover increasing
mandated costs, will continue to contribute to poor student outcomes.
Relatedly, research data reflects that high teacher and administrator turnover negatively
impacts student performance, and adequate funding is a component of retention,
particularly in the context of the current teacher shortage.
Finding 18-11: Operating 86 schools is unsustainable and will lead the
district to insolvency.
The District agrees with this finding in part. Assuming that all current conditions,
including revenue, enrollment, class sizes, staffing levels, number of schools, and
expenses, remain the same, the District will continue to operate at a fiscal deficit and
will become insolvent. Reducing the number of District-operated schools is one way to
reduce expenditures. However, from prior experiences, the District believes that to
reduce potential loss of enrollment (and corresponding revenues) and creating
unintended consequences, school consolidations need to be thoughtful and focused
upon increasing quality options for all students. As reflected in a comprehensive
independent study, O akland Unified School District New Small Schools Initiative
Evaluation by Ash Vasudeva, Linda Darling-Hammond, Stephen Newton & Kenneth
Montgomery The School Redesign Network at Stanford University, the Oakland
community has indicated previously that it values small schools and many small schools
were regarded as successful. These perspectives and outcomes must be balanced with
the District’s resources and commitment to a City-wide system of high-quality schools.
Alternatively, if the District increased enrollment or other revenue options, such as
optimizing under-utilized property, or decreased expenses, the current school portfolio
may be more sustainable. The Board, through its special committee on Fiscal Vitality, is
currently exploring a variety of options and combinations of ways to eliminate the
structural deficit.
Lastly, there are some factual inaccuracies in the report relating to Rudsdale Academy
and the School of Language (SOL). Contrary to the report, Rudsdale Academy is not a
new school. Rudsdale Academy is an alternative high school that opened in 2001, prior
to that it operated as a continuation high school and prior to that it was a traditional
high school. Although SOL was a new school in 2017-18, there was a great deal of
strategic planning, development, and community outreach for years preceding the
formal Board vote to open the school. Oakland SOL was added to the District’s portfolio
of schools in order to build a PK-12 multilingual pathway in alignment with the district’s
strategic plan to “implement strategies that accelerate academic achievement while
closing the opportunity gap” (OUSD Pathway to Excellence, 2014) and create strong
pathways and feeder patterns in every Oakland neighborhood (OUSD Superintendent’s
2016-17 Workplan). The English Language Learner and Multilingual Achievement
(ELLMA) office and the Office of Continuous School Improvement supported the launch
of Oakland SOL middle school as a critical component of growing equitable dual
69
language/bilingual pathways in furtherance of the District’s 2015-2018 plan for
improving outcomes for English Language Learners (ELL Roadmap for Success
2015-2018). This lengthy planning process and alignment to the District’s strategic
plan, particularly for underserved students, was not captured in the grand jury’s report.
Finding 18-12: Collaboration between traditional public schools and charter
schools operating in the district benefit all students in Oakland Unified
School District.
The District agrees with this finding in part. The District does not believe that
expending precious, limited resources fighting with charter schools is beneficial to
students living in Oakland. The District agrees that collaborating with charters about
school quality standards, enrollment and feeder patterns, professional development,
placement of programs, special education, governance, fiscal transparency, equity and
innovation would be beneficial to students in Oakland. However, there are some areas
in which District schools and Charter schools have divergent interests and differential
standards imposed by the Education Code. For example, California Charter School
Association, on behalf of its Oakland charter school member(s), initiated and is
currently pursuing litigation against the District which the District is vigorously
defending.
In spring 2018, the Board worked diligently to debate and discuss various issues
relating to District and charter schools and the number of schools in Oakland. The
discussions culminated in a robust, visionary, and collaborative new Board Policy 6006
System of Schools (attached). The work to build a City-wide plan for a coherent system
of schools is ongoing and a retreat on the issue is anticipated for November 2018.
Recommendation 18-7: The Oakland Unified School District Board of
Education must participate in governance training, emphasizing that they are
policy makers, not day-to-day administrators.
This recommendation has been partially implemented. In 2017-18, the entire
Governing Board engaged in numerous governance training retreats and special
meetings with Ron Bennett of School Services of California (10/5/17), Barbara Anderson
and Allan Alson through Panasonic Foundation (10/5/17, 1/20/18, 6/7/18), and Victor
Carey of the National Equity Project (10/5/17). In addition, numerous individual board
members engaged in individual professional development to assist them in their roles,
including attending conferences of the Government Finance Officers Association,
Council of Great City Schools, and California School Board Association. The Board has
committed to ongoing governance training in the 2018-19 school year, including a
70
governance retreat/ new board member orientation planned for January 2019.
Recommendation 18-8: The Oakland Unified School District Board of
Education members must communicate with district officials through the
superintendent.
This recommendation has been partially implemented. In a Board Retreat in August
2018, the Superintendent and Board discussed communication protocols in which the
Board would direct its communications through the Superintendent and her “CORE
Team” of direct reports with a copy or summary to the Superintendent. The consensus
of the Board agreed to such communication protocols, but the protocol has not been
formally adopted in the Board’s Governance Handbook.
Recommendation 18-9: The Oakland Unified School District must establish a
position control system that tracks staff allocation and spending, and better
interfaces with payroll systems.
This recommendation has been partially implemented. In July 2018, the District
transitioned to a new financial management system, “ESCAPE”, which is fully-integrated
with and hosted on the Alameda County Office of Education’s servers. As a result, the
District anticipates that it will have enhanced controls, data, uniformity, and support
from the County. In addition, the District hired a new chief business officer, Marcus
Battle, who has extensive business, finance, and systems experience. The District also
hired a new Chief Financial Officer, Ofelia Roxas, who is a certified public accountant
with experience in school districts and county offices of education. In addition to the
ESCAPE implementation, the new business and operations team are in the process of
updating fiscal policies and administrative regulations and identifying training needs of
the District.
In 2017-18, the Board passed a new reserve policy to help prioritize its reserves and
ensure that the District was not overspending in staffing and also passed a resolution to
monitor implementation of FCMAT’s recommendations.
Recommendation 18-10: The Oakland Unified School District must provide
school site administrators with comprehensive training regarding position
control and budgetary policies.
This recommendation has been partially implemented. In connection with the transition
to a financial management system, ESCAPE, school site administrators, school support
personnel, and central office staff were offered a series of trainings (April - August
71
2018) on how to use the new system. ESCAPE includes multiple levels of approvals for
hiring, budget modifications, and purchasing transactions; greater keying error and
omission safeguards; and more real-time, accurate information for users and
supervisors to ensure compliance with budgetary policies. In addition, business leaders
are reviewing and updating board policies and administrative regulations to recommend
potential updates and improvements. As new policies are developed and training gaps
identified, additional trainings and/or support for school site administrators will be
developed.
Recommendation 18-11: The Oakland Unified School District must not hire
any new staff or institute any new program unless there is money in the
budget beforehand to fund them.
This recommendation has been implemented. Beginning in January 2018, any
contracts that were submitted to the Board for approval were required to have a
funding source with sufficient funds identified. Similarly, no position can be posted
without the fiscal team identifying the budget and corresponding position code in the
budget and no employee can be hired and begin work without a designated funding
source. The District anticipates ongoing support and oversight from the Alameda
County Office of Education, FCMAT and its state trustee to review budgeting and
spending.
Recommendation 18-12: The Oakland Unified School District must develop a
transparent budget platform that better informs the Board of Education and
the public regarding long-term consequences of financial decisions.
This recommendation has been partially implemented. The District has a
comprehensive, customizable database of its budget and historical budgets available on
its website at https://www.ousd.org/fiscaltransparency. In addition, the Board has
appointed a special committee for Fiscal Vitality that is charged with, among other
things, making recommendations to reduce the structural deficit. The special
committee anticipates holding approximately fourteen meetings from August to
December 2018 and is engaging community to build awareness and understanding and
to exchange ideas for solutions. The meetings, like the District’s Board meetings, are
recorded and available online.
Although the historical and current information is available online, there are fewer
resources available for the public regarding the potential future consequences of the
District’s structural deficit. The Board is looking for ways to engage a broader, more
diverse cross-section of the Oakland community beyond standard board meetings.
72
Exhibit H
Board Office Use: Legislative File Info.
File ID Number 18-2385
Introduction Date 11/14/18
Enactment Number 18-1787
Enactment Date 11/14/18 er
Memo
To Board of Education
From Special Committee on Fiscal Vitality
Shanthi Gonzales, Chair
Aimee Eng
James Harris
Board Meeting Date November 14, 2018
Subject Resolution No. 1819-0013 Recommendations For 19/20 Budget Development
and Prioritization from Special Committee on Fiscal Vitality
Action Requested Approval by the Board of Education of Resolution No. 1819-0013
and Recommendations For 19/20 Budget Development and Prioritization from
Recommendation Special Committee on Fiscal Vitality
Background and The Special Committee on Fiscal Vitality has met over the fall to review key
Discussion board policies and the Governance Theory of Action. The Committee created a
set of recommendations for budget development and prioritization for the
19/20 school year and is asking the Board of Education to consider adopting the
following key recommendations:
1. Implement BP 3150
2. Redesign the District
3. Competitive Employee Compensation
4. Commit to Shared Decision Making and Multi-Stakeholder Teams
Fiscal Impact Reductions of $30 million
Attachments • Resolution No. 1819-0013 Recommendations For 19/20 Budget
Development and Prioritization from Special Committee on Fiscal Vitality
www.ousd.org
73
RESOLUTION
OF THE
BOARD OF EDUCATION
OF THE
OAKLAND UNIFIED SCHOOL DISTRICT
NO. 1819-0013
RECOMMENDATIONS FOR 19/20 BUDGET DEVELOPMENT AND PRIORITIZATION FROM
SPECIAL COMMITTEE ON FISCAL VITALITY
WHEREAS, the OUSD Board of Education is committed to the fiscal solvency of our School
District; and
WHEREAS, the Special Committee on Fiscal Vitality has met over the fall to review our key
board policies and ground ourselves in our Governance Theory of Action; and
WHEREAS, our learning and deliberations as a Committee have informed a set of
recommendations for budget development and prioritization for the 19-20 school year for the
consideration of the Board of Education.
NOW, THEREFORE, BE IT RESOLVED, by March 1, 2019, the Board will identify and make
ongoing reductions of ~$30 million (coupled with savings measures and efficiencies). These
reductions should:
● align with the District’s Theory of Action; Board Policies (BP 3150, BP 3625, BP 6005, BP
6006); and Resolutions on Fiscal Vitality (Resolutions 1819-0041, 1718-0197A, and 1718-
0087A).
● show evidence that staff have incorporated feedback from the Fiscal Vitality Committee
as well as key stakeholders and engagements, and
● comply with the Board adopted “Guiding Principles Regarding Budget Development and
Prioritization”(Dec. 2017)
BE IT FURTHER RESOLVED, In order to achieve our goals, the Committee is asking the Board to
consider adopting the following key recommendations for implementation in 2019-20.
1. Implement BP 3150. In establishing budget priorities and reductions for school year
2019-20, apply BP 3150's allocation scheme, including restricting Central District-wide
Administrative costs to 12% of general unrestricted revenues. Our expectation is that
the number of school- and district-level administrators – particularly classified
1
74
administrators -- will be significantly reduced to be more in line with comparable
districts and that resources to school sites will be maximized.
2. Redesign the District. Many centrally funded and managed initiatives are not aligned to
existing Board Policies. The Committee recommends we use BP 3150, BP 3625, BP 6005,
and BP 6006, and a zero-based budgeting approach to guide the restructuring of the
District, and eliminate initiatives and programs that do not show evidence to support
the rapid acceleration of students’ academic outcomes and improved social emotional
well-being. The District’s Theory of Action states that the District will operate a “central
office and the number and type of schools that we can sustain over time.” The redesign
process will include reimagining how the central office is currently organized and
identifying strategies to reduce the total number of schools the District operates.
3. Competitive Employee Compensation. Prioritize funds to enable the District to remain
competitive in teacher compensation. Pursue and invest in strategies that show
evidence of increasing teacher and leader retention. In order to do this, we recognize
the need to reprioritize current investments in order to reallocate dollars.
4. Commit to Shared Decision Making and Multi-Stakeholder Teams. Direct
Superintendent to form consult a multi-stakeholder leadership team which includes
site-based leaders (including students, families, teachers, classified staff, principals, and
central staff) to provide input, accelerate the work and ensure quality and equity remain
central pillars in the District’s redesign process. This committeeThe consultations will
meet take place between December 2018 and March 2019.
PASSED AND ADOPTED this 14th day of November, 2018, at a Regular Meeting of the
Governing Board by the following vote:
PREFERENTIAL AYE: None
PREFERENTIAL NO: None
PREFERENTIAL ABSTENTION: None
PREFERENTIAL RECUSE: None
AYES: Jody London, Shanthi Gonzales, James Harris, Aimee Eng
NOES: Jumoke Hinton Hodge
ABSTAINED: None
RECUSE: None
ABSENT: Rose Ann Torres
Yota Omosowho (Student Director)
Josue Chavez (Student Director)
2
75
CERTIFICATION
We hereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a
Regular Meeting of the Board of Education of the Oakland Unified School District, held on
November 14, 2018.
Legislative File Info. OAKLAND UNIFIED SCHOOL DISTRICT
File ID Number: 18-2385
Introduction Date: 11/8/18
Enactment Number: 18-1787
Enactment Date: 11/14/18 er
Aimee Eng
President, Board of Education
Kyla Johnson-Trammell
Superintendent and Secretary, Board of Education
76
3
Board Office Use: Legislative File Info.
File ID Number 18-2385
Introduction Date 11/14/18
Enactment Number 18-1787
Enactment Date 11/14/18 er
Memo
To Board of Education
From Special Committee on Fiscal Vitality
Shanthi Gonzales, Chair
Aimee Eng
James Harris
Board Meeting Date November 14, 2018
Subject Resolution No. 1819-0013 Recommendations For 19/20 Budget Development
and Prioritization from Special Committee on Fiscal Vitality
Action Requested Approval by the Board of Education of Resolution No. 1819-0013
and Recommendations For 19/20 Budget Development and Prioritization from
Recommendation Special Committee on Fiscal Vitality
Background and The Special Committee on Fiscal Vitality has met over the fall to review key
Discussion board policies and the Governance Theory of Action. The Committee created a
set of recommendations for budget development and prioritization for the
19/20 school year and is asking the Board of Education to consider adopting the
following key recommendations:
1. Implement BP 3150
2. Redesign the District
3. Competitive Employee Compensation
4. Commit to Shared Decision Making and Multi-Stakeholder Teams
Fiscal Impact Reductions of $30 million
Attachments • Resolution No. 1819-0013 Recommendations For 19/20 Budget
Development and Prioritization from Special Committee on Fiscal Vitality
www.ousd.org
77
RESOLUTION
OF THE
BOARD OF EDUCATION
OF THE
OAKLAND UNIFIED SCHOOL DISTRICT
NO. 1819-0013
RECOMMENDATIONS FOR 19/20 BUDGET DEVELOPMENT AND PRIORITIZATION FROM
SPECIAL COMMITTEE ON FISCAL VITALITY
WHEREAS, the OUSD Board of Education is committed to the fiscal solvency of our School
District; and
WHEREAS, the Special Committee on Fiscal Vitality has met over the fall to review our key
board policies and ground ourselves in our Governance Theory of Action; and
WHEREAS, our learning and deliberations as a Committee have informed a set of
recommendations for budget development and prioritization for the 19-20 school year for the
consideration of the Board of Education.
NOW, THEREFORE, BE IT RESOLVED, by March 1, 2019, the Board will identify and make
ongoing reductions of ~$30 million (coupled with savings measures and efficiencies). These
reductions should:
● align with the District’s Theory of Action; Board Policies (BP 3150, BP 3625, BP 6005, BP
6006); and Resolutions on Fiscal Vitality (Resolutions 1819-0041, 1718-0197A, and 1718-
0087A).
● show evidence that staff have incorporated feedback from the Fiscal Vitality Committee
as well as key stakeholders and engagements, and
● comply with the Board adopted “Guiding Principles Regarding Budget Development and
Prioritization”(Dec. 2017)
BE IT FURTHER RESOLVED, In order to achieve our goals, the Committee is asking the Board to
consider adopting the following key recommendations for implementation in 2019-20.
1. Implement BP 3150. In establishing budget priorities and reductions for school year
2019-20, apply BP 3150's allocation scheme, including restricting Central District-wide
Administrative costs to 12% of general unrestricted revenues. Our expectation is that
the number of school- and district-level administrators – particularly classified
1
78
administrators -- will be significantly reduced to be more in line with comparable
districts and that resources to school sites will be maximized.
2. Redesign the District. Many centrally funded and managed initiatives are not aligned to
existing Board Policies. The Committee recommends we use BP 3150, BP 3625, BP 6005,
and BP 6006, and a zero-based budgeting approach to guide the restructuring of the
District, and eliminate initiatives and programs that do not show evidence to support
the rapid acceleration of students’ academic outcomes and improved social emotional
well-being. The District’s Theory of Action states that the District will operate a “central
office and the number and type of schools that we can sustain over time.” The redesign
process will include reimagining how the central office is currently organized and
identifying strategies to reduce the total number of schools the District operates.
3. Competitive Employee Compensation. Prioritize funds to enable the District to remain
competitive in teacher compensation. Pursue and invest in strategies that show
evidence of increasing teacher and leader retention. In order to do this, we recognize
the need to reprioritize current investments in order to reallocate dollars.
4. Commit to Shared Decision Making and Multi-Stakeholder Teams. Direct
Superintendent to consult a multi-stakeholder leadership team which includes site-
based leaders (including students, families, teachers, classified staff, principals, and
central staff) to provide input, accelerate the work and ensure quality and equity remain
central pillars in the District’s redesign process. The consultations will take place
between December 2018 and March 2019.
PASSED AND ADOPTED this 14th day of November, 2018, at a Regular Meeting of the
Governing Board by the following vote:
PREFERENTIAL AYE: None
PREFERENTIAL NO: None
PREFERENTIAL ABSTENTION: None
PREFERENTIAL RECUSE: None
AYES: Jody London, Shanthi Gonzales, James Harris, Aimee Eng
NOES: Jumoke Hinton Hodge
ABSTAINED: None
RECUSE: None
ABSENT: Rose Ann Torres
Yota Omosowho (Student Director)
Josue Chavez (Student Director)
2
79
CERTIFICATION
We hereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a
Regular Meeting of the Board of Education of the Oakland Unified School District, held on
November 14, 2018.
Legislative File Info. OAKLAND UNIFIED SCHOOL DISTRICT
File ID Number: 18-2385
Introduction Date: 11/8/18
Enactment Number: 18-1787
Enactment Date: 11/14/18 er
Aimee Eng
President, Board of Education
Kyla Johnson-Trammell
Superintendent and Secretary, Board of Education
3
80
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OG
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taes
?seitilicaf
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od
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rebmun
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loohcs
ot
OG
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ataD
&
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&
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dna
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,uX
anaN
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92
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saw
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5
fo
hcae
nihtiW
ot
*detcepxe
stneduts
#
seitilicaf
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ni
staes
#
.sv
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noiger
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3202
ni
noiger
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ni
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eb
lliw
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ta
taht
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no
atad
edulcni
ton
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osla
sisylana
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ni
dedeen
eb
lliw
loohcs
hgih
dna
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srebmun
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detcejorP*
21
93
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)ARS(
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sisylanA
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tsaE
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31
94
noigeR
LARTNEC
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noiger
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eht
,yltnerruC
sloohcs
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7
●
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1
●
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1
●
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1
●
ylno
sloohcs
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41
95
LARTNEC
8-K
&
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eht
dna
,loohcs
hcae
fo
yticapac
taes
eht
,3202
ni
stneduts
#
detcejorp
eht
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elbat
ehT
.)staes
#
htiw
stneduts
#
gnirapmoc
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egatrohs/sulprus
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ytilicaF
staes
167
=
sulprus
8-K
+
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#
egatrohS
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66
974
314
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1
ot
pu
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31
014
793
5-K
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2
.loohcs
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rewef
152
229
176
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3
371
747
475
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4
derahs
1
etadilosnoc
osla
dluoc
eW
.noiger
eht
ni
supmac
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47
977
507
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5 6
494
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atinaznaM
011
610,1
7
214
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DEES
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47
245
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aL
8
2
ot
pu
noitcudeR
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167
598,4
431,4
latoT
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tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
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ytilicaF*
51
96
LARTNEC
hgiH
&
elddiM
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dna
,loohcs
hcae
fo
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ni
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=
sulprus
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101
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1
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101
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#
=
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staes
39
39-
234,1
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1
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rof
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troppus
ot
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si
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deecxe
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rof
snoitcejorP
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0
fo
noitcudeR
latoT
.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
latot
eht
morf
detcartbus
neeb
evah
9102
remmus
ni
devomer
eb
lliw
taht
selbatroP**
.ereh
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61
97
noigeR
TSAE
sisylanA
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*sah
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02
●
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2
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7
●
sloohcs
21-6
3
●
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2
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ylno
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71
98
TSAE
8-K
dna
yratnemelE
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/sulpruS
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noitcejorP
epyT
emaN
loohcS
#
staes
699,2
=
sulprus
8-K
+
5-K
egatrohS
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591
065
563
5-K
eladnellA
1
161
406
344
5-K
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2
482
065
672
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3
detcejorp
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dna
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troppus
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823
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4
113
419
572
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5
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6
ot
pu
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562
475
903
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6
.sloohcs
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102
608
992
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/ssapmocnE
7
603
5-K
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8
143
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9
09
487
derahs
5
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osla
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353
5-K
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01
312
006
783
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11
eht
ni
sloohcs
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supmac
151
595
444
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21
.noiger
89
334
533
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31
091
205
213
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41
082
695
613
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51
11
ot
pu
noitcudeR
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243
029
343
5-K
/dnalhgiH
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61
532
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71
842
526
773
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81
sloohcs
672
5-K
/woN
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91
903
838
352
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02
221-
654
875
8-K
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12
.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
022-
674
696
8-K
pihsredaeL
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22
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ta
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a
yb
desu
taht
staes
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699,2
348,01
748,7
latoT
.latot
noitcejorp
ni
dedulcni
ton
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retrahc
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fo
emit
81
99
TSAE
21-6
&
elddiM
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noitcejorP
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emaN
loohcS
#
=
sulprus
21-6
&
elddiM
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713
elddiM
/ecnaillA
1
staes
621,1
881
968
463
elddiM
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2
044
676
632
elddiM
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3
31
832
522
elddiM
LOS
dnalkaO
4
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troppus
dluoc
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423
/elddiM
/stooR
5
713
7901
rewef
2
ot
pu
htiw
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654
21-6
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6
443
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rof
detinU
7
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elddim
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112
9101
464
21-6
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8
87
824
053
elddiM
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9
derahs
3
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osla
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121-
606
727
21-6
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01
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621,1
339,4
708,3
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napsedarg
21-6
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APCC
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5
ot
pu
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.seitilicaf
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dna
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htob
ni
staes
sedulcni
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elddim
htiw
sesupmac
erahs
taht
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21-6
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efiL
dna
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taht
etoN**
91
100
TSAE
sloohcS
hgiH
sisylanA
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/sulpruS
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loohcS
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epyT
#
egatrohS
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staes
752,1
=
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hgiH
077
306,1
338
hgiH
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1
684
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417
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2
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752,1
408,2
745,1
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1
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htiw
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hgih
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1
ot
pu
noitcudeR
latoT
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.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
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si
#
taht
os
stneduts
002,1
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ot
dennalp
si
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02
101
noigeR
TSAEHTRON
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noiger
tsaehtroN
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7
●
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1
●
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1
●
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●
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12
102
TSAEHTRON
8-K
&
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ytilicaF
noitcejorP
epyT
loohcS
#
egatrohS
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staes
613,1
=
sulprus
8-K
+
5-K
331
473
142
5-K
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1
053
835
881
5-K
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2
422
764
342
5-K
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3
detcejorp
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781
704
022
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4
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3
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pu
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18
165
084
5-K
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5
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68
114
523
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6
3
744
444
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7
252
974
722
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8
613,1
486,3
863,2
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3
ot
pu
noitcudeR
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.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
22
103
TSAEHTRON
hgiH
&
elddiM
sisylanA
yticapaC
.nwohs
osla
era
noiger
eht
rof
snoitcejorp
raey
eviF
.epyt
loohcs
yb
woleb
nwohs
si
yticapac
ytilicaF
=
sulprus
loohcs
elddiM
/sulpruS
ytilicaF
loohcS
noitcejorP
epyT
#
egatrohS
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emaN
staes
473
473
368
984
elddiM
etraH
terB
1
=
sulprus
loohcs
hgiH
/sulpruS
ytilicaF
loohcS
noitcejorP
epyT
#
egatrohS
*yticapaC
emaN
staes
222
222
909,1
786,1
hgiH
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1
tnemllorne
detcejorp
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troppus
ot
hguone
egral
era
sloohcs
hgih
dna
elddim
tnerruc
eht
htoB
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eht
rof
sloohcs
0
fo
noitcudeR
latoT
.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
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ytilicaF*
32
104
noigeR
TSEWHTRON
sisylanA
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eht
,yltnerruC
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noiger
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yratnemele
01
●
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8-K
1
●
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elddim
3
●
loohcs
hgih
1
●
weivnelG
ylno
sloohcs
nur-tcirtsiD*
42
105
TSEWHTRON
8-K
&
yratnemelE
sisylanA
yticapaC
/sulpruS
ytilicaF
noitcejorP
epyT
emaN
loohcS
#
egatrohS
*yticapaC
staes
772
=
sulprus
8-K
+
5-K
45
495
045
5-K
tobahC
1
701-
433
144
5-K
sdnalhgiH
rekcorC
2
evah
sloohcs
8-K
dna
5-K
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ehT
021
444
423
5-K
nosremE
3
92-
064
984
5-K
**weivnelG
4
eht
troppus
ot
yticapac
tneiciffus
95
074
114
5-K
relliM
niuqaoJ
5
.tnemllorne
detcejorp
82
382
552
5-K
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6
57-
616
196
5-K
rialctnoM
7
55
653
103
5-K
atlareP
8
201
414
213
5-K
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9
19
674
583
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01
12-
253
373
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11
772
997,4
225,4
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0
fo
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latoT
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tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
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rednu
ytilicaf
wen
rof
detamitse
sa
yticapaC**
52
106
TSEWHTRON
hgiH
&
elddiM
sisylanA
yticapaC
/sulpruS
ytilicaF
noitcejorP
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loohcS
#
egatrohS
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82
174
344
elddiM
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1
=
sulprus
loohcs
elddiM
7-
287
987
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rewerB
andE
2
staes
532
412
789
377
elddiM
aretnoM
3
532
042,2
500,2
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/sulpruS
ytilicaF
=
sulprus
loohcs
hgiH
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epyT
emaN
loohcS
#
egatrohS
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staes
421
421
**199,1
768,1
hgiH
hceT
dnalkaO
1
rof
tnemllorne
detcejorp
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ot
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hgih
dna
elddim
tnerruc
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htoB
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htob
ni
staes
sedulcni
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ytilicaF*
.hceT
dnalkaO
rof
yticapac
taes
latot
eht
ni
dedulcni
si
)612(
yticapac
supmac
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raF**
62
107
noigeR
TSEW
sisylanA
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noiger
tseW
eht
,yltnerruC
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yratnemele
4
●
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elddim
2
●
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1
●
.02-91
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loohcs
fo
sa
desolc
eb
lliw
hcihw
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toN**
ylno
sloohcs
nur-tcirtsiD*
72
108
TSEW
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/sulpruS
ytilicaF
noitcejorP
epyT
emaN
loohcS
#
egatrohS
*yticapaC
staes
796
=
sulprus
5-K
861
084
213
5-K
revooH
1
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gniK
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2
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161
295
134
A/N
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rewef
1
ot
pu
htiw
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552
074
512
5-K
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3
.loohcs
yratnemele
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311
**633
322
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4
796
878,1
181,1
latoT
1
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pu
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loohcs
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dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
.ereh
yticapac
eht
morf
detcartbus
era
9102
fo
remmus
ni
devomer
eb
lliw
taht
selbatrop
afoknaS**
82
109
TSEW
hgiH
&
elddiM
sisylanA
yticapaC
.nwohs
osla
era
noiger
eht
rof
snoitcejorp
raey
eviF
.epyt
loohcs
yb
woleb
nwohs
si
yticapac
ytilicaF
/sulpruS
ytilicaF
noitcejorP
epyT
emaN
loohcS
#
=
sulprus
loohcs
elddiM
egatrohS
*yticapaC
dnalkaO
tseW
staes
191,1
485
067
671
elddiM
1
elddiM
706
269
553
elddiM
ekaltseW
2
191,1
227,1
135
latoT
=
sulprus
loohcs
hgiH
/sulpruS
ytilicaF
noitcejorP
epyT
emaN
loohcS
#
egatrohS
*yticapaC
staes
183
183
087
993
hgiH
sdnomylCcM
1
.loohcs
elddim
nur-tcirtsid
DSUO
rewef
1
ot
pu
htiw
tnemllorne
detcejorp
eht
troppus
dluoc
eW
.tnemllorne
detcejorp
etadommocca
ot
hguone
egral
si
noiger
eht
ni
loohcs
hgih
tnerruc
ehT
loohcs
1
ot
pu
noitcudeR
latoT
.seitilicaf
tnenamrep
dna
yraropmet
htob
ni
staes
sedulcni
yticapac
ytilicaF*
92
110
stluseR
8-K
&
yratnemelE
sisylanA
yticapaC
na
evah
yltnerruc
eW
#
ni
egnahC
#
muminiM
#
tnerruC
fo
yticapac
taes
yratnemele
sloohcS
sloohcS
sloohcS
noigeR
ot
tcepxe
tub
,staes
990,62
2-
**6
*8
lartneC
DSUO
250,02
ylno
evah
11-
**11
*22
tsaE
.3202
ni
stneduts
3-
5
8
tsaehtroN
taes
8-K/yratnemelE
0
11
11
tsewhtroN
=
snoiger
ssorca
sulprus
1-
3
4
tseW
740,6
71-
63
35
latoT
.supmac
a
erahs
sloohcs
yratnemele
fo
sriap
6
,yltnerruC*
71
ot
pu
noitcudeR
latoT
tsaE
ni
5(
sesupmac
derahs
fo
noitadilosnoc
sedulcni
muminiM**
.)lartneC
ni
1
dna
sloohcs
03
111
stluseR
21-6
&
elddiM
sisylanA
yticapaC
elddim
a
evah
yltnerruc
eW
#
ni
egnahC
#
muminiM
#
tnerruC
fo
yticapac
taes
loohcs
sloohcS
sloohcS
sloohcS
noigeR
ot
tcepxe
tub
,staes
563,01
0
1
1
lartneC
DSUO
833,7
ylno
evah
5-
**5
*01
tsaE
.3202
ni
stneduts
0
1
1
tsaehtroN
sulprus
taes
21-6/elddiM
0
3
3
tsewhtroN
720,3
=
snoiger
ssorca
1-
1
2
tseW
6-
11
71
latoT
.supmac
a
erahs
sloohcs
21-6/elddim
fo
sriap
2
yltnerruC*
.sesupmac
derahs
3
fo
noitadilosnoc
sedulcni
noitcudeR**
6
ot
pu
noitcudeR
latoT
sloohcs
13
112
stluseR
loohcS
hgiH
sisylanA
yticapaC
hgih
a
evah
yltnerruc
eW
#
ni
egnahC
#
muminiM
#
tnerruC
519,8
fo
yticapac
taes
loohcs
sloohcS
sloohcS
sloohcS
noigeR
evah
ot
tcepxe
tub
,staes
0
1
1
lartneC
ni
stneduts
DSUO
520,7
ylno
1-
1
2
tsaE
.3202
0
1
1
tsaehtroN
sulprus
taes
loohcs
hgiH
0
1
1
tsewhtroN
098,1
=
snoiger
ssorca
0
1
1
tseW
1-
5
6
latoT
1
ot
pu
noitcudeR
latoT
sloohcs
23
113
stluseR
1
traP
fo
yrammuS
sisylanA
yticapaC
latoT
hgiH
21-6
&
elddiM
8-K
&
yratnemelE
67
6
71
35
tnerruC
25
5
11
63
muminiM
42-
1-
6-
71-
egnahC
fo
rebmun
muminim
etulosba
eht
gninimreted
rof
tniop
gnitrats
a
era
stluseR
●
.sraey
5
ni
stneduts
DSUO
troppus
ot
dedeen
sloohcs
nur-tcirtsid
ro
esolc
ot
sesupmac
loohcs
ynam
woh
ro
hcihw
su
llet
ton
seod
sisylana
sihT
●
.etadilosnoc
33
114
2
traP
sisylanA
noitacoL
paM
ediwytiC
a
drawoT
sisylanA
noitacollA
noitacoL
DSUO
EVIL
stneduts
erehw
no
desab
sloohcs
rof
snoitacol
lamitpo
eht
era
erehW
?seitilicaf
gnitsixe
ruo
era
yawa
raf
woh
dna
)DAR(
ataD
&
tnemssessA
hcraeseR
ekdaR
nasuS
8102-01
115
?sisylana
noitacolla
noitacol
a
si
tahW
sisylanA
noitacoL
cilbup
rof
noitacol
evitceffe
tsom
eht
yfitnedi
ot
rotces
cilbup
eht
ni
desU
•
lamitpo
na
erehw
snoitats
erif
dna
,slatipsoh
,sloohcs
sa
hcus
secivres
.secivres
ot
ssecca
elbatiuqe
tsom
dna
tsetaerg
eht
serusne
noitacol
eht
no
desab
setis
loohcs
fo
noitacol
lamitpo
eht
enimreted
ot
ereh
desU
•
.stneduts
fo
noitacol
erom
edam
eb
nac
snoitacoler
dna
snoitadilosnoc
loohcs
tuoba
snoisiceD
•
ot
su
elbane
lliw
sihT
.evil
stneduts
erehw
rof
tnuocca
ew
fi
ylevitceffe
.emoh
ot
resolc
snoitpo
loohcs
ytilauq
edivorp
53
116
?ledom
eht
dliub
ot
dedeen
era
stupni
tahW
sisylanA
noitacoL
?3202
ni
dnalkaO
ni
gnivil
eb
lliw
nerdlihc
ega
loohcs
ynam
woH
.1
?sloohcs
nur-tcirtsid
dnetta
lliw
meht
fo
ynam
woH
.2
?3202
ni
dnalkaO
ni
gnivil
eb
yeht
lliw
erehW
.3
?dezimitpo
eb
lliw
snoitacol
loohcs
ynam
woH
.4
?loohcs
ot
levart
stneduts
dluohs
raf
woH
.5
63
117
ni
gnivil
eb
lliw
nerdlihc
ega
loohcs
ynam
woH
.1
?3202
ni
dnalkaO
sisylanA
noitacoL
setamitse
raey
5
noitalupop
detcejorp
uaeruB
susneC
SU
eht
sesu
sisylana
sihT
•
no
nwohs(
spuorg
kcolb
susnec
633
s’dnalkaO
ni
gnivil
nerdlihc
ega
loohcs
fo
.3202
ni
dnalkaO
ni
gnivil
eb
lliw
stneduts
DSUO
ynam
woh
enimreted
ot
)pam
nerdlihc
dega-loohcs
yratnemele
435,92
nerdlihc
dega-loohcs
elddim
016,41
nerdlihc
dega-loohcs
hgih
355,81
wen
fo
tcapmi
eht
enimreted
ot
llaF
siht
detcudnoc
eb
lliw
sesylana
lanoitiddA
•
.tnemllorne
3202
detcejorp
no
noitcurtsnoc
gnisuoh
dnalkaO
73
118
lliw
nerdlihc
ega
loohcs
dnalkaO
fo
ynam
woH
.2
?sloohcs
DSUO
dnetta
sisylanA
noitacoL
-6
&
elddiM
yratnemelE
latoT
hgiH
21
8-K
&
ni
gnivil
nerdlihc
ega
loohcs
#
detamitsE
796,26
355,81
016,41
435,92
3202
ni
dnalkaO
%6.75
%6.35
%7.84
%6.46
etaR
erutpaC
nuR-tcirtsiD
DSUO
81-7102
ni
gnivil
nerdlihc
ega
loohcs
#
detamitsE
831,63
159,9
111,7
670,91
DSUO
dnetta
ot
detcepxe
dnalkaO
3202
ni
sloohcs
nur-tcirtsid
erehw
fo
snoitcejorp
susnec
no
desab
era
3202
ni
stneduts
DSUO
fo
#
eht
fo
setamitse
eht
,ereH
.gnivil
eb
lliw
stneduts
83
119
?3202
ni
gnivil
eb
stneduts
DSUO
lliw
erehW
.3
sisylanA
noitacoL
puorg
kcolb
hcae
nihtiw
detareneg
saw
stniop
fo
tes
modnar
A
eht
tuohguorht
stneduts
detcejorp
laudividni
noitisop
ot
fo
erahs
sti
yb
deppam
si
puorg
kcolb
hcaE
”stniop
dnamed“
kram
ot
puorg
kcolb
eht
fo
tnetxe
cihpargoeg
.stneduts
DSUO
3202
detcejorp
.ledom
eht
ni
)weiv
mooz(
93
120
eb
lliw
snoitacol
loohcs
DSUO
ynam
woH
.4
?dezimitpo
sisylanA
noitacoL
&
elddiM
yratnemelE
latoT
hgiH
21-6
8-K
&
dnalkaO
ni
gnivil
nerdlihc
ega
loohcs
#
detamitsE
)
A
796,26
355,81
016,41
435,92
3202
ni
%6.75
%6.35
%7.84
%6.46
”etar
erutpac“
sloohcs
nur-tcirtsiD
DSUO
81-7102
)
B
dnalkaO
ni
gnivil
nerdlihc
ega
loohcs
#
detamitsE
)
C
831,63
159,9
111,7
670,91
3202
ni
sloohcs
nur-tcirtsid
DSUO
dnetta
ot
detcepxe
)B
x
A(
a/n
815,1
177
205
loohcs
rep
detacolla
stneduts
#
)
D
*ezimitpo
ot
snoitacol
loohcs
#
)
E
35
6
9
83
)D
/
C(
.stneduts
815,1
detacollasi
loohcs
hgih
hcae
;stneduts
177
detacolla
si
loohcs
elddim
hcae
;stneduts
205
detacolla
si
loohcs
yratnemele
hcae
gnimussA*
.setis
loohcs
gnitsixe
fo
yticapac
lautca
eht
no
desab
egnahc
lliw
dedeen
sloohcs
fo
rebmun
lanif
ehT
04
121
?loohcs
ot
levart
stneduts
dluohs
raf
woH
.5
sisylanA
noitacoL
ereht
gnimussa
”etals
naelc“
a
htiw
ffo
strats
ledom
ehT
.dnalkaO
ni
tey
sloohcs
on
era
yradnuob
a
smrof
detceles
si
taht
ecnatsid
ehT
•
nihtiw
stneduts
dna
,noitacol
loohcs
hcae
dnuora
.loohcs
taht
ot
detacolla
era
yradnuob
taht
erew
desu
secnatsid
mumixam
ehT
•
8-K
dna
yratnemele
rof
selim
5.1
•
21-6
dna
sloohcs
elddim
rof
selim
2
•
sloohcs
hgih
rof
selim
3
•
.saera
ecnadnetta
reggib
naem
lliw
sloohcs
reweF
•
.dnalkaO
edistuo
gnivil
stneduts
dna
sloohcs
ediwytic
gnidnetta
stneduts
sedulcxE
14
122
yratnemele
DSUO
lamitpo
:stuptuO
yranimilerP
snoitacol
loohcs
sisylanA
noitacoL
:stupnI
yratnemele
nur-tcirtsid
970,91
●
a
gnisu
3202
ni
detcepxe
stneduts
%6.46
fo
etar
erutpac
*loohcs
rep
stneduts
yratnemele
205
●
delevart
ecnatsid
mumixam
elim
5.1
●
)205/970,91(
sloohcs
yratnemele
83
●
decalp
saw
loohcs
hcae
ot
detacolla
stneduts
fo
rebmun
mumixam
ehT*
taht
ni
sloohcs
DSUO
rof
yticapac
taes
fo
naidem
eht
no
desab
24
.napsedarg
123
yratnemele
DSUO
lamitpo
:stuptuO
yranimilerP
snoitacol
loohcs
sisylanA
noitacoL
ot
ecnatsid
loohcS
noitacol
lamitpo
dnalkaO
gnola
derusaem
saw
ecnatsiD
gnitsixe
tnerruc
neewteb
krowten
teerts
lamitpo
tsesolc
dna
seitilicaf
loohcs
.)s(noitacol
loohcs
8-K/yratnemele
tnerruc
lla
fo
ecnatsid
egarevA
loohcs
yratnemele
lamitpo
tsesolc
ot
sloohcs
selim
4004.0
:snoitacol
34
124
loohcs
yratnemele
DSUO
lamitpO
ot
ecnatsiD
noigeR
LARTNEC
-
snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
4934.0
atsiV
alleB
lartneC
9184.0
dnalevelC
lartneC
2141.0
nilknarF
lartneC
5550.0
dleifraG
lartneC
6893.0
atileucsE
aL
lartneC
6041.0
nlocniL
lartneC
/ytinummoC
atinaznaM
lartneC
6403.0
DEES
atinaznaM
3082.0
)egareva(
yratnemelE
LARTNEC
44
125
loohcs
yratnemele
DSUO
lamitpO
ot
ecnatsiD
noigeR
TSAE
-
snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
)seliM(
ecnatsiD
loohcS
noigeR
ARS
9401.0
nnaM
ecaroH
tsaE
/dnaldooW
NROCA
3962.0
/ytinummoC
l'tnI
tsaE
5105.0
ssapmoCnE
tsaE
woN
egelloC
knihT
2093.0
aznarepsE/ustameroK
tsaE
0753.0
eladnellA
tsaE
1692.0
rewoL
kraP
nosidaM
tsaE
6934.0
segdirB
tsaE
2402.0
mahkraM
tsaE
2806.0
dleifkoorB
tsaE
7224.0
*8-K
pihsredaeL
esorleM
tsaE
/detinU
ytinummoC
6813.0
tsaE
/dnalhgiH
weN
serutuF
0862.0
tsaE
ESIR
3352.0
EDIRP
dnalkaO
tsaE
tsaE
7472.0
hcaeR
tsaE
4803.0
)egareva(
yratnemelE
TSAE
8562.0
elavtiurF
tsaE
1671.0
ylimaF
labolG
tsaE
laud
dezilaiceps
a
si
pihsredaeL
esorleM*
yltnerruc
dna
loohcs
noisremmi
egaugnal
.aera
ecnadnetta
ediwytic
a
sah
6190.0
8-K
faelneerG
tsaE
54
126
loohcs
yratnemele
DSUO
lamitpO
ot
ecnatsiD
noigeR
TSAEHTRON
-
snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
3975.0
retlahkcruB
tsaehtroN
3024.0
kcnuM
lraC
tsaehtroN
9336.1
yellaV
ssarG
tsaehtroN
9970.0
drawoH
tsaehtroN
5054.0
leruaL
tsaehtroN
1233.0
rekraP
tsaehtroN
6513.0
sthgieH
doowdeR
tsaehtroN
8372.0
aiouqeS
tsaehtroN
7015.0
)egareva(
yratnemelE
TSAEHTRON
64
127
loohcs
yratnemele
DSUO
lamitpO
ot
ecnatsiD
noigeR
TSEWHTRON
-
snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
6409.0
tobahC
tsewhtroN
1973.0
sdnalhgiH
rekcorC
tsewhtroN
2912.0
nosremE
tsewhtroN
9431.0
yratnemelE
weivnelG
tsewhtroN
8090.1
tserclliH
tsewhtroN
1959.0
relliM
niuqaoJ
tsewhtroN
5384.1
resiaK
tsewhtroN
5151.0
rialctnoM
tsewhtroN
0992.0
atlareP
tsewhtroN
7804.0
tnomdeiP
tsewhtroN
6273.0
llihnrohT
tsewhtroN
1285.0
)egareva(
yratnemelE
TSEWHTRON
74
128
loohcs
yratnemele
DSUO
lamitpO
ot
ecnatsiD
noigeR
TSEW
-
snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
3211.0
revooH
tseW
7162.0
gniK
rehtuL
nitraM
tseW
5903.0
ttocserP
tseW
9144.0
afoknaS
tseW
3182.0
)egareva(
yratnemelE
TSEW
4004.0
)egareva(
yratnemelE
snoigeR
llA
84
129
elddim
DSUO
lamitpo
:stuptuO
yranimilerP
snoitacol
loohcs
sisylanA
noitacoL
noitacol
loohcs
lamitpO
ot
ecnatsid
loohcS
noitacol
lamitpo
:stupnI
stneduts
loohcs
elddim
nur-tcirtsid
511,7
●
fo
etar
erutpac
a
gnisu
3202
ni
detcepxe
%6.84
*loohcs
rep
stneduts
loohcs
elddim
177
●
delevart
ecnatsid
mumixam
elim
2
●
decalp
)177/511,7(
sloohcs
elddim
9
●
21-6/elddim
tnerruc
lla
fo
ecnatsid
egarevA
loohcs
elddim
lamitpo
tsesolc
ot
sloohcs
selim
0755.0
:snoitacol
saw
loohcs
hcae
ot
detacolla
stneduts
fo
rebmun
mumixam
ehT*
taht
ni
sloohcs
DSUO
rof
yticapac
taes
fo
naidem
eht
no
desab
94
.napsedarg
130
loohcs
elddim
DSUO
lamitpO
ot
ecnatsiD snoitacol
sisylanA
noitacoL
)seliM(
ecnatsiD
loohcS
noigeR
ARS
)seliM(
ecnatsiD
loohcS
noigeR
ARS
4678.0
etraH
terB
tsaehtroN
2498.0
loohcS
elddiM
tlevesooR
lartneC
7494.0
tnomeralC
tsewhtroN
4315.0
/ymedacA
ecnaillA
tsaE
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andE
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8718.0
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5545.0
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9230.1
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3883.0
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loohcs
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6174.0
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tseW
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7228.0
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6733.0
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stneduts
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hgih
nur-tcirtsid
159,9
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fo
etar
erutpac
a
gnisu
3202
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rep
stneduts
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sloohcs
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loohcs
hcae
ot
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stneduts
fo
rebmun
mumixam
ehT*
taht
ni
sloohcs
DSUO
rof
yticapac
taes
fo
naidem
eht
no
desab
15
.napsedarg
132
loohcs
hgih
DSUO
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ot
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snoitacol
sisylanA
noitacoL
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ecnatsiD
loohcS
noigeR
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6428.0
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1566.0
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134
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noitamrofni
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gniwollof
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ni
detneserp
138
ygolodohtem
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desab
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5
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•
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ot
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ni
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139
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fo
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140
B
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noitacoL
-
2
traP
ni
detneserp
141
lliw
nerdlihc
ega
loohcs
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fo
ynam
woH
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cilbup
dnetta
sisylanA
noitacoL
ot
sloohcs
DSUO
ni
nerdlihc
ega
loohcs
fo
setar
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era
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kcolB
•
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ni
sloohcs
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dnetta
ot
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ynam
woh
enimreted
:elpmaxe
loohcs
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&
nur-tcirtsid(
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ni
gnivil
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rebmun
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•
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* 435,92(970,91
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ni
sloohcs
DSUO
dnetta
ot
detcepxe
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ega
loohcs
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fo
rebmuN
•
cilbuP
81-7102
ni
toN
7102
loohcs
latoT
7102
latoT
81-7102
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81-7102
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81-7102
erutpaC
loohcS
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dnalkaO
ni
nerdlihc
ega
dnalkaO
ni
stneduts
retrahC
81-7102
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81-7102
etaR
erutpaC
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sloohcS
dnalkaO
sloohcS
cilbuP
stneduts
stneduts
nuR
noitalupoP
7102
778,25
779,51
009,63
81-7102
stnedutS#
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*%8.75
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764,21
737,26
072,05
920,41
142,63
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628,4
822,03
146,52
711,6
425,91
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365,3
394,41
200,11
849,3
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794,4
610,81
726,31
469,3
366,9
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LATOT
16
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yna
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ton
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si
etar
erutpac
ediw
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142
sloohcS
ytilauQ
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32-2202
22-1202
12-0202
02-9102
91-8102
81-7102
1
trohoC
STROPPUS
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Exhibit J
143
nalP
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02-9102
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2
145
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146
eht
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147
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148
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149
noitazitiroirP
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8
151
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152
sU
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NOISSIM
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01
153
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22
165
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32
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0.0
0.63
secivreS
ygolonhceT
689
0.0
0.1
tnemeganaM
ksiR
789
0.0
0.3
noitubirtsiD
&
tnemerucorP
099
3.0
0.0
ecivreS
dooF
199
0.0
1.8
noitubirtsiD
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299
0.0
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noitatropsnarT
599
5.8
3.411
05
193
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15
194
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etaerc
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34
195
seuneveR
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32-2202
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22-1202
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12-0202
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44
196
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54
197
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64
198
nalP
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206
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73
Exhibit L
Board Office Use: Legislative File Info.
File ID Number 19-0095
Introduction Date 1/23/19
Enactment Number 19-0169
Enactment Date 1/28/19 os
Memo
To Board of Education
From Kyla Johnson-Trammell, Superintendent
Yvette Renteria, Deputy Chief of Innovation
Board Meeting Date January 23, 28, 2019
Subject RESOLUTION NO. 1819-0143 -- Approving Coliseum College
Preparatory Academy Expansion and Roots International
Academy Closure – Work Plan - Blueprint for Quality Schools
Action Adoption of Resolution No. 1819-0143 -- Approving Coliseum College
Preparatory Academy Expansion and Roots International
Academy Closure – Work Plan - Blueprint for Quality Schools
Background On February 28, 2018, the Governing Board passed Resolution No.
1718-0124 - Work Plan - Blueprint for Quality Schools to lead to the
development of a phased work plan to support the District in
increasing quality in school offerings. Board Policy 6006 provides that
quality, equity, utility, sustainability, and community benefit are
guiding principles and factors to be used during the redesign and
reconfiguration process,
Discussion Resolution No. 1819-0143 authorizes: 1) Expansion of Coliseum
College Preparatory Academy (CCPA), currently a 6-12 Grade School,
by increasing its capacity over the next 7 school years by forming an
additional 6th grade cohort in 2019-2020; an additional 7th grade
cohort in 2020-2021; an additional 8th grade cohort in 2021-2022; an
additional 9th grade cohort in 2022-2023; an additional 10th grade
cohort in 2023-2024; an additional 11th grade cohort in 2024-2025;
and an additional 12th grade cohort in 2025-2026, if needed; and 2)
Closure of Roots International Academy (RIA) effective June 30, 2019
and, effectively immediately, support the enrollment transition for
1000 Broadway, Suite 680, Oakland, CA 94607 510.879.8200 ph | www.ousd.org
237
2019-2020 of current RIA 6th and 7th grade students by providing
priority placement at another middle school of parent, guardian or
caregiver choice.
Fiscal Impact Anticipated increase in revenues through increased enrollment at a
high-demand school; cost-savings over time through reduction of
District’s school portfolio
Attachment Resolution 1819-0143
Presentation
1000 Broadway, Suite 680, Oakland, CA 94607 510.879.8200 ph | www.ousd.org
238
RESOLUTION
OF THE
BOARD OF EDUCATION
OF THE
OAKLAND UNIFIED SCHOOL DISTRICT
RESOLUTION NO. 1819-0143
Approving Coliseum College Preparatory Academy Expansion and Roots International Academy Closure – Work Plan -
Blueprint for Quality Schools
WHEREAS, on February 28, 2018, the Governing Board passed Resolution No. 1718-0124 - Work Plan - Blueprint for Quality
Schools;
WHEREAS, Resolution No. 1718-0124 provides that criteria shall be identified and articulated in the selection of schools for
reconfiguration. Such criteria shall be approved by the Board of Education prior to any efforts to implement the Blueprint for
Quality Schools;
WHEREAS, Board Policy 6006 authorizes the Superintendent to increase access to high-quality public-school options for the
students and families of Oakland using quality, equity, utility,
sustainability, and community benefit as guiding principles and factors during the redesign and
reconfiguration of the OUSD that builds upon the current work of the Blueprint for Quality
Schools process to create a Citywide Plan,
NOW, THEREFORE, BE IT RESOLVED THAT the Board hereby adopts the following proposal for a segment of Cohort 2 of the
Blueprint for Quality Schools: 1) Expand Coliseum College Preparatory Academy (CCPA), currently a 6-12 Grade School, by
forming an additional 6th grade cohort in 2019-2020; an additional 7th grade cohort in 2020-2021; an additional 8th grade
cohort in 2021-2022; an additional 9th grade cohort in 2022-2023; an additional 10th grade cohort in 2023-2024; an additional
11th grade cohort in 2024-2025; and an additional 12th grade cohort in 2025-2026, if needed; and 2) Close Roots International
Academy (RIA) effective June 30, 2019 and, effectively immediately, support the enrollment transition for 2019-2020 of current
RIA 6th and 7th grade students by providing priority placement at another middle school of parent, guardian or care giver
choice; and
BE IT FURTHER RESOLVED THAT, as an Exception to current Board Policy 5116.1 - Open Enrollment, for this particular
situation of rising 7th and 8th graders [currently 6-7 grade pupils], who are at Roots now, and also the siblings of current
Roots students, who are 5th graders right now [District wide, i.e., prospective 6th graders next school year], shall have priority
enrollment over anyone else that may apply to Coliseum College Preparatory Academy; and
BE IT FURTHER RESOLVED THAT the Superintendent is authorized to take any and all steps to implement the reorganization of
these schools and campuses to effectuate the goals outlined in the Blueprint, save an action that requires further authorization
by the Board.
Passed by the following vote:
PREFERENTIAL AYE:None
PREFERENTIAL NAYS:Josue Chavez and Yota Omosowho (Student Directors)
PREFERENTIAL ABSTENTION:None
PREFERENTIAL RECUSE:None
239
AYES:Jumoke Hinton Hodge, Shanthi Gonzales, Gary Yee, James Harris, Vice President
Jody London and President Aimee Eng.
NAYS:Roseann Torres
ABSTAINED:None
RECUSED: None
ABSENT: None
CERTIFICATION
We hereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a Special Meeting of the
Board of Education of theOakland Unified School District held onJanuary 28, 2019.
Legislative File
OAKLAND UNIFIED SCHOOL DISTRICT
File ID Number: 19-0095
Introduction Date: 1/23/19
Enactment Number: 19-0169
Enactment Date: 1/28/19 ___________________________________________
By: os
Aimee Eng
President, Board of Education
___________________________________________
Kyla Johnson-Trammell
Superintendent and Secretary, Board of Education
240
Exhibit M
Board Office Use: Legislative File Info.
File ID Number 18-2727
Introduction Date 1/9/19
Enactment Number
Enactment Date
Memo
To Board of Education
From Kyla Johnson-Trammell, Superintendent
Board Meeting Date February 11, 2019
Subject Resolution No. 1819-0144–Budget Reduction Recommendation to Achieve Fiscal Year
2019-2020 3% Reserve for Economic Uncertainty
Action Requested Adoption by the Board of Education of Resolution No. 1819-0144 – Budget Reduction
and Recommendation to Achieve Fiscal Year 2019-2020 3% Reserve for Economic Uncertainty
Recommendation from a reduction target of $30M to $21.75M.
Background and At theNovember 14, 2018 Board Meeting, the Board discussed and approved Resolution
Discussion 1819-0013 from the Board’s Special Committee on Fiscal Vitality (FVC). The FVC met over
the fall of 2018 to review key board policies and the Governance Theory of Action. The
Committee created a set of recommendations for budget development and prioritization
for the 2019-20 school year. In addition reductions of ~$30 million (coupled with savings
measures and efficiencies), key recommendations include: 1. implement BP 3150; 2.
redesign the District; 3. competitive employee compensation; and 4. commit to shared
decision making and multi-stakeholder teams.
Staff is recommending a revised target of $21.75M which is still projected to reach the
3% reserve due to the updated information in the First Interim Report. The reduced
target also allows the Superintendent and staff to minimize the impact of budget
reductions on the level of service, quality of staff and education programs for District
students. The FY 2019-20 Reduction Plan includes: 1. reduction of $11.9M in central
administrative costs; 2. reduction of $3.75M in central services to sites; 3. $1.47M in
contract reductions and maximizing restricted resources; 4. $1.6M in additional
operational cost savings; and 5. $3M in reductions to discretionary funds to school sites.
Fiscal Impact Reductions of $21.75millionto 2019-20Budget to reach a 3.0% reserve and account for
new investments, including employee compensation, recruitment, and retention.
Attachments Resolution No. 1819-0144 – Budget Reduction Recommendation to Achieve Fiscal
Year 2019-2020 3% Reserve for Economic Uncertainty
www.ousd.org
241
RESOLUTION
OF THE
BOARD OF EDUCATION
OF THE
OAKLAND UNIFIED SCHOOL DISTRICT
NO. 1819-0144
Budget Reduction Recommendation to Achieve Fiscal Year 2019-2020 3%
Reserve for Economic Uncertainty
WHEREAS, the Governing Board (hereafter “Board”) passed Commitment to Fiscal Solvency
Resolution 1819-0041 on August 8, 2018 to address the Oakland Unified School District’s
projected deficit which at the time was estimated to grow from an estimated $20,300,000 in
2019-20 fiscal year, and $59,000,000 in the 2020-21 fiscal year and provided for reductions of
at least $21,750,000 beginning in 2019-20 to address the budget shortfall and provide for a
minimum 3% reserve beginning in 2019-20 fiscal year; and
WHEREAS, this Resolution supersedes Resolution No. 1819-0041 and provides for all Board
reductions based on updated budget information at First Interim, release of the Governor’s
2019 Budget proposal, and a consideration of required employee investments; and
WHEREAS, the Board recognizes that the District is highly dependent on revenue from the
State of California and that revenue source is dependent on the on-going stability of the
California State economy; and
WHEREAS, the Board recognizes that the Governor’s 2019/2020 Budget proposal projects out
year increases tied to primarily cost of living adjustments only, and that these budget
components have a direct impact on the District’s multi-year projections; and
WHEREAS, the Board of Directors understands the increased costs of living to staff in the
Oakland Community and Greater Bay Area and the impacts on recruiting and retaining highly
skilled teachers and staff, and the Board is committed to increasing investments in staff
salaries;
WHEREAS, the Board further recognizes the impact of declining enrollment and increasing
California State Teachers’ Retirement System (CalSTRS) and California Public Employees’
Retirement System (CalPERS) pension costs on the District’s budget;
1
242
WHEREAS, the AB 1200 provides for the District to provide to the Alameda County Office of
Education a full disclosure of proposed impacts, costs, and multi-year projections to support
any negotiated salary investments; and
WHEREAS, Education Code section 42127(c) provides, in relevant part, that the County
Superintendent of Schools shall:
“Determine whether the adopted budget will allow the school district to meet its
financial obligations during the fiscal year and is consistent with a financial plan that will
enable the school district to satisfy its multi-year financial commitments . . . [and] shall
either conditionally approve or disapprove a budget that does not provide adequate
assurance that the school district will meet its current and future obligations and resolve
any problems identified in studies, reports, evaluations, or audits described in this
paragraph”; and
WHEREAS, based on the District projections of revenue and expenditures and the District’s
current fiscal challenges and commitment to staff salaries, it is projected that without
offsetting reductions, the District would not meet its required minimum reserves beginning in
the 2019-2020 and 2020-21 fiscal years, and the District would have a negative ending fund
balance which would vary based on the level of employee salary commitments and other
district drivers of revenue and costs; and
WHEREAS, the Board desires to minimize the impact of budget reductions on the level of
service and quality of staff and education programs for District students; and
WHEREAS, on November 14, 2018, the Board passed Resolution No. 1819-0013 providing
direction on the fiscal years 2018-2019 and 2019-2020 budget reductions, including desired
minimum reserve levels that achieve a maximum of $30 million in reductions for the 2019-20
year and focus on: 1. implementing BP 3150; 2. redesigning the District; 3. providing
competitive employee compensation; and, 4. committing to shared decision making and multi-
stakeholder teams; and
WHEREAS, the Superintendent presented information to the Board relating to the 2019-2020
budget on January 9, 2019 and January 23, 2019, which included potential options for budget
reductions, a recommendation for 2019-2020 budget reductions on February 6, 2019, for first
read, and a final vote on proposed budget reductions for the 2019-2020 budget on February
11, 2019; and
WHEREAS, the Superintendent recommends (1) a reduction $11.9M in central administrative
costs, a total of 90.23 FTE to be eliminated or moved to restricted funding sources ; (2) a
reduction of $3.75M in central services to sites, a total of 57.8 FTE to be eliminated or moved to
restricted funding sources; (3) reallocation of supplemental funds to support educator
2
243
retention and compensation; (4) $1.47M in reductions to contracts and maximizing restricted
resources, and (5) $1.6M in additional operational cost savings.
NOW, THEREFORE, BE IT RESOLVED, this Resolution supersedes Resolution No. 1819-0041 and
provides for all Board reductions based on updated budget information at First Interim,
release of the Governor’s 2019 Budget proposal, and a consideration of required employee
investments; and
BE IT FURTHER RESOLVED, the Governing Board hereby adopts the Superintendent’s
recommendation relating budget reductions to achieve its Fiscal Year 2019-20 3% Reserve for
Economic Uncertain and investments in educator compensation through: (1) a reduction
$11.9M in central administrative costs, a total of 90.23 FTE to be eliminated or moved to
restricted funding sources;(2) a reduction of $3.75M in central services to sites, a total of 57.8
FTE to be eliminated or moved to restricted funding sources;(3) reallocation of supplemental
funds to support educator retention and compensation; (4) $1.47M in reductions to contracts
and maximizing restricted resources; and, (5) $1.6M in additional operational cost savings; and
BE IT FURTHER RESOLVED, that the Board hereby directs the Superintendent to initiate all
steps necessary to implement these budget reductions, including without limitation, statutory
notices relating to layoff or reassignment and to incorporate these budget reductions in the
proposed Fiscal Year 2019-2020 District Budget to be adopted by Board not later than June 30,
2019; and
BE IT FURTHER RESOLVED, that given Board Policy 3100.1 and the District’s budget, the Board
requires the Superintendent to develop a conservative budget that achieves at minimum a 3%
reserve beginning in FY 2019-20 in order to address unforeseen budgetary increases.
PASSED AND ADOPTED this 11th day of February, 2019, at a Special Meeting of the Governing
Board by the following vote:
PREFERENTIAL AYE:
PREFERENTIAL NOE:
PREFERENTIAL ABSTENTION:
PREFERENTIAL RECUSE:
AYES:
NOES:
ABSTAINED:
RECUSE:
ABSENT:
3
244
CERTIFICATION
We hereby certify that the foregoing is a full, true and correct copy of a Resolution passed at a
Special Meeting of the Board of Education of the Oakland Unified School District, held on
February 11, 2019.
OAKLAND UNIFIED SCHOOL DISTRICT
Legislative File Info.
File ID Number:
Introduction Date:
___________________________________________
Enactment Number:
Aimee Eng
Enactment Date:
President, Board of Education
___________________________________________
Kyla Johnson-Trammell
Superintendent and Secretary, Board of Education
4
245
Exhibit N
246
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02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
617,853,802
752,754,86
954,109,931
054,871,502
663,214,76
480,667,731
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
065,922,3
780,160,1
374,861,2
662,081,3
298,440,1
473,531,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
0
0
0
%00.0
91-81 eludehcs
ffO
0
0
0
0
029,348,5
185,836,1
933,502,4
%00.3
)91-81( 81-71
353,551,6
173,220,2
389,231,4
%00.3
91-81
0
0
0
0
0
0
0
0
0
%00.0
02-91
0
0
%00.0
12-02
672,885,112
543,815,96
139,960,241
617,853,802
752,754,86
954,109,931
308,333,112
737,434,96
760,998,141
seiralaS
detacifitreC latoT
0
0
0
397,541,99
677,643,83
710,997,06
466,092,89
730,610,83
726,472,06
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
865,268
716,333
159,825
921,558
047,033
983,425
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
0
0
0
%00.0
91-81 eludehcs
ffO
809,108,2
375,080,1
633,127,1
%00.3
)81-71( 91-81
350,698,2
184,041,1
275,557,1
%00.3
91-81
0
0
0
0
0
%00.0
02-91
0
0
%00.0
12-02
163,800,001
393,086,83
869,723,16
397,541,99
677,643,83
710,997,06
541,134,99
815,651,93
726,472,06
seiralaS
deifissalC latoT
736,695,113
837,891,801
998,793,302
905,405,703
330,408,601
574,007,002
849,467,013
452,195,801
496,371,202
:SEIRALAS
LATOT
659,797,701
053,391,74
606,406,06
100,029,101
795,780,54
504,238,65
328,273,69
855,040,34
662,233,35
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
784,635,961
063,041,07
721,693,99
323,068,161
842,663,76
670,494,49
113,765,451
613,076,46
599,698,98
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,119,58
474,398,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
454,750,916
878,909,072
675,741,843
785,317,106
853,172,362
922,244,833
738,731,616
814,255,772
914,585,833
SERUTIDNEPXE LATOT
)114,074,82(
)863,483,29(
859,319,36
)906,187,81(
)750,349,58(
744,161,76
)584,689,92(
)701,903,101(
226,223,17
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
196,401,38
196,401,38
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
857,878,18
283,902,651
)426,033,47(
SESU/SECRUOS LATOT
)45.343,696,92(
)13.277,224,31(
)42.175,372,61(
)34.245,700,02(
)07.238,839,11(
)47.907,860,8(
71.372,298,15
59.472,009,45
)77.100,800,3(
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
108,768,18
733,475,18
564,392
443,578,101
071,315,39
471,263,8
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
854,171,25
565,151,86
)701,089,51(
108,768,18
733,475,18
564,392
443,578,101
071,315,39
471,263,8
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
051,183,21
0
051,183,21
272,430,21
0
272,430,21
755,853,21
0
755,853,21
%00.2
EVRESER DERIUQER
565,151,86
565,151,86
733,475,18
733,475,18
071,315,39
071,315,39
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)46.652,115,82(
00.0
)46.652,115,82(
)04.708,098,11(
00.0
)04.708,098,11(
)66.283,641,4(
00.0
)66.283,641,4(
DETAIRPORPPANU
248
tcirtsiD
loohcS
deifinU dnalkaO DSUO
12-0202
12-0202
12-0202
02-9102
02-9102
02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
390,795,012
750,094,96
630,701,141
845,423,202
293,067,66
651,465,531
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
552,462,3
690,770,1
951,781,2
030,631,3
687,430,1
442,101,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
069,129,2
092,918
076,201,2
%05.1
81-71 eludehcs
ffO
0
0
0
0
810,099,2
706,689
114,300,2
%05.1
91-81
0
0
0
415,631,5
978,496,1
536,144,3
0
0
0
%05.2
02-91
029,702,3
705,850,1
314,941,2
%05.1
12-02
862,960,712
066,526,17
806,344,541
390,795,012
750,094,96
630,701,141
805,642,502
286,975,76
628,666,731
seiralaS
detacifitreC latoT
0
0
0
560,663,89
640,167,83
910,506,95
281,931,59
694,984,73
686,946,75
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
587,558
122,733
465,815
117,728
951,623
255,105
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
459,004,1
682,045
866,068
%05.1
81-71 eludehcs
ffO
899,504,1
230,455
669,158
%05.1
91-81
0
271,993,2
193,549
187,354,1
0
%05.2
02-91
823,884,1
474,685
458,109
%05.1
12-02
771,017,001
147,486,93
634,520,16
560,663,89
640,167,83
910,506,95
631,045,69
287,920,83
453,015,85
seiralaS
deifissalC latoT
644,977,713
204,013,111
440,964,602
851,369,803
301,152,801
550,217,002
446,687,103
464,906,501
971,771,691
:SEIRALAS
LATOT
579,615,901
315,721,84
264,983,16
196,422,201
722,594,54
564,927,65
347,860,49
828,162,24
519,608,15
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
705,552,171
425,470,17
389,081,001
310,561,261
778,377,76
631,193,49
032,362,251
685,198,36
446,173,88
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,419,58
474,698,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
282,959,626
507,559,472
775,300,253
629,974,306
750,921,562
868,053,833
154,558,406
898,197,372
355,360,133
SERUTIDNEPXE LATOT
)832,273,63(
)691,034,69(
759,750,06
)949,745,02(
)657,008,78(
808,252,76
)990,407,81(
)785,845,79(
884,448,87
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
0
0
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
)339,522,1(
196,401,37
)426,033,47(
SESU/SECRUOS LATOT
)74.171,895,73(
)05.995,864,71(
)79.175,921,02(
)65.188,377,12(
)53.235,697,31(
)12.943,779,7(
)94.230,039,91(
)54.698,344,42(
59.368,315,4
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
751,972,8
664,273
196,609,7
830,350,03
899,861,41
040,488,51
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
)510,913,92(
)431,690,71(
)188,222,21(
751,972,8
664,273
196,609,7
830,350,03
899,861,41
040,488,51
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
681,935,21
0
681,935,21
995,960,21
0
995,960,21
019,231,21
0
019,231,21
%00.2
EVRESER DERIUQER
)431,690,71(
)431,690,71(
664,273
664,273
899,861,41
899,861,41
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)21.760,219,42(
00.0
)21.760,219,42(
)51.809,213,4(
00.0
)51.809,213,4(
60.031,106,3
00.0
60.031,106,3
DETAIRPORPPANU
249
tcirtsiD
loohcS
deifinU dnalkaO
AEO
12-0202
12-0202
12-0202
02-9102
02-9102
02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
817,725,722
523,557,47
393,277,251
885,583,312
068,801,07
827,672,341
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
086,625,3
807,851,1
279,763,2
774,703,3
786,680,1
987,022,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
029,348,5
185,836,1
933,502,4
%00.3
81-71
0
0
0
0
831,702,8
594,696,2
346,015,5
%00.4
91-81
0
0
0
356,438,01
777,955,3
678,472,7
0
0
0
%00.5
02-91
0
0
%00.0
12-02
793,450,132
330,419,57
563,041,551
817,725,722
523,557,47
393,277,251
885,583,312
068,801,07
827,672,341
seiralaS
detacifitreC latoT
0
0
0
344,333,601
976,478,14
367,854,46
694,693,001
876,635,93
818,958,06
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
101,529
013,463
197,065
054,378
969,343
084,925
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
809,108,2
375,080,1
633,127,1
%00.3
81-71
404,168,3
146,025,1
267,043,2
%00.4
91-81
0
794,360,5
230,499,1
564,960,3
0
%00.5
02-91
0
0
%00.0
12-02
445,852,701
989,832,24
555,910,56
344,333,601
976,478,14
367,854,46
694,693,001
876,635,93
818,958,06
seiralaS
deifissalC latoT
149,213,833
220,351,811
919,951,022
161,168,333
400,036,611
651,132,712
480,287,313
835,546,901
645,631,402
:SEIRALAS
LATOT
210,376,511
104,812,05
116,454,56
657,213,901
819,819,74
838,393,16
297,581,79
812,133,34
475,458,35
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
445,114,771
114,561,37
331,642,401
870,352,961
965,791,07
905,550,99
082,083,551
679,069,46
403,914,09
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,119,58
474,398,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
418,846,356
312,988,382
206,957,963
399,264,536
056,829,572
343,435,953
149,769,916
263,798,872
975,070,143
SERUTIDNEPXE LATOT
)177,160,36(
)307,363,501(
239,103,24
)610,135,25(
)943,006,89(
333,960,64
)985,618,33(
)150,456,201(
264,738,86
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
0
0
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
)339,522,1(
196,401,37
)426,033,47(
SESU/SECRUOS LATOT
)47.307,782,46(
)88.601,204,62(
)58.695,588,73(
)77.849,657,35(
)81.521,695,42(
)95.328,061,92(
)79.125,240,53(
)99.953,945,92(
)89.161,394,5(
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
)004,618,83(
)195,235,51(
)908,382,32(
945,049,41
535,360,9
410,778,5
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
)401,401,301(
)796,439,14(
)604,961,16(
)004,618,83(
)195,235,51(
)908,382,32(
945,049,41
535,360,9
410,778,5
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
779,270,31
0
779,270,31
062,907,21
0
062,907,21
951,534,21
0
951,534,21
%00.2
EVRESER DERIUQER
)796,439,14(
)796,439,14(
)195,235,51(
)195,235,51(
535,360,9
535,360,9
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)13.383,293,47(
00.0
)13.383,293,47(
)64.960,341,63(
00.0
)64.960,341,63(
)78.441,807,6(
00.0
)78.441,807,6(
DETAIRPORPPANU
250
tcirtsiD
loohcS
deifinU dnalkaO
SRTS
rewoL redniftcaF
12-0202
12-0202
12-0202
02-9102
02-9102
02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
617,853,802
752,754,86
954,109,931
054,871,502
663,214,76
480,667,731
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
065,922,3
780,160,1
374,861,2
662,081,3
298,440,1
473,531,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
0
0
0
%00.0
91-81 eludehcs
ffO
0
0
0
0
029,348,5
185,836,1
933,502,4
%00.3
)91-81( 81-71
353,551,6
173,220,2
389,231,4
%00.3
91-81
0
0
0
0
0
0
0
0
0
%00.0
02-91
0
0
%00.0
12-02
672,885,112
543,815,96
139,960,241
617,853,802
752,754,86
954,109,931
308,333,112
737,434,96
760,998,141
seiralaS
detacifitreC latoT
0
0
0
397,541,99
677,643,83
710,997,06
466,092,89
730,610,83
726,472,06
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
865,268
716,333
159,825
921,558
047,033
983,425
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
0
0
0
%00.0
91-81 eludehcs
ffO
809,108,2
375,080,1
633,127,1
%00.3
)81-71( 91-81
350,698,2
184,041,1
275,557,1
%00.3
91-81
0
0
0
0
0
%00.0
02-91
0
0
%00.0
12-02
163,800,001
393,086,83
869,723,16
397,541,99
677,643,83
710,997,06
541,134,99
815,651,93
726,472,06
seiralaS
deifissalC latoT
736,695,113
837,891,801
998,793,302
905,405,703
330,408,601
574,007,002
849,467,013
452,195,801
496,371,202
:SEIRALAS
LATOT
370,286,501
661,894,64
709,381,95
709,377,99
784,283,44
024,193,55
328,273,69
855,040,34
662,233,35
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
506,024,761
771,544,96
824,579,79
922,417,951
831,166,66
190,350,39
113,765,451
613,076,46
599,698,98
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,119,58
474,398,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
175,149,616
596,412,072
778,627,643
294,765,995
842,665,262
442,100,733
738,731,616
814,255,772
914,585,833
SERUTIDNEPXE LATOT
)825,453,62(
)581,986,19(
756,433,56
)515,536,61(
)749,732,58(
234,206,86
)584,689,92(
)701,903,101(
226,223,17
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
196,401,38
196,401,38
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
857,878,18
283,902,651
)426,033,47(
SESU/SECRUOS LATOT
)87.064,085,72(
)68.885,727,21(
)39.178,258,41(
)66.744,168,71(
)59.227,332,11(
)17.427,726,6(
71.372,298,15
59.472,009,45
)77.100,800,3(
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
698,310,48
744,972,28
054,437,1
443,578,101
071,315,39
471,263,8
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
534,334,65
858,155,96
)224,811,31(
698,310,48
744,972,28
054,437,1
443,578,101
071,315,39
471,263,8
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
238,833,21
0
238,833,21
053,199,11
0
053,199,11
755,853,21
0
755,853,21
%00.2
EVRESER DERIUQER
858,155,96
858,155,96
744,972,28
744,972,28
071,315,39
071,315,39
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)03.452,706,52(
00.0
)03.452,706,52(
)83.009,604,01(
00.0
)83.009,604,01(
)66.283,641,4(
00.0
)66.283,641,4(
DETAIRPORPPANU
251
tcirtsiD
loohcS
deifinU dnalkaO SRTS rewoL DSUO
12-0202
12-0202
12-0202
02-9102
02-9102
02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
390,795,012
750,094,96
630,701,141
845,423,202
293,067,66
651,465,531
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
552,462,3
690,770,1
951,781,2
030,631,3
687,430,1
442,101,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
069,129,2
092,918
076,201,2
%05.1
81-71 eludehcs
ffO
0
0
0
0
810,099,2
706,689
114,300,2
%05.1
91-81
0
0
0
415,631,5
978,496,1
536,144,3
0
0
0
%05.2
02-91
029,702,3
705,850,1
314,941,2
%05.1
12-02
862,960,712
066,526,17
806,344,541
390,795,012
750,094,96
630,701,141
805,642,502
286,975,76
628,666,731
seiralaS
detacifitreC latoT
0
0
0
560,663,89
640,167,83
910,506,95
281,931,59
694,984,73
686,946,75
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
587,558
122,733
465,815
117,728
951,623
255,105
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
459,004,1
682,045
866,068
%05.1
81-71 eludehcs
ffO
899,504,1
230,455
669,158
%05.1
91-81
0
271,993,2
193,549
187,354,1
0
%05.2
02-91
823,884,1
474,685
458,109
%05.1
12-02
771,017,001
147,486,93
634,520,16
560,663,89
640,167,83
910,506,95
631,045,69
287,920,83
453,015,85
seiralaS
deifissalC latoT
644,977,713
204,013,111
440,964,602
851,369,803
301,152,801
550,217,002
446,687,103
464,906,501
971,771,691
:SEIRALAS
LATOT
382,643,701
752,114,74
620,539,95
145,550,001
974,977,44
260,672,55
347,860,49
828,162,24
519,608,15
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
418,480,961
762,853,07
745,627,89
368,599,951
031,850,76
437,739,29
032,362,251
685,198,36
446,173,88
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,119,58
474,398,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
985,887,426
944,932,472
141,945,053
677,703,106
013,014,462
664,798,633
154,558,406
898,197,372
355,360,133
SERUTIDNEPXE LATOT
)645,102,43(
)939,317,59(
393,215,16
)997,573,81(
)900,280,78(
012,607,86
)990,407,81(
)785,845,79(
884,448,87
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
0
0
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
)339,522,1(
196,401,37
)426,033,47(
SESU/SECRUOS LATOT
)97.874,724,53(
)09.243,257,61(
)98.531,576,81(
)05.137,106,91(
)67.487,770,31(
)57.649,325,6(
)94.230,039,91(
)54.698,344,42(
59.368,315,4
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
703,154,01
312,190,1
390,063,9
830,350,03
899,861,41
040,488,51
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
)271,679,42(
)031,166,51(
)340,513,9(
703,154,01
312,190,1
390,063,9
830,350,03
899,861,41
040,488,51
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
277,594,21
0
277,594,21
651,620,21
0
651,620,21
019,231,21
0
019,231,21
%00.2
EVRESER DERIUQER
)031,166,51(
)031,166,51(
312,190,1
312,190,1
899,861,41
899,861,41
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)75.418,069,12(
00.0
)75.418,069,12(
)86.260,618,2(
00.0
)86.260,618,2(
60.031,106,3
00.0
60.031,106,3
DETAIRPORPPANU
252
tcirtsiD
loohcS
deifinU dnalkaO SRTS rewoL
AEO
12-0202
12-0202
12-0202
02-9102
02-9102
02-9102
91-8102
91-8102
91-8102
detcejorP
detcejorP
detcejorP
detcejorP
miretnI
dn2
miretnI
dn2
9102/02/2
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
denibmoC
DETCIRTSER
DETCIRTSERNU
69.304,43
00.0
69.304,43
19.359,43
00.0
19.359,43
46.845,53
00.0
46.845,53
ADA dednuF
%75.1-
%76.1-
raeY
roirP
morf
ADA ni egnahc egatnecreP
6820.1
6820.1
6430.1
6430.1
1720.1
1720.1
% ALOC yrotutatS
0000.001
0000.001
0000.001
0000.001
0000.001
0000.001
egatnecreP gnidnuF
paG
5030.1
5030.1
8130.1
8130.1
8530.1
8530.1
IPC
00.35
00.151
00.35
00.151
00.35
00.151
ADA rep yrettoL
TCEJBO
EUNEVER
.A
269,684,393
903,872,3
356,802,093
545,680,783
903,872,3
632,808,383
114,909,483
903,872,3
201,136,183
9908-0108
secruoS FFCL
.1
0
0
0
1908/9108
stnemtsujdA raeY roirP
016,682,1
571,395,05
0
306,185,05
306,185,05
0
289,965,05
289,965,05
0
9928-0018
seuneveR laredeF
.2
294,501,76
809,588,85
485,912,8
494,288,56
172,007,75
322,281,8
380,013,17
209,626,65
181,386,41
9958-0038
seuneveR etatS rehtO
.3
0
0
0
0
0
0
0
0
0
514,104,97
811,867,56
792,336,31
533,183,97
811,867,56
712,316,31
678,163,97
811,867,56
857,395,31
9978-0068
seuneveR lacoL rehtO
.4
0
0
0
0
0
0
0
snoitubirtnoc
ees - 1G erusaeM
440,785,095
015,525,871
435,160,214
779,139,285
103,823,771
676,306,504
253,151,685
113,342,671
140,809,904
EUNEVER LATOT SERUTIDNEPXE
.B
817,725,722
523,557,47
393,277,251
885,583,312
068,801,07
827,672,341
035,433,991
587,377,56
547,065,331
9991
- 0001
seiralaS esaB
086,625,3
807,851,1
279,763,2
774,703,3
786,680,1
987,022,2
0
0
0
%55.1
nmuloC & petS
0
0
0
0
0
0
029,348,5
185,836,1
933,502,4
%00.3
81-71
0
0
0
0
831,702,8
594,696,2
346,015,5
%00.4
91-81
0
0
0
356,438,01
777,955,3
678,472,7
0
0
0
%00.5
02-91
0
0
%00.0
12-02
793,450,132
330,419,57
563,041,551
817,725,722
523,557,47
393,277,251
885,583,312
068,801,07
827,672,341
seiralaS
detacifitreC latoT
0
0
0
344,333,601
976,478,14
367,854,46
694,693,001
876,635,93
818,958,06
481,337,39
464,539,63
027,797,65
9992
- 0002
seiralaS
esaB
101,529
013,463
197,065
054,378
969,343
084,925
0
0
0
%78.0
nmuloC & petS
0
0
0
0
0
0
809,108,2
375,080,1
633,127,1
%00.3
81-71
404,168,3
146,025,1
267,043,2
%00.4
91-81
0
794,360,5
230,499,1
564,960,3
0
%00.5
02-91
0
0
%00.0
12-02
445,852,701
989,832,24
555,910,56
344,333,601
976,478,14
367,854,46
694,693,001
876,635,93
818,958,06
seiralaS
deifissalC latoT
149,213,833
220,351,811
919,951,022
161,168,333
400,036,611
651,132,712
480,287,313
835,546,901
645,631,402
:SEIRALAS
LATOT
864,263,311
062,954,94
802,309,36
022,969,601
839,841,74
282,028,95
297,581,79
812,133,34
475,458,35
9993-0003
stifeneB eeyolpmE
.3
235,837,16
010,749,22
125,197,83
223,049,95
156,872,22
176,166,73
784,491,85
857,926,12
927,465,63
stifeneb htlaeH
0
0
0
0
0
0
0
0
0
000,101,571
172,604,27
927,496,201
245,909,661
985,724,96
359,184,79
082,083,551
679,069,46
403,914,09
stifeneB
eeyolpmE latoT
337,595,13
667,727,42
669,768,6
147,246,33
840,879,62
396,466,6
733,153,63
255,884,92
587,268,6
9994-0004
seilppuS dna skooB
.4
878,015,39
784,732,95
193,372,43
263,119,58
474,398,25
888,710,33
718,837,19
225,748,45
592,198,63
9995-0005
.pO rehtO ,secivreS
.5
211,794,1
562,463,1
748,231
440,474,1
956,443,1
583,921
254,055,7
565,424,7
788,521
9996-0006
yaltuO latipaC
.6
192,840,6
192,840,6
0
192,840,6
192,840,6
0
256,298,9
256,298,9
0
9927-0017
ogtuO rehtO
.7
)052,773,1(
179,291,1
)122,075,2(
)052,773,1(
506,638,1
)558,312,3(
)642,773,1(
755,736,2
)308,410,4(
9937-0037
stsoC tceridnI/tceriD
.8
665,946,6
0
665,946,6
665,946,6
0
665,946,6
665,946,6
0
665,946,6
9947-0047
ecivreS tbeD
.9
072,833,156
270,031,382
891,802,863
754,911,336
076,851,572
787,069,753
149,769,916
263,798,872
975,070,143
SERUTIDNEPXE LATOT
)722,157,06(
)365,406,401(
633,358,34
)084,781,05(
)963,038,79(
988,246,74
)985,618,33(
)150,456,201(
264,738,86
YCNEICIFED/SSECXE
.C
SECRUOS REHTO
.D
760,465
0
760,465
760,465
0
760,465
760,465
0
760,465
9298-0198
nI srefsnarT dnufretnI
.1
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
)000,097,1(
0
)000,097,1(
9267-0167
tuO srefsnarT dnufretnI
.2
0
0
0
0
0
0
0
0
0
9798-0398
nI secruoS rehtO
.3
0
0
0
0
0
0
0
0
0
9967-0367
tuO sesU rehtO
.4
0
695,169,87
)695,169,87(
0
422,400,47
)422,400,47(
0
196,401,37
)196,401,37(
9998-0898
smargorP
detcirtseR/.birtnoC
.5
0
)339,522,1(
695,169,87
)925,781,08(
)339,522,1(
422,400,47
)751,032,57(
)339,522,1(
196,401,37
)426,033,47(
SESU/SECRUOS LATOT
)67.951,779,16(
)65.669,246,52(
)02.391,433,63(
)72.314,314,15(
)33.541,628,32(
)49.762,785,72(
)79.125,240,53(
)99.953,945,92(
)89.161,394,5(
ecnalaB dnuF ot egnahC
SEVRESER
,ECNALAB DNUF
.F
)568,274,63(
)116,267,41(
)452,017,12(
945,049,41
535,360,9
410,778,5
658,785,65
598,216,83
169,479,71
:ECNALAB
GNINNIGEB
TEN
0
0
)587,406,6(
)587,406,6(
TNEMTSUJDA TIDUA
0
0
0
STNEMETATSER
)420,054,89(
)775,504,04(
)744,440,85(
)568,274,63(
)116,267,41(
)452,017,12(
945,049,41
535,360,9
410,778,5
:ECNALAB GNIDNE
:ECNALAB
GNIDNE
FO STNENOPMOC
000,051
0
000,051
000,051
0
000,051
000,051
0
000,051
HSAC GNIVLOVER
0
0
0
DIAPERP
0
0
0
0
0
0
0
0
0
SEROTS
667,620,31
0
667,620,31
093,266,21
0
093,266,21
951,534,21
0
951,534,21
%00.2
EVRESER DERIUQER
)775,504,04(
)775,504,04(
)116,267,41(
)116,267,41(
535,360,9
535,360,9
detcirtseR yllageL
0
0
0
0
0
0
stnemtimmoC
rehtO
0
0
0
0
0
0
0
0
0
0
0
0
)10.312,122,17(
00.0
)10.312,122,17(
)18.346,225,43(
00.0
)18.346,225,43(
)78.441,807,6(
00.0
)78.441,807,6(
DETAIRPORPPANU
Exhibit O
AB1840 Estimated Costs Estimated Actual Hours Projected Hours
ACOE 2018-19 October November December January February March April May June Total Hours Days Rate Cost
County Superintendent 10 60 90 100 100 60 60 60 60 600 75.0 $1,575 $118,125
Associate Superintendent 10 60 90 110 120 80 100 100 80 750 93.8 $1,375 $128,906
Chief of Staff 10 60 80 100 100 90 60 60 60 620 77.5 $975 $75,563
ACOE Staff (various) 5 10 30 30 15 15 15 15 15 150 20.0 $600 $12,000
ACOE Contractor A 10 10 20 10 10 40 40 40 40 220 27.5 $800 $22,000
ACOE Contractor B 10 10 20 10 0 0 0 0 0 50 6.3 $800 $5,000
External Contractor A 0 0 0 0 0 100 100 100 100 400 50.0 $1,650 $82,500
External Contractor B 0 0 0 0 0 100 100 100 100 400 50.0 $1,650 $82,500
External Contractor C 0 0 0 0 0 100 100 100 100 400 50.0 $1,650 $82,500
External Contractor D 0 0 0 0 0 100 100 100 100 400 50.0 $1,650 $82,500
External Contractor E 0 0 0 0 0 100 100 100 100 400 50.0 $1,650 $82,500
Total $774,094
AB1840 Estimated Costs Projected Hours
ACOE 2019-20 July-Sep Oct-Dec Jan-Mar Apr-Jun Total Hours Days Rate Cost
County Superintendent 80 60 60 40 240 30.0 $1,600 $48,000
Associate Superintendent 120 120 120 120 480 60.0 $1,400 $84,000
Chief of Staff 40 40 60 40 180 22.5 $1,000 $22,500
ACOE Staff (various) 40 60 40 40 180 24.0 $625 $15,000
ACOE Contractor A 60 60 60 60 240 30.0 $800 $24,000
External Contractor A 300 300 300 300 1200 150.0 $1,650 $247,500
External Contractor B 300 300 300 300 1200 150.0 $1,650 $247,500
External Contractor C 300 300 300 300 1200 150.0 $1,650 $247,500
External Contractor D 300 300 300 300 1200 150.0 $1,650 $247,500
External Contractor E 300 300 300 300 1200 150.0 $1,650 $247,500
Total $1,431,000
AB1840 Estimated Costs Projected Hours
ACOE 2020-21 July-Sep Oct-Dec Jan-Mar Apr-Jun Total Hours Days Rate Cost
County Superintendent 40 40 20 20 120 15.0 $1,625 $24,375
Associate Superintendent 90 60 40 40 230 28.8 $1,425 $40,969
Chief of Staff 40 20 20 10 90 11.3 $1,025 $11,531
ACOE Staff (various) 40 30 30 20 120 16.0 $650 $10,400
ACOE Contractor A 60 60 60 60 240 30.0 $800 $24,000
External Contractor A 300 300 300 200 1100 137.5 $1,650 $226,875
External Contractor B 300 300 300 200 1100 137.5 $1,650 $226,875
External Contractor C 300 300 300 200 1100 137.5 $1,650 $226,875
External Contractor D 300 300 200 200 1000 125.0 $1,650 $206,250
External Contractor E 300 300 200 200 1000 125.0 $1,650 $206,250
Total $1,204,400
253
Exhibit P
OUSD 2018-2020 Fiscal Vitality Plan Summary
Fiscal Vitality Plan was introduced on Dec. 13, 2017 and is organized into three chapters - stability, recovery, vitality
● Stability - short-term (one to six months)
● Recovery - medium-term (three to twelve months)
● Vitality - long-term (six to eighteen months)
FCMAT Risk Factors and Fiscal Vitality Plan-Responsive Recommendations
Risk Factor Rating Summary FCMAT Recommendations FVP-Responsive
Recommendations
Deficit Spending No Adopt a plan to eliminate deficit spending 2.1, 2.2, 2.3, 2.4
Fund Balance No Monitor contributions and transfers to restricted 1.1, 1.2, 1.3, 1.4, 1.5, 1.6,
programs 1.7
Reserve for No Develop a plan to restore and maintain reserve 1.1, 1.2, 1.3, 1.4, 1.5, 1.6,
Economic Uncertainty 1.7
Enrollment and Mixed Monitoring plan; new housing; industry, charter 2.1
Attendance schools, birthrates, FTE changes
Cash Monitoring Mixed Plan for short-term cash flow needs; inter-fund 1.9
transfers
Bargaining No Bargaining beyond COLA must be supported by 3.2
Agreement available fund balance
General Fund Mixed Track one-time revenues with one-time 1.3, 2.9
expenditures; plan for realignment or elimination of
positions funded
Encroachment No Special ed, nutrition and early childhood cost 1.7
containment; evaluate transportation and bell
schedules
Position Control and No Tracking, creating, and deleting positions; 1.2, 2.5, 2.6, 2.8
Human Resources reconciling HR, budget and payroll systems
Budget Development Yes Budget development timeline and procedures 2.1, 2.2, 2.3
and Adoption
Multi-year Projections Yes Zero-based budgeting 2.2
Budget Monitoring No Budget exception framework 2.4
and Updates
Leadership Stability No Culture and practices that promote and support 3.1, 3.2, 3.3
systematic reform
Internal Controls and Yes Ensure continuity and consistency in the 2.4, 2.5, 2.6, 2.7, 2.8
Audit Reports application of internal controls
General Ledger Mixed Strengthen communication among financial 1.7, 1.8, 1.9, 1.10
services departments
254
23 Recommendations for action to help rectify OUSD fiscal health
Last available update online was March 14,2018
Stability - Short-Term (one to six months)
Rec # Recommendation Status
1.1 Restore the ending fund balance and maintain the state-mandated Complete
(Pg. 13) reserve for economic uncertainty (OUSD Supt.
email)
Date &
ACOE Updates
Name:
2 /11/19 T hedistrictoverestimatedtheirADAfortheprioryear,resultinginanauditadjustmentof$5.4M.There
Gary w asanadditionalauditadjustmentof$1.2M.Bothreducethefundbalance.Thedistrictover-estimated
Shirene theircurrentyearADAforanadditionalreductionof$2.4M.TheirREUisprojectedtobebelow2%for
currentplustwoyears.
Date &
OUSD Updates
Name:
255
1.2 Institute adjustments to existing Central Office positions In Progress
(Pg. 15) (3.14.18
report)
Date &
ACOE Updates
Name:
2 /8/19 A COEismonitoringproposedreductionsofCentralOfficepositions,theirfundingsources,andeffectson
various o perations.ThecurrentofficialdocumentisavailableontheOUSDwebsite,entitled"18-27272019-20
AppendixProposedStaffReductionandPositionFundingReallocationImpactAnalysis(FirstReading-
2619)."ThedocumentspecifiesreductionsinOperations,Academics,andSuperintendentfunctions,
a longwithprojectedsavings.
Date &
OUSD Updates
Name:
1.3 Maximize the use of restricted revenue resources In Progress
(Pg. 16) (3.14.18
report)
Date &
ACOE Updates
Name:
2 /7/19 A COEhascompletedadetailedanalysisoflocallyrestrictedresourceswithlargerevenuesand
Gary b alances.Theseareresources0002-1400andresourcesthatrollupto9010.Theparceltaxresourcesof
Thomas 9332(G1)and9334(G)requirebettermanagement.Thebigrestrictedresourcesof3010(TitleI)and
Hernan 6500(SpecialEducation)needextensiveanalysis,notcompletedbyACOE,inanefforttoreduce
u nrestrictedcontributions.
Date &
OUSD Updates
Name:
256
1.4 Evaluate Central Office-based contracts and books/supplies for possible In Progress
(Pg. 18) freeze and capture of savings (3.14.18
report)
Date &
ACOE Updates
Name:
2 /7/19 A COEhasnotcompletedadetailedanalysisofcontracts.Thesuppliesbudgetsfarexceedactual
Gary s pending($30M)andthereisthepossibilityoflargesavings.Thereasonforthehighbalancesisthe
Hernan districtbudgetstheirendingbalancestoObject4399,eveninresourceswherethesebalancescouldbe
Thomas useddifferently.
Date &
OUSD Updates
Name:
1.5 Pursue capture of donated days and/or furlough In Progress
(Pg. 20) (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
257
1.6 Adjust school per pupil allocations to capture savings In Progress
(Pg. 21) (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
1.7 Institute closer monitoring of contributions to other programs, e.g., In Progress
(Pg. 22) special education, nutrition, and early childhood (3.14.18
report)
Date &
ACOE Updates
Name:
2 /11/19 T hedistricthashighinterfundtransferstoFund13Cafeteriaandcontributionstospecialeducation.
Gary A COEdoesnothavethecapacitytoevaluatetheseprogramsingreatdetail.NoanalysisofFund12
ChildDevelopmenthasbeenattemptedandACOEdoesnothavethecapacity.Helpfromconsultants
couldbenefitACOEandthedistrict.
Date &
OUSD Updates
Name:
258
1.8 Update and implement budget forecast and projection practices In Progress
(Pg. 23) (3.14.18
report)
Date &
ACOE Updates
Name:
2 /11/19 S incetheconditionalapprovalofthedistrict'sbudget,ACOEhasincreaseditsinvolvementintryingto
Shirene g atherdatatojustifythedistrict'sassumptionsandprojections:enrollment,ADA,LCFFsources,1%cost
Gary ofraisestoallunits,step&columncalculations,unspecifiedotheradjustments,H&Wcosts,unaudited
Thomas actualstoCYbudget,actualexpendituresandencumbrancestoCYbudget,useofparceltaxes,
Hernan b udgetingofMAA,MandatedCosts,andLottery,budgetingandspendingofsupplies,andotheroutgo.
Teresa
Date &
OUSD Updates
Name:
1.9 Review and update cash flow monitoring practices In Progress
(Pg. 25) (3.14.18
report)
Date &
ACOE Updates
Name:
2 /11/19 A COEconducteditsnormalreviewofcashflowduringthetechnicalreviewofFirstInterim(Shirene
Gary M oreira).ACOEcontinuestoconductextensiveanalysisofcashflow,comparingactualspendingto
Thomas projectedbudget.ACOEhasreceivedinformationfromthedistrictthatindicatesanyproposedraisesare
Hernan beinganalyzedwithcashflowinmind.
Date &
OUSD Updates
Name:
259
1.10 Institute immediate protocols to limit and review spending among Central In Progress
(Pg. 27) Office and school sites (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
260
Recovery - Medium-Term (three to twelve months)
Rec # Recommendation Status
2.1 Plan for and adopt a balanced budget that avoids future deficit spending In Progress
(Pg. 29) (3.14.18
report)
Date &
ACOE Updates
Name:
N oapprovedplanhasbeenreceivedfromthedistrict.
Date &
OUSD Updates
Name:
2.2 Establish and conduct zero-based budgeting sessions with all Central In Progress
(Pg. 31) Office practices (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
261
2.3 Research, engage and implement a Central Office reorganization In Progress
(Pg. 33) (3.14.18
report)
Date &
ACOE Updates
Name:
2 /8/19 R eviewingorganizationchartsandresponsibilitiestodeterminehowtoassistthedistrictinreorganizing
Dan i tsCentralOffice.Consultantgroupsandindividualsarebeingevaluatedtodeterminetheirabilityto
Eric assist.
Gary
Date &
OUSD Updates
Name:
2.4 Institute and conduct monthly central office and school site budget Not Started
(Pg. 35) monitoring practices (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
262
2.5 Review, update and implement effective position control practices Not Started
(Pg. 36) (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
2.6 Develop a process for pre-approval of extra time employee payments In Progress
(Pg. 38) (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
263
2.7 Review and implement revised contract approval, processing and Not Started
(Pg. 39) management procedures (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
2.8 Complete transition to Escape technology system to manage finance In Progress
(Pg. 41) and human resource (HR) information (3.14.18
report)
Date &
ACOE Updates
Name:
Doug OUSD has completed the transition to the ACOE Escape Online 5 system. As of July 1, 2018, Escape
Online 5 is OUSD’s system of record. ACOE is currently providing Escape support to OUSD for most
areas of the software. OUSD is still working with Escape for payroll support. They are also working with
Escape on some additional district specific customizations.
Date &
OUSD Updates
Name:
264
2.9 Review and execute on shifts in expenses that maximize the use of In Progress
(Pg. 43) restricted funds (3.14.18
report)
Date &
ACOE Updates
Name:
S hirene T heDistricthasmadeprogresssinceprioryearinaddressingtheuseofrestrictedfunds.Someofthis
d iscussioncameupduringtheirbudgetdevelopmentduringLCAPplanning.
Date &
OUSD Updates
Name:
265
Vitality - Long-Term (six to eighteen months)
Rec # Recommendation Status
3.1 Review and engage school district and school leaders to re-establish In Progress
(Pg. 45) appropriate budget roles and responsibility (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
3.2 Establish systems for the management and oversight of bargaining In Progress
(Pg. 47) agreements (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
266
3.3 Consider and act on recommendations from the Blueprint for Quality In Progress
(Pg. 49) Schools review (3.14.18
report)
Date &
ACOE Updates
Name:
Date &
OUSD Updates
Name:
267