employee compensation reduction essay assignment
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What is the district’s total revenue? Do you foresee a loss in revenue for the next fiscal year?
Our current revenue is $67,209,400. Since we are a private institution, that is the figure that is brought in for our K-12 population via tuition fees. I do not predict a loss in revenue for next year. For the past two years, we have had students on waitlists in 8 of our 13 grades. All of our classes are full, and we continue to add students and classroom spaces to our existing building.
- What have personnel done to minimize that loss and its effect on stakeholders?
- If you do not foresee a loss of revenue, how was a loss avoided?
Our current vision is to strive to be best International American Curriculum school in the world. Everything we do from hiring practices, to curriculum implementation, to future fluent approaches to teaching, and communication with our stakeholders supports that vision. Parents have come to expect a certain level of quality from our school, and we do our best to consistently deliver. We often seek feedback from our parents, students, and teachers to have an understanding of their needs, concerns, and celebrations. Bottom line: customer service skills have to be top notch to ensure we are delivering the experience the students (and families) deserve.
- What are the projected expenditures for the next fiscal year?
The vast majority of expenditures go to staff salary and benefit packages. We will continue our journey as an apple distinguished school and provide each student K-8 an iPad. As I mentioned before, there are also planned expenditures for a 5 classroom expansion on the building. Professional Development is always a priority and planned for each staff member as well. There are other projects and initiatives that I am sure I am missing that would round out this figure.
- Have spending cuts been made to adjust for lower revenues?
While we are not losing revenue, it is an annual practice to review the year’s budget and determine what items could be cut in order to either save money, or put it into another initiative. For example, one large cut that was made this year was in software purchases. While we are very tech savvy, there were many apps and subscriptions that we simply didn’t need or use. At each level (ES, MS, HS), administrators and teacher leaders combed through to cut those items that were no longer needed. At the end, we were able to cut over $50k in apps and subscriptions and still have a very healthy number to support our journey.
- What are the specific budget reductions proposed for the next fiscal year?
As of now, we are not in that part of the budget cycle, so it is difficult to say.
- Are reserve funds available to help close the budget gap?
Yes, as a building, we operate using zero-based budget, but the company operates with a healthy reserve fund.
- Are you considering program cuts, employee compensation reduction, and or a reduction of employees?
No. As we continue to grow, we are hiring more staff.
- Is the district, higher education institution, or teaching hospital required by law to balance its budget?
Sorry, I’m unfamiliar with this aspect of the budget in the UAE.
- Do you foresee the need for a tax increase or bond referendum?
- Have you found any creative ways to balance the budget?
It’s always about knowing the budget you have to work with, understanding what you need to use for the year, and seeing what items you can do without in order to make the unforeseen purchases that come up outside of the budget. Often, it is getting “trial” subscriptions in order to pilot a program to see if it could be used on a larger scale in the next fiscal year.
- Is the budget available and clearly articulated to all stakeholders?
Again, I think this is a little different being a private institution. It is not communicated in the same way as a public entity.