South Kitsap School District
Policy Governance
Policy Type: Executive Limitation
EL-8:
Financial Execution
With respect to budget management and the actual, ongoing condition of the district’s financial health, the
Superintendent shall not cause or allow a material deviation from the annual budget or budget policy adopted by
the Board, cause or allow any fiscal condition that is inconsistent with achieving the Board’s Ends, or place the
long-term financial health of the district in jeopardy.
Accordingly, the Superintendent may not:
1. Expend more funds than are anticipated to be received in the fiscal year unless authorized by the Board
through utilization of available reserves or unless resources are made available through other legal
means.
2. Fail to maintain and protect the minimum maintenance of funds balance in an amount equal to or greater
than 3.0% of total revenues, unless authorized by the Board.
3. Fail to settle payroll and debts in a timely manner.
4. Allow reports or filings required by any state or federal agency to be overdue or inaccurately filed.
5. Fail to arrange for and fully cooperate with the annual audit of all district funds and accounts.
6. Fail to aggressively pursue receivables after a reasonable grace period.
7. Fail to keep complete and accurate financial records by funds and accounts in accordance with
established fiscal accounting procedures as reflected in generally accepted accounting practices.
8. Fail to publish a financial condition statement annually as a part of the district’s Annual Report to the
public.
9. Allow commercial entities to advertise or imply the endorsement of any product without Board approval.
Superintendent’s Interpretation:
This EL affirms the role of the Superintendent in managing and maximizing our budget plan and resources
within the parameters as established by the Board, Federal and State Law, and Kitsap County. Much of the
language within this EL is compliance in nature, and it is the responsibility of the Superintendent to ensure that
we demonstrate financial responsibility, integrity and efficiency.
Ultimately, EL-8 affirms the fact that the Superintendent is fully responsible for not only adherence to financial
laws and regulations, but also wise, thoughtful, Ends-driven stewardship of the limited resources/public funds
afforded to us. As such, I interpret the significance of this EL to warrant a shared, well-articulated, inclusive
process for budget education, collaboration and linkages with stakeholders and a method for recommendations
and input.
Certification:
I hereby present my monitoring report on Executive Limitations Policy EL-8 “Financial Execution" in accordance with
the monitoring schedule set forth in board policy. I certify that the information contained in the report is true as of March
2, 2011.
Evidence of Compliance: March 2, 2011
At the time of this report, I believe I am in compliance with the Board’s expectations associated with this policy. I have
not, to use language consistent with EL-8, caused or allowed a material deviation from the annual budget or budget policy
adopted by the Board; nor have I caused or allowed any fiscal condition that is inconsistent with achieving the Board’s
Ends, or placed the long-term financial health of the district in jeopardy. Indicators Include:
Communication and Transparency:
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Successful Audits
Comprehensive, detailed resources posted on our web for staff and community
o Budget
o Budget ABC’s
o Budget presentations
o Narrated presentations
o Budget letters to staff and community
o Frequently asked questions
o Question and Comment link
Budget Oriented Linkages:
o Regular budget presentations
o Budget Task Force meetings
o Presentations to various groups:
 PTA Council
 Union Presidents
 SKEA/SKSD Communication Team
 District Office Staff
 Leadership Team
 Leadership Support Team
o Legislative Round-Table Events
o K-20 Video Conferences with Senators
Resourceful and Responsible – Bridge Goal and Action Plan
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Successful response to loss of significant resources
o Conservative Enrollment Forecasting and Staffing
o Expedited Budget Prep Timeline
o I-728
o K-4 reductions and retroactive cuts
o Enrollment decline
Ongoing, Timely Budgetary Focus
o Developed creative process/imagery budget development (rings and flotation devices)
o Established early targets (range) during time of legislative uncertainty
o Powerful “inner ring” image of student – visual for our purpose
o Raft work: changing practice and adjusting current budget to protect services for future year
o Re-organization through attrition
Effective and Efficient:
o Closed gaps of 6.8. 5.8 and 6.5 (projected) million dollars
o Significant reductions and re-organization (for example)
 Reorganization of Business and Support Services
 Eliminated 1 Asst. Special Ed Director
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Advocacy:
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Eliminated Asst. Transportation Director
Eliminated 1 Facilities Manager
Eliminated (RIF) 2 District Office Directors (2011-12)
Eliminated 2 Asst. Superintendent Positions (replaced with Director and with Chief Financial
and Operations Officer)
 Eliminated 1 Dean at SKHS
More with Less: increased impact and reduced costs
 Revised Extended Learning program –
 Revised Elementary Summer School to Summer Lunch Camp
 Added All Day K for Pay at Olalla
 Added K-12 On-line Opportunities for students
Presentation at WSSDA
Ongoing communication with Legislators
Crossroads
ESD