LOS ANGELES COUNTY OFFICE OF EDUCATION



LOS ANGELES COUNTY OFFICE OF EDUCATION

ROLE OF FISCAL ADVISOR

WITH "STAY AND RESCIND" AUTHORITY

Qualifications:

The term "Fiscal Advisor" is a misnomer, since the individual's involvement is much broader than the term would imply. The choice of a Fiscal Advisor must be tailored to meet the needs of the particular district. The individual must be able to work well in a highly politicized and volatile environment with expertise in all areas of superintendent/board relations, personnel, negotiations, all fiscal aspects, parent/community/press relations, and middle management expertise. Must be able to implement the "stay or rescind" portion of AB 1200 on board action at any time.

Any individual serving in this role must be able to understand the interactions of all school district functions, must also be able to review and understand the day-to-day business detail and its implications. Must be able to focus and immediately begin to develop the district’s recovery plan. Must have excellent communication skills and the ability to take command and lead both on a short- and long-range basis.

Role:

As the representative of the Los Angeles County Office of Education (County Office), the Fiscal Advisor will do the following:

• Provide “big picture” guidance and advice to the district.

Short-term fiscal problems and concerns must not be allowed to destroy the long-term goals and stability of the district. Leadership in this area is critical.

• Attend all board meetings, including closed sessions.

This will: (1) keep the Fiscal Advisor and the County Office up-to-date; (2) allow the Fiscal Advisor’s presence and assistance to be known, acknowledged, and utilized; and, (3) keep the board focused on its main objective of getting the district back on its feet. This teamwork concept keeps everyone out in front.

• Remain neutral and objective.

Fiscal Advisor will not align himself/herself with any one faction (i.e., superintendent, board, unions, community groups) over the other, but work with all proactively and objectively.

• Serve as a resource to the superintendent and board. The Fiscal Advisor does not work for the board nor does he/she fill the role of superintendent.

• Use "stay and rescind" authority when necessary. However, the ideal situation is to review the proposed Board Agenda with the District superintendent in advance and prior to being finalized for any items of concern, and to resolve the concerns before publication of the agenda. Special emphasis should be given to proposed contracting activities.

• Influence expenditure patterns and advise superintendent and board on expenditures (review all warrants and make recommendations on holding all nonessential warrants, keeping in mind how much cash is available to pay warrants, and what payments are essential/nonessential as it relates to the “big picture” recovery strategy).

• Assess current staff’s capabilities and brief County Office, District superintendent, and District board.

• Assess the need for a study of all or part of the district’s organizational structure. This includes major departments, staffing levels, and whether staff is appropriately classified and assigned.

• Take a leadership role in assisting the district develop a multiyear fiscal recovery plan using the format developed by the County Office. This should be in consultation with the County Office so that all items necessary are addressed and all necessary analyses have been done.

• Understand and monitor all collective bargaining agreements and implement recommendations to superintendent and board as appropriate. To the greatest extent possible, multiyear contracts are to be avoided.

• Maintain a close working relationship with the County Office via the County Office business services consultant. Review board agenda with consultant before board meeting takes place. Understand current county office financial directions in the preparation of interim reports, budgets, and AB1200 collective bargaining disclosures.

• Develop a clear understanding of district’s obligations to the State Allocation Board (i.e., sale of site proceeds, deferred maintenance payments) and implement recommendations via superintendent and board as appropriate.

• Take a leadership role in the development and administration of the district budget.

• Prospectively review all information and data that is submitted to County Office or other agencies and ensure that validation of data has occurred. This may need to be assigned to the auditor depending upon the circumstances.

• Review past years' audits and establish a good working relationship with the district's current independent auditor.

• Amount of time spent in district: full time (or at a level mutually agreed upon with LACOE), then may be reduced depending on the needs of the situation. Time on site should be within district hours of operation.

Successful Application

A review of the experience of one successful Fiscal Advisor in Los Angeles County shows that the Fiscal Advisor focused his attention on the following areas:

• District budget—devoted much time to studying the budgeting process and to becoming thoroughly familiar with all aspects of the budget, including the various funds and the auditors' reports. Provided options to the superintendent and board on which cuts to make and/or ways to generate additional revenues.

• Management system/district and board policies—a great deal of time spent on planning, direction, supervision, and policy issues. Helped the board to develop a plan (didn't expect them to do it).

• Instructional program—reviewed how instructional monies were being spent. Were they being maximized? What were the district's priorities?

• Supplies/instructional materials—reviewed how monies were being spent. Were they being maximized?

• District Administration/communication—interviewed all pertinent staff (e.g., principals, department heads) to get their perspective on what was going on. Communicated frequently with district staff to keep them informed of district's current status.

• Facilities—reviewed how the district dealt with its facilities issues. Was money automatically budgeted for deferred maintenance and upkeep? Assessed condition of facilities.

• Attendance—was the district losing revenue due to frequent and unexcused absences and/or interdistrict attendance permits?

• Fiscal Advisor role vs. Superintendent's role—Focused on advisory, not operational issues. Provided to superintendent and Board information on consequences of proposed actions; provided various options, each with a projected outcome.

• Transportation and Cafeteria Operations—reviewed and evaluated current and past budgets to determine ways to reduce/eliminate encroachment.

Los Angeles County Office of Education

Revised January 12, 2010

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