The current budget view, which includes the repayment of the first two critical needs requests to PNEDG,  shows Miramar depleting its reserves below 5%, but to what level is unknown.   Given that there is not yet a resolution with LAUSD about the dispute on past due billings, it is too early to know what excess assets, if any,  Miramar may have when it ceases operations as of June 30, 2021.     In April the Finance Committee voted to have Miramar repay the debt to PNEDG and to transfer any remaining excess assets to Dalzell Lance so that the assets follow students.   It is too early to do so given that negotiations are on-going with LAUSD.    The goal is to resolve the LAUSD question before June 30th so that the repayment and disposition of assets can take place before Miramar ceases operation.  

Adriana Abich introduced Crystal Day who has recently joined Camino Nuevo to oversee enrollment and to coordinate all social media.  Crystal spoke to challenging demographic trends and what enrollment management encompasses (targeted messaging, taking away barriers to enrollment, multiple touch points, etc.).  Enrollment is centralized for our entire network.  At this point we are 98.3% enrolled overall.  The challenges are in the younger grades which is probably a by product of COVID and at Cisneros and Eisner.  We use School Mint which allows for paper applications, not Apply LA for online enrollment.       

Sonia Oliva reviewed the use of ESSER I funds to combat learning loss due to COVID.  Shiho Ito inquired whether experiential learning would qualify and the answer is no while mental health expenditures do.  Note that although Miramar has tried to use all of their ESSER I funds, $19,000 will go unused and have to be returned.  

See the attachment in the meeting package for details. 

Adriana Abich led the discussion on the spending priorities for ESSER 2  and 3.  Camino Nuevo has until September 2024 to use all these funds, but this one time funding presents an opportunity to do things that will yield positive benefits well after the money is spent: adoption of a K-8 ELA curriculum, data supports, acquisition of Tableau for granular data analysis, a verified data assessment platform, an Intranet, TAs, TOSA, intervention teachers, SEL curriculum, COVID testing for students, STEM,  and stocking the pantry.     

It is worth noting that Burlington could use a portion of its ESSER funds to construct a safe passage between its two campuses across the property of the "yellow house".  It was suggested that we spend more money on SPED.  To change the services provided to individual students, the schools need to amend the students' IEPs.   An alternate way to improve our delivery of SPED services would be to lower the case load for SPED staff.  

See the attachment in the meeting package for the breadth of uses.   

Sonia Oliva discussed the budgets for next year.  The May revise showed the COLA up sharply at 5.7% and additional funding for SPED and TK.        At this point Kayne Siart is projected to be negative due to somewhat low enrollment but that should righted by the time the CNCA board votes on these budgets at the June 22nd meeting.   Given the importance of learning loss the philosophy in setting this year's budgets was to just break even and to provide as many services for the students as possible.