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45 <br /> 1 Rodney Trice continued the presentation: <br /> 2 <br /> 3 Slide#36 <br /> Strategic Budget Levers <br /> Purpose of Strategic Budget Levers: <br /> • Set direction for how CHCCS navigates current and future challenges <br /> Focus on strategic lever categories, not individual actions <br /> • Ground our work in shared values:equity,sustainability,excellence <br /> • Position CHCCS to thrive in a changing educational landscape <br /> Budget Lever Categories: <br /> • Organizational Structure: How we align roles,teams,and responsibilities <br /> • Resource Allocation: How we deploy funding, staffing,and time <br /> • Operational Efficiency: How we optimize systems,facilities,and operations <br /> • Innovation&Reinvestment: How we build future-ready models that elevate opportunity <br /> and enrollment <br /> Chapel Hill Carrboro city Schools I chcc5.or9 THINK (AND ACT) <br /> 4 <br /> 5 Rodney Trice said the district has talked a lot about strategic budget levers that they can deploy <br /> 6 to make sure money is being spent effectively and efficiently, and that they're providing the level of <br /> 7 service and programs for students that the community expects. He noted that over the past year, the <br /> 8 district has held more than 25 community engagement sessions around the budget. <br /> 9 <br /> 10 Slide#37 <br /> Strategic Actions to Align Resources and Drive Efficiency <br /> Potential School Closures to address underutilized facilities <br /> Tight Adherence to Enrollment-Based Staffing Formulas <br /> Development of a Multi-Year Staffing Plan <br /> Central Office Reduction in Force(RIF) <br /> • Organizational realignment <br /> • -$2.OM in ongoing structural savings <br /> Instructional Software Consolidation <br /> • Collaborative review and reduction of Software subscriptions <br /> • -$500K In recurring savings redirected to curriculum resources <br /> High School Staffing Formula Revision <br /> • Adjusted after base year of block scheduling implementation <br /> • Aligns staffing with actual course demand <br /> Drives ongoing operational efficiency <br /> C—P.1 Hill Carr—o CityScaoo,I c.­a,o,g THINK (AND ACT) <br /> 11 <br /> 12 Rodney Trice outlined actions taken across several categories. He said regarding organizational <br /> 13 structure,the district conducted a central office reduction in force to the tune of approximately$2 million. <br />