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Budget Optimization Ideas

This is a consolidated list of ideas submitted through the staff survey. Not every idea will ultimately be implemented, but every idea can contribute to a broader conversation about how we can continue to serve students well and position CUSD for long-term success. 

Informed by more than 3,000 survey responses and a review of district planning documents, the following budget optimization strategies reflect areas identified for further consideration as the district works to address the projected budget deficit. 

  • Adjusting FTE allocations to match site enrollment.  

  • Reallocating Instructional Coaches and Content Specialists from central office (IRC) positions directly back into classroom or site-based intervention roles. 

  • Review the allocation of the Deans of Students.  

  • Review and reduce the district’s leadership structure to identify opportunities to better align Assistant Superintendent, Executive Director, Director, and related central office roles with operational needs, service delivery, and overall organizational efficiency. 

  • Review site administrative assistant, clerical, monitors, and attendance-support staffing models to identify opportunities for realignment, consolidation, or adjusted FTE allocations based on campus needs and operational efficiency. 

  • Review district-level administrative support staffing models to identify opportunities for shared services, realignment, or adjusted support structures that improve efficiency while continuing to meet department and program needs. 

  • Review special schedules and related program structures, to identify efficiencies in staffing, scheduling, and program delivery. 

  • Consolidate specials in the elementary schools from 5 to 4 and possibly three on smaller campuses.

  • Review opportunities for salaried central office staff to support classroom substitute needs for several days per year as one strategy to help mitigate substitute costs. 

  • Consider consolidation of campuses that share a location or operate on the same site to reduce duplication and align staffing, services, and administration more efficiently. 

  • Consolidate under-enrolled sites. 

  • Centralize low-enrollment specialized programs onto a single site rather than duplicating services.  

  • Review online school services to identify efficiencies in staffing, operations, and usage so staffing levels more appropriately align with student enrollment and program demand, while also preserving educational flexibility and the benefits students receive from remaining connected to their home campuses. 

  • Review redundant or overlapping positions at both the site and district levels to identify opportunities for consolidation or realignment.   

  • Review curriculum resources, purchasing cycles, and adoption decisions to identify savings through more judicious use of existing materials, extended resource timelines when appropriate, and careful evaluation of future purchases. 

  • Implementing utility and schedule adjustments (e.g., strict evening/weekend HVAC shutoffs or exploring a 4-day work week).  

  • Bring custodial services and equipment maintenance back in-house to terminate third-party contracts and non-renewing external safety software.  

  • Eliminate redundant software applications and standardize hardware rollouts. 

  • Review annual work calendars for site and support roles to optimize scheduling and reduce operational costs. 

  • Expanding tuition-based Pre-K and preschool programs across elementary sites to generate additional cash funds and establish an enrollment pipeline. 

  • Review opportunities to generate revenue through the rental or lease of district facilities, available spaces, and related assets when not in use for school or district purposes. 

  • Expand marketing and advertising initiatives to promote district programs, strengthen community awareness, support enrollment, and generate additional revenue.