Welcome to the 2010-11 School Year! August/September 2010 by Van W. Riley, Ph.D., Superintendent, Huntington Beach Union High School District

I continue to receive calls and questions about the financial condition of the Huntington Beach Union High School District.  With all of the articles about layoffs and furlough days, reductions in sports and music programs, and other negative impacts to programs, why is the HBUHSD in such relatively good fiscal shape? 

Beginning seven years ago, we (everyone in our district) began to look at long range financial projections and developed the now famous “five year plan.”  We implemented strategies beginning in 2004 to secure our financial future, knowing that education funding in California is anything but secure.  Our goal was to continue to offer top quality educational programs, maintain competitive salaries and benefits for our employees, and grow a special reserve that would help when the state eventually cut funding (which happens every 5-7 years).

To accomplish this goal, we “invested in ourselves” in the following ways:

1)      Passed the Measure C bond to modernize all facilities and reduce escalating costs of facilities maintenance.

2)      Added counselors, nurses, and other support staff to help keep students in school.  Our funding is based on the number of students attending on a daily basis and that number has increased each year.

3)      Added special programs for autistic and emotionally challenged students who were attending private schools with those costs coming from our district’s revenues.  By implementing these programs, the district saves millions of dollars each year and provides higher quality programs than those offered at non-public schools.

4)      Enhanced our magnet and academy programs by drawing students from neighboring districts.  For instance, our Academy for the Performing Arts program serves our district students but also attracts dozens of students from surrounding districts.  Last year our district brought in over 1,000 students who preferred our schools to those in neighboring districts.

5)      Maintained financial stability by not needing any furlough days, significant layoffs, or benefit reductions.  Teachers and other potential employees want to come to our district.  When we had a part-time math teaching position open a few months ago, we had nearly 200 applicants, many who were the top teachers in other districts. 

6)      Eliminated the leasing of facilities for several programs.  As of this past year, we no longer pay rent to anyone.  In fact, we receive well over $1 million each year from facilities that we rent out, such as part of our district office and the Home Depot at Goldenwest and Warner.  These funds help maintain our facilities and allow us to keep that “special reserve.”  Another example of good property management is our district office.  In 2003 we were spending over $500,000 per year to lease a very old elementary school building.  By outright purchase of our new facility, we not only eliminated that expense, but we lease out our ground floor and receive about $300,000 per year in rent. 

Lastly, I want to thank our dedicated employees who have all helped with our financial condition by sharing thoughts and recommendations that save on utility costs and other expenses.  Together, we will maintain our “five year plan,” avoid the catastrophic cuts that other districts in California have had to make, and continue to focus on providing exemplary programs for our students.