Alameda Unified School District2010-2015 Master PlanExecutive Summary
Like every other school district in the state, the Alameda Unified School District has been hard hit by cuts to thestate education budget. In 2009-10, AUSD saw this year’s revenues reduced by $1,421 per student from $6367to $4946. The 2010/11 proposed Governor’s budget shows no meaningful restoration of public educationfunding for years to come. As a result, Alameda Unified School District must address this new fiscal reality.The impending crisis confronting AUSD has reached a point where school district funding rates have dropped to2004-05 levels. Even with after everything we have done to reduce non-essential services, moving towards aleaner organizational model, and making every tax dollar count towards greater efficiency, the millions of dollarsin funding cuts the state has made to AUSD compels us to look for innovative solutions while calling upon thecitizens of Alameda for additional support.The severity of the impending deficit -- plus a growing achievement gap, uneven enrollment, and a need formore choice in the Alameda Unified School District - led Superintendent Kirsten Vital to propose creating aMaster Plan for the next five years in the spring of 2009. Commissioned by AUSD's Board of Education -- anddesigned by Superintendent Vital and staff -- the goal of the Master Plan was to develop a blueprint for thedistrict's decision-making on finances, staffing, programs and facilities over the next five school years.
The Master Plan Process
To develop the plan, Superintendent Vital formed an internal work group, as well as sought the assistance of several organizations with specialized expertise. In an unprecedented effort to engage the communitystakeholders in the development of the district's future, the Board of Education and the central office staff alsoprovided multiple opportunities for public education and comment, including:
eight community workshops
,hosted by the board and superintendent;
29 smaller meetings
hosted by independent, trained "Public EducationVolunteers";
30 school-site meetings
led by principals and other site leaders;
two community surveys
on theAUSD website; and
a teacher survey
developed by the Alameda Education Association
(the teacher's union inthe district).At the same time, district staff gathered data on the district's capacity, performance, and resources, including:human resources; patterns of inter-district transfer students' enrollment, behavior, attendance and academicperformance; district student attendance and academic performance; facility use and school-site demographics;and the role and function of the central office. As the Master Plan started to take shape, the superintendentcontinued to listen to the questions and ideas of parents, teachers, staff and the community at large.