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1
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2
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3
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4
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5
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6
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7
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8
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9
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10
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11
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12
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13
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14
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15
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- Enrollment
- Personnel
- Facilities / Operations
- Financial Outlook
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16
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- At the beginning of the study, we identified declining and fluctuating
enrollments.
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17
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18
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19
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- 1964-1984 (6,820 students to 4,058)
- Millikin Elementary closed in 1979
- District rebalanced the entire elementary program by closing two
schools, moving the 6th grade to the middle schools, and
redrawing boundaries in 1984-85
- Beginning in 1985-86 eight elementary schools served 3,529 students in
grades K-5.
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20
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21
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- Since 1985-86 enrollment has
dropped from 3,529 to 2,712 (October, 2005) resulting in the loss of 817
students.
- More than 50% of the loss has occurred during the past three years !
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22
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- We have experienced a decline
of 432 K-5 students since the Elementary Reconfiguration Study began.
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23
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24
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25
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- There are 128 regular education classes across 8 elementary buildings
in grades K-5.
- 37 have class sizes with fewer than 20 students
- 3 classes have enrollments of 26/27 students
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26
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- There are 48 grade levels (K-5 x 8 schools)
- 13 of the 48 only have 2
classrooms per grade level
- Implication: 50 students/2
teachers = class
size of 25
- Add 5 new students:
- 55/2 = class size of 27 and
28
- Adding a teacher results in class sizes of 18, 18, and 19
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27
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- There are 48 grade levels (K-5 x 8 schools)
- 13 of the 48 only have 2
classrooms per grade level
- Implication: 50 students/2
teachers = class
size of 25
- Add 5 new students:
- 55/2 = class size of 27 and
28
- Adding a teacher results in class sizes of 18, 18, and 19
- Result: Inefficient use of personnel
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28
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- Two section grade levels increase the probability of adding staff during
a period of continued declining enrollment.
- Increased reliance on traveling special area teachers.
- Decreased likelihood of collaborative planning & flexible student
groupings.
- Inequitable distribution of resources (i.e. counselors,
psychologists, gifted, etc.)
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29
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- Two section grade levels increase the probability of adding staff during
a period of continued declining enrollment.
- Increased reliance on traveling special area teachers.
- Decreased likelihood of collaborative planning & flexible student
groupings.
- Inequitable distribution of resources (i.e. counselors, psychologists,
gifted, etc.)
- Result: Inefficient use of personnel.
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30
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31
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32
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33
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- Transportation
- Unable to determine true costs until elementary framework is decided
- Possible savings minimal (i.e. one bus yields app. $25,000; state
regulations; longer routes)
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34
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- “The day after passing the last levy was the first day looking towards
the next levy.”
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35
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- Maintained $6 million in budget reductions
- Operational review to increase efficiency and identify potential cost
savings
- Ongoing facilities review (Early Childhood Program move from Millikin to
Gearity)
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36
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37
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- State revenue more uncertain that ever before
- HB 66 changes (loss of tangible personal property tax)
- Potential loss of Medicaid reimbursement
- Loss of State $ due to declining enrollment
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38
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- Health care costs, and now utilities, continue to escalate
- General economy continues to be problematic, particularly where local
tax issues are concerned
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39
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- Current projections indicate a need for a 9.1 mill levy in calendar 2007
- $1 million in savings beginning in ’06-’07 reduces the need to a 7.7
mill levy in 2007
- $2 million in savings beginning in ’06-’07 reduces the need to a 6.4
mill levy in 2007
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40
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- Constantly balancing the need for cost savings and providing services to
our students to continue our tremendous academic gains.
- Our $6 million budget reduction was kept as far away from the classroom
as possible. Significant
additional savings are difficult to achieve without affecting students.
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41
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- Approximate annual savings for closing an elementary building - $1.075
million (includes classroom teachers, principal, support staff,
utilities…)
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42
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- Borne out of budget reduction process
- Charge: To be effective AND efficient
- Process involved stakeholders and received important feedback
- Recently included Lay Finance Committee
- Context shifts have impacted thinking and work …….
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43
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- Enrollment: Number of students lost in last three years alone is
equivalent to the enrollment of our largest building.
- Personnel: Staffing not aligned to enrollment.
- Facilities/Operations: Square footage not reflective of changing
enrollment.
- Financial Outlook: Declining enrollment and its effects on personnel,
and facilities/operations are not in alignment with the charge to be
effective and efficient. The next
levy is being defined now.
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44
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- To obtain explicit and clear direction so that we can bring you a
specific plan that aligns with your strategic priorities and commitment
to fiscal responsibility.
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45
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- As part of your commitment to fiscal responsibility, is closing a
building on the table for serious consideration, understanding that it
will result in significant boundary changes?
- If not, what is?
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46
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Notes
