Elementary Reorganization Effective

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Elementary ReorganizationEffective Efficient
Use of District Resources

• January, 2006

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K-5 Enrollment

• At the beginning of the study, we identified
  declining and fluctuating enrollments.

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(No Transcript)
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However Declining Enrollment Continued 05-06
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• We have experienced a decline of 432 K-5
  students since the Study began in 2003.

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Long Term Enrollment Trends

• 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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Enrollment Trends continued

• 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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Building Utilization Comparison
School District Total Facilities
Total Square Feet Square Feet Enrollment
Per Child
Cleveland Heights-University Heights
1,435,133 6,384 225 Berea
1,367,000 7,400 185 Shaker
Heights 853,000 4,596
185 Chagrin Falls 361,650 2,000
180 Solon 916,000 5,300
173 Medina
1,200,000 7,450 161 Westlake
608,677 4,020
151 Elyria 1,160,000 7,750
149 Copley-Fairlawn 500,000
3,400 147 North Royalton
664,101 4,608 144 Olmsted
Falls 462,556 3,532
130 Stow-Munroe Falls 760,409
6,012 126 Brunswick 898,339
7,400 121 Strongsville
875,000 7,300 120 Berea is in
the process of closing 1-2 elementary schools.
Result Inefficient Use of Space
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Continued Focus on Fiscal Responsibility

• 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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Challenges

• 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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Summary

• 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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Context Shifts

• 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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Moving Forward The Need for a Comprehensive
Process

• NO decision has been made regarding which
  building (s).
• All elementary buildings will be impacted (i.e.
  potential closing attendance boundaries
  staffing etc.)
• Any scenario will involve significant change in
  attendance boundaries
• Will respect the history of District and
  buildings

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Predicted Scope of Work

• Enrollment Projections
• Demographic Analysis and Mapping
• Capacity Study
• School Closure Redistricting
• Communication Engagement