Elementary Reconfiguration Effective

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Elementary ReconfigurationEffective Efficient
Use of District Resources

• November 28, 2005

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Elementary Reconfiguration
Elementary Reconfiguration Study borne out of
the Budget Reduction Process

October2003
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Elementary Reconfiguration
Elementary Reconfiguration Study borne out of
the Budget Reduction Process
Board of Education Presentation

October2003
April 2004
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Elementary Reconfiguration
Address Oxford Noble Enrollment for
2005-06 Begin Comprehensive Attendance Area Study
Elementary Reconfiguration Study borne out of
the Budget Reduction Process
Board of Education Presentation

October2003
April 2004
August 2004
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Elementary Reconfiguration
Enrollment distribution among schools is uneven
Oxford Noble are over crowded while other
schools can absorb many more students. Boundaries
have not been adjusted in 20 yrs. Neighborhood
schools may no longer be the most efficient and
effective configuration
Elementary Reconfiguration Study borne out of
the Budget Reduction Process

October2003
April 2004
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Elementary Reconfiguration
Immediate Need Alleviate overcrowding at Oxford
for August, 2004 by installing two modular
classrooms for one year.
Elementary Reconfiguration Study borne out of
the Budget Reduction Process

October2003
April 2004
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Elementary Reconfiguration
Reconfigure Schools to best Leverage District
Resources Meet Student Needs
Elementary Reconfiguration Study borne out of
the Budget Reduction Process
Board of Education Presentation
Board of Education Presentation

October2003
April 2004
August 2004
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Elementary Reconfiguration

• Comprehensive Attendance Area Study
• Program Impact support of programs offered
  to students and families
• Financial Impact cost savings in the five year
  forecast
• Community Impact impact on parents, families
  and neighborhoods
• Logistical Impact safety, transportation,
  materials and resources

Elementary Reconfiguration Study borne out of
the Budget Reduction Process

October2003
April 2004
August 2004
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Elementary Reconfiguration
Elementary Reconfiguration Study borne out of
the Budget Reduction Process
UH Series of Discoveries Presentation and
Feedback Form
Board of Education Presentation
Board of Education Presentation

October2003
April 2004
August 2004
January2005
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Elementary Reconfiguration

Parent Community Forums Feedback Forms

March 2005
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Elementary Reconfiguration

Decision to move students from Oxford to Noble
Parent Community Forums Feedback Forms

March 2005
April 2005
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Elementary Reconfiguration

Decision to move students from Oxford to Noble
Board of Education facilities work session
Parent Community Forums Feedback Forms

March 2005
April 2005
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Elementary Reconfiguration

Sub-committee meetings Facilities Programs
Services Combined
Decision to move students from Oxford to Noble
Parent Community Forums Feedback Forms

Feb.
March 2005
April 2005
Sept 2005
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Since the Elementary Reconfiguration study began,
major context shifts have occurred that have
significantly impacted our thinking, work, and
considerations.
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Context Shifts

• Enrollment
• Personnel
• Facilities / Operations
• Financial Outlook

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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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Declining Enrollment Continues in 05-06
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A Deeper Analysis of Elementary 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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Oxford
Noble
Boulevard
Coventry
Gearity
Roxboro
Canterbury
Fairfax
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A Deeper Analysis of Elementary Enrollment Trends

• 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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In other words

• We have experienced a decline of 432 K-5
  students since the Elementary Reconfiguration
  Study began.

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• Additional Context Shift
• Gearity Redesign
• Exciting partnership with JCU
• Commitment to University Heights
• Commitment to Building-Based Early Childhood
  Education

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Personnel Implications
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Personnel

• 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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Personnel

• 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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Personnel

• 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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Personnel Implications

• 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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Personnel Implications

• 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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Facility / Operations Implications
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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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COMPARISON EXAMPLECH-UH Enrollment(6384) x
185/Next lowest Sq. Ft. per child
1,181,040 (equivalent Sq. Ft of facilities)This
would represent a net reduction of our District
facilities by 254,093 Sq. Ft. Our average
elementary school size is 69,000 Sq. Ft. Our
average middle school size is 124,000 Sq.
Ft.NOTE Millikin building represents
54,680 Sq. Ft.
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Additional Consideration

• 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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Financial Context

• The day after passing the last levy was the
  first day looking towards the next levy.

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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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Five Year Forecast
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Context Shift

• 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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Other Financial Considerations

• 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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Our Reality

• 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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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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Example

• Approximate annual savings for closing an
  elementary building - 1.075 million (includes
  classroom teachers, principal, support staff,
  utilities)

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Summary of Elementary Reconfiguration

• 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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• 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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What We Need

• 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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Guiding Questions

• 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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The endbut only a beginning as we head into the
future effectively and efficiently!
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Closing an Elementary Building
Challenges
Positive

• Savings
• Better use of staff
• Increased collaboration among teachers
• Ability to better meet students needs
• Reallocate resources for more direct student
  needs
• Positive impact on future levy

• Identification of which building
• Community reaction
• Alternative cost savings would need to be
  determined
• Direction of elementary reconfiguration