Sharing, Restructuring High Schools, and School District Reorganization

2. Sharing, Restructuring High Schools, and School District Reorganization Maintaining Comprehensive Instructional Programs Franklin-Essex-Hamilton BOCES October 28, 2010 Alan D. Pole Education Consultant 315-692-4615/polead@yahoo.com

3. The Perfect Storm • Greater expectations and opportunities for all students • Declining student enrollment in many districts • Precarious financial condition Business as usual will not be an option

4. Sharing Opportunities

5. Shared Administrators Instructional Leadership: • Special Education • Curriculum/Staff Development • Instructional Technology • Athletics • Business Official • Superintendent

6. Shared Superintendent…..+/- • Saves money • Promotes sharing in other areas • Twice as many board meetings, concerts and athletic events • Reduced superintendent tenure • Split community allegiances • Stressed when a crisis occurs

7. Shared Management Functions Staff--Transportation, Custodial/Maintenance, Food Service, Health Care Coordination, Records Management, Safety Risk Management, Instructional Technology • Substitute teacher recruitment/calling • Central business office • Cooperative purchasing • Special education finances • Printing and copying • Transportation and maintenance • Energy management • Maintenance specialists

8. Shared Facilities • Fuel filling stations • Libraries • Fitness center • Records storage • Special education programs

9. Restructuring High Schools

10. Tuitioning Of High School Students • 2040-2045 of Education Law and Part 174 of Commissioner’s Regulations • Contract developed to provide high school (7-12) • Requires a referendum • Contract is for 2-5 years • Sending district is responsible for transportation • Tuition is set at or below the Seneca Falls formula

11. Pre-Referendum Study • Enrollment projections • Instructional program • Extra-curricular opportunities • Staffing • Transportation • Facilities • Finances • Community perception survey ???

12. Advantages/Disadvantages of Tuitioning High School Students • Maintain school district identity • Maintain school district governance structure • Increased academic and extra-curricular opportunities for students • Loss of high school identity and programs • Loss of high school as a community facility • Longer bus ride for high school students • Finances (???)

13. Regional High School Study(Wayne County, New York) • Maintain 11 school districts, 11 boards of education, and 11 superintendents • Maintain the existing elementary and middle schools in the 11 school districts • Transition from 11 high schools to 4 high schools • Current high schools average 470 students

14. Motivation for the Study • Desire to provide a “world class” education for the students • High school enrollment has been declining (8.3% since 2005-06) • County study identifying Wayne County taxes as the highest in the nation

15. Sharing Opportunities • Wayne Student Exchange Programs • New Vision Programs • Thematic High School Programs • Electronic Learning Programs • Alliance High School Program

16. Regional High School Study Findings • Estimated average decline in high school enrollment of 19.8% through 2018-19 (4 districts between 25-30%) • Larger high schools provide more opportunities for students • More cost effective to add on to/renovate existing high schools than build new high schools • Some high school students will have longer bus rides • Annual cost savings of approximately 3% with 4 regional high schools • The public likes their high schools very much!

17. Recommendations • Need for State legislation • Need for financial incentives • Need for community dialog about the future • Need for more compatible high school schedules • Need for more collaboration/new rules for inter-scholastic athletics • Need more sharing • Need for follow up to study

18. School District Reorganization

19. Why Consider Merger? • Increase course offerings for students • Teachers teach only in their area of specialization • Upgrade facilities and equipment • Provide equitable salaries and benefits to employees • More cost effective administrative structure • Eliminate duplication of facilities, equipment, and staff • Consolidate and coordinate support functions • Reduce taxes

20. Why Merger May be Difficult • Fear of losing local identity • Perception that the communities are incompatible • Uncertainty over board representation • Less personal attention for students • Busing time for students will be increased • Fear of losing job security by staff • Natural resistance to change

21. Types of Reorganization • Centralization-New district created with a new name and a new board of education • Annexation-One district takes over the other district with the annexing board of education, administration, policies, district name, etc. remaining in place

22. Two Steps in the Merger Process • The Study-Conducted by consultants with oversight by a local committee to provide information to the boards, the administration, and the communities • The Vote-Facilitated by the State Education Department and the District Superintendent, boards sanction two public referenda, one that is advisory and the next one that is final

23. Components of the Study • Enrollment Projections • Instructional and Extra-curricular Program • Finance • Facilities • Transportation • Staffing

24. The Merger Study • Provides information for school district officials, the communities, and the Commissioner on enrollments, staffing, curriculum, transportation, facilities, finances, etc. • Facilitated by consultants • Overseen by school/community advisory committee of 18-22 people • Report is the responsibility of the consultants • Both boards of education decide how to proceed with the final study

25. Time Line for the Study/Merger • September-Boards meet to discuss study • November-Committee appointed • May-Study completed • June-Study reviewed by S.E.D. • August-Study presented to boards • September-Public information and discussion • November-Boards decide to go forth • December-Advisory referendum • January-Final referendum • April-Vote for new board members • May-Budget vote • July 1-New district begins operation with the new board of education

26. Mergers-What Research Tells Us • Curriculum opportunities for students will be enhanced • Extra-curricular opportunities for students will be enhanced • School buildings will be enhanced • Some students will have a longer bus ride • Class sizes tend to get larger • Tax rates on true value decline • School district spending increases • Student achievement will not necessarily increase

27. The Finances of Merger-Part 1 Incentive Operating Aid Combined operating/foundation aid for both districts combined is increased as follows: Year 1-40% Year 6-36% Year 11-16% Year 2-40% Year 7-32% Year 12-12% Year 3-40% Year 8-28% Year 13-8% Year 4-40% Year 9- 24% Year 14-4% Year 5-40% Year 10-20% Year 15-0%

28. The Finances of Merger-Part 2 Incentive Building Aid • Additional 30% on top of the higher district’s selected building aid ratio up to 95% (98% for high needs districts) for 10 years for any new construction • Existing debt is aided at the higher of the previous districts’ selected building aid ratios

29. The 1/3, 1/3, 1/3 Guideline for Incentive Operating Aid • 1/3 to finance transition costs to the merged district • 1/3 in reserves for long term fiscal stability • 1/3 to reduce taxes

30. History of School District Reorganization in New York State YearNumber of DistrictsDecrease 1870 11,372 1890 11,216 156 1910 10,565 651 1930 9,118 1,447 1940 6,397 2,721 1950 3,189 3,208 1960 1,293 1,896 1970 760 533 1980 739 21 1990 720 19 2000 704 16 2010 697 7

31. School Districts in New York State-2010 Size of DistrictNumberEnrollment Below 300 21 4,295 300-599 66 29,919 600-899 58 43,154 900-1199 88 91,388 1200-1499 59 78,395 1500-1999 78 135,092 2000-4999 182 590,078 5000-9999 70 474,394 10000 + 17 1,279,383

32. The Past………The Future • The structure of school districts has changed dramatically in the past century • School enrollments are projected to continue to decline for at least the next 10 years • More will be required of our students in order for our state and country to be leaders • The financial support for public schools will be challenged in new and different ways • Business as usual will not be an option