A Conversation With Our Community: Why We Considered the Option of a Merger.
How do we maintain the quality of education that our students enjoy today?
What Matters: Educating the 21st Century Learner
Our Students We are educating the Class of 2026 retiring in 2065 and beyond. We are preparing our students for a world we can only imagine and training them in a skill-set that is vague and amorphous We need to help them compete on the Global stage REAL (rigorous, entrepreneurial, authentic, lifelong) learning is important
Educational Realities
We need to think out-of-the-box if we are to provide the type of educational experience that will provide the skill-set necessary for a 21st Century Learner. As a Community, we need to look for the most appropriate solutions for the unique set of circumstances that face the Hamilton Central School District today.
Challenges: What are we up against?
We are in the midst of a highly tumultuous change in education, which is being orchestrated by Albany and the NYSED. New mandates and financial challenges are altering foundations of education as we know it. We cant control what is happening beyond these walls, but we can change what happens within. We need to look for viable solutions if our students are to receive the education of their older brothers and sisters. Its becoming increasingly difficult to sustain the level of program we presently have.
A Lesson in State Funding Characteristics
Factors that are unique to HCS
Financial Factors
Foundation Aid & GEA
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$2,967,438
$3,056,461
$3,056,461
$3,056,461
$3,056,461
$3,074,799
$3,084,023
$1,000,000
GEA Foundation Aid
$500,000
$0
8) 4) 8) ,1 7 ,3 4 ,6 1 44 11 56 52 ,6 6 3)
($ 5
($ 8
($ 7
($1,000,000)
($1,500,000) 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014
($ 5
($500,000)
Changes in State Aid
Total State Aid & Cumulative GEA
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$4,122,258 $3,248,371
$1,000,000 Cumulative GEA Total State Aid Received $0
($1,000,000)
($3,000,000)
($4,000,000) 2007-2008 2012-2013 2010-2014
($ 2
,6 64
($2,000,000)
,8 03
Wealth of our Community
Property Value vs. Enrollment
620 $400,000,000 $350,000,000 600
$300,000,000
580 $250,000,000
Full Property Value
Enrollment
560
$200,000,000
K-12 Enrollment Full Property Value
$150,000,000 540
$100,000,000
520 $50,000,000
500 2004 2005 2006 2007 2008 2009 2010
$0
Other factors.
Enrollment vs. Combined Wealth Ratio
620 1.2 600 1
580
0.8
Enrollment
CWR
560
0.6
Enrollment Combined Wealth Ratio
540
0.4
520
0.2
500 2004 2005 2006 2007 2008 2009 2010
High Cost Aid vs. Poverty Rate
Other Important Factors
30.00% $45,000 $40,000 25.00% $35,000
20.00%
$30,000
$25,000 15.00% $20,000 Free-Reduced Lunch % High Cost Threshold
10.00%
$15,000
$10,000 5.00% $5,000
0.00% 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014
$0
What weve done so far to remain financially stable.
Instructional Offered retirement incentives on two different occasions to allow staffing reductions to occur through attrition Continued to offer most elective programs through unique scheduling practices despite decreasing the staffing in most disciplines/grade levels by an average of 2025% Increased AP offerings in three subject areas (4 courses) Offered electives to students based on interest and enrollment, provided enrollment remains at 10 or more students Offered electives on a rotational basis so all electives are run as students show interest and need Allowed teachers to return to their teaching positions as retirees for a fraction of their salary, making it a win-win for the teacher and the district Worked with the McNeiece Foundation to offset the cost of LLI kits, provide support services for students, and increase classroom libraries Worked with the HEF, the Sports Boosters, Optimists, and Alumni to augment the budget and meet the needs of the students and the community, provide summer school opportunities, and enrichment experiences Minimized overlap or inefficiency in staffing to maximize the funds within the budget
Changes we have made to remain financially stable?
Joined the M-O-H Healthcare Consortium Changed to a 3-tier formulary for prescription drug copays Worked with Colgate administration to increase their voluntary contribution for a four year period Applied and received grant funding through RTTT to augment the budget (Comm. Grant) Secured "bullet aid" from our local Assemblyman and Senator over multiple years Worked with the HEF to secure funding for our new playground rather than being funded entirely through the general fund Conducted a merger study and will conduct efficiency studies in order to maximize potential state funding and minimize inefficiencies throughout the district Increase in the exploration of grants to provide additional funding Implement creative ways of funding (playground and use of reserves) Applied for and received grants to offset the cost for instruction, technology, extra-curricular opportunities, and student support services
Changes we have made to remain financially stable?
Special Education/Student Support Opened two special education 8:1:1 classrooms within the building and returned students to their home district from outside placements Created self-contained, co-teaching and full inclusion classrooms to educate students in the most cost effective and least restrictive environment Created a consortium of districts that also educate high needs students and generate tuition for one another Applied for and received funding for students to attend summer school, and pay for psychiatric services, as needed Worked with Community Memorial Hospital, to secure a Social Worker to work within HCS. Received funding from a grant partnership with Community Memorial Hospital to help offset the cost Despite the fact that the number of 504 and classified students has increased by approximately 35% over the last 2-3 years, there was no increase in the number of special educators within the district
Changes we have made to remain financially stable?
Transportation Reduction of two regular bus runs within the district
Reduction of late runs (75%) Reduction in field trips (and other non-aidable mileage) Increased sharing of transportation with neighboring districts No longer purchasing two buses per year Buildings & Grounds Staffing reduction of 1.0 FTE Elimination of maintenance contracts Reduction in overtime wages Transition to natural gas for heating (Fall 2014)
Requiring students in the village to walk to school
Changes we have made to remain financially stable? Staff Development Ran staff development workshop that included other districts to offset the cost of the trainers for both teachers and administrators Ran staff development training through BOCES to allow for BOCES aid and discounted purchases of instruction equipment
Athletics Removal of JV sports from the general fund budget Shared sports teams with M-E, Cazenovia, and S-E Elimination of teams with minimal participation (Golf) Grouping of teams for more efficient travel
What weve lost so far.
21% decrease in state aid 2007-08 = $4.12M 2012-13 = $3.24M 10.5% enrollment decline 2007-08 :606 (without pre-K) 2012-13 :542 (without pre-K) 21% cut in teaching staff (7559) 17% cut in non-instructional staff Through out-of-the box-thinking we now have program modifications, enrollment requirements, and extracurricular shifts
Merger Study
Findings of the study CAC (community advisory committee) Suggested grade level configurations Staffing - contracts Educational Opportunities/Outcomes Bussing/ Transportation Community Impact BOE of the new district Extra-curricular activities Economies of scale savings of the new district Incentive aid Long term finances, taxes Suggestion made by SES
If We Dont Merge..
Next Steps.. Look for other sharing options. Look for other sources of funding. Increase political pressure to: return of the GEA, modify unfunded mandates Grants Other.
Next Steps.
Questions?
