BACKGROUND • Projected deficits in 2012-13 and 2013-14 • Currently at $2.4 million in 2012-13 and over $9 million In 2013-14 • “Qualified” financial certification at both First and Second Interim reporting periods • Expenditure Reductions approved in June 2011, November 2011, and February 2012 • Negotiations in process with labor groups regarding compensation reductions4/18/2012 2
SCHOOL CLOSURE AND REORGANIZATION • November 2011: • Board approved formation of committee to explore possibility of closing two schools and/or moving the district office • January 2012: • Board approved formation of committee to explore school closure/reorganization with specific focus on Buena Vista Elementary and Carlsbad Village Academy. • Cost savings estimated at $400,000 per year per year in reduced operational expenses4/18/2012 3
SUPERINTENDENT’S SCHOOL CLOSURE AND REORGANIZATION ADVISORY COMMITTEE4/18/2012 4
ADVISORY COMMITTEE • Meeting Dates: • February 6 • February 13 • March 5 • March 19 • April 3 • Committee included district administrators, site administrators, teachers, classified staff, and parents • Tina Howard, Principal, BV • Keith Holley, Principal, CVA/CSA • Christine Parr, CUTA • Jan Tokorcheck, LIUNA • Joanne Caudill, Director of Special Education • Rick Lewis, Director of Information Systems • Curt Huckins, Director of Facilities • James Markham, BV Parent • Tida Hamilton, BV Parent • Jimmy Hines, Principal, Magnolia • Matt Steitz, Principal, CHS • Barbara Ramos, CVA/CSA Classified • Joe Dunn, CVA Teacher • Sharon Zak, BV Teacher • Kristin Davis-Cohn, BV Classified4/18/2012 5
CARLSBAD VILLAGE ACADEMY COMMITTEE INPUT • Provided recommendations to Dr. Roach during Advisory Committee meeting on April 3, 2012 • As indicated, Committee strongly recommended keeping school open4/18/2012 7
REPORT STRUCTUREI. Student AchievementII. Instructional Program AssetsIII. Negative Impacts of ClosureIV. Quality Standards for 2012-13 Bridge YearV. Alternative Program Designs
STUDENT ACHIEVEMENTSuperior graduation rate – 96.5% to 98%Total combined graduates three year preceding CVA opening – 14. Total graduates since opening (nine years) 410. With CSA 616.API growth – 86 points this year, 127 points since 2006ELL students outperform schoolwide API – Latino students up 113 points, ELL 98 pointsAYP – all AYP criteria attained, all AMO attained, percent proficient tripled100% CAHSEE pass rate – no student ever denied a diplomaCredit recovery and alignment with CHS– eleven percent of total enrollment returned to CHS mid-year.
CURRENT ASSETS SUPPORTING STUDENT ACHIEVEMENT• Thirteen staff who provide transformational motivation, supervision and instruction for at-risk and atypical students (8 certificated, 5 classified).• An attractive, stand-alone campus that provides identity, autonomy, credibility and respectability with parents, students, and staff.• A culture of rigorous standards building toward an 800API and A-G graduation requirements.• An emphasis on achievement for ELL and LTEL students• Supportive environment for students with substance abuse and addiction issues
NEGATIVE IMPACTS ON STUDENTSIncrease in drop-outsDecrease in graduatesDecreased student achievement – CST, API, AYP, CELDT (affects District, as well as school ,stats)Loss of the majority of the thirteen staff – adult mentorsLoss of school connectednessIncreased truancyIncreased charter school drop-outs
NEGATIVE IMPACTS ON STUDENTS (CONTINUED)Loss of credibility and respectability with parents, students, and staff.Loss of in-district suspended expulsion optionLoss of subject-matter expertise in instructionLoss of equal access to alternative program due to enrollment caps driven by staffing.
FINANCIAL IMPACTS• Cost of creating distance learning labs – hardware, software and courseware (Apex) licenses if staffing levels too low for direct instruction• Cost of retrofitting CHS facilities for distance learning labs if staffing levels too low for direct instruction.• Cost of training and re-training staff for new instructional program
QUALITY STANDARDS FOR 2012-13 BRIDGE YEAR• Full-time program that provides a realistic opportunity for students to remediate and graduate• An alternative program for students who need a smaller, more individualized setting.• Teachers selected, not assigned• For CSA, an appropriate facility and support infrastructure.• Options for CVA students to take CHS and/or Apex electives.• Independent study PE.• An administrative support “hub” that includes at least one administrative assistant
QUALITY STANDARDS FOR 2012-13 BRIDGE YEAR (CONTINUED)• Work Experience option• Face-to-face instruction• Intensive guidance services• SPED support as needed• Campus safety assistant assigned to the area• Advisory/mentoring period• Discipline/interventions that are timely and focused.• Sustain or, if necessary, re-create a separate school identify and culture
QUALITY STANDARDS (CONTINUED)Extensive staff development- both pre-opening and ongoing for the new instructional program.
SUBCOMMITTEE RECOMMENDATIONSPrimary Recommendation• Continue to support student achievement by sustaining CVA at its current site with comparable (to full closure) cost savings realized through significantly reduced classified and certificated staffing.
BRIDGE-YEAR PROGRAM(FALLBACK RECOMMENDATION IF PRIMARY RECOMMENDATION IS NOT FUNDED.)• Create a bridge-year program at CHS• Staff at 4.0 FTE teachers to preserve direct instruction. (one English, one math, one science, one social studies)• Four classrooms, one lab, office “hub”• Electives through CHS concurrent enrollment and distance learning• Independent study P.E.• 1.0 FTE Office “hub” classified• Separate facility for CSA
QUALITY SCHOOL • Carlsbad Village Academy is an excellent school. Indicators of the quality of the school include: • Meeting NCLB Adequate Yearly Progress targets for student achievement • Increases in Academic Performance Index • High graduation rates4/18/2012 20
CALIFORNIA CONTEXT California’s K-12 Spending Per Student Lags Behind That of the Rest of the U.S. More Than at Any Time in 40 Years $600 National AverageCalifornia’s Spending Per Student Minus Spending $200 -$200 Per Student in the Rest of U.S. -$600 -$1,000 -$1,400 -$1,800 -$2,200 -$2,600 -$2,856 (est.) per student loss in 2010- 11 -$3,000 * 2010-11 data estimated Note: Rest of U.S. excludes the District of Columbia 4/18/2012 Source: National Education Association 21
CURRENT FINANCIAL CONDITION • Projected revenue for 2012-13 is about the same as actual revenue in 2005-06 • Even after taking into account new revenues and expenditure reductions, projected deficit for 2012- 13 remains at $2.4 million and over $9 million in 2013- 14 • It could get worse … • Governor’s Budget Proposal includes November Tax Initiative with “trigger” to reduce to 159 instructional days • Governor’s Budget Proposal includes “Weighted Student Funding” model that reduces CUSD categorical funding to $04/18/2012 23
Consideration for Expenditure Category Outcome Reduction Group 1: Strong Sage Creek Delay Done. Reduced 2012-13 (start up) and 2013- 14 operational budgets Reduce/Eliminate Done Admin/Management Reduce/Eliminate Stipends Done Employee Compensation Collective bargaining in process Reductions Reduce/Eliminate Travel & Done Conference Reduce/Eliminate Site and Done Department Accounts Reduce Special Ed Done Reduce Textbook Expenses Not feasible, we spend only $20 per student per year Group 2: Moderate Closing School(s) TBD Reduce/Eliminate Classified Done Positions Reduce/Eliminate Athletics Done Reduce/Eliminate Contractual Done. Achieved savings through competitive bid procedures, including $920,000 reduction in transportation Reduce/Eliminate Programs Done Reduce Instructional Days Collective Bargaining in process Group 3: Low Increase Class Size—Elementary Done. Class sizes in grades 1-3 increased in 2011-12; Class sizes will increase in grades 4-5 in 2013-14 Increase Class Size—Middle Done. Class sizes will increase in grades 6-8 in 2013-14 Increase Class Size—High School Done. Class sizes will increase in grades 9-12 in 2012-13 Reduce/Eliminate Guidance No Changes4/18/2012 24
OPERATING COST PER STUDENT: ALL SCHOOLS (FEBRUARY 2012) Cost Per Student$2,500.00$2,000.00$1,500.00$1,000.00 $500.00 $- February 7, 2012 26
CONSIDERATIONS • As a High School Alternative program, some of the considerations are quite different for CVA/CSA than for Buena Vista. For example: • No boundaries • Walking routes are less of a concern • “Reorganization” would keep Title I funding with students4/18/2012 27
CARLSBAD VILLAGE ACADEMY ENROLLMENT HISTORY4/18/2012 28
HIGH SCHOOLS: CONSERVATIVE & MODERATE4/18/2012 Source: Decision Insight 2011 Study 30
TIERED SYSTEM OF INTERVENTIONS Tier II: “Academy” Intensive Program Tier I: CSA Distance Learning Labs Core: CHS4/18/2012 31
BENEFITS OF REORGANIZATION • Increases access to A-G Courses • Increases likelihood of successful return to Core Instructional program • Consolidates support services, including administration, guidance, food service, library/media, and custodial4/18/2012 32
FINANCIAL COMPARISONS • CVA/CSA “Compressed” • $151k savings in reduced support staff and counseling • $70k additional expense for 1 FTE Teacher • Net Savings: $81k • “Bridge Year” • $325k savings after restoration of 1 Admin Assistant and 1 FTE Teacher • Devote $25k to “Contingencies” including professional development, hardware/software needs, etc. • Net Savings: $300k • Additional Expenses: $50k relocation costs (one- time)4/18/2012 33
RECOMMENDATION • Relocate Carlsbad Village Academy and Carlsbad Seaside Academy at Carlsbad High School for 2012- 13 as “Bridge” program • Bring recommendation for 2013-14 and beyond to Board no later than the end of first semester 2012 • Include Sage Creek Intervention System • Pursue short-term revenue options for CVA campus and/or District Office • Begin CUSD “Asset Management” planning4/18/2012 34