Budget and Personnel News Release and FAQ’s Why is Jackson County Schools having financial challenge? • Over the past 10 years, over $32,000,000 have been lost due to state austerity reductions. Additionally, local tax digest has decreased in excess of $7,000,000. The general operating budget for the school system is approximately $60,000,000. Employer paid health benefits and retirement costs have significantly increased over the last several years (approximately $600,000/year). Significant funding decrease coupled with an increased enrollment has created a financial burden that requires thoughtful and careful budget prioritization. What rationale were used in the budget and personnel planning process? • provide students with a full instructional calendar, • provide teachers with a full 190 day calendar to include professional learning and planning time, and • rebuild the districts financial stability by increasing our fund balance to $9 million over the next few years. Why does the school system need a $9 million fund balance? • The Georgia Department of Revenue recommends school districts keep 10% to 15% of annual operating expense in reserves. School Districts are funded by state allotments and local tax collections. Jackson County Schools receive QBE (Quality Basic Education) funds from the state for salaries and operations based upon student enrollment. The state fiscal calendar runs July 1st through June 30th while the local fiscal calendar aligns January 1-December 31st. State funding covers expenses up to a certain point, with local revenue picking up the difference. With present staffing levels, local revenue must cover approximately $1.5 to $1.7 million per month. With a projected fund balance at the end of the year of less than $1 million, we will have to borrow funds to meet payroll in July of 2014. A Tax Anticipation Note (TAN-loan) will be required to meet the state revenue shortfall to cover approximately $1.5 million monthly over a six month period. A $9 million fund balance would prevent the school system from taking an interest bearing loan (TAN) to meet operating expenses. What would the school system’s budget status look like if there was not a reduction in force? • If the school system reinstated a full calendar for students and teachers with the present staffing level, the system would be over budget by approximately $4,600,000. What options did the Jackson County Schools consider? • School District leaders took some drastic measures for the 2013-2014 school year in an attempt to build financial stability including: o Consolidation of East Jackson Middle School and Kings Bridge Middle School to reduce a facility (suspended use of South Jackson Elementary School at Highway 129). o Closure of Gordon Street Center and suspension of programs offered there. o Calendar Reduction Days for Teachers (10 days), Assistant Principals (13 days), School and District Leaders (15 days). [The maximum allowable teacher reduction based on state rule]. o District Office Staff Reduction (8 positions). o Reduced substitute teacher cost in half. o Maximize reduction of operational expenses through careful monitoring and scrutiny of all expenditures. o Increased millage rate from 18.9 to 19.276 resulting in a net tax collection of approximately $500,000. In spite of the aforementioned strategies, the school system will utilize approximately 70% of the existing fund balance as it ends the 2013-2014 school year. • For the 2014-2015 school year, the following strategies were considered: o Calendar Reduction Days for all staff. o Continue substitute cost reduction. o Continue to maximize reduction of operational expenses through careful monitoring and scrutiny of all expenditures. o Personnel re-alignment based on adjusted state allotment. How did Jackson County Schools decide the number of positions to reduce? Phase I: Timeline The district utilized a yearlong planning process in preparation for personnel alignment based on the following timeline: • January 8, 2014-Intent letters sent to all personnel • January 16, 2014-Principal Meeting to review staffing guidance • January 17, 2014-Intent letters returned to district office • January 24, 2014-Staff retention analysis complete • February 13, 2014-Pre-liminary staffing conversations at principal leadership meeting (staff comparison to 2014 staffing need) • February 28, 2014-Pre-liminary performance prioritization of staff (identification of specific staff members/positions to be reduced) • March 4, 2014-District-wide principal leadership collaboration/planning meeting • March 10, 2014- District-wide principal leadership collaboration/planning meeting • March 13, 2014-BOE Approve staffing plan (reduction in force plan to include budget explanation, rationale, program reductions/positions) Phase II: Process The school and district leaders used a formula based on a student to teacher earnings ratio. The process took place as follows: • each school provided a total point allocation based on program earnings. • school program leaders worked collaboratively to identify district wide staffing needs and program reductions. • district-wide program reductions based on personnel analysis and funding from the state. • utilized Fall, 2013 FTE (full time equivalency) counts for program enrollments/earnings • utilized state minimum and maximum (including district waiver of 3 additional) class size funding levels to determine teacher allocations o Example: Kindergarten Program class size minimum of 15 and maximum of 21; therefore, each school earns 1 point for every 18 kindergarten students. o Example: High School (9-12) Program class size minimum 23 and maximum of 35: therefore, each school earns 1 point for every 29 high school students. FY 15 Class Size Projections Grade Enrollment # of classes Avg. class size KDG 551 24 23 1st 551 25 22 2nd 577 26 22 3rd 591 25 24 4th 601 21 29 5th 550 20 28 6th - 8th 1705 54 32 9th-12th HS Math 2188 78 28 9th-12th HS Science 2188 72 30 9th-12th HS ELA 2188 72 30 9th-12th HS Social Studies 1969* 66 30 *Only 3 units required for graduation What positions were reduced? The following programs will be eliminated in their entirety, including all associated positions within the program: • The Driver’s Education Program (2 positions). • All Graduation Coach Positions (2 positions). • All Middle School Connections Careers Positions (2 positions). The following positions will be eliminated or reduced as described below: • 4 Media Resource Specialist positions in the District will be eliminated • 1 District-wide Social Worker position will be eliminated • 1 P.E. teaching position in the District will be eliminated • 1 Math teaching position at Jackson County Comprehensive High School will be eliminated • 1 Science teaching position at Jackson County Comprehensive High School will be eliminated • 1 CTAE FACS teaching position at Jackson County Comprehensive High School will be eliminated • The 0.5 CTAE FACS teaching position at East Jackson Comprehensive High School will be eliminated • 7.5 regular education academic teaching positions at East Jackson Middle School will be eliminated • 4 regular education academic teaching positions at West Jackson Middle School will be eliminated • 11 elementary school regular education academic teaching positions in the District will be eliminated • 1 EIP teaching position at North Jackson Elementary School will be eliminated and replaced with a half-time EIP teaching position • The EIP/Intervention program at Benton Elementary School currently served by 2 positions will be reduced to 1 position • The technology teaching position at East Jackson Elementary School will be eliminated • The ISS teaching position at East Jackson Middle School will be eliminated How were affected staff members notified? • Every teacher impacted by the reduction plan received a personal visit and conversation from the superintendent and/or Assistant Superintendent to explain the process, selection criteria, and goals of the district. What criteria were used to identify staff members to be considered for the reduction in force plan? Jackson County Schools Board of Education policy GBKA, aligned to state BOE policy, requires a reduction in force be determined based on performance. Principals and district leaders utilized a consistent criterion in evaluating teacher effectiveness and performance as outlined in the following: • Teachers’ annual evaluations • Student Learning Impact (measured by student growth percentiles, standardized assessment student performance, formative assessment student performance) • Georgia Teacher Evaluation Process o Georgia Teacher Duties and Responsibilities o Georgia Teacher Observation Instrument o Observational anecdotal evidence as aligned to GTEP process Why are you giving people a raise when you are reducing staff? • Our teachers along with other staff members have not worked a full calendar in several years. The state legislature will be providing a 30% reinstatement of the state austerity reduction (approximately $1.3 million for Jackson County) in the 2014-2015 school year. In addition, the projected $1800/classified employee healthcare increase was delayed for the upcoming year saving the system approximately $550,000. With a full calendar in place, Jackson County School staff will receive compensation for a full year’s contract. This results in increased earnings for staff that had reduction days in years past. This is not a raise, however, all staff will be paid for the number of days worked based on BOE approved salary schedules. For the 2014 - 2015 school year, 12 Month Principals and Central Office Leadership will be cut 2.2% in salary based on a 5 day contract reduction. Why don’t you reduce central office staff and their salaries? o The district office has been reduced by 8 positions over the past couple of years. o District leaders will take a 5 day contract reduction (2.2% pay reduction). Why would you consider additions or newly constructed facilities when you are reducing staff? o SPLOST funds may only be utilized for construction, technology, and/or school improvement. o SPLOST may not be used for personnel salaries and other operational expenses. Therefore, continued planning for future needs to serve growing populations is necessary and viable through the appropriate prioritization of SPLOST funds. Closing thoughts… We realize the gravity of the decision that has been made to meet instructional and budgeting goals. We look forward to a time when our students are receiving the time in class they need and deserve; and when our district has emerged into a financially stable light. This approach will expedite the attainment of both! Thank you for being a part of the Jackson County Team.
Posted on: Thu, 20 Mar 2014 18:04:23 +0000
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