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Home My WebLink About2007-02-20 II BOARD OF SUPERVISORS FINAL FEBRUARY 20, 2007 6:00 P.M. LANE AUDITORIUM COUNTY OFFICE BUILDING 1. Call to Order. 2. Pledge of Allegiance. 3. Moment of Silence. 4. Public Forum to receive comments on the proposed FY 2008/09 County budget. 5. From the Board: Matters Not Listed on the Agenda. 6. Adjourn. II -u. ~ . CN -u. ~ . CN -u. ~ . en -u. ~ . en -u. I\) . ~ -u. CN . ~ - 3 )> == o n _. (J'I ,.. 0 c c: ; O)e!.~cn n ::T o o - C -. < -. tn -. o :::::J n o ~ ..... ., -. C- c: ..... -. o ~ 0) 0 .........."'0 o ,.. ~ CD C. o ~ 0) ,.. .......... c: ~ Q) - ~ ~ 0 .........."'0 o ,.. CO CD C. :::a o CD CO.Q .......... c: o CD CD tn ,.. -a .., o 0 CD ~. .......... CD ~ n o ,.. CD C. I I o ~ tn < -0 ::J - () C eo ~ ::J Q) ~ ...., <'< CD m llQ) - ...., Q) - ::J'< ~;C <~ m =;- ;ceo -3 ~CD ::J ,-+. o :J en ::::r Q) < CD o :J CD .., CD -0 o ::4- o -I .., :::::r CO CD Q) ::J .., -. CD N ("') Q) CD ~ ::J o ~ ::J '< ("') 3 :::::r Q) Q) Cl. ;:4.. 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Y7>< \J (]) C"'" (]) en a.O en E (]) L.. ~ 5 \J (]) - ::J 0) C'-- o co (]) ~ ~ > ~oco ..cU~ Sa5.8 o ..... t::..... o 0 .c C en .. "~ ~ ..... (]) en L.. co.8 o E .c (]) ~.c .. ..... ~ ~ (]) co .co.. U\J co- (]) ::J ..... 0 ~..c o en (]) (]) ~ ~ U .. ~_. (]) - (]) ..c 0.. > ..... 0.. co C ::J (]) - en_ . . I I I BOARD OF SUPERVISORS FIN A L FEBRUARY 20, 2007 1 :00 P.M. LANE AUDITORIUM COUNTY OFFICE BUILDING 1. Cc II to Order. 2. W brk Session: Preliminary School Division Budget Overview. 3. Re cess at 2:45 p.m. and Reconvene at 6:00 p.m. 4. pLJ blic Forum to receive comments on the proposed FY 2008/09 County budget. 5. Fn pm the Board: Matters Not Listed on the Agenda. 6. Ad 'ourn. -- -- I I I I BOARD OF SUPERVISORS TENTATIVE FEBRUARY 20, 2007 1 :00 P.M. LANE AUDITORIUM COUNTY OFFICE BUILDING 1. C all to Order. 2. '^ ork Session: Preliminary School Division Budget Overview. 3. 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E [/] Ci c..(/JU .s ~ 2' Q.) 1-.'- ~ ;:l-o ~ ~ .: (l) 0 O:::u 0) c .= CIj-o E (.) ;:l > ::c: _ ;:l u (l) ;>< 0) .... o ..... u ~ 0 :6 ~ .8 E u ~ e o .- e--o 0.0 u ;:l C c.. .- (l) -0 c; = .S: - eo: .::::1 c: eo: (l) OIl> ... ~ O::c: Oci - "- eo: Q., [/] ~ o bIl -0 0) C <;: 0) -0 0) -5 01) .5 a:J 0) E .5 00 4-< o 00 <l.) bf) C':l 0... , . . marle County Public Schools Office of the School Board 401 McIntire Road Charlottesville, Virginia 22902.4596 Phone: (434) 296.5893 Fax: (434) 296-5869 www.kI2albemarle.org February 18, 2008 Mr. Kenneth C. Boyd Chairman Albemarle County Board of Supervisors 401 McIntire Road Charlottesville, VA 22902 Dear Mr, Boyd: At its meeting on February 14,2008, the Albemarle County School Board asked me to share with you several concerns about the budget schedule and about available revenues in advance of our budget presentation scheduled for your meeting on February 20th. The School Board learned after approving our funding request that the Board of Supervisors would not be required to advertise a tax rate in February since real estate assessments increased by less than 1%. We had been expecting an early advertisement and shifted our budget process forward to accommodate your schedule. For the reasons outlined in this letter, we respectfully ask that you provide direction to the community on the local revenues that will be available to the school division at your earliest opportunity. This budget year is unlike any other we have faced as a community. As you will see in my transmittal letter describing our funding request, the school division has worked very hard to improve our budget process, to implement changes and budget cuts recommended in a comprehensive resource utilization study, and to prepare a funding request that advances our strategic plan while recognizing the challenging economic climate. In our funding request, you will also see a contingency plan for about $4 million in potential cuts. The School Board has not included these cuts in next year's financial plan because in our judgment they would do harm to public education in Albemarle, We present them as a planning tool so the Board of Supervisors and the public are aware of the choices under consideration. Included are increases in class sizes which will reduce the number of teachers needed. While the School Board has not yet prioritized these cuts, reducing staff has the greatest potential to reduce expenses. Without immediate direction on availability of school revenues, the school division will be faced with difficult decisions about our teacher contracts and reduction in force notices. The Superintendent typically mails letters to teachers and administrators who will not be renewed, have a reduction in force, or have reduced hours by March 5th. Final decisions are approved by the School Board by March 27th so that official notices can be sent by April 15th. Our people are our most valuable resource. If we are aggressive sending our reduction in force letters, we may have some staff who have just been recruited to join our division decide to switch school systems because of the employment uncertainty, If we take advantage of state law that allows us to delay the notices because of budget uncertainties, we run the risk of letting some staff go past the point at which they will be able to find employment in another school division. Even if they find a job, we will have harmed our reputation as an attractive employer in what is a very competitive market for talent. The difficulty of this situation is compounded this year by a number of important factors: · The state funding for public education is expected to decrease even further than what was shown in our funding request. An additional $500,000 to $1 million in state cuts have just been announced. · Our joint compensation strategy represents increased expenditures of $5.9 million next year. That far exceeds all available new revenues from all sources, · Our fund balance and operational holdbacks are both going to be applied to the revenue shortfalls in this fiscal year. · Significant operational cuts have already been made by the School Board in this funding request on top of cuts made in last year's budget. · Few new initiatives have been proposed that could be withdrawn or postponed to give us flexibility on staffing decisions. The Albemarle County School Board believes it is imperative that you have a clear understanding of these challenges as you begin your budget process. We look forward to your consideration of our funding request and ask for your strong support of our joint goals for building world class schools in Albemarle County. Sincerely, l '" / J ( 1 {J [{,- ..." '- Brian A. Wheeler Chairman Albemarle County School Board cc: Members of the Albemarle County Board of Supervisors Bob Tucker, Albemarle County Executive Members of the Albemarle County School Board Pam Moran, Superintendent, Albemarle County Public Schools II . . . marle County Public Schools Office of the School Board 401 McIntire Road Charlottesville, Virginia 22902-4596 Phone: (434) 296-5893 Fax: (434) 296-5869 www.kI2albemarle.org February 18, 2008 Mr. Kenneth C. Boyd Chairman Albemarle County Board of Supervisors 401 McIntire Road Charlottesville, VA 22902 Dear Mr, Boyd, members of the Board of Supervisors, and citizens of Albemarle County: On behalf of the Albemarle County School Board, I respectfully submit our funding request for Fiscal Years 2009 and 2010. The first year of this request totals $168,280,735, including $151,755,246 in the school operational budget and $16,525,489 in the self-sustaining budget. The operational budget requests an increase of 2.57% over the budget approved last year. As we described to you at our joint-retreat last October, the School Board took seriously the challenge of improving our budget process. · First, the Commonwealth Educational Policy Institute at VCU completed a five-month Resource Utilization Study to identify areas where we could improve our efficiency as a business. · Second, we made significant improvements to the budget book including a revised overview section that clearly presents critical information frequently requested by the Board of Supervisors and the public. The budget book is streamlined to improve readability and transparency, · Third, we are budgeting for two fiscal years to improve our planning and to align with the state budget. We continue to show a general five year financial plan. · Fourth, we worked closely with members of the General Assembly in an effort to get state support for a "Cost to Compete" allocation and for an adjustment to our composite index calculation to reflect revenue sharing with the City of Charlottesville. · Fifth, we increased our efforts to seek input from the community. Our Telephone Town Hall meeting reached 16,775 households and about 750 people participated for a significant portion of the event which allowed us to respond to over 30 citizen questions. This strategic goals-based funding request is not yet balanced to a specific revenue target. At this early stage in the process, and amid constantly shifting local and state revenue forecasts, the School Board determined that a clear statement of needs was most appropriate. As of our February 7, 2008 meeting, this request will require an additional investment of $1.3 million to support our community's goals for public education. II . February 18, 2008 Page 2 A significant driver of this funding request is our joint compensation strategy for teachers and classified staff. When Superintendent Pam Moran presented her recommendations to the School Board, she focused on our people. When it comes to securing our future as a high performance school system, the most important, unquestionable step we can take is to invest in our most valuable resource - our people, Creative, innovative teachers; capable, skilled support staff, and student centered, dedicated leaders are what make students and schools successful... . The most important factor driving student achievement is teacher quality. The state's limited contribution to our teacher salaries during this biennium is expected to include raises of only 2.5% taking effect in July 2009. Thus, in the 2008-09 school year, there will be no funds from the state for our teacher raises to maintain competitive market salaries, Our joint compensation strategy with the Board of Supervisors represents increased expenditures of $5.9 million next year. Since the school division's revenues are only increasing by $2.5 million (or 1.68%) it is obvious that the School Board cannot move forward with any new initiatives to support our strategic plan, compensation or otherwise, without a combination of increased efficiencies in the operation of the schools and additional support from local government. Thus, significant operational reductions have already been made by the School Board since Dr. Moran submitted her recommendations, such as cuts in central office expenditures that will remain in effect regardless of the revenues available. As you know, significant reductions were also made last year in a school operational budget that only grew by 4.6% vs. the local government operational budget increasing by 8.4%. Further, this Board and Dr. Moran are jointly committed to responding to the many recommendations in the Resource Utilization Study and those actions will bring dividends in future years. Accompanying this funding request you will also find a contingency plan that outlines about $4 million in additional expenditure reductions and several potential fee increases. A number of the potential reductions are in areas where we intend to find future savings, but that really require a deliberate and thoughtful process to be executed effectively (e.g. changing elective offerings and staffing formulas). Other reductions, were they to be absolutely necessary, would entail a significant retreat on past investments made in response to data-driven decisions that placed key resources in our schools (e.g. math specialists and guidance counselors). Here are some additional highlights of specific challenges associated with our major goals that are addressed by this funding request: · Improve all of our students' math performance against benchmarks set by international competitors (such as Asia, India, Ireland, Russia) rather than just the Virginia SOL · Ensure that all students graduate as the high performers ready to enter a technology-driven workforce before, during or after college · Recruit smart, creative young adults to replace the teaching and principal positions being vacated by increasing numbers of experienced baby boomers reaching retirement age. II ~ February 18, 2008 Page 3 · Firmly establish a culture dedicated to improvement so that Albemarle leads as a world class school division worthy of emulation · Make efficient and effective use of available resources to achieve our strategic goals In summary, the School Board has responded to the challenging economic climate by being proactive in improving our budgeting process and by making tough choices about our needs as a school division. We look forward to working with you to ensure our joint goals for building world class schools are strongly supported in this year's County budget. Sincerely, / - J ( ,,' c.....' / I ' i J ) ll, . L L(^-\._ Brian A. Wheeler, Chairman Albemarle County School Board RECEIVED AT 80S MEETING 02 -.:l tJ - ~ P at Date: . Securing the Future: The Right People in the Right Places · Creative, innovative teachers · Capable, skilled support staff · Student-centered, .ellicate~ teaders 1 II Challenges That Affect Our Bottom Line Then (10 Years Ago) No adopted competitive marXet Beginning teacher salary: $25,620 Health insurance: $2,OOO/FTE Full-time teachers: 844 Minimum certification requirements Limited soa required FTEs . Chalkboard-centered classrooms Limited English Proficient (LEP) students: 636 (2003) Student-ta-computer ratio: 9: 1 No high-stakes testing Number of AP/College-Ievel courses taken: - 365 Number of students: 11,343 School space square footage: 1.75M Bus miles traveled daily: -12,000 Fuel cost: $0.95/gal (2002) Challenges Now (2008) . Adopted competitive marXet Beginning teacher salary: $40,265 Health insurance: $6,153/FTE Full-time teachers: 1091 Increased certification requirements Increased soa required FTEs Technology.centered classrooms Limited English Proficient (LEP) students: 965 Student-to-computer ratio: 3:1 High-stakes testing Number of AP/College-Ievel courses taken: 2,967 Number of students: 12,446 School space square footage: 2.24M Bus miles traveled daily: - 12,000 Fuel cost: $2.40/gal · Increasingly diverse educational market place · Shifting local demographics · Declining revenue increases · Competition for highly qualified staff · Increasing expectations for curriculum · No Child Left Behind expectations for student achievement across all student groups · Raising the level of rigor for all students through more performance, project-based expectations 4 II Specific Challenges Related to Major Goals · Develop and improve math performance against benchmarks set by international competitors, rather than just the Virginia Standards of Learning · Ensure all students graduate as high performers, ready to enter a technology-driven workforce before, during or after college · Recruit smart, creative young adults to fill vacated teacher and principal positions · Firmly establish a culture dedicated to improvement, creating a world-class school division · Make efficient and effective use of available resources to achieve strategic goals Improving the Budget Process · Participated in the Resource Utilization Study, seeking to identify areas where we could advance our efficiency as a business . Streamlined the budget book to clearly present critical information and increase readability . Committed to budgeting for two fiscal years to enhance planning and align with the state budget . Collaborated with the General Assembly to obtain state support for a "Cost to Compete" allocation and an adjustment to our composite index calculation Sought increased input from the community 5 II Long-Range Operational Budget Planning . Partnership with local government and community . Continuous evaluation of current resource efficiencies . Multi-year fiscal planning . Joint compensation strategy c+ . ~on;~s::~::~aS~:Uld be represented in 5-year plans Five-Year Operating Expenses/Revenue Projections :$200,000,000 GapQ% 0;8% ~ 2.a 2.5% ,$190,000,000 $180,000,000 $170,000,000 $160,000,000 1$150,000,000 $140,000,000 2007 -08 2008-09 2009-10 2010-11 2011-12 2012-13 -- ---- -+-Operating Expenses ______Revenue P rojectio ns 6 II Major Initiatives Included in This Request Compensation and Benefits Increases 4.0% Teachers, 3.25% Classified - Joint Boards, Health, Dental and VERIP Growth/Mandates Special Education (2.0 FTE), English as a Second or Other Language (2.0 FTE), Instructional Technology Staffing (0.21 FTE), Student Growth (5.18 FTE) Partnership Increases Charlottesville-Albemarle Technical Education Center, Piedmont Regional Education Program, Bright Stars, Family Support, School Resource Officers Maintenance of Effort Increases Fuel increase, mileage reimbursements, operational increase for schools (3%), textbook replacement funds, professional development $5,907,346 $611,310 $408,846 $550,143 Intervention/Prevention Services Increases Tutoring and other direct services for at-risk students Superintendent's Funding Request 12119107 $170,730 Actions Approved by the School Board ... $152,939,281 Administrative Staffing - $400,000 Meet efficiency study recommendations; reduced support for Division-wide initiatives; reduced building-level instructlonall op.ratlonal support Longer repl.cement cycle for some b.....; ponible use of c.rs to tnlnsport small numbers of children Meet commonality as a joint organization and adj...t proposal bllsed upon economic conditions Piedmont Regional Education Progr.m for Special Education children revised their estlm.tes; Hum.n Resources revised !halr estimates Begin Investment Into !he Intemational Baccal.ureate Program and funding for disclplln.ry student asslst.nce I Sc!;booI8oard', Funding Request '~~Neededto IleetReqUUf JRIfJ8 Reduce central administrative staffing Operational Reductions - $500,000 Reduce bus replacement funding Reduce Classified Merit - $332,420 Reduce classified merit program to 1 % lower than recommended by World@Work Local Program Changes . $214,615 Adjust PREP expense to meet new projections. adjust HR budget. adjust Woodbrook enrollment Instructional Improvements $263,000 Specialty Center and Enterprise Center Funding $tlf.~ .-Afa1't1 7 We anticipate receiving additional decreases in state support ranging from $500,000 to $1 million, resulting in a potential expense-revenue gap between $1.8 and $2.3 million. Discussion ... ~ 8 ExpenseReductionOPTlONS,..,lfingAnal~(-$3.8~. I Support Staffing $600,000 I Tech support, math specialists, school counselors, Teacher Assistants I Programmatic Reductions $700,000 I Low enrollment electives (Wo~d Languages, Strings, Advanced Placement, and others), Interventionl Prevention, retirement (longevity bonus), Piedmont Virginia Business-Education Alliance [ Instructional Staffing $1,500,000 I Class size (HS, MS, ES 4.5, ES K.3), art, music and PE I Revenue Enhancements $lBD by Board I Fees associated with non.school use of facilities, athletic fees, transportation considerations Reduce Compensation Target o.tayed technic.. lIUpport; ~ lIUppOI't for tnc:hers In IMthematIca IRtltnactlon; .... support for _r COUllH/lng servlcealn high Khool,; .... dlfferwntlatlon In al.IIMlMary KhooIll1lItructlon Fewer elective offerings; loss of support for regional school-business partnerships; fewer remediation services; fewer incentives for employee retention Larger class sizes, less time/reduced access for art, music and PE Student and parent stakeholders may be challenged to provide fees $606,000 Reduce teacher raises by 1 %, from 40/0 to 3% (classified staff raises have already been reduced 1%) Implications: Decreased ability to remain competitive within our established market 9 II Operational Reductions Target $500,OqO Textbook Replacement $124,531 Computer Replacement I i~~S~; :~~:: $50,000 I ~~~~~~73~;ona' $94,77a Middle School Redistricting Total Rewards $100,000 $226,800 $70,000 Support Staffing Target Tech Support :1 Math Speda"s,s :1 School Counselo", 4. Teacher Assistants $198,300 $198,300 $219,400 $66,100 Reinstatement of cuts made last fiscal year -7 reduce recurring funding to $1,168,419 Reduce funding from current $1 million level Reinstatement of cuts made last fiscal year -7 leaves $95,000 in local funds available for disbursement Eliminate inflationary adjustment for schools Move at least 75 students into Walton Middle School Eliminate the pilot program and break commonality $600,00P Eliminate 1 FTE Tech Support Analyst (22 -7 21, including the Assistant Director and engineering staff) Eliminate 3 of the 5 FTE Math Specialists Eliminate 3 FTE High School Guidance positions (student to counselor ratio would increase from 220:1 to 280:1) Reduce K-1 Teacher Assistant time from 4 to 3.25 hours (standard is 3 hours) 10 . . Programmatic Reductions Target Low Enrollment Electives (World Languages, Strings, Advanced Placement, and others) ......j...,.,..'.. .....,.. I ntervention/Prevention . . (ex: one-on-one tutoring, , small group instruction, extended learning time, .... targeted intervention) lone-time Retirement a. Bonus Piedmont Futures (School-business partnerships) $199,000 $170,100 $250,000 $116,600 Instructional Staffing Target Class Size - HS i Class Size - MS Class Size - ES 4-5 I Class S~e - ES K-3 Elementary Art, Music and PE $571,800 $378,100 $195,000 $284,200 $66,100 $700,O~O Eliminate staffing Cut requested increase in funds I Eliminate the $200/yeat retirement payment (commonality) Eliminate Piedmont Futures payment , $1 ,500,00~ Increase by 1 student ~ Reduce by 8.65 FTE Teach~rs Increase by 1 student ~ , Reduce by 5.72 FTE Teach~rs , Increase by 1 student ~ Reduce by 2.95 FTE Teach~rs Increase by 1 student ~ ! Reduce by 4.30 FTE Teachers (does not reduce schools with FfL greater than 16 percent) Reduce staffing by 1 FTE Teacher 00'" PE ~ 120 minlweek ~ Art ~ 45 min/week .m Music 3-5 ~ 60 minlwee~ IJ) Music K-2 ~ 30 minlwee~ , 11 II Revenue Enhancements Target $TBD by Board'" · Fees associated with non-school use of facilities, athletic fees, transportation considerations Implications · Student and parent stakeholders may be challenged to provide fees * The amount of generated revenue is dependent on the fee schedule determined by the School Board. People are central to everything we do. Textbooks and computers do not mold a learner's mind; people do. Classrooms and gyms do not develop a learner's character and body; people do. Organizations do not help learners believe in their power to embrace learning, to excel, and to own their futures; people do - one student at a time. 12