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HomeMy WebLinkAbout1998-02-09 FINAL 5:00 P.M. F.EBR'UARY 9, 1998 ROOM 235, COUNTY OFFICE BUILDING IOINT MEETING WITH SCHOOL BOARD Call ~o Order. Review of School Budge~ Process to Date: A. Superintendent's Presentation. B. Board Comments and Discussion with Supervisors. Review of Capital Improvements Program (CIP/Process to Date and Discussion of Time Table of Northern Elementary School. Discussion of Hendricks Study Recommendation to Review Beginning amd Ending Ranges of Classified Scales in Relation to Market Changes: A. Pay for Performance. B. Review of Compensation in Comparison to Surrounding Areas. Other Matters not Listed on the Agenda. David ~ Bow~ma~ Charlotte Y. Humphfis Forrest R. Mmshall, Jr. COUNTY OF At REMAR~ F Office of Board of Supervisors 401 McIntire Road Charlottesville. wn~nia 22902-4596 (804) 29&5843 FAX (804) 296-5800 Charles 5. Mztr~n f~zanna Walter E Perkins White Ha~ Sally H. Thomas MEMORANDUM TO: FROM: DATE: SUBJECT: Robert W. Tucker, Jr., County Executive Ella W. Carey, CMC, Clerk t~ IAi February 10, 1998 Board Actions of February 9, 1998 The Board took the following actions at the February 9, 1998 meeting: Agenda Item No. 3. Review of Capital Improvements Program (CIP) Process to Date and Discussion of Time Table of Northern Elementary School. Because two members of the Board of Supervisors were not yet present, Mr. Tucker suggested that the boards move to this item. Mr. Frank Morgan thanked the Board of Supervisors for their support of the CIP. Mr. Tucker said staff will soon begin looking at sites in northern Albemarle County. They will bring suggested sites to both boards. Agenda Item No. 1. Review of School Budget Process to Date: A. Superintendent' s Presentation. Dr. Castner gave bis presentation on the budget. B. Board Comments and Discussion with Supervisors. There were comments and discussion, but no action taken. l~'inted on recycled paper Agenda Item No. 4. Discussion of Hendricks Study Recommendation to Review Beginning and Ending Ranges of Classified Scales in Relation to Market Changes. A. Pay for Performance. Mr. Morgan said School staff has recommended a three percent adjustment in classified salaries, to be placed into merit. Mr. Bob Brandenburger gave his presentation. B. Review of Compensation in Comparison to Surrounding Areas. Mr. Mike Thompson, Director of Human Resources, discussed compression and 1998-99 Pay Scale and Merit Options. The consensus of the Board of Supervisors was to have staf£examine the one percent scale and compression issues. Agenda Item No. 5. Other Matters not Listed on the Agenda. Mr. Baker said the School Board held a large public hearing last Wednesday, with 200 to 350 people in attendance. There were people with many different interests, concerns and opinions.. Mrs. Thomas said she liked the light system used to advise speakers when tl~eir allotted time was up. Agenda Item No. 6. Adjourn. With no further comments, Mr. Marshall adjourned the Board of Supervisors meeting and Mr. Baker adjourned the School Board until 6:30 p.m. that evening. /lbh cc: Richard E. Huff, II Roxanne White Kevin C. Castner Larry Davis Bill Mawyer B©ARD OF SUPERVISORS Albemarle County Schools Summaw of SUPERINTENDENT'S PROPOSED FY 1998-99 BUdget ALBEMARLE COUNTY PUBLIC SCHOOLS Office of the Superintendent 401 Mdntire Road ~ Charlottesville. Virginia 22902-4.5c)6 January 20, 1998 Ma:. John E. Baker, Chairman Members of the Albemarle County School Board 401 Mclntire Road Charlottesville, Virginia 22902 Dear Mr. Baker, Members of the School Board, and Citizens of Albemarle County: With th/s document, I am presenting the Superintendent's Proposed Operating Budget for FY 1998-99. Consistent with Board direction, this budget is balanced to projected revenues. It totals $76,481,903 and represems a $5,104,756 (or 7.15%) increase over the approved FY 1997- 98 Operating Budget. This'is the third year I have had the opportunity to present the Superintendent's Proposed Operating Budget. I would have preferred for this to be an upbeat presentation, for we have much to be proud of. But I must honestly state that this budget ts significantly less than is needed to operate a first-rate school system in an area dominated by one of the rop pubtic universities in the country. Our budget must be driven by a desire for quality and equity for all students. However. this budget will make it increasingly difficult ro maintain our current high standards and to meet the expectations of our clients. Given our difficult revenue picture for the coming year, lam forced in this budget to place great emphasis on what we are unable to afford. I. Strength of the School Division The Albemarle County School Division is a strong one, in many ways a leader in the Commonwealth of Virginia. We have made tremendous progress utilizing concrete data on student achievement to guide our total program for students. 'Our yearly Progress Report clearly delineates this data for the community and is a model in t!ie state for this kind of document. I would highlight several particular areas indicative of the strength of this school division, including: The number of our second grade students who are at or above grade level in reading has increased from 66% t6 79% over the:past four years, with~5% of these students performing above grade level. The number of our eighth graders taking Algebra has increased from 19% to 63% over the past five years. "We ExPect Success" Scores for our eleventh graders on the Stanford 9 were the third highest in the state. SAT scOres of our seniors have risen to an average of 1077, topping both state and national averages. This achievement is all the more impressive because more than 70% of our seniors are 'taking the test. Our Career and Vocational programs have realized much greater collaboration with the local business community, due in large part to the successful initiation of the Charlottesville-Albemarle School Business Alliance (CASBA). I also need to emphasize that while we continue to make positive strides in areas such as Literacy Passport Test results and the number of students taking Algebra and Foreign Language in middle school, the performance of our minority students and students from less affluent homes continues to be an area requiring attention. While we have implemented structures to support students and programs to improve learning, we cannot be satisfied until all students are performing academically at high levels. H. Impacts on the FY 1998-99 Budget We have known for the past two years that the FY 1998-99 Budget would:be a particularly difficult one based on a number of new and ongoing circumstances. A local revenue shortfall of 5;1.08 million in the current fiscal year has inhibited our efforts to plan pr0actively for the difficulties we are facing in FY 1998-99. A summary of the circumstances that will have impact on this budget is as follows: The school division continues to experience significant enrollment growth. Since 1992, the school division's enrollment has grown by about 1,200 students, or about 11.5 %. For FY 1998,99, enrollment is projected to grow by approximately 295 students, or about 2.5%. Growth has always been a diffic~ult issue for us because we have had to absorb its impact With limited additional resources. This year, we are facing the choice of addressing growth or meeting other pressing needs. The opening of Monticello High School inthe fall of 1998 will require sxgnificant recurring expenditures for operational needs such as utilities and insurance; for support staff in the clerical, custodial, and maintenance areas; and for professional staff such as a Guidance Director and an Athletic Director. The revised Virginia Standards of Accreditation Will require additional funding for aligning the division's Social Studies curriculum With the state and for the additional testing, reporting and record-keeping that will be required. Based on the revised Standards, the number of state-required tests to be administered will increase from 11 to 37. This will require a great deal of additional coordination and detail work by staff. The revised Standards also raise an equity issue in terms the six-period day for our high school students. In 88% of other high schools in Virginia, a seven or eight-period 2 schedule is already in place. A seven-period schedule is not required to meet the revised Standards. However, a six-period schedule limits the possibility of Albemarle County students seeking an Advanced Studies Diploma to take fine arts, technical, and other elective courses. Such limitations reduce the scope of their opportunities as compared to the overwhelming majority of their peers in the state. The six-period schedule also makes it difficult, if not impossible, for students attending CATEC m earn an Advanced Studies Diploma. It is time for us to move beyond the six-period day purely as a matter of equity and competitiveness for our students. A shortfall in local revenue beyond what was forecast a year ago will place additional stress on what we already knew would be a difficult budget year. We are fortunate, however, that our state revenues are projected to increase by approximately $1.47 million. While these additional monies :Mil not completely solve the budget dilemmas we face, they will buffer these problems to some degree. In the longer term, the Meals Tax will provide a consistent source of revenue which may offset other declining local revenues. · We continhe to be challenged to provide a competitive level of salary and benefits for our employees. In FY 1998-99, this will be an even greater challenge in light of an additional minimum required payment of $474,419 to the Virginia Retirement System, an additional Group Life Insurance payment of $143,647, and large projected increases (approximately 15-18%~ in medical and dental insurance costs. It is my strong conviction that this budget must not be balanced on the backs of the employees who are the critical factor to our success as a school division. [ would note that for FY 1997-98, based on a report from the State Superintendent, the average salary of an Albemarle County teacher is $1,015 below the state average of $37,024. I would further note that failing to absorb the impact of the projected rise in medical and dental insurance costs would cause any salary increase to be eroded by insurance premiums. III. Assumptions in Development of the Proposed Budget In recognition of the aforementioned circumstances, the follo:Mng major assure ptions guided development of the Proposed Budget: It is consistent :Mth projected revenues, per the School Board's direction at its November 10, 1997 meeting. It assumes the implementation of a 7-period schedule for the high schools, also per the Board's direction, :Mth a phase-in of the additional staffing (22 of 32 positions necessary to rna'retain current high school class size. The funding of 22 positions represents an attempt to strike a balance between glass size and available revenue. It includes more than $750,000 in reductions to Instructional Services and Support Services (central office) budgets. These reductions represent a severe reducuon in effort which will need to be restored in succeeding budget years. 3 It funds schools at the same level as in FY 1997-98. (It should be noted that schools have been level~funded for four of the past five years, which means they have not even kept up with inflation.) It assumes use of $150,000 from Capital Improvement Program (CIP) funds previously earmarked for technology. This CIP reduction will be somewhat offset for the short term by Goals 2000 funds for technology. In the longer term, however, these funds would have to be restored in order to continue the present level of effort for technology purchases. It utilizes approximately $680,000 in Carryover from FY 1996-97. (As the Board will recall, funds were held back from the FY 1996-97 Budget in anticipation of the difficulty of this budget year. This resulted in schools and departments having less to spend last year in anticipation of our budget difficulties next year.) It assumes utilizing existing personnel to the greatest degree possible to staffMonticello High School, It assumes a 3% salary adjustment for teachers and classified/adm'mistrative employees and funding to offset projected increases in medical and dental insurance costs and group life insurance. It assumes the continuation of the differentiated staffing concept implemented this year. incorporating Monticello High School as was committed during the redistricting process. It includes specific staffing standards for areas includ'mg assistant principals, guidance counselors, media specialists, teaching assistants, clerical staff, technology support, and health clinicians. The development of this budget has again reqUired us to look at restructuring exxsung resources to meet an ever-growing list of needs. This is not a new situation. Over the past three years, we have had to make a number of difficult decisions to stretch our resources. We have restructured funding previously used for the Career Ladder to provide more equitable support for schools for extended responsibilities and to improve stipends for advanced degrees. We have adjusted resources for our teacher pay scale to raise the base salaries of our most experienced teachers, we have implemented a differentiated staffing formula to utilize existing staff to provide additional support to schools having significant populations of economically disadvantaged students. We have also deferred critical initiatives in areas suck as health clinicians, remedial programs, and fine arts, and we have postponed bus replacement and building improvements not funded by the Capital Improvements Program (CIP). As I have stated a number of times during previous budget processes, our continued improvement as a school division is becoming increasingly difficult as we struggle w/th revenues that do not match a list of needs that grow on a yearly basis. Each year. citizens request reasonable improvements in areas such as fine arts, gifted education, and health clinician services that are present in other school divisions but continue to be unaffordable for our children We also continue to struggle with simply funding individual schools and depmxments to keep pace 4 with inflation, lrg'ehavereachedapointwherewecannotjustcontinuemrestructureexisting resources. IV. Meeting the FY 1998-99 Budget Challenge The proposed budget includes funding for a number of areas that I believe are essential to the school division: $526,405 to support some of the impact ofenrollmem growth, including additional Special Education teachers, additional textbooks and materials, and a portion (25% or 4.78) of the 19.1 additional regular teachers that would be needed to maintain current class size, given enrollment growth. · $841,123 for recurring expenses required to open Monticello High School in the fall. $1,445,692 for a 3.0% salary adjustment for teachers and other staff and approximately $607,614 in funding to absorb the projected increase in medical and dental insurance by increasing the Board contribution from $2,063 to $2,518 per employee. In addition, there is $24,732 in funding to begin to address the compression issue in conjunction with local government. $474,419 for a required additional payment to the Virginia Retirement System (VRS) and $143,647 for a required increase in the state's Group Life Insurance plan. $1,352,902 to address the needs related to the revised Virginia Standards of Accreditation. These needs include textbooks and other materials for Social Studies, resources to administer the expanded state resting program, and staffing (22 of 32 positions necessary) to implement the seven-period high school schedule on a phase-in basis. $85,000 for Remedial Summer School, which will take on additional importance in light of the revised Standards of,dccreditation, and $37,775 to fund the newly eligible Academic Learning Project Schools (ALPS). $42,768 for an additional Support Analyst to maintain the increasing number of computers and other technology being used for both instruction and management. While I am proposing the funding of these areas, I am also compelled because of fiscal constraints to recommend other steps to reduce costs, both inthe short and long tenn. These recommendations include: Not funding 14.32 (or 75%) of the 19.1 positions necessary m maintain class size in light of projected enrollment growth, whichwill result inacost avoidance of $571,311. Doing so will cause average class size to increase from 18.7 te 19.3 in elementary schools, from 20 to 20.3 in middle schools, and from 20.7 to 22 in high schools. Average class size is just that, an average, and does not reflect the complexity of the individual school. The high school class size figure assumes the addition of 22 positions to implement the seven- period schedule. The increase in high school class size is the largest due to implementation of the seven-period sChedUl~ since appr°xiinately 32 teachers would be needed to maintain current class size. Additional teachers are necessary to implement the seven-period schedule without increasing class size due to the fact that' accreditation standards permit high school teachers to teach only five periods on either a six-period or seven-period schedule. Because of the larger class size increase in the high schools. I would propose capping enrollment in high school core academic classes at 27 unless approved through a waiver process. Adjusting arrival and dismissal times so that elementary schools would amve and dismiss approximately 20 minutes earlier and middle and high schools would arrive and dismiss approximately 20 minutes later. Increasing the transportation "window" by about 40 minutes would allow 10 buses to be eliminated from the current fleet, resulting in an avoidance of $368,000 in furore bus replacement costs. It would also prevent having 5o defer replacement of buses beyond the 13-year replacement cycle until FY 2002-2003. A variation of this proposal would increase the instructional day by approximately l0 minutes, which would enable us to dismiss students early perhaps six times per year so that additional training and staff development time could be provided without an actual decrease in instructional time. Providing additional time for training and staff development has been an ongoing recommendation of the Leadership Team and the Elementary, Middle;and High 'School Task Fomes and is essential to our successful implementation of the revised Standards of Accreditation. Under either variation, student ride time is decreased significantly. However, this proposal does require a very limited number of elementary students in the outlying areas to be picked up at 6:30 a.m. If these or similar changes are not implemented it will be necessary to add $60.000 to the budget for the operation of six buses above the present number to address enrollment growth and Monticello High School. Further, it will be necessary in next year's budget to significantly increase expenditures for bus replacement beyond the level funded in FY 1997-98. Tiffs issue is being revisited based on Board direction to do so after redistricting was resolved. Because of the fiscal difficulties of this particular year, there are critical initiatives, in addition to restoration of the reductions I have outlined, that remain unfunded. Some of these include: Funding to buffer the impact of school allocation monies that will be lost at Albemarle High School and Western Albemarle High School because of the movement of students to Monticello High School. This reduction will have the greatest impact on the operation of the athletic programs at the two schools. To maintain program parity at all three schools will require $37,072. Even under this scenario, there would have to be a reduction in the number of coaches for some teams and in the number of contests for some teams, in addition to a freeze on spending for anything other than essential purchases. The Board might want to consider approving a student participation fee of $25 to provide these funds. Regardless, it is my intention to conduct a thorough study of athletics during the next twelve months so that a long-term plan for this very important area can be developed. Any funding implications for this plan will be reflected in the Proposed FY 1999-2000 Budget. $301,866 for an additional .5% salary increase that would enable us to maintain the competitiveness of our salaries as other divisions are increasing their salaries. · $188,676 to increase the Master's +30 and Doctoral Degree stipends by $1,000. · $142,700 for Health Clinicians at elementary schools. · $57,771 for Health Clinicians in high schools. · $48.000 to increase the scope of the Academic Learning Project Schools (ALPS) initiative to assist our most academically at-risk students. Fiscal limitations also make it impossible for me to recommend funding of other initiatives which are currently affordable to students in other Virginia school divisions. These include: · $39,896 for an itinerant suings teacher to begin implementation of an omhestra program. $19,948 for a half-time teacher specialist for foreign languages. $183,500 to increase services for gifted students in all schools. V. Budget Adoption Calendar Following is a calendar of events related to the adoption ofthe FY 1998-99 Budget: · Tuesday, January 20, 1998: Proposed Budget presented to School Board at Special Work Session at 6:30 p.m. in Room 241 of the County Office Build'rog. · Saturday, January 24, 1998: School Board Budget Work Session at 9:00 a.m. in Room 331 of the County Office Building. · Wednesday, January 28, 1998: School Board Budget Work Session at 6:30 p.m. in Room 331 of the County Office Building. February 3, 1998: School Board Budget Work Session at 6:30 p.m. in Room 331 of the County Office Building. Wednesday, February 4, 1998: Public Hearing on the Proposed Budget at 6:30 p.m. in the Auditorium of the County Office Building. Wednesday, February 11, 1998: School Board Budget Work Session at 6:30 p.m. in Room 331. of the County Office Build'rog. 7 There will also be public discUSsion 0f~e bU~l~et during two information sessmns to be held as follows: · Thursday, January. 22 at 7:30 p.m. at Murray Elementaxy School. · Tuesday, January 27 at 7:30 p.m. at Cale Elementary School VI. Summary During the past year, the school division has continued to make excellent progress in developing a well-defined framework for meeting its Mission and Goals. The continued development of the Six Year Strategic Plan, the process to align our curriculum with the Standards of Learning, our preparation to implement the revised Standar& of Accreditation, and our ongoing efforts with School Improvement have helped to establish clear direction to guide oar decisions as to use of resources. Further, documents such as the Progress~Report and the Parent Survey enhance our level of accountability to the public. Our continued improvement zn student performance as our resources have been stretched by growth is indicative of the tremendous dedication and quality of our teaching staff. However, the budget I am presenting will make it much more d~cult to improve what we are able to do for students. This budget is a ~tep backward in terms of maintaining the strength of this school division and the level of service the community has come to expect The presentation of the Superintendent's Proposed Budget is only the first step of a dynamic process, During the next phase of the process, the Board will have the opportunity to hear and discuss the concerns and priorities of both staff and citizens. I look forward to working with the School Board on this proposed budget. I and all members of the staff stand ready to assist Board members, community groups, and individual citizens in understanding the proposed budgeT. This document now ceases to be a Superintendent's Proposed Operating Budget and becomes a tool for the School Board and the public to use to fashion the future of our school division. Dr. Kevin C. Castner Division Superintendent L BUDGET DEVELOPMENT INFORMATION FY 1998-99 BUDGET PROCEDURES · The budget was developed consistent with projected revenues, per School Board direction. · No new debt was incurred. · The School Division utilized Local Government budget developmem procedures. · Stakeholder input was considered. FYI 998-99 BUDGET PREPARA TION ASSUMPTIONS · Available new revenue will be $5.104,756. $150,000 of Capital Improvements Program funds previously earmarked for technology are used. ~ A total of $680,000 in Carryover funds are us~l, The Budget assumes more than $750,000 in reductions from central office operating budgets as compared to FY 1997-98. the Budget assumes implementation of the 7-period schedule for high schools. per School Board direction. · Monticello High School will open. The Budget assumes using existing personnel to the greatest degree possible to staff Monticello High School. · Enrollment growth is estimated at 295 students. Departments and schools are funded at the same level as in FY 1997-98. reflecting a reduction in overall effort. A common 3,0% classified merit pool will be included, as agreed upon with Local Government. A 3.0% teacher pool (consisting of step increase, a 1.42% scale adjustmem, and a $700 increase for teachers on the transitional salary scale) will be included. Funding to offset projected increases in health and dental insurance costs will be included. · School arrival/dismissal times will change. 9 Projected Revenue Expenditure Changes Summary of Proposed Budget Available Additional Funds Local Revenue Increase 77.549 Increased General Fund Transfer (Recurring Funds from Local Government) 2,539,412 State Revenue Increase (Estimated ADM of 11.456) 1.477.752 Additiona~ Federal Revenue (Special Education Only) 263.713 Transfer from CIP Technology 150.000 Less FY 1995-96 Camjover -75.000 Include FY 1996-97 Camjover 680.000 Decrease Lanse Factor -25.000 Deoartment Line item Reductions 780.280 Other Changes and Reductions 12~528 [Total Available Funds 5,881,234] Partial Funding for Growth & Other Improvementa PartialSOA Funding MonUcstfo High School Maintain Competitive Compensation Misc. Expenses Proposed Expenditures 25% Funding for Regular Education Staffing to Support Growth (4.78 FTE) 190.701 Special Education Staffing to Support Growth (4.39 FTE) 175.143 Per Pupil Allocation (295 additional Students) 72.786 Textbooks for Growth 50.000 Academic Leamiog Project Schools (ALPS) Program Growth 37.775 Remedial Summer School 85.000 ~Mandated Special Education Improvements 162.990 Information Services Technology Support Analyst (1.0 FTE) 42.768 Social Studies Alignment 233.450 Testing Coordinator (0.5 FTE~ and Contracted Services 60.000 Printing and Postage for Re(~uired SOA mailings 25.000 Textbooks for 7-Pedod Schedule 86.922 High School Academic Coordinators (1.75 FTE) 69.818 Phase 1 of 7-Period Schedule (22.0 of 32.0 FTE Teachers) 877 712 Clerical and Adminsti'ative Staffing (7.0 FTE) 240.935 Psychologist (1.0 FTE) 39.896 Maintenance & Custodial Staff Ill.89 FTE) 277 337 Assistant Principals (Restucturing Wrthin Existing Resources) 0 School Resource Officer (Shared Expense with Local Government) 2t .905 Insurance 27000 Utilities and Operations 234.050 3.0% Classified Merit Pool ~: 506 205 3.0%Teacher Incr. (Step, $700 for teachers in transition, & 1.42% Scale Adj) 939 487 VRS Ratelncrease 474 419 Group Life Increase 143 647 Increesed Medical Insurance (From $2,000 to $2.445 Per Pemon) 595.906 ncreased Dental Insurance (From $63 to $73 Per Person) ' ' 708 Funding for Phase-in of Compression Adjustments 24 372 Fund 0.5 FTE K-5 Language Arts Specialist (One Time Funds from FY 97/98) 25.447 ',,love 1.0 FTE Special Ed Teacher & TA from PREP to Regular School Fund 73 855 ITotal Proposed Expenditures 5,806,234] Reserve School Board Reserve Total New Expenditures & Reserve Less Available Funds IAdditional Revenue Needed to Fund Budget 75 000 $,881,234 5,881,234 01 Summary of Unfunded Initiatives First Level Unfunded Priorities Academic Learning Project Schools (ALPS) Plus Differentiated Funding Additional 0.5% Salary Adjustment for Teachers & Classified Building improvements Funciing Restoration Capital Improvements Program (CIP) Funding Restoration Elementary Health Clinicians (4 hrs/day at 15 elementary schools) Restore Partial Bus Replacement Fund Instructional Funding Restoratio~ Textbook Fund Restoration Information.Services SupportAnalyst (1.0 FTE) Unfunded Growth Positions (14.32 FTE Teachers) [Total First Level Unfunded Items 48.000 301,866 78.764 150.000 142.770 327.010 185.500 218.602 46.500 571,311 2,070,42~I Other Unfunded Priorities Additional Funding for High School Athletics Elementary Task Force Recommendation Phase*in Extended School Year Pilot Increase Masters + 30 and Ph.D. Stipend by $1.000 Foreign Language Teacher Specialist (0.5 FTE Teacher) Gifted Services High School Health Clinicians (3.0 FTE) Phase 2 of Implementation of 7-Period Schedule (10 FTE Teachers) Stdngs Orchestra Program (Itinerant Teacher) ITotal Other Unfunded Items 37.072 TBA TBA 188,676 19.948 183.500 57.77~ 398.960 39,896 885,9271 ITotal of All Unfunded Items 2,956,3501 Descriptions of Selected Unfunded initiatives are located in Section H of the bu(tget document If proposed bus schedule changes,are not made, an additional $60,000 will be required to cover growth costs. Additionally, the proposed bus schedule changes will result in more than $368,000 of cost avoidance in the next several years since fewer overall buses will need to be replaced, SYNOPSIS OF UNFUNDED INITIATIVES Full descriptions of selected initiatives are located in Section H of this document. Academic Learning Proiect Schools (ALPS) Plus Differentiated Funding ($48,000) - This initiative would provide additional funding for all schools in the division based on eligibility for free/reduced lunch. Presently, this funding is provided only to schools where the free/reduced population is 20% or more. Additional .5% Salad_ Adjustment ($301,866) - This initiative would provide funds to raise the 3.0% salary adjustment in the Superintendent's Proposed Budget to 3.5%. Building #nDrovements Funding Restoration ($78,764) - This initiative would restore funding for building improvements not funded through the Capital Improvements Program that were eliminated from the baseline budget. CaDital Im~)rovements Program ~CIP) Funding Restoration ($150,000) - This initiative would restore the $150,000 in CIP funds originally earmarked for technology used to fund operational needs in the baseline budget. Elementary Health Clinicians ($142,770) - This initiative would support a 4-hour per day Health Clinician at each elementary school. Elementary Task Force (To Be Determined} - This initiative would support recommendations thatwill be made by the Elementary Task Force. ~These recommendations will be finalized in the spring. Extended School Year Pilot (To Be Dete#nined) - This initiative would support an Extended School Year Program Pilot at Yancey Elementary School. Costs for this program are still being analyzed. It will be brought back for possible further consideration during the next phase of the budget development process. Foreign Language Teacher S~ecialist ($19,948) - This initiative would fund a half-time teacher specialist in response to one of the recommendations of the Foreign Language Task Force. Gifted Services ($183,500) - This initiative would fund the first phase of a plan to ncrease Gifted Resource staff in all schools. High SchoolAthletics ($37,072) - This initiative would support maintaining parity at all three high schools pending review of this program for the FY 1999-2000 Budget. A participation fee of $25 may be considered. High School Health Clinicians ($57.771) - This initiative would support an all-day Health Clinician at each high school. /ncrease Master's + 30 and Doctoral Stipend by $1,000 ($188,676) - This initiative would support adding $1,000 to the stipend now paid for these advanced degrees. Information Services SuDport Analyst ($46,500) - This initiative would support an additional' position to the one in the baseline budget to service computer hardware and networks. Instructional Funding Restoration ($185,600) - This initiative would restore funding for instructional purposeSreduced from the baseline budgets in areas including materials, staff development and training, and summer work. Restore Par#a/Bus Re~)lacement Fund ($327,010) -This initiative, along with funding in the baseline bUdget would 'restore the current level of funding for scheduled pus replacement in FY 1998-99. Second Phase of Imolementation of 7-Period Schedule ($398,960) - This initiative would support the approximately 10 additional teaching positions needed to implement the 7-period schedule without an increase in average class size. Stdnos Orchestra. Program ($39,896) - This initiative would support the hiring of an itinerant teacher to begin a Strings Orchestra program. Textbook Fund Restoration ($218,602) - This initiative would restore funding for textbook replacement to this year's level over and above needs for growth and the 7- period schedule. Unfunded Growth Positions ($571,311) -This initiative would support full funding of 14.32 growth positions not funded in the baseline budget, FY 1998-99 Superintendent's Proposed School Budget (by functional area) Building Operations 10% Transfers 1% Transportation 7% / Administration 5% Instruction 77% FY 1998-99 Superintendent's Proposed SChool Budget (by type of expense) Operating Expenses 15% Fund Transfers 1% Capital Outlay <1% Staff Costs 83% 0 0 im FY 1998/99 Proposed Teacher Salary. Scales Current FY 97/98 Current FY 97/98 Proposed FY 98/99 Proposed FY 98/99 Step New Teacher Scale Transitional Scale New Teacher Scale Transitional Scale 0 25,620 1 26,151 2 26.680 3 27,211 4 27.741 5 28.271 6 28,801 7 29,33 t 8 29,862 9 30,391 10 30,921 11 3 t ,452 12 31,981 13 32,511 14 33,042 15 33,572 16 34,102 17 34,632 18 35,162 19 35,692 20 36,222 21 36,753 22 37,282 23 37,812 24 38~343 25 38,872 26 39,403 27 39,933 28 40,463 29 40,993 30 41,523 29,000 29,400 32,225 34,095 34,956 35,800 36,360 37,000 37,000 37,000 37,000 37,000 25,984 26,522 27,059 27,597 28, I35 28,672 29,210 29,748 30,286 30,823 31,360 31,899 32,435 32,973 33,51t 34,049 34,586 35,124 35,661 36,199 36,736 37.275 37,811 38,349 38,887 39.424 39,963 40,500 41,038 41,575 42.113 34,795 35,656 36,500 37,060 37.700 3~700 37,700 37,700 Degree Sfipendsforbothscalesare: Masters degree~ipends of $2,000 Masters+ 30 stipend of $3,000 Ph.D. atipendsof$4,000 ti-50 Albemarle County Schools FY 1998-99 Budget Public Hearing Background Information TABLE OF CONTENTS Budget Process ................................................. 1 Budget Challenges ............................................... 2 Budget Development Assumptions ................................ 3 Superintendent's Proposed Budget .................................. 4 Projected Revenue Increases ....................................... 5 7-Period Schedule Information ..................................... 6 Transportation Proposal Summary ................................ 14 Unfunded Initiatives ............................................ 15 Leadership Team Priorities ....................................... 16 Superintendent's Budget Letter .................................... 17 0 ,9.o. 0 o GRADUATION REQUIREMENTS FOR STUDENTS WHO WILL GRADUATE ~ 2002 ~DVANCED STUDIES DIPLOMA English *Mathematics *Lab_Science World History US/VA History US/VA Government Foreign Language (3 years of 1 language or 2 years each of 2 languages) Physical Education & Health Fine or Practical Arts Electives Total Credits 4 Credits 4 credits 4 credits 2 credits 1 credit 1 credit 3 or 4 credits 2 credits 1 credit 2 credits 24 credits *Math courses from AlgebraI, Geometry, Algebra II, or others above the level of Algebra or Geometry. Science courses from at least three' sCience disciplines-- Earth Science, Biology, Chemistry or Physics. Why Entering G-9 Students Need the 7-Period Day NO W Increase in Number of Core Credits + Increase in Rigor and Specified Courses with High Standards for All Advanced Studies Diploma StUdents* [] Denied Access Fine Arts: Drama, Art, Journalism, Band, Orchestra, etc. Practical Arts: Technology, Business, marketing, etc. CATEC advanced courses: Optics, HOtel Management, Computer Technology, etc. [] Limited Access to Advanced Placement and Core Electives * - 60% of Albemarle County students earn an Advanced Studies Diploma Why Entering G-9 Students Need the 7-Period Day NO W Increase in Number of Core Credits + Increase in Rigor and Specified Courses with High Standards for All CATEC students denied access to an AdvanCed Studies Diploma 10 GRADUATION REQIYIREMENTS FOR STUDENTS WHO WILL GRADUATE IN 2002 STANDARD DIPLOMA English *Mathematics *Lab Science World History US/VA History US/VA Government Physical Education & Health Fine or Practical Arts Electives Total Credits 4 credits 3 credits 3 credits 1 credit 1 credit 1 credit 2 credits 1 credit 6 credits 22 credits *Math courses from Algebra I, Geometry, Algebra II, or others above the level of Algebra or Geometry. Science courses from at least two science disciplines-- Earth Science, Biology, Chemistry or Physics. 11 Why Entering G-9 Students Need the 7-Period Day NO W Increase in Number of Core Credits + Increase in Rigor and Specified Courses with High Standards for All Standard Diploma Students will need Extended time to meet math and science course requirements - e.g., Algebra I, Geometry, Algebra II Remediation time to meet SOL test requirements for school accreditation or 2% drop out rate will increase significantly 12 Other Issues · 7-period day compatible with CATEC and Charlottesville High School · Do not need to lengthen high school day to meet clock hour requirements 13 TRANSPORTATION PROPOSAL SUMMARY Rationale: · Increase "window" for transportation · Reduce transportation costs (7% or $5 million + of budget) · Free up resources for instruction Times: Grade level Arrival Start Dismissal Elementary 7:40 - 7:50 8:00 2:20 Middle 9:00 - 9:05 9:15 3:50 (Jouett) 8:45 - 8:50 9:00 3:35 High 8:55 - 9:00 9:10 4:00 (Albemarle/ 8:40 - 8:45 8:55 3:45 Impact: Reduction of 9 buses from current fleet No additional buses needed for growth/Monticello High School Over $1 million in deferred costs avoided between 1998-2000 14 Summary of Unfunded Initiatives First Level Unfunded Priorities Academic Learning Project Schools (ALPS) Plus Differentiated Funding Additional 0.5% Salary Adjustment for Teachers & Classified Building Improvements Funding Restoration Capital Improvements Program (ClP) Funding Restoration Elementary Health Clinicians (4 hrs/day at 15 elementary schools) Restore Partial Bus Replacement Fund Instructional Funding Restoration Textbook Fund Restoration Information Services Support Analyst (1.0 FTE) Unfunded Growth Positions (14.32 FTE Teachers) 48.000 301,866 78,764 150.000 142.770 327,010 185,600 218,802 46,500 571,311 ITotal First Level Unfunded Items 2,070,4231 Other Unfunded Priorities Additional Funding for High School Athletics Elementary Task Force Recommendation Phase-in [2.5 FTE Teachers) Extended School Year Pilot Increase Masters + 30 and Ph.D. Stipend by $1.000 Foreign Language Teacher Specialist (0.5 FTE Teacher) Gifted Services Phase-in (4.5 FTE Teachers) High School Health Clinicians (3.0 FI'E) Phase 2 of Implementation of 7-Pedod Schedule (10 FTE Teachers) Stdngs Orchestra Program (1.0 FTE Itinerant Teacher] 37,072 99,740 TBA 188,676 19,948 183.500 57.771 39~960 39,896 ITotal Other Unfunded Items 985,6671 ITotal of All Unfunded Items 3,056,0901 If proposed bus schedule changes are not made, an additional $60,000 will be required to cover growth costs. Additionally, the proposed bus schedule changes will result in more than $368,000 of cost avoidanc~ in the next several years since fewer overall buses wili need ~to be replaced. ALBEMARLE COUNTY PUBLIC SCHOOLS Memorandum To: John Baker, Albemarle County School Board Chair Members of the Albemarle County School Board From: Leadership Team, Don Vale Date: February 3, 1998 Re: Prioritizing Unfunded Initiatives FY 98-99 School .Budget The Leadership Team, a group which consists of Principals and Central Office Staff, would like to take this opportunity to share with you the results of our discussion about the unfunded priorities in the FY 98-99 School Budget. It is important to note that the Leadership Team felt that all of the unfunded priorities represent identified needs within our school system· Attempting to rank order any list is a difficult task as we recognize the limitations present within this budget development. The leadership team was able to reach consensus on following items: (Please note that nut, at,yes not hsted do not represent areas where funding is not needed or n',.~..~ supported by members of the leadership team.) 1. Unfunded Growth Positions (14.32 FTE Teachers Elementary Task Force Recommendation Phase-in [Approximately 2.5 FTE Teachers) to achieve the recommended staffing standards for Art. Music. and Physical Education. Staffing Issues to Include: Health Clinicians (4 hfs/day at 15 elementary schools~ (3.0 FTE positions for the high schools) Information Services Support Analyst ( 1.0 FTE) Maintain the 22 FTE (6 FTE Teachers) teachers for the first phase of the 7-period high sehool schedule. Phase 2 of the implementation of the 7-period schedule ( 10 FTE teachers) Gifted Services 4. Textbook Fund Restoration Thank you for your time and consideration. Please feel free to contact me should you have any further questions. 16 ALBEMARLE COUNTY PUBLIC SCHOOLS Office of the Superintendent 401 Mclntire Road Charlottesville. Virginia 229024596 January 20, 1998 Mr. John E. Baker, Chairman Members of the Albemarle County School Board 401 Mclntire Road Charlottesville, Virginia 22902 Dear Mr. Baker, Members of the School Board, and. Citizens of Albemarle County: With this document, I am presenting the Superintendent's Proposed Operating Budget for FY 1998-99. Consistent with Board direction, this budget is balanced to projected revenues. It totals $76,481,903 and represents a $5,104,756 (or 7.15%) increase over the approved FY 1997- 98 Operating Budget. This is the third year I have had the opportunity to present the Superintendent's Proposed Operating Budget. I would have preferred for this to be an upbeat presentation, for we have much to be proud of. But Imust honestly state that this budget is significantly less than is needed to operate a first-rate school system in an area dominated by one of the top public universities in the coUntry. Our budget must be driven by a desire for quality and equity for all students. However this budget will make it increasingly difficult to maintain our current high standards and to meet the expectations q£our clients. Given our difficult revenue picture for the coming year. I am forced in this budget to place great emphasis on what we are unable to afford. I. Strength of the School Division The Albemarle County School Division is a strong one, in many ways a leader in the Commonwealth of Virginia. We have made tremendous progress utilizing concrete data on student achievement to guide our total program for students. Our yearly Progress Report clearly delineates this data for the community and is a model in the state for this kind Of document. I would highligh; se-deral pa/ticular areas indicative of the strength of this school division, including: The number of our second grade students who are at or above grade level in reading has o o increased from 66% to 79% ovei the past four years, with 65% of these students performing above grade level. The number of our eighth graders taking Algebra has increased from 19% to 63% over the past five years. "We Expect Success" 17 Scores for our eleventh graders on the Stanford 9 were the third highest in the state. SAT scores of our seniors have risen to an average of 1077, topping both state and national averages. This achievement is all the more impressive because more than 70% of our seniors are taking the test. Our Career and Vocational programs have realized much greater collaboration with the local business community, due in large pan to the successful initiation of the Charlottesville-Albemarle School Business Alliance (CASBA). I also need to emphasize that while we continue to make positive strides tn areas such as Literacy Passport Test results and the number of students taking Algebra and Foreign Language in middle school, the performance o four minority students and students from less affluent homes continues to be an area requiring attention. While we have implemented s~ructures to support students and programs to improve learning, we cannot be satisfied until all students are performing academically at high levels. H. Impacts on the FY 1998-99 Budget We have known for the past two years that the FY 1998-99 Budget would be a particularly difficult one based on a number of new and ongoing circumstances. A local revenue shortfall Of $ ! .08 million in the current fiscal year has inhibited our effortl to plan proactively for the difficultie~ we are facing in FY 1:998L99. A summary of the circumstances that will have impact on this budget is as follows: The school division continues to experience significant enrollment growth. Since 1992. the school divisi6n's enrollment has grown by about 1,200 students, or about 11.5 %. For'FY 1998-99, enrollment is projected to grow by approximately 295 students, or about 2.5%. Growth has always been a difficult issue for us because we have had to absorb its impact with limited additional resources. This year, we are facing the choice of addressing growth or meeting other pressing needs. The openmg of Monticello High School in the fall of 1998 will require significant recurring expenditures for operational needs such as utilities and insurance; for support staff in the clerical, custodial, and maintenance areas; and for professional staff such as a Guidance Director and an Athletic Director. The reviSed Virginia Standards of Accreditation will require additional funding for aligning the division's Social Studies curriculum with the state and for the additional testing, reporting and record- keeping that will be required. Based on the revised Standards. the number of state~re~quired tests to be administered will increase from 11 to 37. This will require a great deal of additional cooi/dination and detail work by staff. The revised Standards also raise an equity issue in terms the six-period day for our high school students. In 88% of other high schools in Virginia, a seven or eight-period schedule is already in place. A seven-period schedule is not required to meet the revised Standards. However, a six-period schedule limits the possibility of Albemarle County students seeking an Advanced Studies Diploma to take fine ans, technical, and other elective courses. Such limitations reduce the scope of their opportunities as compared to the overwhelming majority of their peers in the state. The six-per/od schedule also makes it difficult, if not impossible, for students attending CATEC to earn an Advanced Studies Diploma. It is time for us to move beyond the six-period day purely as a matter of equity and competitiveness for our students. t8 A shortfall in local revenue beyond what was forecast a year ago will place additional stress on what we already knew would be a difficult budget year. We are fortunate, however, that our state revenues are projected to increase by approximately $1.47 million. While these additional monies will not completely solve the budget dilemmas we face, they will buffer these problems to some degree, tnthe longer term, the Meals Tax will provide a consistent source of revenue which may offset other declining local revenues. We continue to be challenged-to provide a competitive level of salary and benefits for our employees. In FY 1998-99, this will be an even greater challenge in light of an additional minimum required payment of $474,419 to the Vixginia Retirement System, an additional Group Life Insurance payment of $143,647, and large projected increases (approximately 15-18%) in medical and dental insurance costs. It is my strong conviction that this budget must not be balanced on the backs of the employees who are the critical factor ~o our success as a school division. I would note that for FiY 1997-98, based on a report from the State Superintendent, the average salary, of an Albemarle County teacher is SI:0D below the state average of $37,024. I would further note that failing to absorb the impact of the projected rise in medical and dental insurance costs would cause any salary increase to be eroded by insurance premiums. HI. Assumptions in Development of the Proposed Budget In recognition of the aforementioned circumstances, the following major assumptions guided development of the Proposed Budget: It is consistent with projected revenues, per the School Board's direction at its November 10, 1997 meeting. It assumes the implementation of a 7-period schedule for the high schools, also per the Board's direction, with a phase-in of the additional staffing (22 of 32 positions) necessary to maintain currenl high school class size. The funding of 22 positions represents an anempt to strike a balance between class size and available revenue. It includes more than $750,000 in reductions to Instructional Services and Support Services (central office) budgets. These reductions represent a severe reduction in effort which will need to be restored in succeeding budget years. It funds schools at the same level as in FY 1997-98. (It should be noted that schools have been level-funded for four of the past five years, which means they have not even kept up with inflation.) It assumes use of $150,000 from Capital Improvement Program (CIP) funds previously earmarked for technology. This CIP reduction will be somewhat offset for the short term byGoals 2000 funds for technology. In the longer term, however, these funds would have to be restored in order to continue the present leve} of effort for technology purchases. It utilizes approximately $680,000 in Carryover from FY 1996-97. (As the Board will recall, funds were held back from the FY 1996-97 Budget in anticipation of the difficulty of this budget year. This resulted in schools and departments having less to spend last year in anticipation of our budget difficulties next year.) 19 It assumes util-iTing existing personnel to the greatest degree possible to staff Monticello High School. It assumes a 3%salary adjustment for teachers and classified/administrative employees and funding to offset projected increases in medical and dental insurance costs and group life insurance. It assumes the continuation of the differentiated staffing concept implemented this year, incorporating Monticello High School as was committed during the redistricting process. R includes specific staffing standards for areas including assistant principals, guidance cOunselors, media specialists, teaching assistants, clerical staff, technology support, and health clinicians. The development of this budget has again required us to look at restmctttdng existing resources m meet an ever-growing list of needs. This is not a new situation. Over the past three years, we have had to make a number of difficult decisions to stretch our resources. We have restructured funding previously used for the Career Ladder to provide more equitable support for schools for extended responsibilities and to improve stipends for advanced degrees. We have adjusted resources for our teacher pay scale to raise the base salaries of our most experienced teachers. We have implemented a differentiated staffmg formula to utilize existing staff m provide additional support to schools having significant populations of economically disadvantaged students. We have also deferred critical initiatives in areas such as health clinicians, remedial programs, and fine arts, and we have postponed bus replacement and building improvements not funded by the Capital Improvements Program (CIP). As I have stated a number of times during previous budget processes, our continued improvement as a ~ school division is becoming increasingly difficult as we straggle with revenues that do not match a list of needsx'~ that grow on a yearly basis. Each year, citizens request reasonable improvements m areas such as fine arts, gifted education, and health clinician services that are present in other school divisions but continue to be unaffordable for our children. We also continue to stmgglewith simply funding individual schools and depanmems to keep pace with inflation. Wehavereachedapointwherewecannotjustcontinuetorestructure existing resources. IV. Meeting'the FY1998-99 Budget Challenge The proposed budget includes funding for a number of areas that I believe are essential to the school division: $526.405 to support some of the impact, of enrollment growth, including additional Special Education teachers, additional textbooks and materials, and a portion (25% or 4.78~ of the 19.1 additional regular teachers that would be needed to maintain current class size, given enrollment growth. $841,t23 for recurring expenses required to open Monticello High School in the fall. $1,445,692 for a 3.0% salary adjustment for teachers and other smffand approximately $607,614 in funding to absorb the projected increase in medical and dental insurance by increasing the Board contribution from $2~063 to $2,518 per employee. In addition, there is $24,732 in funding to begin to address the compression issue m conjunction with local government. 20 $474,419 for a required additional payment to the Virginia Retirement System (VRS) and $143,647 for a required increase in the state's Group Life Insurance plan. $1,352,902 to address the needs related to the revised Virginia Standards of Accreditation. These needs include textbooks and other materials for Social Studies, resources to administer the expanded state testing program, and staffing (22 of 32 positions necessary) to implement the seven-period high school schedule on a phase:m basis. $85,000 for Remedial Summer School, which will take on additional importance in light of the revised Standards of A~creditation, and $37,775 to fund the newly eligible Academic Learning Project Schools (At,PS). $42,768 for an additional Support Analyst to maintain the increasing number of computers and other technology being used for bothinstmction and management. While I am proposing the funding of these areas, I am also compelled because of fiscal constraints to recommend other steps to reduce costs, both in the short and long ~erm. These recommendations include: Not funding 14.32 (or 75%) of the 19.1 positions necessary to maintain class size in light of projected enrollment growth, which will result in a cost avoidance of $571,311. Doing so will cause average class size to increase from 18.7 to 19.3 in elementary schools, from 20 to 20.3 in middle schools, and from 20.7 to 22 in high schools. Average class size is just that. an average, and does not reflect the complexity of the individual school. The high school class size figure assumes the addition of 22 positions to implement the seven-period schedule. The increase in high school class size is the largest due to implementation of the seven-period schedule since approximately 32 teachers would be needed to maintain current class size. Additional teachers are necessary to implement the seven-period schedule without increasing class size due to the fact that accreditation standards permit high school teachers to teach only five periods on either a six-period or seven-period schedule. Because of the larger class size increase in the high schools. [ would propose capping enrollment in high school core academic classes al 27 unless approved through a waiver process. Adjust'mg arrival and dismissal times so that elementary schools would arrive and dismiss approximately 20 minutes earlier and middle and high schools would arrive and dismiss approximately 20 minutes later. Increasing the transportation 'k~indow" by about 40 minutes would allow 10 buses to be eliminated from the current fleet, resulting in an avoidance of $368,000 in future bus replacement costs. It would also prevent having to defer replacement of buses beyond the 13-year replacement cycle until FY 2002-2003. A variation of this proposal would increase the instructional day by approximately 10 minntes, which would enable us to dismiss students early perhaps six times per year so that additional training and staffdevelopment time could be provided without an actual decrease in instructional time. Providing additional time for rrainLng and staff'development has been an ongoing recommendation of the Leadership Team and the Elementary, Middle, and High School Task Forces and is essential to our successful implementation of the revised Standards of Accreditation. Under either variation, student ride time is decreased significantly. However. this proposal does require a very limited number of elementary students in the outlying areas to be picked up at 6:30 a.m. If these or similar changesare not implemented it will be necessary to add $60,000 to the budget for the operation of six buses above the present number to address enrollment growth and Monticello High School. Further. it will be necessary in next year's budget to ~ignificantly increase expenditures for bus replacement beyond the tevel funded 21 in FY 1997-98. This issue is being revisited based on Board direction to do so after redistricting was resolved. Because of the fiscal difficulties of this particular year, there are critical initiatives, in addition to restoration of the reductions I have outlined, that remain unfunded. Some ofthese include: Funding to buffer the impact of school .allocation monies that will be lost at Albemarle High School and Western Albemarle High School because of the movement of students to Monticello High School. This reduction will have the greatest impact on the operation of the athletic programs at the two schools. To maintain program parity at all three schools will require $37,072. Even under this scenario, there would have to be a reduction in the number of coaches for some teams and in the number of contests for some teams, in addition to a freeze on spending for anything other than essential purchases. The Board might want to consider approving a student participation fee of $25 to provide these funds. Regardless, it is my intention to conduct a thorough study of athletics during the next twelve months so that a long-term plan for this very important area can be developed. Any funding implications for this plan will be reflected in the Proposed FY 1999-2000 Budget. $301,866 for an additional .5% salary increase that would enable us to maintain the competitiveness of our salaries as other divisions are increasing their salaries. · $188,676 to increase the Master's +30 and Doctoral Degree stipends by $1,000. $t42,700 for Health Clinicians at elementary schools. $57,771 for Health Clinicians in high schools. $48,000 to increase the scope of the Academic Learning Project Schools (ALPS) initiative te assist our-most academically at-risk students. Fiscal limitations also make it impossible for me to recommend funding of other initiatives which are currently affordable to students in other Virginia school divisions. These include: · $39,896 for an itinerant strings teacher to begin implementation of an orchestra program. · $19,948 for a half-time teacher specialist for foreign languages. $183,500 to increase services for gifted students in all schools. IV. Summary During the past year. the school division has continued to make excellent progress in developing a well- defined framework for meeting its Mission and Goals. The continued development of the Six Year Strategic Plan, the process to align our curriculum with the Standards of Learning, our preparation to implement the revised Standards of Accreditation. and our ongoing efforts with School Improvement have helped to establish/_., clear direction to guide our decisions as to use of resources. Further. documents such as the Progress Report ~5 and the Parent Survey enhance our level of accountability to the public. Our continued improvement in student performance as our resources have been stretched by growth is indicative of the tremendous dedication and 22 quality of our teaching staff. However, the budget I am presenting will make it much more difficult to improve what we are able to do for students. This budget is a step backward in terms of maintaining the strength qf this school division and the level of service the community has come to expect. The presentation of the Superintendent's Proposed Budget is only the first step of a dynamic process. During the next phase of the process, the Board will have the oppommity to hear and discuss the concerns and priorities of both staff and citizens. I look forward to working with the School Board on this proposed budget. I and all members of the staff stand ready to assist Board members, community groups, and individual citizens in understanding the proposed budget. This document now ceases to be a Superintendent's Proposed Operating Budget and becomes a tool for the School Board and the public to use to fashion the future of our school division. ~,~. - -- Dr. Kevin C. Casmer Division Superintendent 23 EDITORIAL Education's fundamentals need support 0 0 8 · The Observer · January 28. 1998 -- Februar~ 3. 1998 SCHOOLS Albemarle School Board focuses on communication GARY GRANT OBSERVER CORRESPONDENT The ~A, lbemarle School Board s recent all-day winter retreat meeting at the Boar's Head Sports Clu~) covered the spectrum from board members' feelings about their relationship with the Board of Supervisors to how to ~mprove public relations and communication with taxpayers. The following are excerpts from some of the retreat conversations. Supetwisors~ Relations Jeff Joseph I Rivanna): "I think the [joint] meetings have been sort of stand-offish. We need meetings that are not set by the staff so much. but by the boards. Money and commonality are always going to be issues between us. Those are the kinds of issues we need to sit down and kick around, and I mean kick around." When Madison Cummings (Samuel Miller) struggled to describe the school board's position )n relation to the Supervisors as "not necessarily subordinate." but not equal either. John Baker (At-large) 16mped in and labeled it "tike coming to the woodshed? for punishment at times. Baker also called the Board of Supervisor's posture attitude toward the county schools "disingenuops" because supervisors have not backed up their rhetoric with the full financial support he feels the division needs for its operating budget in a high growth county. "I have diffici~lty," said Baker. "when I can look out at a county with 600 and 700- thousand dollar homes and remember that we still haven't funded ~200,000 for all of the books that we need." When Baker said he hoped the Supervisors weren't considering the passage of the meals tax as a dodge to levying what he thinks is a need for additional property tax revenue [or the schools, Susan Gallion (Rio} said: "I think we all know it was a dodge." School Board members agreed they would like to meet with the Supervtsors in the spring after the FY98-99 operating budget is finalized to discuss tong-range caFital improvement needs. It was suggested that the meeting take place in one of the new classrooms at Monticello High School. Mission and Goals Stephen Koleszar I Scotts- · " ?:::/, ',¢*Infants - Kindergarten NOW ENROLLING! E.$~perience Quality Cbild Ca~e! Charlottesville Mill Creek Earlysville 973-0626 979-8585 973-2159 ALL MERCHANDISE 50% OFF IN STOCK! ALL LAMPSHADES 30% OFF ALL SALES FINAL! STARTS TODAY THRU FEB. 18TH Everything Must Go - Including Display! L' t'J g · ~-e LTl). amp ug zzng- THE MILLMONT SHOPS * 1051 MILLMONT ST." CHARLOTTESVILLE · 293-5131 ville/: "Central Office and our principals understand our goals and mission statement, but how w~ll do our other constituencies k2now them?" Madison Cummings: "There will be some people in the commumty who will put their own slant on the information." Jeff Joseph: "We have this very integrated, intelligent mission all the way down to the details. The public needs to know we're doing it. It's a matter of taking the good things we're doing and selling the public that this ts just not another school system." Stephen Ko. leszar: ."There are some inconsistencies tn our SIPs ]School Improvement Plans], but they are working." The board asked Superin- tenden) Kevin Castner to draft simp!er language for the scho~ol division's goals so the revisions can be discussed at a June retreat. Public Relations New board member Diantha McKeei (lack Jouett) opened this discussion by saying there are plenty of people in the public who don't think the school division is doing the job it is supposed to do in educating county children. "Success doesn't sell news- papers or radio [time]," re- sponded Jeff Joseph, Supenntendent Castner told the board he had asked County Et Cetera · %lbelnal-h. ,'q ill)hi-ill i t, llllLql I [~e~ ill ('aqlunl' Ilit~ pi'f )po-i'd It three I)ercenl "~ilJllr~ :ll[jllil- luunt" for ~t'hl~o[ divi,Jon u,:0a'd:. 'qas ~ v '~cv,.:. 'l'h~.:'v Executive Bob Tucker if the school division could use the services of county spokeswoman Lee Catlin one day.a week for public relations activities. He said Tucker turned down the request, Stephen Koleszar: "She . [Catlin] probably doesn't have enough to do with county government, so she's probably got some time." Madison Cummings suggested the division might try u~mg some public relations volunteers. "I know every one of you has somebody in your district." said Cummings, "like a Mark Echelberger fAggot-Hurt parent]_ or a Martha Redinger [Henley parent] or somebody like them who may be interested in gtving us some volunteex time." Kevin Castner: "If you can find one [PR volunteer], we'll take it." Chuck Ward [White Hall): "The word [about county schools] is not getting out, and we're putting a lot of effort into correcting things." John Baker: "The most important client in terms of support that we have addressed yet is not the parent -- it's the taxpaying 70 percent. How do we communicate to that person that a quality school division gives quality to the community, and so you should be proud to pony up to the table and pay for our schools? I think that's the biggest PR mtssion that we have in front of us." Susan Gallion suggested sending success messages about the schools our to county property owners in tax bills. "The county government does it: why .can't we do it?" asked Galllon. "Send it through their tax bills. This is what your schools have done this year. Boom!" Other items from the board's retreat included decisions: · to have Superintendent Castner give the board a monthly report on the year's budget instead of placing it on the board's consent age~da: to place potentially controversial toptcs as near as possible to the beginning of board meetings; · to find out from the Board of Supervisors if the annual per capita spending limit for capital improvemenl projects can be raised: · to make a flow chart to show how the division's mission, goals and school improvement process are Unked to instruction and student performafice; · to h, ave the Superintendent and School Board clerk create a database and procedure for .responding ro all citizens interested in particular issues that come before the board. ~:,: ET CETERA, .,,;:.,. ~} ATTACHMENT ~ 1 SURVEY SUMMARY PROPOSED BUDGETS - COMPENSATION AND HEALTH INSURANCE Conducted February 1998 Su~-veyed 19 counties/cities/state; 14 responded Surveyed 18 public school divisions; 17 responded Albemarle: Average salary increase is 3%; Medical/Dental contribution is $2,513 Classified Salaries: Range of average salary increases for 13 localities is 0% to 5% Average salaxy increase for 13 localities is 3.78% Range of average salai3r increase for 17 school divisions is 3% to 6% Average classified salary increase for 17 school divisions is 4.06% Teacher Salaries: Range of average salary increase for 17 school divisions is 3% to 8% Average teacher salary increase for 17 school divisions is 4.30% Health Insurance: Average contribution for single coverage for 14 localities is $1,849 5 of the 14 localities pay part of the family coverage above the single coverage level Average contribution for single coverage for 15 school divisions is $1,892 7 of 16 divisions pay part of the family coverage above the single coverage level ATTACHMENT # 2 RE: COMPENSATION PLANS OF REPRESENTATIVE SCHOOL DMSIONS Based on a telephone survey conducted February 5th and 6th, the following school divisions are considering these levels of compensation and benefits for FY 1998-1999. Many divisions have not yet submitted a Superintendent's Proposed Budget and thus their data is still under review. Division Average - Class/tied Average - Teacher Medical/Dental Contribution Single Family Albemarle 3% Merit 1.42% Scale plus Step $2,518 $2,518 Charlottesville 3.2% 4.9% *** $2,045 $2,045 Harrisonburg 4% 4% $3,336 Smunton 3% - 5% 3% - 4% $1,680 $1,680 Waynasboro 2.3% plus 1.7% Step 2.3% plus Step $1,584 $2,064 University of Virginia Augusta 3.5% 3.5% $1,892 $2,175 Buckingham 2.25% plus Step 2.25% plus Step $2,880 $3,400 Fluvanna 3% pitts Step 3% plus Step $1,396 $1,396 Greene 5% 5% $1,401 CY $1,401 CY Louisa 4.65% 4.65% $2,400 $2,400 Nelson 4% plus 1.5% Step 4% plus 1.5% Step $1,820 $2,300 Rockingham 3% 3% $1,477 $1,477 Fauquier 1.5% plus 2.5% Step 2% plus 2.5% Step Hanover 3.5% 3.64% $1,850 $1,850 Hemico 4% 4% $1,886 $1,886 Roanoke County Maybe 6% Considering 7% - 8% $1,850 $1,850 Spotsylvania 2% plus 2% Step 5% $2,158 $3,960 William~bttrg/ 4% 4% 2,064 $4,680 James City County *** Charlottesville Teacher Salary Increases Would Range From 1.99% To 7.2% Depending On Their Step ATTACHMENT # 3 RE: COMPENSATION PLANS OF REPRESENTATIVE CITIES / COUNTIES Based on a telephone survey conducted February 9th, the follo~ving cities / counties are considering these levels of compensation and benefits for FY 1998-1999. Many have not yet submitted a Proposed Budget and thus their proposal is still tentative. Division Average - Classified Medical/Dental Contribution Single Family Albemarle 3% Merit $2,518 $2,518 Charlottesville 5% (Pay Study Impl.) $2,892 $2,892 Harrisonburg 2% COLA & 2% Merit $1,080 (60%) $3,336 Smunton 2% COLA & 3% Merit $1,378 $1,378 Waynesboro 2.5% COLA & 2% Merit $1,710 $1,710 University of Virginia Augusta I 3.5% - 4% (COLA / Merit) $1,900 $1,900 Buckingham ~ Fluvauna 3.6% (COLA / Merit) $1,386 (80%) $1,386 Greene 2.5% COLA (Jul) & $1,521 $1,993 2.5% Step (Jan) Louisa 3.5% (Merit) $2,400 $2,400 Nelson To Be Determined $2,338 CY $3,326 CY Orange Rockingham Preliminary: 2% COLA, Up $1,008 $1,725 To 2% Merit Fanquier No COLA, No Step $2,472 CY $2,472 CY Hanover 3.5% (Merit) $2,000 $2,000 Henrico 4% (COLA / Merit) - CY $1,886 CY $1,886 CY Roanoke County Spotsylvania James City County 3.5% - 4% (Structure) $1,920 CY $4,452 CY sa~nr.seh 175 Terrell Road Charlottesville, VA 22901 February 6, 1998 Albemarle County School Board Albemarle County Public Schools 401 Mclntire Road Charlottesville, YA 22902-4596 Dear Members of the Albemarle County School Board: As stated in Dr. Casmer's letter to the School Board'regarding his proposed 1998-99 budget, "the Albemarle County School Division is a strong one". This is the result of careful planning over many years by a dedicated school board, staff and coummnity. The division has continued to build on its strengths and improve its weaknesses. As a citizen and taxpayer, I am writing to ask you not to go backwards. The situation surrounding next year'S budget is one of the most unusual that I can imagine. You are faced with critical decisions in funding not only due to issues that are beyond your control such as continued growth, reduced revenue compounded by the composite index, and increased state mandates specifically in testing and graduation reqmrements, but also are exacerbated by the untimely opening of a new high school. While I understand that the School Board must be diligent in allocating funds efficiently, it must avoid regression. Don't increase student/teacher ratios in core Subject areas. A reduction is currently needed in many classes for those falling behind. Don't allow students to learn less. Rather, intervene before remediation is needed. Don't eliminate opportunities in the fine arts and vocational/technical arena for the college bound student. While the number of elect'tees could be reduced, the Chamber of Commerce apparently does not understand the impact that the new Standards of Accreditation have on graduation requirements for seekers of an Advanced Studies Diploma. Did the Chamber conduct a poll of its members when it took the position that seven periods: should be postponed until the following year? The Virginia Board of Education has not postponed the mandated SOA requirements beginning with ninth graders in 1998-99. The assumption that funding will be available the following year to implement seven periods is arbitrary. 91% of the school divisions across the state already have more than s~x periods and will therefore be able to meet the stricter standards without eliminating valuable opportunities for the college hound student. If you believe maintaining options are important, funding should go hand in hand with the state mandate. Albemarle County School Board February 6, 1998 Page Two Don't permit "lack of parity" at any school, including athletics. This would prevent equal access by students, especially at Albemarle I-l]gh School which has been inundated with a much larger population that not only Fumits opportunities for participation, but affects division status, creates longer trips, higher cost, etc. These programs promote healthy lifestyles for the mind.and body, teamwork, organization, and commitment. I could support a participation fee as long as no student would be denied access due to financial status. Over the years, various philosophies have existed on how a budget should be submitted to the Board of Supervisors. When I was a member of the School Board, I preferred presenting a budget to meet proposed revenue projections and respectfully lobbied the Board of Supervisors for additional funds when needed. However, as anticipated, opening a new high school cremes an unusual budget year along with continued growth, revenue uncertainties, and state requiremems which, again, is beyond your control. Therefore, submitting a "needs based budget" is critical at this time. Going backwards is unacceptable. We, as a community and nation, have the responsibility to assure that ever3~ student has the opportunity to receive the very best education possible by setting and expecting high standards for all students. Refrain from allowing politics to determine the education of children. Do what is right. Send a strong message that you will continue to consider the taxpayer and work with the Board of Supervisors to scrutinize spending, but realiTe that sometimes there .me situations which cannot be ignored. The budget proposal you submit to the Board of Supervisors for 1998-99 must demonstrate the voice of every child's need for a quality education. Sincerely, CC: Dr. Kevin C. Castner Albemarle County Board of Supervisors February 2, 1998 Dear St. Anne's-Belfield Friend, St. Anne's-Belfield School 2132 Ivy Road Charlottesville. V'kgirfia 22903 Telephone (804) 296-5106 · Fax (804) 979-1486 St. Anne's-Belfield School needs your help. On May 9, 1998, our Parents' Association, which represents 600 families and over 2,500 alumni, will host an auction-dinner dance to raise funds for the school's fine arts programs. Proceeds from this event will be used to provide the funding needed to establish an endowment for the arts, for prints and publications, for creating and maintaining a wood shop and to purchase equipment for the various fine arts programs in the Lower School through the Upper School. Sr. Anne's-Belfield is a college preparatory day/boarding school for over 800 students in pre-school through grade twelve. Located on two campuses near the University of Virginia. the school is in its third decade of advancing excellent independent education. Your contribution of an item or service that could be included in our auction would help us ,vith this important endeavor and would put your name in the limelight In exchange for your kind gift, your name would be included in our auction brochure and in our advance publicity. Contributions to the auction are tax deductible as permitted by law. St. Anne's-Belfield School is exempt from Federal income tax under Section 501 (c) (3) of the Internal Revenue Code of 1954. Its tax identification number is 540880465. Enclosed is a donation form for your use. Please fill it out. indicating any special instructions, and return it to the school no later than March 2. 1998. Thank you for considering our request. Collectively, you and other donors will provide the resonrees which will help St. Anne's-Belfield School continue its tradition of academic excellence. Sincerely yours. The Reve~r ~-GeSge E. C~ Headmaster Enclosure ALBEMARLE COUNTY PUBLIC SCHOOLS Office of the School Board 401 Mclnrire Road Charlottesville, Virginia 22902-4596 January 30, 1998 Mr. Forrest Marshall, Chainuan Board of County Supervisors 401 Melnt'lre Road Charlottesville, VA 22902 Dear Mr. Marshall: The Board met on Wednesday, January 28, 1998 for a Budget Work Session to continue its budget deliberations. At that time, the Board recommended that an agenda be prepared for the joint meeting on February 9, 1998, at 5:00 p.m., in Room 235. The Board recommended the following proposed agenda: The Budget Review Process to Date Superintendent's Presentation (What is unique about the school division this budget year compared to prior years, such as growth, Standards of Accreditation, seven-period day, etc...?) Northern Elementary School Need (Capital Improvements Program) Market Survey for Possible Cost-Neutral Salary Adjustment Before the joint agenda is finalized, I welcome your input and recommendations. Please call me at 296-8120, if possible, by Monday, February 2, 1998 so this agenda can be incorporated into a joint Board packet. Mr. Koleszar and I are also looking forward to meeting with you and Mr. MaWm on February 10, 1998. Sincerely, John E. Baker Chairman c: Albemarle County School Board Board of County Supervisors Kevin Castner, Superintendent Robert Tucker, County Executive 'V~e Expec, Success"