SCHOOL CLOSURE AND REORGANIZATION: CVA/CSA

BACKGROUND

• Projected deficits in 2012-13 and 2013-14

• Currently at $2.4 million in 2012-13 and over $9 million In

2013-14

• “Qualified” financial certification at both First and

Second Interim reporting periods

• Expenditure Reductions approved in June 2011,

November 2011, and February 2012

• Negotiations in process with labor groups regarding

compensation reductions

4/18/2012 2

SCHOOL CLOSURE AND REORGANIZATION

• November 2011:

• Board approved formation of committee to explore

possibility of closing two schools and/or moving the district

office

• January 2012:

• Board approved formation of committee to explore school

closure/reorganization with specific focus on Buena Vista

Elementary and Carlsbad Village Academy.

• Cost savings estimated at $400,000 per year per year in

reduced operational expenses

4/18/2012 3

4/18/2012 4

SUPERINTENDENT’S SCHOOL CLOSURE AND REORGANIZATION ADVISORY

COMMITTEE

ADVISORY COMMITTEE

• Meeting Dates: • February 6 • February 13 • March 5 • March 19 • April 3

• Committee included district administrators, site administrators, teachers, classified staff, and parents • Tina Howard, Principal, BV • Keith Holley, Principal, CVA/CSA • Christine Parr, CUTA • Jan Tokorcheck, LIUNA • Joanne Caudill, Director of Special Education • Rick Lewis, Director of Information Systems • Curt Huckins, Director of Facilities

• James Markham, BV Parent • Tida Hamilton, BV Parent • Jimmy Hines, Principal, Magnolia • Matt Steitz, Principal, CHS • Barbara Ramos, CVA/CSA Classified • Joe Dunn, CVA Teacher • Sharon Zak, BV Teacher

• Kristin Davis-Cohn, BV Classified

4/18/2012 5

PURPOSE OF ADVISORY COMMITTEE

4/18/2012 6

CARLSBAD VILLAGE ACADEMY COMMITTEE INPUT

• Provided recommendations to Dr. Roach during

Advisory Committee meeting on April 3, 2012

• As indicated, Committee strongly recommended

keeping school open

4/18/2012 7

REPORT STRUCTURE

I. Student Achievement

II. Instructional Program Assets

III. Negative Impacts of Closure

IV. Quality Standards for 2012-13 Bridge Year

V. Alternative Program Designs

STUDENT ACHIEVEMENT

Superior graduation rate – 96.5% to 98%

Total combined graduates three year preceding CVA opening – 14. Total graduates since opening (nine years) 410. With CSA 616.

API growth – 86 points this year, 127 points since 2006

ELL students outperform schoolwide API – Latino students up 113 points, ELL 98 points

AYP – all AYP criteria attained, all AMO attained, percent proficient tripled

100% CAHSEE pass rate – no student ever denied a diploma

Credit recovery and alignment with CHS– eleven percent of total enrollment returned to CHS mid-year.

CURRENT ASSETS SUPPORTING STUDENT ACHIEVEMENT

• Thirteen staff who provide transformational motivation, supervision and instruction for at-risk and atypical students (8 certificated, 5 classified).

• An attractive, stand-alone campus that provides identity, autonomy, credibility and respectability with parents, students, and staff.

• A culture of rigorous standards building toward an 800API and A-G graduation requirements.

• An emphasis on achievement for ELL and LTEL students

• Supportive environment for students with substance abuse and addiction issues

NEGATIVE IMPACTS ON STUDENTS

Increase in drop-outs

Decrease in graduates

Decreased student achievement – CST, API, AYP,

CELDT (affects District, as well as school ,stats)

Loss of the majority of the thirteen staff – adult

mentors

Loss of school connectedness

Increased truancy

Increased charter school drop-outs

NEGATIVE IMPACTS ON STUDENTS (CONTINUED)

Loss of credibility and respectability with parents,

students, and staff.

Loss of in-district suspended expulsion option

Loss of subject-matter expertise in instruction

Loss of equal access to alternative program due to

enrollment caps driven by staffing.

FINANCIAL IMPACTS

• Cost of creating distance learning labs – hardware,

software and courseware (Apex) licenses if staffing

levels too low for direct instruction

• Cost of retrofitting CHS facilities for distance learning

labs if staffing levels too low for direct instruction.

• Cost of training and re-training staff for new

instructional program

QUALITY STANDARDS FOR 2012-13 BRIDGE YEAR

• Full-time program that provides a realistic opportunity for students to remediate and graduate

• An alternative program for students who need a smaller, more individualized setting.

• Teachers selected, not assigned

• For CSA, an appropriate facility and support infrastructure.

• Options for CVA students to take CHS and/or Apex electives.

• Independent study PE.

• An administrative support “hub” that includes at least one administrative assistant

QUALITY STANDARDS FOR 2012-13 BRIDGE YEAR (CONTINUED)

• Work Experience option

• Face-to-face instruction

• Intensive guidance services

• SPED support as needed

• Campus safety assistant assigned to the area

• Advisory/mentoring period

• Discipline/interventions that are timely and focused.

• Sustain or, if necessary, re-create a separate school

identify and culture

QUALITY STANDARDS (CONTINUED)

Extensive staff development- both pre-opening and

ongoing for the new instructional program.

SUBCOMMITTEE RECOMMENDATIONS

Primary Recommendation

• Continue to support student achievement by

sustaining CVA at its current site with comparable

(to full closure) cost savings realized through

significantly reduced classified and certificated

staffing.

BRIDGE-YEAR PROGRAM (FALLBACK RECOMMENDATION IF PRIMARY RECOMMENDATION IS

NOT FUNDED.)

• Create a bridge-year program at CHS

• Staff at 4.0 FTE teachers to preserve direct

instruction. (one English, one math, one science,

one social studies)

• Four classrooms, one lab, office “hub”

• Electives through CHS concurrent enrollment and

distance learning

• Independent study P.E.

• 1.0 FTE Office “hub” classified

• Separate facility for CSA

4/18/2012 19

DISTRICT ANALYSIS

QUALITY SCHOOL

• Carlsbad Village Academy is an excellent school.

Indicators of the quality of the school include:

• Meeting NCLB Adequate Yearly Progress targets for student

achievement

• Increases in Academic Performance Index

• High graduation rates

4/18/2012 20

CALIFORNIA CONTEXT

4/18/2012 21

-$3,000

-$2,600

-$2,200

-$1,800

-$1,400

-$1,000

-$600

-$200

$200

$600

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California’s K-12 Spending Per Student Lags BehindThat of the Rest of the U.S. More Than at Any Time in 40 Years

* 2010-11 data estimatedNote: Rest of U.S. excludes the District of Columbia

Source: National Education Association

-$2,856 (est.) per student loss in 2010-11

National Average

CUSD REVENUE, EXPENDITURES, AND RESERVES: SECOND INTERIM

4/18/2012 22

2006 2007 2008 2009 2010 2011 Mar-12 Proj 2013

Reserve $7,290,197. $9,709,801. $13,011,027 $18,462,237 $16,712,892 $15,047,689 $7,618,524. $3,449,089.

Revenue $71,585,198 $81,515,019 $86,090,419 $86,346,873 $85,934,756 $82,598,872 $73,881,246 $71,630,806

Expenditures $72,003,526 $78,516,236 $81,547,117 $83,895,662 $87,684,101 $84,264,075 $81,310,411 $75,800,241

$-

$10,000,000.00

$20,000,000.00

$30,000,000.00

$40,000,000.00

$50,000,000.00

$60,000,000.00

$70,000,000.00

$80,000,000.00

$90,000,000.00

$100,000,000.00

CURRENT FINANCIAL CONDITION

• Projected revenue for 2012-13 is about the same as actual revenue in 2005-06

• Even after taking into account new revenues and expenditure reductions, projected deficit for 2012-13 remains at $2.4 million and over $9 million in 2013-14

• It could get worse … • Governor’s Budget Proposal includes November Tax

Initiative with “trigger” to reduce to 159 instructional days

• Governor’s Budget Proposal includes “Weighted Student Funding” model that reduces CUSD categorical funding to $0

4/18/2012 23

4/18/2012 24

Consideration for Reduction

Expenditure Category Outcome

Group 1: Strong Sage Creek Delay Done. Reduced 2012-13 (start up) and 2013-14 operational budgets

Reduce/Eliminate Admin/Management

Done

Reduce/Eliminate Stipends Done

Employee Compensation Reductions

Collective bargaining in process

Reduce/Eliminate Travel & Conference

Done

Reduce/Eliminate Site and Department Accounts

Done

Reduce Special Ed Done

Reduce Textbook Expenses Not feasible, we spend only $20 per student per year

Group 2: Moderate Closing School(s) TBD

Reduce/Eliminate Classified Positions

Done

Reduce/Eliminate Athletics Done

Reduce/Eliminate Contractual Done. Achieved savings through

competitive bid procedures, including $920,000 reduction in transportation

Reduce/Eliminate Programs Done

Reduce Instructional Days Collective Bargaining in process

Group 3: Low Increase Class Size—Elementary Done. Class sizes in grades 1-3 increased in

2011-12; Class sizes will increase in grades 4-5 in 2013-14

Increase Class Size—Middle Done. Class sizes will increase in grades 6-8 in 2013-14

Increase Class Size—High School Done. Class sizes will increase in grades 9-12 in 2012-13

Reduce/Eliminate Guidance No Changes

FEBRUARY 2012 ANALYSIS

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OPERATING COST PER STUDENT: ALL SCHOOLS (FEBRUARY 2012)

February 7, 2012 26

$-

$500.00

$1,000.00

$1,500.00

$2,000.00

$2,500.00

Cost Per Student

CONSIDERATIONS

• As a High School Alternative program, some of the

considerations are quite different for CVA/CSA than

for Buena Vista. For example:

• No boundaries

• Walking routes are less of a concern

• “Reorganization” would keep Title I funding with students

4/18/2012 27

CARLSBAD VILLAGE ACADEMY ENROLLMENT HISTORY

4/18/2012 28

CVA ENROLLMENT COMPARISON: APRIL

4/18/2012 29

170

121

0

20

40

60

80

100

120

140

160

180

200

10-'11 11-12

April Enrollment

HIGH SCHOOLS: CONSERVATIVE & MODERATE

4/18/2012 30 Source: Decision Insight 2011 Study

TIERED SYSTEM OF INTERVENTIONS

Tier II: “Academy” Intensive Program

Tier I: CSA Distance Learning Labs

Core: CHS

4/18/2012 31

BENEFITS OF REORGANIZATION

• Increases access to A-G Courses

• Increases likelihood of successful return to Core

Instructional program

• Consolidates support services, including

administration, guidance, food service,

library/media, and custodial

4/18/2012 32

FINANCIAL COMPARISONS

• CVA/CSA “Compressed” • $151k savings in reduced support staff and counseling

• $70k additional expense for 1 FTE Teacher

• Net Savings: $81k

• “Bridge Year” • $325k savings after restoration of 1 Admin Assistant and 1 FTE

Teacher

• Devote $25k to “Contingencies” including professional development, hardware/software needs, etc.

• Net Savings: $300k

• Additional Expenses: $50k relocation costs (one-time)

4/18/2012 33

RECOMMENDATION

• Relocate Carlsbad Village Academy and Carlsbad

Seaside Academy at Carlsbad High School for 2012-

13 as “Bridge” program

• Bring recommendation for 2013-14 and beyond to Board no later than the end of first semester 2012

• Include Sage Creek Intervention System

• Pursue short-term revenue options for CVA campus

and/or District Office

• Begin CUSD “Asset Management” planning

4/18/2012 34