A Study of the

Proposed Closure of Granville Central High School and

Analysis of the Relocation of GC Hawley MIddle School or South Granville High School to that

campus

FIRST DRAFT Presented to the Granville County Board of Education

May 17, 2021

Drafted by the

Granville County Public School District

Administrative Staff

As required by NC General Statute 115C- 72, this study addresses the welfare of students affected by the proposed closing and consolidations under consideration by the Board of Education. This document speaks to costs, student achievement, enrollment, geographic conditions, inconvenience, and hardship among other factors.

 

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I. Legal Context

A. Study

B. Hearings

II. Historical Perspective

A. Enrollment Summary

III. Factors to Consider

A. Finance & Budget

B. Human Resources

C. Curriculum & Instruction

D. Infrastructure & Operations

E. School Culture and Impact on the Community

IV. Summary

V. Timeline Considerations

VI. Sources

VII. Appendix

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I. Legal Context:

When considering the closure or merger of schools, there are specific statutory requirements that must be observed. First, the Board of Education holds exclusive duty and authority:

“It shall be the duty of local boards of education to provide students with the opportunity to receive a sound basic education and to make all policy decisions with that objective in mind, including employment decisions, budget development, and other administrative actions, within their respective local school administrative units, as directed by law.”

N.C.G.S. § 115C-47(1)

Furthermore, the Board of Education has specific legal authority when it comes to decisions regarding school reorganization:

“Local boards of education shall have the power and authority to close or consolidate schools located in the same district . . . whenever and wherever in its judgment the closing or consolidation will better serve the educational interest of the local school administrative unit or any part of it.”

N.C.G.S. § 115C-72 “Consolidation and Discontinuance of Schools”

There are two required steps when considering such reorganization:

(1) THE STUDY

“In any question involving the closing or consolidation of any public school, the local board of education . . . shall cause a thorough study of such school to be made, having in mind primarily the welfare of the students to be affected by a proposed closing or consolidation . . . “.

(2) THE PUBLIC HEARING

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“Before the entry of any order of closing or consolidation, the local board of education shall provide for a public hearing in regard to such proposed closing or consolidation, at which hearing the public shall be afforded an opportunity to express their views.”

A. The Study:

The Study must include consideration of:

● Geographic conditions ● Anticipated increase or decrease in school enrollment ● The inconvenience or hardship that might result to the pupils to

be affected by such closing or consolidation ● The cost of providing additional school facilities in the event of

such closing or consolidation ● Such other factors as the Board shall consider germane.

-N.C.G.S. 115C-72(a)(1)

Considerations of the Study:

● Will be a public record. ● May be completed by staff, third party consultants, or (commonly)

a combination thereof. ● May be updated or amended after receiving public input. ● Some elements already included in NCSU study: ● Anticipated enrollment trends ● Facility capacity ● Geographic conditions (attendance zone optimization)

B. Public Hearing Requirements: ● Public hearing on specific proposal to close or consolidate a

school ● Details like time, location, and length are determined by the

Board, in keeping with public meetings law

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“Upon the basis of the study so made and after such hearing, said board may, in the exercise of its discretion, approve the closing or consolidation proposed.”

N.C.G.S. 115C-72(a)(2).

III. Factors to Consider in the Study:

The following factors will be addressed as required by statute:

● Finance & Budget ● Human Resources ● Curriculum & Instruction ● Infrastructure ● School Culture and Impact on the Community

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II. The History of Granville Central High School

Granville Central High School (GCHS) opened its doors for the first time, serving students, in August of 2007. Its construction marked a significant milestone in Granville County Public Schools as the first newly-built high school in more than 50 years. Almost eight years after that, a second phase of construction was completed on the campus which served students for the 2015-16 academic year. The decisions to build (and subsequently expand) the school were made during times of shifting local demographics and dramatic changes to state policies in public education. The following information provides context for these decisions.

The idea to construct a new high school in Granville County came about in the early 2000’s. Discussions around growth in the county and pressure on existing capacity were included in the minutes of several board meetings around this time. Then, in a special called session on January 7, 2003, the Granville County Board of Education received an official research report from the Operations Research and Education Laboratory Institute for Transportation Research and Education (ITRE) at NCSU. Their presentation included a variety of data points which indicated the strong likelihood of rapid population and economic growth in the county in the next ten years. Additionally, experts from ITRE NCSU presented school capacity information for the district, which indicated the majority of the schools were either at or above student capacity. Elementary schools in particular were facing enrollment pressures, despite the recent construction of Mt. Energy Elementary School in 2001. However, the concerns regarding capacity were not limited to our younger students. Additional data presented at the subsequent March 14, 2003 Board of Education meeting further contributed to the urgency of adding capacity at the high school level:

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HIGH SCHOOL CAPACITY REPORT (presented March 14, 2003)

These numerous factors led the Board to begin planning for the construction of an additional “starter” high school. The term ‘starter’ high school, referenced in several board meetings and minutes during this time, indicated there was concern about the ability to identify sufficient funding to build a complete, comprehensive high school. The hope was that the core of a high school could be constructed that would allow for expansion at a later date. Discussions among Board members and experts during board meetings during this planning phase proposed a facility which would initially serve 600-700 students.

The next few years focused on the detailed planning and design of the new high school facility, along with efforts to adequately fund its construction. Ultimately, the final construction of the first phase of the new high school was completed and students were enrolled in the fall of 2007. The name “Granville Central High School” was adopted at the December 18, 2006 meeting by a vote of 5-2.

After just two years into its existence, discussions began about expanding the facility. At the March 30, 2009 Board of Education meeting, the Granville County Manager and County Finance Officer were present to receive reports from expert consultants from Construction Control Corporation which presented preliminary data and plans for the possible expansion of Granville

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JF Webb HS South Granville HS

Capacity 1185 940

Current Enrollment 1247 1003

2011 Projections 1431 1226

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Central High School. Once again, there were indications that the district would soon be facing even more capacity pressures in the coming years. At that time, preliminary estimated budgets for the expansion project ranged from $12-14 million.

In September of 2013, a public forum was held to gather community input on the expansion project. Following that event, the selection of architects, engineers and construction management consultants began, and the project broke ground in the fall of 2014. Construction progress continued and the final certificates of occupancy were granted in the late spring of 2015. The school began the 2015-2016 school year with the expansion project construction completed.

The expansion project added an entire classroom wing dedicated to Career and Technical Education courses, expansion of the existing cafeteria, the addition of an auxiliary gym, music and band rooms, and athletic training facilities and locker rooms. The project was completed under budget and on time.

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A. Enrollment Summary

In a special called session, the Board of Education met on December 18, 2006 to specifically address the naming of the school and the matriculation and enrollment process for the first three years of its existence. At this meeting, the Board reviewed the following recommendation for the school:

Therefore, as proposed in 2006, when it opened its doors in the fall of 2007, the school only enrolled 9th and 10th grade students which were previously assigned to the attendance zones of JF Webb HS and South Granville HS. Allowances were made for siblings and a special transfer request procedure was allowed during the adjustment of the new attendance zones. At this time, there were no ‘choice programs’ for the high schools in Granville County Public Schools.

Subsequently, the school began its journey toward full enrollment based on its initial capacity. As indicated in the following table, the school’s enrollment climbed steadily and then leveled off just after the addition of two charter schools in our county. Oxford Preparatory School and Falls Lake Academy both opened their doors to high school students in 2013.

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GCHS Enrollment & Capacity Trend

Source: PowerSchool & NC Wise Reports

*First year Oxford Preparatory School AND Falls Lake Academy enrolled high school students

** First year after new addition to school campus

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Academic Year 20-day Enrollment

‘Optimal’ Capacity

Capacity Utilization

2007-08 370 679 54%

2008-09 502 679 74%

2009-10 615 679 91%

2010-11 596 679 88%

2011-12 562 679 83%

2012-13 566 679 83%

2013-14* 555 679 82%

2014-15 562 679 83%

2015-16** 591 993 60%

2016-17 672 993 68%

2017-18 659 933 71%

2018-19 671 933 72%

2019-20 701 933 75%

2020-21 696 933 75% DRAFT

 

III. Factors to Consider

A. Finance & Budget

The financial impacts associated with the closure of GCHS and the possible relocation of GC Hawley Middle School (HAWLEY) and/or South Granville High School (SGHS) are outlined as follows under TWO separate scenarios:

Scenario A:

1. Close GCHS. 2. Relocate HAWLEY to the GCHS campus. 3. Repurpose HAWLEY.

1. Financial Impact of Closing GCHS:

There are no anticipated costs of closing GCHS. The school name and number would be retired from NCDPI’s Educational Directory and Demographic Information Exchange (EDDIE).

There are anticipated savings in closing GCHS related to the reduction of staffing as the current enrollment is redistributed to the other high schools.

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Please refer to Appendix A for a detailed cost analysis.

The following table is a summary of this analysis:

Granville Central High School

Current Annual Costs and Potential Annual Savings

* This includes savings for the Child Nutrition program of $43,390 and $720,325 for the operating budget.

2. Financial Impact of Relocating GC Hawley MS to the GCHS campus:

Some ONE TIME costs associated with minor cosmetic changes are needed in order to move GC Hawley Middle School to the GCHS campus. These include changes in signage, logos, paint-themes and athletic facility issues which clearly identify the school name, colors or mascots.

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Total Current Annual Costs $ 4,963,585

Anticipated Ongoing Costs after Consolidation (4,096,627)

Current State Funding for Principal (103,243)

Potential Annual Savings $ 763,715*

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The following are one time costs estimated for these changes:

In addition there are potential recurring transportation costs related to running a shuttle for GC Hawley MS students. A shuttle running from the Creedmoor area to the new location of GC Hawley MS would cost approximately $14,000 per year. See the transportation section for detailed information.

3. Financial Impact of Repurposing HAWLEY campus

There are cost savings related to the repurposing of the HAWLEY campus. The district could significantly reduce the financial burden of carrying costs associated with utilities, maintenance and operations of the campus.

GC Hawley Middle School Current Annual Plant Operations Costs and Potential Annual Savings

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Change Road Front and minor Exterior School Signage

$30,000

Sand, repaint gym floors - colors and logos $50,000

Replace plastic gym seats (GCHS initials)

$10,000

Adjust paint schemes and other interior signage $15,000

Change athletic field scoreboards $15,000

Total $120,000

Total 2019-2020 Plant Operation Cost

Facility and Maintenance Costs $ 28,572

Utilities 152,719

Total 2019-2020 Plant Operations Costs *

$181,291

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* These are total plant operation costs for the HAWLEY campus. As consistent with prior facility analysis, an estimate of 25% of these costs is used for ongoing maintenance and operation of the building without students. (25% for ongoing costs of $45,323 for a net potential savings of $135,968) Please refer to Appendix B for detailed cost analysis.

The campus could be repurposed, rented or sold. One possibility is to demolish part of the existing campus. The cost of this would depend on the design and intention of the use of the remaining campus. Architects and/or engineers and design consultants would be needed to assist with further evaluation.

Financial Summary of Scenario A

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Scenario B:

1. Close GCHS. 2. Relocate SGHS to the GCHS campus. 3. Relocate HAWLEY to SGHS. 4. Repurpose HAWLEY.

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1. Financial Impact of Closing GCHS:

There are no anticipated costs of closing GCHS. The school name and number would be retired from NCDPI’s Educational Directory and Demographic Information Exchange (EDDIE).

There are anticipated savings in closing GCHS related to the reduction of staffing as the current enrollment is redistributed to the other high schools. Please refer to Appendix A for detailed cost analysis.

The following table is a summary of this analysis:

Granville Central High School Current Annual Costs and Potential Annual Savings

* This includes savings for the Child Nutrition program of $43,390 and $720,325 for the operating budget.

2. Financial Impact of Relocating SGHS to the GCHS campus:

Some costs associated with minor cosmetic changes are needed in order to move South Granville High School to the GCHS campus. These include changes in signage, logos, paint and athletic facilities which clearly identify the school name, colors or mascots.

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Total Current Annual Costs $ 4,963,585

Anticipated Ongoing Costs after Consolidation (4,096,627)

Current State Funding for Principal (103,243)

TOTAL Potential Annual Savings $ 763,715* DRAFT

 

The following are one time costs estimated for these changes:

In addition there are potential recurring transportation costs related to running a shuttle for SGHS students. A shuttle running from the Creedmoor area to the new location of SGHS would be a recurring cost of approximately $14,000 per year. See the transportation section for detailed information.

In addition, based on proximity of facilities, a child nutrition position is currently shared between SGHS and Granville Early College High School. The move of SGHS would necessitate an additional part-time child nutrition position with an additional estimated annual recurring cost of $8,482.

NOTE : Two alternate expenses that should be considered relate to athletic facilities. GCHS does not have tennis courts nor a track. If SGHS were moved to that campus, then considerations should be made to provide these facilities to all students. The estimated cost for adding two tennis courts is approximately $200,000. The estimated cost of installing a track around the existing football field is approximately $600,000+, depending on the surface type. This cost estimate includes engineering, excavation, installation of drainage systems, substrates and track surface and painting. These potential expenses are NOT included in the financial analysis.

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Change Road Front and Exterior School Signage (2 signs)

$30,000

Sand, repaint gym floors colors and logos $50,000

Replace plastic gym seats (GCHS initials)

$10,000

Adjust paint schemes and other interior signage $15,000

Change athletic field scoreboards $15,000

Total $120,000

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3. Financial Impact of moving HAWLEY to the SGHS campus

Some costs associated with minor cosmetic changes are needed in order to move GC Hawley Middle School to the SGHS campus. These include changes in signage, logos, paint and athletic facilities which clearly identify the school name, colors or mascots. The ‘re-branding’ efforts to transform the current SGHS campus are more extensive than those associated with the work at GCHS.

The following are one time costs estimated for these changes:

4. Financial Impact of Closing HAWLEY campus

There are cost savings related to the closing of the HAWLEY campus. The district could significantly reduce the financial burden of carrying costs associated with utilities, maintenance and operations of the campus. Please refer to Appendix B for detailed cost analysis.

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Change Road Front and Exterior School Signage (3 main signs)

$60,000

Sand, repaint gym floors colors and logos $50,000

Adjust paint schemes and other interior signage $50,000

Change athletic field scoreboards $15,000

Total $175,000

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The following table is a summary of this analysis:

GC Hawley Middle School Current Annual Plan Operations Costs and Potential Annual Savings

* These are total plant operation costs for the HAWLEY campus. As consistent with prior facility analysis,an estimate of 25% of these costs is used for ongoing maintenance and operation of the building without students. (25% for ongoing costs of $45,323 for a net potential savings of $135,968 ) Please refer to Appendix B for detailed cost analysis.

The campus could be repurposed, rented or sold. One possibility is to demolish part of the existing campus. The cost of this would depend on the design and intention of the use of the remaining campus. Architects and/or engineers and design consultants would be needed to assist with further evaluation.

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Total 2019-2020 Plant Operation

Cost

Facility and Maintenance Costs $ 28,572

Utilities 152,719

Total 2019-2020 Plant Operations Costs* $181,291

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Financial Summary of Scenario B

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B. Human Resources

Staffing for schools is primarily determined by the Average Daily Membership (ADM) of students. This figure is measured at various points during the school year, and represents the enrollment number for the school. It is different from the attendance rate of pupils, which measures the number of students in the building on any given day.

NCDPI allotts teaching positions based on the ADM for day twenty (20) of the academic year. The allotment ratio of students per teacher has varied over the past years depending on state law and policy. Currently NCDPI provides ADM teacher allotments on a new formula which differs by grade level:

As noted in the chart, currently NCDPI provides one teaching position for every 26.5 students in grade 9, and one per 29 students in grades 10-12. These teaching positions are not always used for classroom teacher positions, and also included in the staffing of all elective teachers EXCEPT for Career and Technical Education (CTE) positions, which are funded separately. Positions for Art, Music, Drama, Foreign Language, Media, and other curriculum areas are staffed from ADM allotments. All staffing for the Exceptional Children’s Program (ECP) are also funded under a separate budget source. Any staffing outside of the state allotment for ADM, CTE and ECP are paid for using local dollars, with the exception of JROTC programs, which are partially funded by the branch of the service with which the program is associated.

Administrative or non-instructional staffing, while also based in part on ADM, is calculated and allocated differently, depending on the type of position:

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Grades Teacher : Student Allotment

9 1 : 26.5

10-12 1:29

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Principal:

NCDPI provides one (1) principal position for each school. Funding for this position is the base salary only, and does not include a salary differential, which must be paid locally. GCHS has one (1) principal assigned to the school.

Assistant Principal:

NCDPI provides one (1) 10-month assistant principal (AP) position for every 985 students. This allotment is given to the district as a whole. The school district supplements AP staffing with local and other state funds to extend this ratio as needed. GCHS has two (2) AP positions assigned to the school.

Counselor:

NCDPI provides one (1) instructional support position for every 210 students. Counselors are just one of several types of this position which are assigned to our schools. The school district supplements counselor staffing with local funds to extend this ratio as needed. GCHS currently has two (2) school counselors.

School-Based Classified Staff:

School-based classified staff, which usually include teacher assistants, office staff (Bookkeepers, Data Managers, Receptionists), custodians and Deans of Students are allotted based on the overall ADM of the district. Generally speaking, school districts are not allotted enough school-based classified positions to fill all needed positions. GCHS has one (1) receptionist, a bookkeeper (1), a data manager (1), and a secretary (1) for a total of (4) clerical positions.

GCHS also has two classified staff, one (1) that serves as a Dean of Students and one (1) that serves as a Lab Facilitator.

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The campus is also served by three (3) custodians. These positions would be eliminated as the custodians from the school that relocates to this campus would service the campus.

Merging GCHS with the two other high schools would reduce the number of staff needed at the school, by eliminating the following positions:

● Principal (1) ● Assistant Principal (2) ● Clerical positions (3) ● Classified school-based (2) ● Custodians (3) ● Child Nutrition (1)

The individuals currently in these positions would be reassigned to other schools through vacancies caused by attrition. All other positions such as teachers, counselors, teacher assistants and specialists, would simply follow the students as they are reassigned to one of the two remaining high schools.

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C. Curriculum & Instruction:

Granville Central High School is a comprehensive high school. Aside from general course offerings in the core areas, it also allows students to take courses in The Arts (Art, Band, and Chorus), Spanish, Advanced Placement, and Career & Technical Education (CTE). Students are also able to participate in the Career College Promise program offered through Vance-Granville Community College.

GCHS is also considered a choice school. Students who reside in the J.F. Webb High School or South Granville High School attendance zones may choose to transfer if they want to participate in the specialized Science, Technology, and Engineering program provided primarily through CTE.

The following chart indicates the number of students who attend GCHS through the Choice Program.

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Year Number of Students From JFW From SGHS

2017-2018 105 64 41

2018-2019 88 52 36

2019-2020 129 71 58

2020-2021 113 51 62 DRAFT

 

The chart below looks at the demographic data for each comprehensive high school.

CTE Course Offerings:

The following chart shows the CTE NC Career Cluster Education Program Area course offerings compared to the two other comprehensive high schools. Select this link to view the 2021-2022 Curriculum Bulletin for a complete list of course offerings and descriptions.

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2020-2021 Student Demographic Data GCHS JFW SGHS

Ethnicity

White 35% 28% 51%

Black 29% 53% 25%

Hispanic 31% 13% 18%

Mul�-racial 3% 5% 5%

Am-Indian 1% less than 1 % less than 1%

Asian 1% less than 1% less than 1%

Economically Disadvantaged (Free or Reduced Lunch Status) 47% 55% 35%

Academically and Intellectually Gi�ed (AIG) 10% 10% 11%

Excep�onal Children's Program (ECP) Total 19% 16% 14%

Excep�onal Children's Program (ECP) Self-Contained 3% 3% -----------

English Learners (EL) 10% 3% 4%

Sec�on 504 3% 3% 3%

McKinney-Vento less than 1 % less than 1% less than 1%

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NC Career Cluster Education Program Areas with Pathways Offered by GCPS - Number of Courses by school*

Agricultural Education JFW* GCHS* SGHS*

Animal Science 4 4

Equine Science 4 4

Natural Resources Systems 2

Plant Systems 4 1 2

Power, Structural & Technical Systems 3 3

Business, Finance, and Marketing Education

Accounting 2

General Management 3 1 1

Marketing Management 1

Sports & Entertainment Marketing 2

Travel & Tourism 1

Computer Science and Information Technology Education

AP Computer Science 1 1 1

Digital Design and Animation 2

Game Art Design 4

Python Programming 1 1 1

Family and Consumer Sciences Education

Culinary Arts Applications 2 1

Food & Nutrition 2 2

Health Science Education

Healthcare Professional 4

PLTW Biotechnology Research & Development 4

Trade, Technology, Engineering, and Industrial Education

Automotive Services 4 4

Drafting Architectural 3

Masonry 4

PLTW Engineering 3

Technology Engineering and Design 3

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Currently, student elective choices are primarily limited to the CTE Program offerings, physical education offerings, and a limited number of offerings in the Arts, World Languages, and Advanced Placement Courses. The possible merger of students from GCHS with the two other schools will increase efficiency, allowing opportunities to expand elective course offerings. Additionally, it will eliminate the need for multiple combination sections of some courses, such as honors and AP students or non-honors and honors students in the same class. Expanded elective course offerings, such as the ones in the chart below, could occur in a variety of areas.

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World Languages The Arts Career & College Prep Other Electives

French Theater Arts ACT/SAT Prep Marine Science Creative Writing

German Chorus Employability Skills Teacher Cadet Journalism

Strings Freshman Academy Drone Technology Law & Justice

Advanced Placement (AP)

Physics Statistics Computer Science Principles Art History

Government and Politics

Chemistry Spanish Language & Culture

Art and Design Economics Psychology

International Baccalaureate (IB)

Studies in language and literature

Language acquisition

Individuals and societies Sciences and Mathematics

The Arts DRAFT

 

GCHS has consistently exceeded growth and maintained an overall upper-level C school letter grade, as indicated in the table below.

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GCHS GLP Math I GLP Eng II GLP Biology ACT WorkKeys Marth Course Rigor Graduation Rate EVAAS Growth Score Grade 2014 24.7 47.5 57.4 49.2 77.5 98.3 82.4 Exceeded 65 C 2015 34.3 38.1 41.4 43 72.6 97.6 80.4 Exceeded 65 C 2016 38.5 45.5 45.9 52.4 80.6 94.5 80.4 Exceeded 68 C 2017 60 47.6 53.5 54.4 73.3 97.4 87.9 Exceeded 75 B 2018 60.2 44.9 56.3 41.8 82.4 83.1 73.1 Exceeded 69 C 2019 41.8 45.8 46.8 34.1 52.5 86.6 77.6 Exceeded 66 C

2020 No Assessments Administered Due to the COVID-19 Pandemic

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D. Infrastructure & Operations

Facility:

The decision to close GCHS and to relocate students under Scenario A (HAWLEY to GCHS campus) or Scenario B (SGHS to GCHS campus and HAWLEY to SGHS campus) should take into consideration the size and capacity of facilities at the two high school campuses being considered.  

 

No additional remodeling or construction would be needed to accommodate the additional students transferred to the GCHS campus from either HAWLEY or SGHS, except for work related to the signage and obvious color-scheme painting on the campus needed to receive a new school. Minimal amounts of furniture and equipment would need to be moved to the schools under either scenario A or B.  

Regarding athletic facilities, it is important to note that the current GCHS campus does not have tennis courts nor a track. Also the current football stadium at GCHS has a lower capacity than either of the two other high schools. If SGHS were to be relocated to the current GCHS campus, consideration should be given to provide these facilities. Costs associated with signage and color schemes are included under section III, part A of this report.  

Additional consideration should be given to the continued use of the

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School GCHS SGHS

Acreage 138.5 41.4

Total Square Footage 114,500 159,012

Optimal Capacity 993 1005

Year Built: Additional Construction:

2007 2015

1962 1993

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remaining athletic facilities at the GC Hawley campus. Expenses could be incurred depending on their planned use and upkeep.  

Transportation:

Prior to the pandemic, the following average daily data was collected for each of the schools that would be impacted by options in this study. (2019-20). Numbers for the 2020-2021 school year were not used since the district was not fully operational due to the pandemic:

Baseline Data (2019-20):  

 

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Total Ridership Number of Buses

Daily Miles Traveled

JFW HS 386 8 598

GCHS 293 9 643

SGHS 271 5 297

HAWLEY 210 6 433

TOTAL 1160 28 1971

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After closure and consolidation, the following average daily data is estimated. These figures are based on current enrollment, household locations and ridership demand. Variations could occur for the 2022-2023 school year.

Projected Data (post reorganization):

Financial Impact on Transportation (Both Scenarios A & B) The financial impact of transportation under either scenario would be nominal. It is estimated that while bus route destinations would shift, the total demand on the fleet would be approximately the same. Therefore there are no significant cost savings nor additional costs associated with either scenario A or B.  

EXCEPTION : Under both scenarios, a shuttle service could be implemented to run from the Creedmoor area to the new location of GC Hawley MS or SGHS. The cost of a single shuttle service would be approximately $14,000 per year, as itemized below:

● Additional cost of a driver’s salary for one year. This is an average cost of $41.00 per day, for 182 days for a total annual cost of $7,462.00.

● Increased cost of fuel and maintenance on a bus which equates to approximately $2.00 per mile travelled by a single bus, at 18 miles per day, or approximately $6,550 per year.

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Total Ridership Number of Buses

Daily Miles Traveled

JFW HS ~450 ~11 ~750

SGHS ~500 ~11 ~800

HAWLEY ~210* ~6 ~500

TOTAL 1160 28 2050

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Attendance Zone Impact on Transportation:

High Schools (Either Scenario): If GCHS were closed and students reassigned to the two remaining high schools (JFW and SGHS), the attendance zones would shift accordingly. The current HS attendance zones roughly divide the county into three (3) parts. Under reorganization, the high school attendance zones would be reduced to two (2) parts. See diagrams as follows:

(School Year 2020-21) CURRENT HS ATTENDANCE ZONES Purple - JFW Red- GCHS Green - SGHS

(School Year 2022-23) POTENTIAL HS ATTENDANCE ZONES Red - JFW Blue - SGHS

 

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MIddle School Impact: Under Scenario A , If GC Hawley were relocated to the current GCHS location, then the middle school attendance zones would need to be altered. Currently, the GCHS campus is located just inside the Butner-Stem Middle School attendance zone. Therefore, if GC Hawley were relocated there, its existing attendance zone would need to expand westward by about one mile.

Current Middle School Attendance Zones Purple - NGMS Green - BSMS

Red - GC Hawley MS

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Potential REVISED attendance zone for GC Hawley Middle School (School Year 2022-23)

     

This map shows the potential expansion westward of the current GC Hawley attendance zone indicated inside the green oval.

This revision would impact 11 households if enacted under current residency and enrollment status.  

The blue star marks the approximate location of the current GCHS campus.

Under scenario B, there would be no impact on current MS attendance zones.

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Child Nutrition:

Currently, there are four (4) child nutrition staff members assigned to GCHS. In consultation with the Director of Child Nutrition, it has been determined that if GCHS were closed, only three (3) of these positions would need to “follow the children” and be transferred to either SGHS or JFWHS.

Under Scenario B , in addition, based on proximity of facilities, a child nutrition position is currently shared between SGHS and Granville Early College High School. The move of SGHS would necessitate an additional part-time child nutrition position with an additional estimated annual recurring cost of $8,482.  

The financial impact associated with these shifts are reflected in section III, part B of this report.    

   

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E. School Culture and Impact on the Community

Data regarding school culture and community impact are qualitative in nature and difficult to measure in charts and numbers, however it is clear that GCHS has begun to foster an active alumni through eleven graduating classes of seniors. The reassignment of the students to the other two (sometimes rival) high schools will be challenging.

Additionally, the relocation of GC Hawley Middle School and the repurposing of the current GC Hawley campus are not without concern. The campus is one of the last remaining historically black public school facilities being operated by GCPS. Any consideration for its future use should keep this factor at the forefront of such discussions, despite the declining condition of the buildings on that campus.

Finally, the relocation of South Granville High School to the current GCHS campus under scenario B will likely generate a significant amount of discussion and interest among the residents of southern Granville County. The long, proud history of the SGHS Viking community should be a discussion point for this decision and included for consideration.

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IV. SUMMARY

Based on the information and data presented in this study, the closure of GCHS may accomplish the following:

1. Provide significant recurring cost savings to the school district; 2. Increase the efficiency of staffing; 3. Provide potential increases in academic opportunities for students.

Additional considerations under Scenario A include:

1. Require one-time limited costs for necessary cosmetic work at the current GCHS campus;

2. Require an adjustment to the current GC Hawley attendance zone. 3. Allow for greater total capacity at the two remaining high school

campuses.

Additional considerations under Scenario B include:

1. Require greater one-time limited costs for necessary cosmetic work at the current GCHS campus AND at the current SGHS campus.

2. Require resources to provide equal athletic facilities at the remaining high school campuses.

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V. TIMELINE CONSIDERATIONS

The potential decision to act on information included in this study has been approved by the Board of Education at the April 19, 2021 meeting. Below is are the remaining milestones included in a targeted timeline:

38  

Event Date Description/Notes

BOE Work Session May 17, Scheduled Work Session - 4:30pm

● Review DRAFT studies presented by staff

● Discuss studies ● Request edits, additions, etc

Regular BOE Meeting June 7, Regular BOE meeting - 6pm

● Review FINAL studies presented by staff

● Request FINAL edits

Public Forum(s) June 14 (ES) - 4:30pm June 15 (MS/HS)- 4:30pm Locations: TBD

● Staff present studies to Public ● Receive comments from

constituents, satisfy legal components

Special Called BOE Meeting

June 29, Scheduled BOE Meeting - 4:30pm

● Make final decision(s) on school consolidation

● Make motions, hold votes on studies DRAFT

 

VI. REFERENCES & SOURCES :

Dudley, T. & Palmer, M. Granville County Public Schools Integrated Planning for School and Community (IPSAC) Report . (2018) ITRE at NCSU

Dudley, T. & Palmer, M. Granville County Public Schools Land Use Study Report. (2018) ITRE at NCSU

PowerSchool reports NCDPI https://idp.ncedcloud.org/idp/AuthnEngine#/authn

Granville County Public Schools Board of Education Meeting Minutes Board Docs: https://www.boarddocs.com/nc/gcsd/Board.nsf

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VII. APPENDIX

Appendix A - Financial analysis of closing GCHS Appendix B - Financial analysis of closing existing GC Hawley campus

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DRAFT

Granville County Public SchoolsGranville Central High School

Estimated Total Costs and Potential Savings with Consolidation

Appendix A

Description:

Total Current Positions

Provided by State/Grant based on 

ADM/School  Additional 

Cost Total Current 

Cost

Ongoing Positions After Consolidation

Ongoing Continuing Costs 

after Consolidation

Position Reduction

Net Potential Consolidation 

SavingsChild Nutrition 

Potential SavingsTotal Potential 

SavingsCurrent Personnel Costs(Salaries & Benefits): Principal 1.00        103,243.00         23,955.00   127,198.00$       ‐                   ‐$                    1.00          23,955.00$     ‐$                          Assistant Principal 2.00        60,449.00           142,656.00 203,105.00        ‐                   ‐                      2.00          203,105.00    ‐                             Counselors 2.00        133,576.00         12,092.00   145,668.00        2.00                 145,668.00       ‐            ‐                    ‐                             Teachers 24.00     1,603,463.00      145,164.00 1,748,627.00     24.00               1,748,627.00    ‐            ‐                    ‐                             Specialty Teachers (AIG, ESL, EC Support) 14.44     951,714.00         80,744.00   1,032,458.00     14.44               1,032,458.00    ‐            ‐                    ‐                             Teacher Assistants 2.00        ‐                        69,499.00   69,499.00           ‐                   ‐                      2.00          69,499.00       ‐                             Specialty Assistants (EC) 3.50        123,743.00         3,279.00      127,022.00        3.50                 127,022.00       ‐            ‐                    ‐                             Office Support 4.00        109,292.00         87,651.00   196,943.00        1.00                 49,236.00          3.00          147,707.00    ‐                             Custodian 3.00        81,969.00           40,741.00   122,710.00        ‐                   ‐                      3.00          122,710.00    ‐                             Child Nutrition Staff 4.00        125,701.00         ‐                125,701.00        3.00                 82,311.00          1.00          ‐                    43,390.00                Total Current Personnel Costs 59.94     3,293,150.00      605,781.00 3,898,931.00     47.94               3,185,322.00    12.00        566,976.00    43,390.00                

2019‐2020 Operating Costs:Substitute Cost 70,606.00           70,606.00          ‐                    ‐                             Bus 72,602.00           72,602.00          ‐                   Coaching & Curricular Supplements 97,791.00           ‐                      97,791.00      Contracted Services ‐ Temporary Employment 25,009.00           ‐                      25,009.00       ‐                             Athletic ‐ Contracted Services 37,781.00           9,800.00            *** 27,981.00      Security 13,551.00           13,551.00          *** ‐                    ‐                             Maintenance 56,022.00           56,022.00          *** ‐                    ‐                             Facility Cost 14,405.00           14,405.00          *** ‐                    ‐                             Utilities 274,915.00        274,915.00       *** ‐                    ‐                             Telephone 17,598.00           17,598.00          ‐                    ‐                             Membership Dues & Fees 1,874.00             ‐                      1,874.00         ‐                             Supplies & Materials 49,514.00           49,514.00          ‐                    ‐                             Textbooks 9,528.00             9,528.00            ‐                    ‐                             Professional Development & Travel Reimbursements 1,904.00             1,904.00            ‐                    ‐                             Technology 70,688.00           70,688.00          ‐                    ‐                             Exceptional Children's Program 27,233.00           27,233.00          ‐                    ‐                             Career & Technical Education Costs 58,970.00           58,970.00          ‐                    ‐                             

5/11/2021 Personnel cost based on current payroll.  Other costs based on 2019‐2020 actual.

41DRAFT

Granville County Public SchoolsGranville Central High School

Estimated Total Costs and Potential Savings with Consolidation

Appendix A

Description:

Total Current Positions

Provided by State/Grant based on 

ADM/School  Additional 

Cost Total Current 

Cost

Ongoing Positions After Consolidation

Ongoing Continuing Costs 

after Consolidation

Position Reduction

Net Potential Consolidation 

SavingsChild Nutrition 

Potential SavingsTotal Potential 

SavingsAthletic Insurance (Per School) 694.00                ‐                      694.00             ‐                             Tuition Reimbursement 2,000.00             2,000.00            ‐                   State Safety Equipment Grant 444.00                444.00               ‐                    ‐                             Child Nutrition Costs 96,807.00           96,807.00          ‐                    ‐                             Total 2019‐2020 Operating Costs * 999,936.00        846,587.00       153,349.00    ‐                             

2019‐2020 Capital Outlay Costs ** 64,718.00           64,718.00          ‐                    ‐                             

Total All 4,963,585.00$    4,096,627.00$   720,325.00$   43,390.00$               763,715.00$   **** ****

* Instructional operating costs follow the students and are considered ongoing costs.** Capital Outlay costs vary greatly by year by projects.  (Therefore these costs are not taken into account on the potential savings calculation.)*** No potential cost savings from utilities, facilities and maintenance based on the Board of Education continuing to house students at the GCHS facility.  

****  In addition please review the transportation implications.

5/11/2021 Personnel cost based on current payroll.  Other costs based on 2019‐2020 actual.

42DRAFT

Granville County Public SchoolsG C Hawley Facility Costs

and Potential Savings with Relocation

Appendix B

2019‐2020 Plant Operations Costs: Total 19‐20 Cost

Ongoing Continuing Costs after Relocation

Net Potential Consolidation 

SavingsSecurity 1,450.00            362.50               1,087.50          Maintenance 14,602.00          3,650.50            10,951.50        Facility Cost 12,520.00          3,130.00            9,390.00          Utilities 144,017.00        36,004.25          108,012.75      Telephone 8,702.00            2,175.50            6,526.50          Total 2019‐2020 Operating Costs * 181,291.00        45,322.75          135,968.25      

*

* Estimated 25% ongoing facility costs to maintain the building without students.

5/11/2021Costs based on 2019‐2020 actual.

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