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STAFFING REVIEW Southside ISD

2017

Richard Lane

RWL Consulting, LLC

12501 Longhorn Parkway

Austin, TX 78732

512‐291‐6514

[email protected]

Staffing Review Southside ISD

Table of Contents

Background and Overview ................................................................................................................. 1

Summary Findings‐Benchmark Related ............................................................................................. 4

Other Savings and Operational Findings ........................................................................................... 5

Instructional and Administrative Support Staff ................................................................................. 6

Elementary School Teachers.............................................................................................................. 9

Middle School Teachers ................................................................................................................... 10

High School Teachers ....................................................................................................................... 12

Special Education Staffing ............................................................................................................... 14

Student Nutrition Staffing ............................................................................................................... 16

Operations and Facilities Staffing .................................................................................................... 17

Human Resources ............................................................................................................................ 18

Data Tables

Staffing

Staffing Compared to Common Practice in Texas (CPTx) ........................................................ 21

Campus Paraprofessionals: Current ........................................................................................ 22

Campus Paraprofessionals: Proposed ..................................................................................... 23

Non‐Campus Clerical Support Positions .................................................................................. 24

Campus Clinic Staffing ............................................................................................................. 26

Campus Library Staffing ........................................................................................................... 27

Professional and Administrative Support Positions ................................................................ 28

Class Size

Elementary Staffing and Enrollment: Current Sections .......................................................... 30

Elementary Staffing and Enrollment: Proposed Sections........................................................ 31

Middle School Class‐Size Comparisons.................................................................................... 32

High School Class‐Size Comparisons ........................................................................................ 33

Athletic Period Class Counts .................................................................................................... 34

Middle School Elective Class Counts ....................................................................................... 35

High School Elective Class Counts ........................................................................................... 36

Secondary Enrollment: Current Master Schedules ................................................................. 37

Projected Middle School Staffing and Enrollment: Maintain 8/7 Master Schedule .............. 38

Projected Middle School Staffing and Enrollment: Shift to 7/6 Master Schedule ................. 39

Projected High School Staffing and Enrollment: Maintain 8/6.5 Master Schedule ............... 40

Projected High School Staffing and Enrollment: Shift to 8/7 Master Schedule ..................... 41

Projected High School Staffing and Enrollment: Shift to 7/6 Master Schedule…………………….42

Special Education

Special Education Staffing and Enrollment by Program .......................................................... 44

Special Education: Percent Identification by Campus ............................................................. 45

Assessment and Speech Pathology ......................................................................................... 46

Support Staff

Meals per Labor Hour………………………………………………………………………………………………..………..48

Maintenance Staffing Compared to APPA Standards ............................................................. 49

Custodial Staffing Compared to ASBO Standards .................................................................... 50

Peer District Comparisons

Comparison of 2015–16 TAPR Peer Data Sets ........................................................................ 52

Comparison of SISD Historical Personnel Reports (four years) ............................................... 54

Staffing Review 1 Southside ISD

Background and Overview

Background

This Staffing Review project was completed during the second semester of the 2016–17schoolyear.Theanalysisinvolvedacombinationofinterviewswithkeystaffmembersalongwiththecollectionandreviewofseveraldatasets.TheworkwascompletedbyRichardLane,RWLConsulting,LLC.

Data Sources

IndividualinterviewswereconductedonJanuary9–10,2017,includingSuperintendentMarkEads; Deputy Superintendent Fred Hayes; Assistant Superintendent Dr. Genese Bell;DirectorsDr.MaryBandy,SharonFuery,RachelGomez,LynnHernandez,CliffordHerring,Melonie Inglehart‐Hammons, Ricky Lock, Julian Monreal, Dr. Kendahl Owoh, and RandyYoung;Chief of PoliceDavid Zaragoza; and all eight campusprincipals. Several follow‐upinterviews,e‐mailexchanges,andtelephoneconferenceswereheldfromJanuary11throughJanuary31toclarifyissuesandtoprovideadditionalspecificinformation.

Datawascompiledfrommultiplesources. Intervieweescompletedspecificquestionnairesrelated to staffing issues in their area of responsibility. The central office staff provideddetailedinformationcontainingPublicEducationInformationManagementSystem(PEIMS)print‐outs,completedquestionnaires,employeerosters,employeeassignmentdataforthedistrict,andcopiesofmasterschedules.

An additional data source was reviewed. Texas Academic Performance Reports (TAPR)printoutsfromthe2015–16schoolyear,themostrecentcompleteinformationavailableasofthistime,wereusedtocompareSouthsideISDstaffingwithagroupofpeerdistricts.Thisgroup was composed of the Alice, Galveston, Huntsville, Kerrville, and Plainview schooldistricts.Spreadsheetsdetailingthecomparisonsonseveralkeymeasurescanbefoundinthe appendices of this report. Importantly, since the Southside ISD Fall PEIMS snapshotsubmissionhasbeencompletedandforwardedtotheTexasEducationAgency,thepresentanalysiswillbeextendedtocurrentyeardata.

Benchmarks

Theanalysisdoneinthisreportinvolvescomparingstaffingdatatovariousbenchmarks,orstandards.Themost frequentlyusedcomparisonsaremadetoCommonPractice inTexas(CPTx). As the title implies, these standards represent staffing averages gleaned (by theanalyst)from20yearsofexperienceinthistypeofprocedure,involvingover400individualpublicschooldistricts.Additionally,thesevaluesareupdatedannuallytoprovidethemostcurrentcomparisonspossible.

Thesecondsetofstandardshasalreadybeenmentioned.TheTexasEducationAgency(TEA)annually publishes Texas Academic Performance Reports (TAPR) data for every schoolsystemandcampusinTexas.TheinformationforthemostrecentfullschoolyearbecomesavailableonoraboutDecember15ofeachyear.TherawdataprovidedbyTEAhasbeenprocessedbytheanalysttodevelopstaffingaveragesforvarioustypesofpositions.Whereappropriate, theseaverages canallowcomparisonswith individualpeer groups (as listedabove)orwiththebroadrangeofdistrictsacrossthestate.


Rationale for Findings

Asummaryofkeyfindingsfollowsthissection(pages4–5).Amoredetailedanalysisofeachfinding is then described in the report for each functional area (pages 6–18). Finally,supportingdatatablesarelocatedintheappendices(pages21–52).

Threetypesoffindingsarereported:costsavings,costavoidance,andoperationalsuggestions.Costsavings identifyexpenditures thatcanbereduced incurrentand/or futurebudgets.Costavoidanceidentifiesitemsthatwouldnormallyincreaseinfuturebudgets,butwhosegrowthcanbereducedoreliminated.Operationalsuggestionsrefertopracticesthatcouldrefinedistrictoperations,butmightnotdirectlyimpactthebudget.

Theprocedureusedinthistypeofanalysisistocomparedistrictstaffingtothebenchmarksreferencedabove.Alternativesarethensuggestedwheredistrictpracticeshaveestablishedstaffinglevelsdifferentfromthosebenchmarks.ThisanalysiswillpointoutthatSouthsideISDisoperatingconservativelyat,orbelow,state‐widestaffingaveragesinmanyprograms.Otherprogramshavebeenexpandedtomeetstudentand/orprogramneeds.

Changesinenrollment,fluctuationsinappraisedvalues,andtheuncertaintiesofstateandfederal funding have had a significant impact upon Southside ISD finances. Many of theoptionsinthisreportdealwiththefinancialimpactofcurrentpractices.Theemphasisofthisanalysis has been to seek solutions allowing the district to avoid budget deficits and/orimplementprogramchanges.

The alternatives enumerated in this report do not imply that any current Southside ISDstaffingpracticesareimproper.Inmanycases,thedistricthasmadeaconsciouschoicetooperate in a certainmannerbecause thepractice inquestionbest served studentsor theneedsofaparticularprogramatagivenpointintime.Thefindingsinthisreportaremadeinthe spirit of identifying options for consideration. If the district decides to continue aparticularcurrentpractice,thatdecisioncanbemadewithfullknowledgeofthechoicesathand.

SouthsideISDSchoolBoardofManagersandadministratorsareactivelyseekingtocontrolexpenditures.Whilesomeeconomicoptionshavebeenidentifiedinthisreport,theactionssuggested also have instructional implications. Adjustments in staffing have inevitableconsequences in the servicemodel for students. For example, absorbing someportion ofprojectedstudentenrollmentincreasesand/orteachingstaffvacancieswilldefinitelyresultinincreasedclasscounts.Thetaskwillbetobalancetheinstructionalandfinancialissuestoreachthebestoperatingpracticesforthedistrict,itsstudents,andthecommunityatlarge.

Itshouldbenotedthatthisstudyrepresentsasnapshotintime.TheprimarydatasetswerepulledinDecemberof2016.Thus,theclasssizeslistedinthedatatablesmighthavechangedslightlyfromtheoriginalvalues.Also,toasmallerextent,changesinstaffingdooccurduetoresignationsandretirements.TheseadjustmentsareanunavoidableissueintheanalysisofallTexasschooldistricts.


Implementation Process

Sound management practices have allowed Southside ISD to amass a substantial fundbalance, as per TEA guidelines. (Southside ISD entered the 2016–17 school year with a$15,000,000 unassigned fund balance, allowing the Board and administration to carefullyreviewpaststaffingpracticesandtophaseinalternativesoverthenext1–3years,asneeded.)Forthe2016–17schoolyear,theoverallMaintenance&Operationsbudgetisapproximately$20.8million.

SouthsideISDhadbeeninaperiodofrelativelysteadyoverallenrollmentgrowth.Carefulmonitoringoffutureenrollmentwillbecriticalinmanagingfinancesoverthenext3‐5years.

Inmaking thesedecisions, theDistrictwill have toprioritizeoptionsbasedupon studentneeds. Since, by definition, the Special Education andBilingual/ESLpopulations have themost difficulty in establishing sustained instructional progress, more conservativeadjustmentswilllikelybemadeinthesetwoareastoenablethesestudentstocontinuetomakeacademicgrowth.


Summary Findings‐Benchmark Related Cost

Savings

InstructionalandAdministrativeSupportStaff Absorb,byattrition,upto3APvacancies Absorb,byattrition,upto1campusclericalvacancy Absorb,byattrition,upto10non‐campusclericalvacancies Absorb,byattrition,upto3instructionalaidevacancies Absorb,byattrition,upto21professionalsupportvacancies Consideradoptionofanewclinicstaffingmodel ConsideradoptionofanewlibrarystaffingmodelElementarySchoolTeachers ConsideradoptionofanewPEstaffingmodelatLosoyaISMiddleSchoolTeachers Absorb,byattrition,upto8teachervacancies,decreasingby24students,andtakingaverageclasssizefrom17.6to20.0

HighSchoolTeachers Absorb,byattrition,upto7teachervacancies,adding65morestudents,takingaverageclasssizefrom21.1to22.0

SpecialEducationStaffing Absorb,byattrition,upto1speechassistantvacancyOperationsStaffing Absorb,byattrition,upto6maintenancevacancies Absorb,byattrition,upto9custodianvacancies

254,40021,000358,10063,100

1,584,50073,100244,700

124,400

500,300

437,400

62,500

197,900215,100

SubtotalPotentialSavingsinSouthsideISDAdditionalConsideredSavings(ifneeded)frompage5

$4,136,500

$917,200

TotalPotentialSavingsinSouthsideISDFunding $5,053,700


Other Savings and Operational Findings InstructionalandAdministrativeSupportStaff Continueefficientstaffingpracticesofcounselorsandcomputerrepairtechnicians ConsiderthedesiredmixofAPs,counselors,professionalsupport,andinterventionistsbaseduponinstructionalandfinancialparameters

Considerreducinguptofivepoliceofficerpositionsasperdistrictneeds(CostSavings=$45,899perposition=upto$229,495forfivepositions)

ElementarySchoolTeachers Continuethebestpracticeofofferingafull‐dayPKprogramatallfourPK–4sites Continuetheduallanguage&extendedexitbilingualprograms ConsiderflexingsomeDyslexiaservicesfromthefourPK–4campuses(4teachersand78students)toLosoyaISwithcurrently1teacherand83students

MiddleSchoolTeachers Continuetheefficientuseofanaide tosupervise the ISS room Emphasizetheneedfornewcoachestoholdacademiccertifications Shifttoanelectiveclassaverageofatleast24studentspersection Ifnecessary,considerabsorbingfourmoreteachervacanciesbyraisingaverageclasssizeto22.0(CostSavings=$250,100)

HighSchoolTeachers Continuetheefficientuseofinstructionalaides tosupervise the ISS program Emphasizetheneedfornewcoachestoholdacademiccertifications Considerconvertingupto14athleticcoachingperiodstocoreacademicperiodswhencertificationspermit(CostAvoidance=$125,000)

Shifttoanelectiveclassaverageofatleast24studentspersection Ifnecessary,considerabsorbingsevenmoreteachervacanciesbyraisingaverageclasssizeto24.0(CostSaving=$437,700)

SpecialEducationStaffing Consideradding2.5diagnosticianpositions tolowercaseloadstobenchmarklevels Continuedocumentationofrequiredinterventionspriortoinitiatingreferrals Continueuseofcasemanagerformatforprocessingreferrals Continuetoallotaportionofcarry‐overfederalfundsforanypotentialresidentialplacements

OperationsandFacilitiesStaffing Considermethodstoincreasestudentbreakfastparticipation Considermovinguptohalfofcurrentmaintenancestaffto11:00a.m.to7:00p.m.shift Considerusingaportionofthemaintenancecontractservicesbudgettohiretwonewskilledtradesmen

HumanResourcesStaffing ReleasenewandreplacementpositionsforhireinMarch–April Considertheuseofan“EarlyNotification”stipend Considerexpandingthe“PracticuminEducationandTraining”programasa“GrowYourOwn”programforminorityandbilingualrecruitmentthroughCollege‐University‐SouthsideISDpartnerships

ConsidertheadjustmentofHRdepartmentstaffingaspartofageneralreviewofallprofessionalsupportpositions


Instructional and Administrative Support Staff

Staffing assignments for the positions of principal, assistant principal, counselor, andlibrarianhavebeencomparedwithbenchmarksreflectingcurrentpracticeinTexaspublicschooldistricts.Thesearevoluntarystandards,sincetheyhavenotbeenspecificallyfundedbytheLegislature.

SouthsideISDstaffsafullycertifiedleadadministratorateachoftheeightlocalcampuses.Thus,thedistrictisstaffingeffectivelyatbenchmarklevelforthiscriticalroleofprincipal.

CommonpracticeinTexas(CPTx)in2015–16wasstaffingoneassistantprincipalforeach495students,includingbothelementaryandsecondaryschools.TheSouthsideISDoverallratio is one AP per 382 students, well under the state average. The individual campusassistantprincipal ratioat the traditionalhighschool isonepositionper303highschoolstudents.TheratioatthemiddleschoolcampusisoneAPper277students.Finally,theratioatthefiveelementarycampusesisoneAPper469students.Asawhole,thedistrictis3.0A.P.positionsoverbenchmark.Absorbingthesethreepositionsthroughattritionwouldyieldacostsavingsof$254,460insalaryandbenefits.

WhentheCPTxbenchmarkisusedtoreviewthecounselingprogram,SouthsideISDstaffsat0.5positionsunderthebenchmarklevel.Theapplicableguidelineisonepositionforeach445students.Overall,thedistrictiscurrentlystaffingataratioof409studentspercounselor.TheindividualcampuscounselorratiosinSouthsideISDareonepositionper303highschoolstudents,onepositionper416middleschoolstudents,andonepositionper547elementarystudents. A reasonable alternative would seem to balancing the counseling assignmentsacrossthedistrict,whilemaintainingthecurrentnumberofpositions.

TexasCommonPracticebenchmarks(CPTx)formerlyconsistedofonefull‐timelibrarianateach campus. A second librarian was usually added when enrollment exceeded 2,000studentsataparticularcampus.SouthsideISDcontinuestousethisstaffingformat,andiscurrentlyatthebenchmarklevel.

TexasCommonPracticebenchmarks(CPTx)normallyconsistedofoneregisterednurse(RN)at each campus. Southside ISD assigns sevenRNs across the seven traditional campuses,followingthestandardstaffingbenchmark.

Common practice observed in Texas public schools involves staffing 5.5 clerks and/orsecretariesper1,000studentsatsecondarycampuses,withaminimumofthreepositions.The correspondingbenchmarkbeingused at the elementary level is 4.5 clerksper1,000students, with a minimum of three positions. A review of campus clerical assignmentsindicatesthatthedistrictisstaffingoverallat1.0positionoverthisbenchmark.Shifting0.5clerkfromSHStoMMSandabsorbing1.0additionalclericalpositionfromSHSwouldbalancecampus loads and lead to a cost savings of up to $21,050 in salary and benefits. Twospreadsheetsdetailingthisissuecanbefoundintheappendicesofthisreport.

TheDistrictcurrentlystaffs75.0instructionalaides.Staffingatthestatebenchmarkof12.5aidesper each1,000studentswould lead to71.6 instructionalaides.Thus, theDistrict isstaffing 3.4 educational aide positions above the benchmark value. Absorbing 3.0instructionalaidevacancieswouldgenerateacostsavingsofupto$63,150incompensationandbenefits.Twospreadsheetsdetailingthis issuecanbefoundintheappendicesof thisreport.


Currently,33.0clericalsupportpositionsarestaffedatvariouscentraladministrativesites.Thesepositionsincludesecretaries,clerks,andspecialists.Commonpracticeforadistrictofthissizeis4.0ofthesepositionsper1,000students,or22.9positionsinSouthsideISDbasedoncurrentenrollment.Thus,thedistrictisoperatingat10.1positionsoverthebenchmarklevel. Absorbing 10 vacancies over a 1–2 year period would generate a cost savings of$358,170insalaryandbenefits.

The district currently staffs seven Registered Nurses (RNs), and no Licensed VocationalNurses(LVNs),atatotalcostof$462,504.ShiftingtoastaffingmodelwiththreeRNsandsevenLVNswouldresult inatotalexpenseof$389,316insalaryandbenefits. Inthenewmodel,a fulltimeLVNwouldbeassignedtoeachcampus.TwoRNswouldeachsupervisethree LVNs at the six PK–8 campuses. The LVNs are licensed and canperformnecessaryfunctionsunderthesupervisionofaRN.ThetwoRNswouldspendeverythirddayateachoftheirthreeassignedcampuses,providingtrainingandsupervision.Inanemergency,anRNcouldtraveltoacampusinneed.(Also,thehighschooland/ormiddleschooltrainerscouldbeaddedtotheemergencyresponseteam.)TheremainingRNwouldcoverSHSandtheDAEP.Thisstaffingmodelwouldhavea$73,188costsaving,whileprovidingconsistentsupervisionfortheLVNsateachsite.

Theexistinglibrarystaffingmodelofsevenlibrariansandtwolibraryaideshasatotalpayrollcostof$525,770insalaryandbenefits,consideringallcampuses.Shiftingtoaservicemodelwith one library aide at each campus, one librarian at Southside HS, and two librarianssupervisingthesixPK–8campuseswoulddecreasepayrollcostsby$175,439.Thesharedlibrarianswould cover three campuseseach,providing leadershipand supervision to theaides,managingandupdatingthecollectionsattheirassignedcampuses,andworkingwithstudentgroupsasscheduled.(Thetypesofchangesdiscussedforclinicsandlibrarieswouldbeexamplesofshiftstomoreconservativeservicemodelsinanefforttolocateneededsavings.)

ThePEIMScategoriesfornon‐classroomsupportsupervisoryandadministrativepositionsinclude Professional Support (counselors, nurses, librarians, diagnosticians, instructionalfacilitators,etc.), CampusAdministrators (principals,assistantprincipals,etc.), andCentralAdministrators (superintendent, deputy and assistant superintendent, director, etc.). Thedistrictisstaffing124.9ofthesepositions,comparedtoastateaverageof103.6positionsfora district with this enrollment. Thus, Southside ISD is operating at 21.3 positions overcommonpracticelevelsinTexas.Absorbingupto21positionsthroughattritionwouldyieldacostsavingsof$1,584,576insalaryandbenefits.

Current staffing in technology includes the director, the network manager, thewebmaster/programmer, five computer technicians, and a combination administrativeassistant/helpdeskspecialist.Thedepartment isappropriatelystaffed,withanaverageof704piecesofequipmentpertechnician/engineercomparedtoastateaverageof750.Theinfrastructure is being developed with fiber connectivity between all sites and theadministration building. All telephones use VOIP technology. If possible, an InstructionalTechnologistpositionwouldbeaniceaddition.Thispersonwouldbeprimarilytaskedwithprovidingin‐servicetraining,demo‐lessons,andsupporttoclassroomteachers,allowingtheteachers to integrate computer usage in every‐day classroom applications. The positionwould best be added in the Curriculum Department, to keep the focus on instructionalmentoring,ratherthanequipmentrepair.

TheSouthsideISDPoliceDepartmentconsistsofaChief,oneSergeant,nineotherTCLEOSE‐certified police officers, one investigator/certified officer, four security officers, and onedepartmentsecretary.Thistotals17persons.


DeploymentincludestheChief;thesecretary;alongwiththeinvestigator,twopoliceofficers,andonesecurityofficeratSouthsideHS;onepoliceofficeronpatrolandDAEP;onepoliceofficer at Matthey MS; one police officer at Losoya IS; three police officers at the fourelementarycampuses;oneSergeant,onepoliceofficer,andtwosecurityofficersforeveningsecurity;andonesecurityofficeronovernightpatrolduty.

CommonstaffingguidelinesaroundthestatewouldincludetheChiefalongwithtwoofficersandtwosecurity/parkinglotmonitorsperhighschool,oneofficerandonesecurity/parkinglot monitor per middle school, one patrol officer in a car monitoring the elementarycampuses,andonenightpatrolofficertocoverthedistrict.OneormoreoftheofficerscouldbeSergeants,dependinguponthesizeoftheforce.Usingthisstaffingmodel,theSouthsideISDdepartmentwouldincludesevenofficers,foursecurityguards,andonesecretary,foratotaloftwelvepersons.Ifadopted,thisstaffingmodelwouldrequirefivelesscertifiedpoliceofficers,foracostsavingsof$229,495.

Itiscertainlypossiblethatthelocationofthedistrictcouldnecessitatethecurrentadditionalstaff.Itwilltakeareviewbylocalmanagementtodeterminewheretheappropriatenumberofstaffmembersfallsbetween17and12persons.AnotheroptionforthedistrictwouldbetoinvestigateenteringintoaMemorandumofUnderstanding(MOU)withthelocalPoliceorSheriff’sdepartment.Sucharelationshipcouldprovideswornofficersatareducedcost,plusaccesstotestinglabsandinvestigatorsasneeded.

Principalinterviewsproducedthefollowingconsensuspositions.First,principalsatalllevelsare supportive of the efforts of the central office staff. The timeliness of services and thequalityofsupportaregreatlyappreciated,particularlyduringthesetimesofmajorchangesinthestateandfederalfinancesystems.Second,principalswereunanimousinexpressinganeed for retaining interventionist positions (professionals and/or aides) to addressnecessarystudentacademicinterventions.These“ResponsetoIntervention”(RtI)positionsareused to assist students not served by Special Education, but still in need of help tomeetinstructionalgoals.Third,principalswantedtocontinuewiththeinclusionformatcurrentlyinuse in Special Education. Finally, principalswere anxious to staff asmanyopenings aspossible during the months of March through mid‐June, when the number of strongcandidateswasatitspeak.

Totalbenchmark‐relatedcostsavingsoptionsinthisarea:$2,598,900


Elementary School Teachers

Southside ISD elementary schools have an enrollment of 3,304 students in 165 RegularEducationandBilingualEducationhomerooms.Currently,classaveragesrun18.9studentsingradesK–4and20.0acrossall classrooms in gradesPK–6.Statewide, total elementaryschoolclassaveragestypicallyruninthe19.5to21.0range.Thus,SouthsideISDoperatesbelow thebenchmark range at thePK–4 campuses, butwithin the rangewhenLosoya IScountsareincluded.ThiswillallowadditionalstudentstobeaddedasneededatthePK–4elementarycampuses.

Tenfull‐dayPre–Ksectionsareoffered.Theaverageloadinthisprogramis18.0studentsperhomeroom.Thedistrictistobecommendedforofferingthefull‐dayprograminthesetimesoffinancialdifficulty.

ThedistrictoperatesanextendedexitbilingualprogramatthreePK–4sites(Pearce,Gallardo,and Heritage) and a dual language program at Freedom. All students have access to theextendedexitprogramatLosoyaIS.Classcountsinthe38bilingual/duallanguagesectionsaverage17.3studentsperclass.Thiscomparestoanaverageof20.8studentsperclassinthe127regularhomerooms.

Baseduponcurrentcounts,thereareonlytwohomeroomsthatcouldbeabsorbedoutofthe165 elementary classrooms. However, there are currently four sets of homerooms withcountsexceedingthe22to1cap.Thus,therearenonethomeroomsthatcouldbeabsorbed.Thedetailsareshownintwoaccompanyingspreadsheetsintheappendicesofthisreport.

InSouthsideISD(atthePK–4campuses)elementaryphysicaleducationandmusic,art,andcomputerprogramsareusedtoprovidecoverage forregularhomeroomteachers tohaveconferenceperiods.Therotationsatthesefoursitesarefunctioningeffectivelyaspresentlystaffed. The district is to be commended for offering formal music, art, and computerprogramsatthislevel.

LosoyaIScurrentlyuses fourPEteacherstostaff theneededsectionsintheLISschedule.MostelementaryschoolsacrossthestateuseonecertifiedPEteacheralongwithoneormoreaides to provide the necessary sections. A combination of reassignments and/orreplacementswouldallowthreeofthefourLosoyaISPEteacherpositionstobestaffedbyPEaides.Thiswouldleadtoacostsavingsof$124,400inpayrollexpenses.

ThefourPK–4campusescurrentlyhaveoneDyslexiaSpecialisteach,with19,17,20,and22identified students, yielding an average of 19.5 students per dyslexia specialist. The onedyslexiaspecialistatLosoyaISservices83identifiedstudents.ThedistrictcouldconsideraddingservicesatLISbypartiallyreassigningspecialist(s)fromthePK–4sitesorbyaddinganotherpositiontoassistatLosoya(andMattheyMS).

Totalbenchmark‐relatedcostsavingsoptionsinthisarea:$124,400


Middle School Teachers

MattheyMiddleSchoolservicesallstudentsingrades7–8.Itusesaneight‐periodday,withstudentstakingeightclassesperday.Theeightperiodsincludesevenstandardclassesandone advisory/tutoring period. All teachers instruct seven periods per day and have oneconferenceperiod.The“shorthandsymbol”forsuchascheduleis8/7.ThisscheduleformatisthemostefficientonethatiscommonlyusedinTexaspublicschools.

StaffingcountsatMattheyMSare832studentsand54.1teachers.Thetotalteachercountincludesallteachers,exceptthoseinspecialeducationassignmentsandmiddleschoolteachersassignedtoperiodsatothercampuses.Thetheoreticalclassaverageis17.6studentsperclass.The mathematical staffing formula corresponding to this combined data is (1.143 xstudents)/17.6=Full‐TimeTeacherEquivalents(FTEs).

Statewide, middle school class sizes typically have run 22–25 students per classwhen areference7/6masterschedulewasused.Usingamathematicalconversiontoshiftaveragestothe7/6format forcomparisonpurposes,MattheyMSwouldaverage17.9studentspersection.Thus,MattheyMSiswellunderthestandardpracticerange,andabsorbingadditionalenrollmentand/orteachervacanciesiscertainlypossible.

AtMattheyMS,coreclassaveragesarehigherthantheirtheoreticalclasssize(19.2versus17.6).Thefactthatthecoreacademicaverageislargerthanthetheoreticalclassaverageisevidence of an unbalanced master schedule. It is always preferable to keep core classaveragesassmallaspossible.

Ifmultiple coaches are assigned to an athletic period, the load per coach should at leastapproach the average class counts in the rest of themaster schedule. Currently, athleticperiodsatMattheyMSarestaffedatanaverageof18.5athletespermiddleschoolcoach,respectively. This average is slightly lower than the core class size of 19.2 students persection,butiswithinthestate‐widebenchmarkrangeof18–20athletespermiddleschoolcoach.Noadjustmentisneededatthistime.

To reach the flexibility of coaching assignments discussed above, it is important that themajorityofthecoachingstaffholdacademiccertifications.Currently,6of12middleschoolcoaches(50%)areassignedtohealth/PEorsocialstudiessections,overstaffingthoseareasandhinderingattemptstobalancethemiddleschoolschedule.Administratorsshouldseektostaffcoacheswithcorecertifications.Tothatend,newcoachesshouldnotbeconsideredforhireunlessacademically certified inareasother thanhealth/PEor social studies, andcurrentcoachesshouldbeencouragedtoaddacademiccertificationsthroughtesting.

At the middle school campus, the ISS classroom is currently being staffed by aparaprofessionalaide,ratherthancertifiedteachers.Usinganaideforsupervisiononafull‐time basis allows all certified teachers to be scheduled for academic assignments andcontributestokeepingcoreacademicclasssizeassmallaspossible.

ElectiveclassesatMMSareaveraging15.6studentspersection.Thiscomparestoanaverageof19.2incoreacademicclasses.Largerelectiveclasssizeswouldcontributetosmallercoreclasses, therebyprovidingadditionalassistance inreaching instructionalgoals in thecoresubjects.Considerationcouldbegiventoincreasingelectiveclasssizeto24.0wherepossible,andfillinganyelectiveteachervacancieswithcoreteachers.


Basedupondemographicprojections,MattheyMSwill likely loseatotalof24students in2017–18.Thiswoulddecreasetheaverageclasssizefrom17.6to17.1,leavingitwellbelowthe benchmark range. Consequently, consideration can be given to absorbing up to eightmiddleschoolteachervacancies.Thisactionwouldincreasetheaverageclasssizeto20.0studentspersection.(Mathematicallyconvertingthemiddleschoolmasterscheduleto7/6forcomparisonpurposes,20.0wouldconvertto20.4studentspersection,stillwellunderthe22–25benchmarkrange.)Absorbingtheeightvacanciesover1–3yearswouldgenerateacostsavings of $500,320 in salary and benefits costs. The mathematical staffing formulacorrespondingtothisdatawouldbe(1.143xstudents)/20.0=Full‐TimeTeacherEquivalents(orFTEs)forthemiddleschools.

Itmaybenecessary,dependinguponfinancialcircumstances,toconsiderahigheraverageclasssizeatMattheyMS.Reviewingthespreadsheetonpage38,anaverageclasssizeof22.0wouldallowtherecoveryoffouradditionalteachervacanciesover2–3years.Thiswouldleadto an additional cost savings of $250,160 in salary and benefits costs. The mathematicalstaffing formulacorresponding to thisdatawouldbe(1.143xstudents)/22.0=Full‐TimeTeacherEquivalents(orFTEs)forMattheyMiddleSchool.



High School Teachers

SouthsideISDprovidesstudentswithtwooptionstoitstraditionalhighschool.TheseincludeACESandtheDistrictAlternativeEducationPlacement.Asthesetypesofcampusesrequiremorecostlystaffingformats,theyareanexcellentindicatorofhowseriouslySouthsideISDistakingitsresponsibilitytomeetstudentandprogramneeds.

SouthsideHSusesaneightperiodmasterschedule.Studentstakeeightclassperiods.Coreteachers instruct six periods per day and have a PLC teaming period in addition to theirindividualconferenceperiod.Electiveteachersinstructsevenperiodsperdayandhaveoneconferenceperiod.The“shorthandsymbol”forsuchascheduleis8/6.5,indicatingthat50%ofallteachersinstruct6classesandtheother50%oftheteachersareinstructinga7thclass.Thisisnotanefficientschedule,consideringaverageclasssizeforafixednumberofteachers,buthasmeritfortheprofessionaldevelopmentandteamingoptionsforcoreteachers.

ThetotalcountatSouthsideHSis1,515studentsand91.0teachers.Thetotalteachercountincludes all teachers, except those in special education assignments, high school coachesassignedtoathleticperiodsatothercampuses,theheadfootballcoach,theathletictrainers,andthebanddirectorsassignedtomultiplesites.Thetheoreticalclassaverageis20.5studentsper class. The mathematical staffing formula corresponding to this data is (1.231 xstudents)/20.5=Full‐TimeTeacherEquivalents(orFTEs).

Statewide, high school class sizes typically have run 22–24 students per class when areference7/6masterschedulewasused.Afterconvertingmathematicallytoa7/6schedule,SouthsideHSaverages19.4studentspersection.Thus,SouthsideHSaverageswellbelowthebenchmarkrangeandsomeabsorbingofadditionalenrollmentand/orteachervacanciescanbedone.

Ifmultiple coaches are assigned to an athletic period, the load per coach should at leastapproach the average class counts in the rest of themaster schedule. Currently, athleticperiodsSouthsideHSarestaffedatanaverageof9.8athletespercoach.Thiscompareswiththecoreacademicaverageclasssizeof18.1studentspersection.Theathleticperiodaverageiswell underboth the SHS core class size and the state‐widebenchmark range of 15–17athletes per coach. Up to 14 athletic period assignments (the equivalent of two teacherpositions)couldbeconvertedtoacademicclasses,loweringcoreclasssizewhilebringingtheathletic period average up to 15.5 athletes per coach. This actionwould generate a costavoidanceof$125,080.

To reach the flexibility of coaching assignments discussed above, it is important that themajority(ifnotall)ofthecoachesholdacademiccertifications.Currently,16of31SouthsideISDhighschoolcoaches(52%)areassignedtohealth/PE,AVID,orsocialstudies,hinderingattemptstobalancethehighschool’sschedule.Administratorsshouldseektostaffcoacheswithcorecertifications.Tothatend,newcoachesshouldnotbeconsideredforhireunlessacademicallycertifiedinareasotherthanhealth/PEorsocialstudies,andcurrentcoachesshouldbeencouragedtoaddacademiccertificationsthroughtesting.(Forexample,thecostavoidancediscussedabovewouldnotbepossibleinthecurrentsetting.TheexcesscoachesinHPE,AVID,andsocialstudiesarenotcertifiedtoteachtheneededcoreclasses.)

As with the middle schools, the high school ISS classroom is also being staffed by aparaprofessionalaide.Usinganaideforsupervisiononafull‐timebasisallowsallcertifiedteacherstobescheduledforacademicassignmentsandcontributestokeepingcoreacademicclasssizeassmallaspossible.


Overall,electivesaverage13.7studentspersectionatSouthsideHS.Thiscompareswithacoreacademicaverageof18.1studentsperclass.Atthispoint,manyoftheelectiveprogramsarenotdoing theirpart in attempting tobalance thehigh school schedule. Someelectiveand/orhealth/PEvacanciescouldbeabsorbed.Thisactionwouldhaveonlyminimalimpactonprogramofferingsforstudents.Anotheralternativewouldbetocondensesmallerelectivesectionsat thehighschool,using theelectivestaff freed in thismanner to teachanycoreacademicclassesforwhichtheywerecertified,toassistinprovidingtargetedintervention(RtI)tohighschoolstudentswithacademicneeds,and/ortoofferindividualelectivesectionsatthemiddleschool(buildingtheirpotentialhighschoolenrollmentsinthefuture).Thelastoption would be particularly useful, having the extra benefit of bringing middle schoolstudentstothehighschoolwithoneormorecreditsforgraduation.(Areasonabletargetlevelforhighschoolelectiveclasssizewouldbeatleast24studentsperclass.)

Based upon demographic projections, Southside HS is likely to have a net increase ofapproximately65studentsin2017–18.Continuingtousethecurrentmasterschedule,thisgrowthwouldraisetheaverageclasssizefrom20.5to21.4studentspersection.Additionally,thehighschoolstaffisseriouslyconsideringmovingtoa7/6masterschedule.Thiswoulddrop the class size to 20.3 evenwith the addition of the 65 student enrollment increase.Consideration couldbe given to shifting class sizeup to thebenchmark level of 22.0 andabsorbinguptoatotalofseventeachervacancies.Absorbingthesevenvacanciesoverthenext1–3yearswouldgenerateacostsavingsof$437,780insalaryandbenefitscosts.Themathematicalstaffingformulacorrespondingtothisdatawouldbe(1.667xstudents)/22.0=Full‐TimeTeacherEquivalents(orFTEs).

Itmaybenecessary,aswasconsideredwithMattheyMS,toconsiderahigheraverageclasssizeatSouthsideHS.Reviewingthespreadsheetonpage42,anaverageclasssizeof24.0wouldallowtherecoveryofsevenadditionalteachervacanciesover2–3years.Thiswouldleadtoanadditionalcostsavingsof$437,780insalaryandbenefitscosts.Themathematicalstaffing formulacorresponding to thisdatawouldbe(1.167xstudents)/24.0=Full‐TimeTeacherEquivalents(orFTEs)forSouthsideHighSchool.


Totalcostavoidanceoptionsinthisarea:$125,000


Special Education Staffing

TheSpecialEducationprogramprovidesassistanceto636students,acrossawiderangeofservices.Principalsaresupportiveof theprogramandconsider iteffective inmeetingtheneedsofSouthsideISDstudents.Astrongpreferencewasshowninfavoroftheincreaseduseoftheinclusionformatforservicingstudentsoverthepastthreeyears,particularlywiththeshifttotheCo‐Teachformat.

TheSouthsideISDcurrentpercentageidentificationinSpecialEducationis11.1%.TheTEAtargetgoalis8.5%percentID.Overthepastsixyears,thedistrict’s%‐IDhassteadilyrisenfrom9.5%tothecurrent11.1%.TheincreasehasbroughtquestionsfromTEAthroughthePBMASprocess.ThedistrictcurrentlyhasonediagnosticianandfourLSSPsintheassessmentprogram,with an average case load of 127 students per assessor. The average case loadthroughoutthestateis80to85studentsperassessor.Additionalstaffinassessmentmaybeneededtoaddresspossibleover‐identification.

The “case manager” format is being used by the appraisal staff and a three‐tieredidentificationprocessemphasizingstudentintervention,pre‐referral,andreferralisinplace.Ahistoryoftheeffectivenessofspecificinterventionstrategiesisrequiredpriortoreferral.Thischangehasresultedinadditionalfocusonstudentacademicprogress.

TheSpecialEducationdepartmentstaffs50.0teachingandspeechtherapypositionsfor636students,oranaverageof12.7studentsperteacher.Thestateaverageis15.1studentsperteacher.Inadditiontothecertifiedteachingstaff,another31.0specialeducationaidesareemployed.Thisproducesaveragecountsof7.9studentsperstaffmember(636studentsand81.0totalclassroomstaff).Acrossthestate,totalstaffingratiostypicallyaverage7.2studentsperspecialeducationstaffmember.Baseduponthisinformation,theSouthsideISDspecialeducationprogramisoverbenchmarklevelsby7.9teachingpositionsandbelowbenchmarkby15.2aidepositions.Movingtostandardstaffingwouldenablethedistricttohaveacostsavingsof$140,445inpayrollexpenses.Pleasenotethatoverageofteachers(7.9)isalmostexactlyhalfoftheshortageofaides(15.2).Theemphasisofthedistrictonthe“Co‐Teachwithteachers” model has inflated the number of teachers and proportionately decreased thenumberofaides.Consideringthe“MaintenanceofEffort”issuesaswellastheneedsofthesespecialeducationstudents, thedistrictmightbebetterservedbymaintaining thecurrentstaffingexpenditures.

Asdiscussedabove,SouthsideISDcurrentlystaffsonediagnosticianandfourLSSPsforatotalof636 students.This corresponds to anaverage caseloadof127.2 studentsper assessor.Typicalcaseloads inTexasschooldistrictsaverageapproximately80–85students.Adding2.5diagnosticianswoulddecreasethecaseloadstothebenchmarklevelof85students.Theadditionoftheseassessorswillresultinmoretimeperstudent,andmayresultinlower%‐identification.

SouthsideISDcurrentlystaffsatotalof2.0speechpathologistsand5.0speechassistantsfor262qualifiedspeechstudents.Thiscorrespondstoanaveragecaseloadof37.4studentspertherapist.Typicalcaseloadsacrossthestateaverage43–48studentspertherapist.Absorbingthe one speech assistant vacancywould generate a cost savings of $62,540 in salary andbenefitscosts.(Twospeechpathologistsareneededtoprovidetherequiredsupervisionfortheremainingfourspeechassistants.Thus,thepositionabsorbedmustbeaspeechassistant.)


Onlyonedueprocesshearinghasbeenheldinthepasttwoyears.Consideringtheenrollmentofthedistrict,thishistoryisevidenceofawell‐articulatedprogram,administeredwithclearstandards,andsensitivetotheneedsofthecommunity.

Nodistrict‐paidresidentialplacementiscurrentlyineffect.(Thedistrictprovideseducationalservicestoapproximately50studentsresidingattheGuidingLightfacility,butdoesnotfundtheresidentialplacements.)However,thepracticeofreservingasignificantportionofagivenyear’s federal funds carryover for the following year’s potential residential placementsshouldbecontinued.Anyresidentialplacementcanbeanenormousexpense.

Totalbenchmark‐relatedcostsavingoptionsinthisarea:$62,500


Student Nutrition Staffing

The Southside ISD Student Nutrition Department operates seven independent kitchensacross the district. Each of these kitchens is a full production facility, using standardizedrecipes.Theemphasisison“providingthebestfoodforourculture,wedon’theatandserve.”Principalsconsistentlyremarkeduponthehelpofthisdepartmentinprovidingtimelyandnutritiousservice.

The Southside ISD Student Nutrition Department reports all facility problems to themaintenance department. The Maintenance Department budget covers all labor costs.EquipmentthatcannotberepairedbySouthsideISDmaintenancestaffmembersisreferredtovendorsforrepair.StudentNutritionfundsareusedfortherepairvendorsandforthetotalcostofanyreplacements.

Ingeneral,basedontheaccompanyingMealsperLaborHour(MPLH)chart,allsevenofthekitchensinSouthsideISDareoperatingatorneartheirtargetbenchmarks.Thedepartmentoperates“intheblack”andcarriesapositivefundbalance.

Secondary school cafeterias across the state routinely have difficulty maintaining MPLHvalues.Thestaffingofasnackbarandincreasingmenuchoicescanmaketheseoperationslessefficient.Thedesiredlevelofeconomyoftenhastobebalancedagainsttheperceivedneedforawiderangeofmealoptionsandpointsofsale(POS).Commontargetvalueswouldbe85–90percentathighschoolkitchens,88–92percentatmiddleschoolkitchens,and95+percent at elementary kitchens. As awhole, Southside ISD is operating at a 94% staffingefficiency. A spreadsheet detailing the performance of the kitchens can be found in theappendicesofthisreport.

Oneareaforfurtherstudyistheschoolbreakfastprogram.Basedonthedataprovidedforthisweekofschool,at least37%ofstudentsqualifyingforthefreeorreducedpricemealprogramarenoteatingbreakfastinthecafeterias.Thisisasignificantproblemontwofronts.Itisdifficultforthesestudentstoperformeffectivelywhenconsistentlymissingthebreakfastmeal.Also,theSouthsideISDStudentNutritionFundismissingoutonasizeableportionoffederalreimbursement.Careshouldbetakentocorrectthissituation.Principals,theStudentNutritionDirector,theCafeteriaManagers,andtheTransportationDirectorshouldbegintoreview this issue. Significant improvement in the number of breakfasts servedwill likelyrequire adjustments in some operations. The “Breakfast in the Classroom” program hasalreadyhadaverypositiveimpactuponserviceatthePK–4campuses.Plansarebeingmadeto expand the program to Losoya IS in the 2017–18 school year. Consideration of thisprogramorothers(“Grab&Go”,etc.)wouldcompletetheresolutionofthisissueatMattheyMSandSouthsideHS.

Since Student Nutrition uses a separate fund, increased revenue into this fund does notdirectlyimprovetheSouthsideISDMaintenanceandOperationsbudget.However,savingsoradditionalincomewouldallowformoreefficientperformanceandequipmentupgrades.


Operations and Facilities Staffing

ThestaffingintheSouthsideISDMaintenanceDepartmentis5.8positionsoverbenchmarklevels(29.2positionsascomparedto23.4slotssuggested)asdeterminedbytheuseoftheAssociation of Physical Plant Administrators (APPA) standards. Staffing includes 21.0Southside ISDmaintenanceworkers, 3.8positions from the summerpaint crews, and4.4calculated equivalents of vendorusage.Basedupon interviewswithprincipals, necessarywork at the campus level is being completed in a timely fashion.Absorbing5.8positionswouldgenerateacostsavingsof$197,995insalaryandbenefitscosts.

The calculated equivalency of 4.4 positions is derived from the $149,867 expenditurescurrentlypaidout forcontractservices.At least twoadditionalemployeescouldbehiredusingapproximately$70,000ofthecurrentcontractservicesfunds.Iftwonewjourneymanormasterelectricians,plumbers,and/orHVACtechnicianswereaddedtotheSouthsideISDstaff,theycoulddomanyofthetaskscurrentlybeingcontracted.Thiswouldallowthemtobeaddedtothemaintenanceteamatnonewcosttothemaintenancebudget,asspendingforcontractedserviceswouldbedecreasedbyanequivalentamount.

In the future, with a minimum of new staff members and increasing campus needs ascampusescontinuetoage,adjustingtooperateatleanerlevelsofmaintenancestaffingwillrequiretheemployeestobeevenmoreefficient.Considerationcouldbegiventomovinghalfor more of themaintenance staff to an 11:00 a.m. to 7:00 p.m. shift. This would enablemaintenanceemployeestoaccomplishadditionalwork,sincestudentswouldnotbeinthebuildingsformuchofthenewmaintenanceworkday.Thegainsinefficiencywouldneedtobebalancedagainsttheresistanceoftheseemployeestoworklate‐afternoon/eveningshifts.(Apossibleapproachcouldbehiringallreplacementmaintenancestaffmembersontotheeveningshiftandallowingthosecurrentemployeeswhowishedtodosotokeeptheircurrentdayshifthours.Thus,overaperiodoftime,thedesirednumberofemployeesontheeveningshiftwouldbereachedonavoluntarybasis.)

SouthsideISDcurrentlystaffsanaverageofonecustodianper15,649squarefeet,comparedto the ASBO standard of one custodian per 19,000 square feet. The total staffing in theCustodial Department is 8.7 positions over benchmark levels (49.3 positions versus 43.6positionssuggested).Absorbingninecustodialvacanciesoverthenext1–2yearswouldleadtoacostsavingsof$215,163

Totalbenchmark‐relatedcostsavingoptionsinthisarea:$413,000


Human Resources

Principalsagree thatviableapplicantsareavailable forregulareducationpositions in themonthsofMarchthroughearlyJune.Theapplicantpooldropssignificantlyoverthesummermonths. Principals recommend staffing as many new and/or replacement positions aspossibleinMarchthroughMay.

Ahelpfulpractice in thisareacanbetheestablishmentofasmallstipend(approximately$500to$1,500)paidtocurrentteachersplanningtoretireorresign,ratherthanreturningforthefollowingschoolyear.Toqualifyforthe“EarlyNotification”stipend,ateacherwouldneedtosubmitaletterofresignationpriortotheendofthefirstweekofMarch.Theteacherwouldthencompletetheircontractassignmentsuccessfully,andreceivethestipendintheirlastSouthsideISDcheck.Thiswouldallowprincipalstoseekreplacementswhilethenumberofeligiblecandidateswasatitspeak.

“Practicum in Education and Training” (PET) is a TEA‐approved vocational program.Students enrolled generate additional vocational funds for the district. This programhasshowntobeaneffectivetoolinencouragingseniorstoconsidereducationmajorsafterhighschool graduation. Across the state, these programs have been particularly effective ingenerating minority candidates, special education teachers, and bilingual teachers.ConsiderationcouldbegiventoexpandthecurrentPETprogramthroughpartnershipswitharea colleges and universities. Emphasizing the “Grow Your Own” features of the PETprogram(byprovidingopportunitiesforgraduatestoreturntoSouthsideISDforsubstituteassignments and student teaching while in college) will assist the district in filling anyshortageofminorityand/orbilingualteachers.

Current Human Resources staffing includes one director, one assistant director, onecoordinator, and five paraprofessional clerical positions, for a total of eight persons. Acommonstaffingpatternforadistrictof6,000studentswouldbeonedirector,twoupper‐levelparaprofessionalspecialists(certificationandcompensation)andtwoclericalpositionsfor a total of five persons. The district as a whole will be reviewing surpluses in bothprofessionalsupport(21slots)andnon‐campusclerical(11slots)positions.Thestaffinginallcentralofficedepartments,includinghumanresources,willbereviewedinlightofcurrentandfuturefinancialrequirements.

Data Tables

Staffing

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTSchool Staffing Compared to Common Practice in Texas (CPTx)

Enrollment and Staffing as of November 28, 2016

Campus Pupils* PrinCommon

Practice TX+,‐

A.P.,

Dean

Common

Practice TX+,‐

*

Instrct.

Coach

Nurse

(RN)

Social

Worker

*

Counselor

Registrar

Common

Practice TX+,‐ Librarian

Common

Practice TX+,‐

(1 per campus) (495 to 1) (445 to 1) (1 per campus)

(2 at 2,000+)

Southside HS 1,515 1.0 1.0 0.0 5.0 3.0 2.0 1.0 1.0 1.0 5.0 3.5 1.5 1.0 1.0 0.0

DAEP 46 1.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0 0.0 0.0 0.0 0.0

Matthey MS 832 1.0 1.0 0.0 3.0 1.5 1.5 2.0 1.0 1.0 2.0 2.0 0.0 1.0 1.0 0.0

Pearce Primary 568 1.0 1.0 0.0 1.0 1.0 0.0 1.0 1.0 0.2 1.0 1.5 (0.5) 1.0 1.0 0.0

Freedom Elem. 632 1.0 1.0 0.0 1.0 1.5 (0.5) 1.0 1.0 0.2 1.0 1.5 (0.5) 1.0 1.0 0.0

Gallardo Elem. 658 1.0 1.0 0.0 2.0 1.5 0.5 1.0 1.0 0.2 1.0 1.5 (0.5) 1.0 1.0 0.0

Heritage Elem. 593 1.0 1.0 0.0 1.0 1.0 0.0 1.0 1.0 0.2 1.0 1.5 (0.5) 1.0 1.0 0.0

Losoya IS 882 1.0 1.0 0.0 2.0 2.0 0.0 2.0 1.0 0.2 2.0 2.0 0.0 1.0 1.0 0.0

Total 5,726 8.0 8.0 0.0 15.0 11.5 3.5 9.0 7.0 3.0 14.0 14.5 (0.5) 7.0 7.0 0.0

* Additional Support is provided by 6 ARD facilitators and 3 Social Workers

Absorb 3.0 AP position vacancies @ $84,820 = $254,460

High School

Middle Schools

Elementary Schools

21

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTCampus Paraprofessionals: Current


Secondary

SchoolsPupils

Secretary,

Clerk,

Receptionist

Bookkeeper,

Registrar

Building

Secretary

Sub‐Total

Clerical

Clerical per

1,000

Students

Aide,

Behavior

Intv.

Aide,

Instruct.

Aide,

LibraryAide, ISS Aide, SpEd

Aide,

Other

Sub‐Total

Aide, Instruct.

Total

Para.

Southside HS 1,515 7.0 2.0 1.0 10.0 6.6 0.0 1.0 1.0 1.0 6.0 2.0 11.0 21.0

DAEP 46 0.0 0.0 1.0 1.0 21.7 0.0 1.0 0.0 0.0 0.0 0.0 1.0 2.0

Matthey MS 832 3.0 0.0 1.0 4.0 4.8 0.0 0.0 0.0 1.0 6.0 1.0 8.0 12.0

Secondary Total 2,393 10.0 2.0 3.0 15.0 6.3 0.0 2.0 1.0 2.0 12.0 3.0 20.0 35.0

Clerical positions per 1,000 Secondary students = 5.5 (with a minimum of 3 positions)

Elementary

SchoolsPupils

Clerk,

Receptionist

Secretary,

Registrar

Campus

Secretary

Sub ‐ Total

Clerical

Clerical per

1,000

Students

Aide

Instruct.

Aide,

LibraryAide, PE

Aide, PK

& Head

Start

Aide, SpEdAide,

Tech Lab

Sub‐Total

Aide, Instruct.

Total

Para.

Pearce Primary 568 2.0 0.0 1.0 3.0 5.3 1.0 0.0 2.0 4.0 1.0 1.0 9.0 12.0

Freedom Elem. 632 2.0 0.0 1.0 3.0 4.7 2.0 0.0 1.0 5.0 2.0 1.0 11.0 14.0

Gallardo Elem. 658 2.0 0.0 1.0 3.0 4.6 2.0 0.0 1.0 7.0 4.0 1.0 15.0 18.0

Heritage Elem. 593 2.0 0.0 1.0 3.0 5.1 0.0 0.0 1.0 4.0 6.0 1.0 12.0 15.0

Losoya IS 882 3.0 0.0 1.0 4.0 4.5 1.0 0.0 0.0 0.0 6.0 1.0 8.0 12.0

Elementary Total 3,333 11.0 0.0 5.0 16.0 4.8 6.0 0.0 5.0 20.0 19.0 5.0 55.0 71.0

Clerical positions per 1,000 elementary students = 4.5 (with a minimum of 3 positions)

5,726 students x 12.5 instructional aide positions per 1,000 students = 71.6 positions

(Current aide staffing = 55.0 elementary + 20.0 secondary = 75.0 instructional aides = 3.4 positions over benchmark level = 5% over benchmark)

22

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTCampus Paraprofessionals: Proposed

Enrollment as of November 28, 2016

Secondary

SchoolsPupils

Secretary,

Clerk,

Receptionist

Bookkeeper,

Registrar

Building

Secretary

Sub‐Total

Clerical

Clerical per

1,000

Students

Aide,

Behavior

Intv.

Aide,

Instruct.

Aide,

LibraryAide, ISS

Aide,

SpEd

Aide,

Other

Sub‐Total

Aide,

Instruct.

Total Para.

Southside HS 1,515 5.5 2.0 1.0 8.5 5.6 0.0 1.0 1.0 1.0 5.0 2.0 10.0 18.5

DAEP 46 0.0 0.0 1.0 1.0 21.7 0.0 1.0 0.0 0.0 0.0 0.0 1.0 2.0

Matthey MS 832 3.5 0.0 1.0 4.5 5.4 0.0 0.0 0.0 1.0 7.0 1.0 9.0 13.5

Secondary Total 2,393 9.0 2.0 3.0 14.0 5.9 0.0 2.0 1.0 2.0 12.0 3.0 20.0 34.0

Clerical positions per 1,000 Secondary students = 5.5 (with a minimum of 3 positions)

Elementary

SchoolsPupils

Clerk,

Receptionist

Secretary,

Registrar

Campus

Secretary

Sub ‐

Total

Clerical

Clerical per

1,000

Students

Aide

Instruct.

Aide,

LibraryAide, PE

Aide, PK

& Head

Start

Aide,

SpEd

Aide,

Tech

Lab

Sub‐Total

Aide,

Instruct.

Total Para.

Pearce Primary 568 2.0 0.0 1.0 3.0 5.3 1.0 0.0 2.0 4.0 4.0 1.0 12.0 15.0

Freedom Elem. 632 2.0 0.0 1.0 3.0 4.7 2.0 0.0 1.0 5.0 2.0 1.0 11.0 14.0

Gallardo Elem. 658 2.0 0.0 1.0 3.0 4.6 2.0 0.0 1.0 7.0 3.0 1.0 14.0 17.0

Heritage Elem. 593 2.0 0.0 1.0 3.0 5.1 0.0 0.0 1.0 4.0 5.0 1.0 11.0 14.0

Losoya IS 882 3.0 0.0 1.0 4.0 4.5 1.0 0.0 0.0 0.0 6.0 1.0 8.0 12.0

Elementary Total 3,333 11.0 0.0 5.0 16.0 4.8 6.0 0.0 5.0 20.0 20.0 5.0 56.0 72.0

Clerical positions per 1,000 elementary students = 4.5 (with a minimum of 3 positions)

Absorb 1.0 clerical vacancies @ $21,050 = $21,050

5,726 students x 12.5 instructional aide positions per 1,000 students = 71.6 positions

(Current aide staffing = 55.0 elementary + 20.0 secondary = 75.0 instructional aides = 3.4 positions over benchmark level = 5% over benchmark)

Absorb 3.0 instructional aide vacancies @ $21,050 = $63,150

23

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTNon-Campus Clerical Support Positions

Staffing as of November 28, 2016

Location Last Name First Name Assignment Dept Code % FTE

SUPERINTENDENT OFFICE SUPERINTENDENT SECRETARY CSUS 1.0

ADMINISTRATION BUILDING RECEPTIONIST CREC 1.0

ATHLETICS ATHLETIC DIRECTOR SEC CADS 1.0

BUSINESS ACCOUNTS PAYABLE/RECEIVABLE CAPR 1.0



BUSINESS PAYROLL CLERK CPRC 1.0

BUSINESS DEPUTY SUPT. SECRETARY CASS 1.0

BUSINESS EX DIRECTOR SECRETARY CEXS 1.0

BUSINESS ACCOUNTING SPECIALIST ACCS 1.0

BUSINESS PAYROLL CLERK CPRC 1.0

CHILD NUTRITION FOOD SERVICE DIRECTOR SEC CFSS 1.0

CHILD NUTRITION ACCOUNTS PAYABLE CLERK CAP 1.0

CHILD NUTRITION FS FRONT OFFICE CLERK CFOC 1.0

CURRICULUM SCHOOL CLIMATE GRANT CLERK SCGC 1.0

CURRICULUM DIRECTOR SECRETARY COSE 1.0

CURRICULUM ASST. SUPT. SECRETARY CASS 1.0

CURRICULUM FEDERAL PROGRAMS SECRETARY COSE 1.0

HUMAN RESOURCES COMPENSATION SPECIALIST COMP 1.0

HUMAN RESOURCES HUMAN RESOURCES GENERALIST PMG 1.0

24

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTNon-Campus Clerical Support Positions


Location Last Name First Name Assignment Dept Code % FTE

HUMAN RESOURCES HUMAN RESOURCES GENERALIST PMG 1.0

HUMAN RESOURCES RECEPTIONIST, FILE MANAGER CPDS 1.0

HUMAN RESOURCES PERSONNEL DIRECTOR SECRETARY CPDS 1.0

MAINTENANCE MAINTENANCE CLERK CMDS 1.0

PURCHASING PURCHASING CLERK CPUC 1.0

PURCHASING RECORDS/DATA ENTRY CLERK CRDC 1.0

SECURITY CHIEF OF POLICE SECRETARY CCPS 1.0

SPECIAL EDUCATION RECORDS/DATA ENTRY CLERK CRDC 1.0

SPECIAL EDUCATION SPECIAL ED DIRECTOR SECRETARY SES 1.0

SPECIAL EDUCATION MEDICARE/SHARS BILLING CLERK MEDI 1.0

TECHNOLOGY TECHNOLOGY/HELPDESK SECRETARY 6THS 1.0

TRANSPORTATION TRANSPORTATION DIRECTOR SEC CTDS 1.0

WAREHOUSE RECEIVING CLERK CRVC 1.0

33.0

Absorb 10.0 Non‐Campus Clerical vacancies @ $35,817 = $358,170

5,726 students x 4.0 non‐campus clerical positions per 1,000 students = 22.9 positions

33.0 current non‐campus clerical positions ‐ 22.9 benchmark positions = 10.1 positions (48%) over benchmark

25

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTCampus Clinic Staffing


Job Title Average Payroll Positions Total Compensation

Licensed Vocational Nurse (LVN) 27,300 0 $0

Registered Nurse (RN) 66,072 7 $462,504

Current Model Total Payroll $462,504

Job Title Average Payroll Positions Total Compensation

Licensed Vocational Nurse (LVN) 27,300 7 $191,100

Registered Nurse (RN) 66,072 3 $198,216

Proposed Model Total Payroll $389,316

Savings by Implementation of New Model $73,188

Current Staffing Model

Proposed Staffing Model

26

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTCampus Library Staffing


Job Title Average Payroll Positions

Total

Compensation

Library Aide 20,349 2 $40,698

Librarian 69,296 7 $485,072

Current Model Total Payroll $525,770

Job Title Average Payroll Positions

Total

Compensation Average Payroll Positions Total Compensation

Library Aide 20,349 7 $142,443 20,349 7 $142,443

Librarian 69,296 2 $138,592 69,296 3 $207,888

Proposed Model Total Payroll $281,035 $350,331

Savings by Implementation of New Models $244,735 $175,439

* One librarian supervising SHS and MMS, and another supervising the 5 elementary campuses

** One librarian supervising SHS, one librarian supervising MMS and 2 elementary campuses, and a third supervising 3 elementary sites

Current Staffing Model

Proposed Staffing Models

Model 1* Model 2**

27

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTProfessional and Administrative Support Positions

Comparison of TSPR Data for 2013-14 through 2016-17

Southside ISD PEIMS Reports SISD SISD SISD SISD

Report Categories PEIMS Code (13-14) (14-15) (15-16) (16-17)Student Membership 5,150 5,332 5,587 5,723 5,299,728

182 255 136

Professional Support 75.7 102.2 122.5 96.4 68,699.5

Professional Support per 1,000 Stds 14.7 19.2 21.9 16.8 13.0

Counselor, Social Worker 008, 024 15.9 16.9 17.0 16.4

Diagnostician, LSSP 011, 023 5.0 7.0 6.0 6.0

Librarian 013 6.4 5.5 6.4 6.0

School Nurse (RN) 022 7.0 7.2 7.0 6.9

Speech Therapist 026 3.0 6.0 7.0 7.0

Truant Officer, Visiting Teacher 030 1.0 1.0 3.0 3.0

Other Campus Prof. Support, Tchr. Fac. 058, 041 12.1 22.0 23.3 12.1

Other Non-Campus Prof. Support 080 25.3 36.6 52.8 39.0

75.7 102.2 122.5 96.4

Campus Admin. 20.7 23.1 21.0 23.5 19,159.7

Campus Admin. per 1,000 Stds 4.0 4.3 3.8 4.1 3.6

Assistant Principal 003 11.3 13.8 13.0 15.0

Instructional Program Director, AD 012, 040 1.0 1.0 1.0 0.5

Principal 020 8.4 8.3 7.0 8.0

20.7 23.1 21.0 23.5

Central Admin. 4.0 2.8 3.1 5.0 7,905.8

Central Admin. per 1,000 Stds 0.8 0.5 0.6 0.9 1.5

Asst./Assoc,/Deputy Superintendent 004 1.0 0.0 1.0 2.0

Superintendent 027 1.0 1.0 1.0 1.0

Business Manager, HR Director 043,045 2.0 1.8 1.1 2.0

4.0 2.8 3.1 5.0

Total Prof. & Admin. Support 100.4 128.1 146.6 124.9 95,765.0

Total Support per 1,000 Stds 19.5 24.0 26.2 21.8 18.1

5,726 students x 18.1 administrative and support positions per 1,000 students = 103.6 benchmark positionsSouthside ISD: 124.9 admin./prof. support positions - 103.6 benchmark positions = 21.3 positions over benchmark (= 20.5% over benchmark)

Absorb 21.0 Professional & Administrative Support vacancies @ $75,456 = $1,584,576

State Avg

(15-16)

28

Class Size

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTElementary Staffing and Enrollment as of November 28, 2016

Current Sections

SOUTHSIDE ISD

Elementary

Schools Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg.

Pearce Primary

Regular Ed 4 61 15.3 4 58 14.5 4 70 17.5 4 84 21.0 4 76 19.0 4 86 21.5 24 435 18.1

Bilingual Ed 1 17 17.0 1 11 11.0 1 22 22.0 1 23 23.0 1 27 27.0 1 22 22.0 6 122 20.3

Freedom Elem

Regular Ed 4 80 20.0 3 70 23.3 4 93 23.3 4 81 20.3 4 95 23.8 4 84 21.0 23 503 21.9

Dual Language Ed 1 14 14.0 1 20 20.0 2 12 6.0 2 27 13.5 2 29 14.5 2 27 13.5 10 129 12.9

Gallardo Elem

Regular Ed 5 97 19.4 5 90 18.0 4 84 21.0 5 97 19.4 5 95 19.0 5 107 21.4 29 570 19.7

Bilingual Ed 1 8 8.0 1 15 15.0 1 8 8.0 1 17 17.0 1 14 14.0 1 8 8.0 6 70 11.7

Heritage Elem

Regular Ed 3 68 22.7 4 72 18.0 4 72 18.0 5 91 18.2 4 83 20.8 4 70 17.5 24 456 19.0

Bilingual Ed 1 14 14.0 1 18 18.0 1 23 23.0 1 25 25.0 1 23 23.0 2 34 17.0 7 137 19.6

Losoya IS

Regular Ed 15 353 23.5 12 328 27.3 27 681 25.2

Biling./Dual Lang Ed 5 106 21.2 4 95 23.8 9 201 22.3

Total 10 180 18.0 20 354 17.7 21 384 18.3 23 445 19.3 22 442 20.1 23 438 19.0 20 459 23.0 16 423 26.4 165 3,304 20.0

Benchmark for K‐4 = 19.5 to 21.0

K‐4 Class Average = 109 sections with 2,063 students = 18.9 students per class Bil/Dual Lang. = 38 Sect. & 659 Stds = 17.3

PK‐5 Class Average = 165 sections with 3,304 students = 20.0 students per class Regular Educ. = 127 Sect. & 2,645 Stds = 20.8

Grade 5 Total KindergartenPre‐K Grade 1 Grade 2 Grade 3 Grade 4 Grade 6

30

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTElementary Staffing and Enrollment as of November 28, 2016

Proposed Sections

SOUTHSIDE ISD

Elementary

Schools Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg. Sect Stds

Class

Avg.

Pearce Primary

Regular Ed 3 61 20.3 3 58 19.3 4 70 17.5 4 84 21.0 4 76 19.0 4 86 21.5 22 435 19.8

Bilingual Ed 1 17 17.0 1 11 11.0 1 22 22.0 1 23 23.0 1 27 27.0 1 22 22.0 6 122 20.3

Freedom Elem

Regular Ed 4 80 20.0 3 70 23.3 4 93 23.3 4 81 20.3 4 95 23.8 4 84 21.0 23 503 21.9

Dual Language Ed 1 14 14.0 1 20 20.0 2 12 6.0 2 27 13.5 2 29 14.5 2 27 13.5 10 129 12.9

Gallardo Elem

Regular Ed 5 97 19.4 5 90 18.0 4 84 21.0 5 97 19.4 5 95 19.0 5 107 21.4 29 570 19.7

Bilingual Ed 1 8 8.0 1 15 15.0 1 8 8.0 1 17 17.0 1 14 14.0 1 8 8.0 6 70 11.7

Heritage Elem

Regular Ed 3 68 22.7 4 72 18.0 4 72 18.0 5 91 18.2 4 83 20.8 4 70 17.5 24 456 19.0

Bilingual Ed 1 14 14.0 1 18 18.0 1 23 23.0 1 25 25.0 1 23 23.0 2 34 17.0 7 137 19.6

Losoya IS

Regular Ed 15 353 23.5 12 328 27.3 27 681 25.2

Biling./Dual Lang Ed 5 106 21.2 4 95 23.8 9 201 22.3

Total 10 180 18.9 19 354 18.6 21 384 18.3 23 445 19.3 22 442 20.1 23 438 19.0 20 459 23.0 16 423 26.4 163 3,304 20.3

K‐4 Class Average = 108 sections with 2,063 students = 19.1 students per class Benchmark = 19.5 to 21.0

PK‐5 Class Average = 163 sections with 3,304 students = 20.3 students per class

Kindergarten TotalGrade 6Pre‐K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5

31

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTMiddle School Class Size ComparisonsEnrollment and Staffing as of November 28, 2016

MS Core Courses Matthey MS

Course Students Sections Average

English ‐ 7 295 15 19.7

English ‐ 7 PAP 58 4 14.5

English ‐ 8 314 17 18.5

English ‐ 8 PAP 130 6 21.7

ESL 6 1 6.0

Read‐ 180 169 11 15.4

Math ‐ 7 (Accel. Instruction) 183 12 15.3

Math ‐ 7 300 14 21.4

Math ‐ 7 PAP 56 3 18.7

Math ‐ 8 (Accel. Instruction) 201 15 13.4

Math ‐ 8 225 11 20.5

Algebra 1 119 8 14.9

Science 1 290 13 22.3

Science ‐ 7 PAP 73 3 24.3

Science 2 225 11 20.5

Science ‐ 8 PAP 154 6 25.7

Texas History ‐ 7 253 12 21.1

Texas History ‐ 7 PAP 112 5 22.4

American History ‐ 8 322 15 21.5

American History ‐ 8 PAP 120 6 20.0

Intro to Spanish 95 5 19.0

Spanish 1 118 6 19.7

Student/Teacher Students Sections Class Avg.

Core Subjects 3,818 199 19.2

Std/Tchr (Reg Ed) Students Tchrs Schedule

Theoretical Average (8/7) 832 54.1 17.6

Theoretical Average (7/6) 17.9

32

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTHigh School Class Size Comparisons


HS Core Courses Southside HS


English 1 291 13 22.4

English 1 PAP 147 12 12.3

English 2 226 12 18.8

English 2 PAP 140 12 11.7

English 3 267 10 26.7

English 3 AP 36 2 18.0

English 4 282 11 25.6

English 4 AP 21 1 21.0

English DC 84 5 16.8

English Electives 74 4 18.5

ELA Spprt (STAAR, Rdg, ESL, etc) 113 16 7.1

Algebra 1 313 18 17.4

Algebra 1 PAP 44 2 22.0

Algebra 2 221 10 22.1

Algebra 2 PAP 119 14 8.5

Geometry 206 8 25.8

Geometry PAP 166 16 10.4

Pre‐Calculus 126 4 31.5

Pre‐Calculus PAP 16 4 4.0

AP/DC Calculus, Statistics, AQR 164 14 11.7

Math Models 83 3 27.7

World Geography 330 13 25.4

World Geography PAP 135 6 22.5

World History 234 14 16.7

US History 278 14 19.9

Government, Economics 593 22 27.0

AP/DC Social Studies 419 25 16.8

Social Studies Electives 39 4 9.8

Intro Phys/Chem 237 13 18.2

Biology PAP 273 11 24.8

Chemistry 202 10 20.2

Chemistry PAP 141 12 11.8

Physics PAP 131 11 11.9

Science Electives 213 10 21.3Spanish 314 13 24.2

Core Subject Counts 6,678 369 18.1

Std/Tchr (Reg Ed) Students TchrsTheoretical Average (8/6.5) 1,515 91.0 20.5



33

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTAthletic Period Class Counts


9th Boys Var. & JV Boys 9th Girls Var. & JV Girls Totals

Campus Students Coach Avg Students Coach Avg Students Coach Avg Students Coach Avg Students Coach Avg

Southside HS 85 9 9.4 126 12 10.5 55 7 7.9 105 10 10.5 371 38.0 9.8

371 33.0 11.2Benchmark 371 28.0 13.3= 15 to 17 371 24.0 15.5

7th Boys 7th Girls 8th Boys 8th Girls Totals

Campus Students Coach Avg Students Coach Avg Students Coach Avg Students Coach Avg Students Coach Avg

Matthey MS 83 5 16.6 88 4 22.0 113 6 18.8 67 4 16.8 351 19 18.5

Benchmark

= 18 to 20

Assignment SHS MMS Total

English, Speech 0 0 0

Math 2 0 2

Science 0 0 0

Social Studies 4 1 5

CTE 0 0 0

Special Ed 7 4 11

HPE 2 5 7

AVID 4 0 4

Elementary 6 2 8

Other 6 0 6

Total 31 12 43

High Schools

MS Schools

34

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTMiddle School Elective Class Counts as of November 28, 2016

MS Electives Matthey MS


Agriculture 71 6 11.8

Art 50 6 8.3

AVID 185 15 12.3

BIM 91 4 22.8

Carrer Portals 40 5 8.0

Engineeering Technology 25 2 12.5

Journalism/Yearbook 11 1 11.0

Music ‐ Band 140 11 12.7

Music ‐ Choir 78 5 15.6

News/Video 24 1 24.0

PE 340 16 21.3

PE ‐ Athletics 351 19 18.5

Robotics 54 3 18.0

Theatre 39 2 19.5

MS Elective Average 1,499 96 15.6

35

SOUTHSIDE INDEPENDENT SCHOOL DISTRICT High School Elective Class Counts as of November 28, 2016

HS Electives Southside HS


Art 519 25 20.8

Band, Color Guard 92 10 9.2

Choir 30 6 5.0

Dance 93 6 15.5

Theatre 156 10 15.6

AVID 1, 2, 3 429 28 15.3

Health DC 68 6 11.3

Journalism, Photog. 18 3 6.0

PE 316 35 9.0

PE ‐ Athletics 371 38 9.8

PE ‐ Cheer, Pep Squad 65 7 9.3

ROTC 79 6 13.2

Sports Medicine 16 5 3.2

Agriculture, Food 164 12 13.7

Arts, AV, Comm. 322 24 13.4

Business Mgt, Admin. 79 5 15.8

Education, Training 106 6 17.7

Health Science 192 9 21.3

Hospitality, Tourism 200 11 18.2

Information Tech. 32 2 16.0

Law, Public Safety 155 7 22.1

Manufacturing 147 8 18.4

STEM 84 5 16.8

Transp., Distrib. 101 5 20.2

All Elective Average 3,834 279 13.7

Fine Arts Average 890 57 15.6

"Other" Average 1,362 128 10.6

Vocational Average 1,582 94 16.8

36

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTSecondary Enrollment as of November 28, 2016

Current Master Schedules

High

Schools Grade 9 Grade 10 Grade 11 Grade 12

Total

Pupils

Total

Teachers

Sp Ed

TeachersNet Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Southside

HS 497 351 350 317 1,515 105.0 14.0 91.0 8 6.5 20.5

High School

Total 497 351 350 317 1,515 105.0 14.0 91.0 8 6.5 20.5

8 7 19.0

7 6 19.4

Middle

SchoolsGrade 7 Grade 8

Total

Pupils

Total

Teachers

Sp Ed

TeachersNet Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Matthey

MS 385 447 832 59.1 5.0 54.1 8 7 17.6

MS School

Total 385 447 832 59.1 5.0 54.1 8 7 17.6

* Losoya IS currently has 423 students in the sixth grade 7 6 17.9

2017-18: SHS = 1,515 - 317 + 447 = 1,645 students (Possible increase of 130 students) (Using a 7/6 schedule)

Benchmark (9-12) = 22.0 to 24.0MMS = 832 - 447 + 423 = 808 students (Possible decrease of 24 students) Benchmark (6-8) = 22.0 to 25.0

37

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTProjected Middle School Staffing and Enrollment for 2017-18

Maintain Current 8/7 Master Schedule: Position Adjustment by Varying Class Average

Benchmark = 22 to 25

with a 7/6 Schedule

Total

Pupils

Total

Teacher

SpEd

Teacher

Net

Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Tchr @

Avg

(+/‐)

Tchrs

Savings at $62,540

per Position

Teacher

Load at

Average

Matthey MS Base Line 832 59.1 5.0 54.1 8 7 17.6 123

Projected 2016‐17

enrollment change‐24

MS Base Line with

projected enrollment808 59.1 5.0 54.1 8 7 17.1 119

Matthey MS at 17.0 Avg. 808 59.1 5.0 54.1 8 7 17.0 54.3 0.2 ‐$12,153 119

Matthey MS at 17.5 Avg. 808 59.1 5.0 54.1 8 7 17.5 52.8 ‐1.4 $84,908 123

Matthey MS at 18.0 Avg. 808 59.1 5.0 54.1 8 7 18.0 51.3 ‐2.8 $176,576 126

Matthey MS at 18.5 Avg. 808 59.1 5.0 54.1 8 7 18.5 49.9 ‐4.2 $263,290 130

Matthey MS at 19.0 Avg. 808 59.1 5.0 54.1 8 7 19.0 48.6 ‐5.5 $345,439 133

Matthey MS at 19.5Avg. 808 59.1 5.0 54.1 8 7 19.5 47.4 ‐6.8 $423,376 137

Matthey MS at 20.0 Avg. 808 59.1 5.0 54.1 8 7 20.0 46.2 ‐8.0 $497,416 140

Matthey MS at 20.5 Avg. 808 59.1 5.0 54.1 8 7 20.5 45.0 ‐9.1 $567,845 144

Matthey MS at 21.0 Avg. 808 59.1 5.0 54.1 8 7 21.0 44.0 ‐10.2 $634,919 147

Matthey MS at 21.5 Avg. 808 59.1 5.0 54.1 8 7 21.5 43.0 ‐11.2 $698,874 151

Matthey MS at 22.0 Avg. 808 59.1 5.0 54.1 8 7 22.0 42.0 ‐12.2 $759,922 154

Matthey MS at 22.5 Avg. 808 59.1 5.0 54.1 8 7 22.5 41.0 ‐13.1 $818,256 158

Matthey MS at 23.0 Avg. 808 59.1 5.0 54.1 8 7 23.0 40.1 ‐14.0 $874,055 161

Matthey MS at 23.5 Avg. 808 59.1 5.0 54.1 8 7 23.5 39.3 ‐14.8 $927,479 165

Matthey MS at 24.0 Avg. 808 59.1 5.0 54.1 8 7 24.0 38.5 ‐15.6 $978,677 168

38

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTProjected Middle School Staffing and Enrollment for 2017-18

Shift to 7/6 Master Schedule: Position Adjustment by Varying Class Average


with a 7/6 Schedule

Total

Pupils

Total

Teacher

SpEd

Teacher

Net

Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Tchr @

Avg

(+/‐)

Tchrs

Savings at $62,540

per Position

Teacher

Load at

Average

Matthey MS Base Line 832 59.1 5.0 54.1 8 7 17.6 123

Projected 2016‐17

enrollment change‐24

Projected 2016‐17

schedule change7 6

MS Base Line with

projected enrollment808 59.1 5.0 54.1 7 6 17.4 104

Matthey MS at 17.0 Avg. 808 59.1 5.0 54.1 7 6 17.0 55.5 1.3 ‐$82,927 102

Matthey MS at 17.5 Avg. 808 59.1 5.0 54.1 7 6 17.5 53.9 ‐0.3 $16,156 105

Matthey MS at 18.0 Avg. 808 59.1 5.0 54.1 7 6 18.0 52.4 ‐1.8 $109,735 108

Matthey MS at 18.5 Avg. 808 59.1 5.0 54.1 7 6 18.5 51.0 ‐3.2 $198,255 111

Matthey MS at 19.0 Avg. 808 59.1 5.0 54.1 7 6 19.0 49.6 ‐4.5 $282,116 114

Matthey MS at 19.5Avg. 808 59.1 5.0 54.1 7 6 19.5 48.3 ‐5.8 $361,676 117

Matthey MS at 20.0 Avg. 808 59.1 5.0 54.1 7 6 20.0 47.1 ‐7.0 $437,259 120

Matthey MS at 20.5 Avg. 808 59.1 5.0 54.1 7 6 20.5 46.0 ‐8.1 $509,154 123

Matthey MS at 21.0 Avg. 808 59.1 5.0 54.1 7 6 21.0 44.9 ‐9.2 $577,626 126

Matthey MS at 21.5 Avg. 808 59.1 5.0 54.1 7 6 21.5 43.8 ‐10.3 $642,914 129

Matthey MS at 22.0 Avg. 808 59.1 5.0 54.1 7 6 22.0 42.8 ‐11.3 $705,233 132

Matthey MS at 22.5 Avg. 808 59.1 5.0 54.1 7 6 22.5 41.9 ‐12.2 $764,783 135

Matthey MS at 23.0 Avg. 808 59.1 5.0 54.1 7 6 23.0 41.0 ‐13.1 $821,744 138

Matthey MS at 23.5 Avg. 808 59.1 5.0 54.1 7 6 23.5 40.1 ‐14.0 $876,281 141

Matthey MS at 24.0 Avg. 808 59.1 5.0 54.1 7 6 24.0 39.3 ‐14.8 $928,545 144

39

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTProjected High School Enrollment for 2017-18

Maintain Current 8/6.5 Master Schedule: Position Adjustment by Varying Class Average


with a 7/6 Schedule

Total

Pupils

Total

Teacher

SpEd

Teacher

Net

Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Tchr @

Avg

(+/‐)

Tchrs

Savings at $62,540

per Position

Teacher

Load at

Average

SHS Base Line 1,515 105.0 14.0 91.0 8 6.5 20.5 133

Projected 2016‐17

enrollment change+65

HS Base Line with

projected enrollment1,580 105.0 14.0 91.0 8 6.5 21.4 139

SHS at 21.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 21.0 92.6 1.6 ‐$100,110 137

SHS at 21.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 21.5 90.4 ‐0.6 $34,570 140

SHS at 22.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 22.0 88.4 ‐2.6 $163,129 143

SHS at 22.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 22.5 86.4 ‐4.6 $285,974 146

SHS at 23.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 23.0 84.5 ‐6.5 $403,477 150

SHS at 23.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 23.5 82.7 ‐8.3 $515,981 153

SHS at 24.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 24.0 81.0 ‐10.0 $623,796 156

SHS at 24.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 24.5 79.4 ‐11.6 $727,212 159

SHS at 25.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 25.0 77.8 ‐13.2 $826,490 163

SHS at 25.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 25.5 76.3 ‐14.7 $921,875 166

SHS at 26.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 26.0 74.8 ‐16.2 $1,013,592 169

SHS at 26.5 Avg. 1,580 105.0 14.0 91.0 8 6.5 26.5 73.4 ‐17.6 $1,101,848 172

SHS at 27.0 Avg. 1,580 105.0 14.0 91.0 8 6.5 27.0 72.0 ‐19.0 $1,186,835 176

40




with a 7/6 Schedule

Total

Pupils

Total

Teacher

SpEd

Teacher

Net

Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Tchr @

Avg

(+/‐)

Tchrs

Savings at $62,540

per Position

Teacher

Load at

Average

SHS Base Line 1,515 105.0 14.0 91.0 8 6.5 20.5 133

Projected 2016‐17


Projected 2016‐17

schedule change8 7

HS Base Line with

projected enrollment1,580 105.0 14.0 91.0 8 7 19.8 139

SHS at 20.0 Avg. 1,580 105.0 14.0 91.0 8 7 20.0 90.3 ‐0.7 $44,671 140

SHS at 21.0 Avg. 1,580 105.0 14.0 91.0 8 7 21.0 86.0 ‐5.0 $313,551 147

SHS at 22.0 Avg. 1,580 105.0 14.0 91.0 8 7 22.0 82.1 ‐8.9 $557,987 154

SHS at 22.5 Avg. 1,580 105.0 14.0 91.0 8 7 22.5 80.3 ‐10.7 $672,057 158

SHS at 23.0 Avg. 1,580 105.0 14.0 91.0 8 7 23.0 78.5 ‐12.5 $781,167 161

SHS at 23.5 Avg. 1,580 105.0 14.0 91.0 8 7 23.5 76.8 ‐14.2 $885,635 165

SHS at 24.0 Avg. 1,580 105.0 14.0 91.0 8 7 24.0 75.2 ‐15.8 $985,750 168

SHS at 24.5 Avg. 1,580 105.0 14.0 91.0 8 7 24.5 73.7 ‐17.3 $1,081,778 172

SHS at 25.0 Avg. 1,580 105.0 14.0 91.0 8 7 25.0 72.2 ‐18.8 $1,173,965 175

SHS at 25.5 Avg. 1,580 105.0 14.0 91.0 8 7 25.5 70.8 ‐20.2 $1,262,537 179

SHS at 26.0 Avg. 1,580 105.0 14.0 91.0 8 7 26.0 69.5 ‐21.5 $1,347,703 182

SHS at 26.5 Avg. 1,580 105.0 14.0 91.0 8 7 26.5 68.1 ‐22.9 $1,429,654 186

SHS at 27.0 Avg. 1,580 105.0 14.0 91.0 8 7 27.0 66.9 ‐24.1 $1,508,571 189

41




with a 7/6 Schedule

Total

Pupils

Total

Teacher

SpEd

Teacher

Net

Teachers

Pupil

Periods

Teacher

PeriodsP/T Ratio

Tchr @

Avg

(+/‐)

Tchrs

Savings at $62,540

per Position

Teacher

Load at

Average

SHS Base Line 1,515 105.0 14.0 91.0 8 6.3 21.1 133

Projected 2016‐17


Projected 2016‐17

schedule change7 6

HS Base Line with

projected enrollment1,580 105.0 14.0 91.0 7 6 20.3 122

SHS at 20.0 Avg. 1,580 105.0 14.0 91.0 7 6 20.0 92.2 1.2 ‐$72,963 120

SHS at 21.0 Avg. 1,580 105.0 14.0 91.0 7 6 21.0 87.8 ‐3.2 $201,518 126

SHS at 22.0 Avg. 1,580 105.0 14.0 91.0 7 6 22.0 83.8 ‐7.2 $451,046 132

SHS at 22.5 Avg. 1,580 105.0 14.0 91.0 7 6 22.5 81.9 ‐9.1 $567,493 135

SHS at 23.0 Avg. 1,580 105.0 14.0 91.0 7 6 23.0 80.1 ‐10.9 $678,876 138

SHS at 23.5 Avg. 1,580 105.0 14.0 91.0 7 6 23.5 78.4 ‐12.6 $785,520 141

SHS at 24.0 Avg. 1,580 105.0 14.0 91.0 7 6 24.0 76.8 ‐14.2 $887,721 144

SHS at 24.5 Avg. 1,580 105.0 14.0 91.0 7 6 24.5 75.2 ‐15.8 $985,750 147

SHS at 25.0 Avg. 1,580 105.0 14.0 91.0 7 6 25.0 73.7 ‐17.3 $1,079,857 150

SHS at 25.5 Avg. 1,580 105.0 14.0 91.0 7 6 25.5 72.3 ‐18.7 $1,170,275 153

SHS at 26.0 Avg. 1,580 105.0 14.0 91.0 7 6 26.0 70.9 ‐20.1 $1,257,214 156

SHS at 26.5 Avg. 1,580 105.0 14.0 91.0 7 6 26.5 69.6 ‐21.4 $1,340,873 159

SHS at 27.0 Avg. 1,580 105.0 14.0 91.0 7 6 27.0 68.3 ‐22.7 $1,421,434 162

42

Special Education

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTSpecial Education Staffing and Enrollment by Program

Students, Teachers and Instructional Aides as of November 28, 2016

ProgramStudents Receiving

Services Teachers

Pupil/Teacher

Ratio

Instruct.

Aides

Total Special

Ed Staff

Total Pupil/Staff

Ratio

Campus programs less "speech‐only" students

Southside HS 166 12.0 13.8 6.0 18.0 9.2

Matthey MS 111 7.0 15.9 6.0 13.0 8.5

Losoya IS 103 5.0 20.6 6.0 11.0 9.4

Freedom Elem. 33 3.0 11.0 2.0 5.0 6.6

Gallardo Elem. 52 7.0 7.4 4.0 11.0 4.7

Heritage Elem. 28 5.0 5.6 6.0 11.0 2.5

Pearce Primary 36 4.0 9.0 1.0 5.0 7.2

Sub Total 529 43.0 12.3 31.0 74.0 7.1

Others

Southside Alt. Center, RDSDP 8

Speech‐Only Students 99

Speech Therapists 7.0

Total 636 50.0 12.7 31.0 81.0 7.9

Southside ISD at State Avg 636 42.1 15.1 46.2 88.3 7.2

Difference ‐7.9 15.2

Savings at Average Salaries $492,865 ‐$352,420 $140,445

44

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTSpecial Education Enrollment by Campus

as of November 28, 2016

CampusTotal

Pupils

Total SpEd

Students

Actual Percent

SpEd

Subtract

"Speech Only"

Adjusted SpEd

Students

Adjusted

Percent SpEd

High Schools

Southside HS 1,515 166 11.0% 0 166 11.0%

Southside Alt. Center 46 8 17.4% 0 8 17.4%

Middle Schools

Matthey MS 832 113 13.6% 2 111 13.3%

Elementary Schools

Losoya IS 882 112 12.7% 9 103 11.7%

Freedom Elem. 632 55 8.7% 22 33 5.2%

Gallardo Elem. 658 79 12.0% 27 52 7.9%

Heritage Elem. 593 44 7.4% 16 28 4.7%

Pearce Primary 568 59 10.4% 23 36 6.3%

Others

Total 5,726 636 11.1% 99 537 9.4%

State Percent-ID goal for 2015-16 = 8.5%Southside ISD Identification in 2010‐11 = 9.5%

Southside ISD Identification in 2011‐12 = 9.6%




Southside ISD Identification in 2015‐16 = 10.4%45

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTAssessment and Speech Pathology

Special Education Enrollment and Staffing as of November 28, 2016

Program

Sp Ed

Students Staff Case Load

Assessment

Diagnosticians 1.0

LSSPs 4.0

Total Assessors 5.0

Students Staff Average

Southside ISD 636 5.0 127.2

Benchmark Case Load 80‐85

Options 636 6.0 106.0

636 6.5 97.8

636 7.0 90.9

636 7.5 84.8

636 8.0 79.5

Speech Pathology

Speech Pathologist (SLP) 2.0

Speech Assistant 5.0

Total Service Providers 7.0

Students Staff Average

Southside ISD 262 7.0 37.4

Benchmark Case Load 43‐48

Options 262 6.5 40.3

262 6.0 43.7

262 5.5 47.6

46

Support Staff

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTMeals Per Labor Hour (MPLH)

Data for November 28, 2016

CampusEnrollment (as of

November 28, 2016)

Total F/R

Count

Avg. Daily

Breakfasts

Served

Avg. Daily

Snacks

Served

Avg. Daily

"Type A"

Lunches

Avg. Daily Ala

Carte Eq. &

Catering

Avg. Daily

Meals

Served

Average Labor

Hrs per Day

Actual

MPLH

Standard

MPLH*

High Schools

Southside HS 66.0

ACES 27.5

DAEP 6.5

Middle Schools

Matthey MS 56.5

Elementary Schools

Losoya IS 37.0

Freedom Elem. 43.5

Gallardo Elem. 50.0

Heritage Elem. 37.0

Pearce Primary 43.5

Total 5,726 5,166 3,258 436 4,313 277 6,205 367.5 16.9 18.0

Percent Free/Reduced 90% F/R Lunch = 4,590 = 89%

Percent Breakfast Served 57% 5,166

Percent Lunch Served 75%

F/R Breakfast = 3,258 = 63%

5,166

Staffing Efficiency = (Actual MPLH/Standard MPLH) = (16.9/18.0) = 94%

* Standard MPLH based upon "School Food Service Management in the 21st Century" by Dorothy Pannell

48

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTMaintenance Staffing Compared to APPA Standards *Square Footage and Staffing as of November 28, 2016

PositionSouthside ISD Gross

Square Footage* APPA Standard

APPA

Staffing

Current

StaffingDifference

General Maintenance Workers 1,004,343 1 : 500,000 GSF 2.0 2.0 (0.0)

HVAC Technicians 1 : 450,000 GSF 2.2 4.0 1.8

Plumbers, Welders, Kitchen Equipment 1 : 390,000 GSF 2.6 3.0 0.4

Electricians, Communication Techs 1 : 380,000 GSF 2.6 2.0 (0.6)

Carpenters, Locksmiths, Masons 1 : 300,000 GSF 3.3 0.0 (3.3)

Painters, Fire Protection 1 : 300,000 GSF 3.3 2.0 (1.3)

Summer Paint Crew FTEs (15 painters for 60 days) 3.8

Groundsmen, Sprinklers, Small Engine Repair 251 acres 1 : 35 acres 7.2 8.0 0.8

Contract Services $149,867 1 : $34,137 4.4 4.4

Sub‐Total 23.4 29.2 5.8

Executive Director 1.0

Executive Director Secretary Clerk 1.0

Total 31.2

Absorb 5.8 position vacancies @ $34,137 = $197,995

*Association of Physical Plant Administrators, (APPA) standards per Gross Square Foot (GSF) are used for projections

49

SOUTHSIDE INDEPENDENT SCHOOL DISTRICTCustodial Staffing Compared to ASBO Standards *

Square Footage and Staffing as of November 28, 2016

CampusesCleanable

Square Ft.

Total

Custodians

* Recommended

CustodiansVariance

High Schools

Southside HS, ACES, Ag Bldg. 248,121 16.0 13.1 2.9

DAEP 28,000 1.0 1.5 (0.5)

Middle Schools

Matthey MS 104,000 6.0 5.5 0.5

Elementary Schools

Losoya IS 68,782 4.0 3.6 0.4

Freedom Elem. 56,000 4.0 2.9 1.1

Gallardo Elem. 68,444 5.0 3.6 1.4

Heritage Elem. 54,000 5.0 2.8 2.2

Pearce Primary 73,118 5.0 3.8 1.2

Other Facilities

Administration Building, HR 7,040 1.0 0.4 0.6

Judith Lozano Building 40,000 1.0 2.1 (1.1)

Maint./Purchasing/Police Bldg. 12,928 0.7 0.7 0.0

Transportation 11,040 0.6 0.6 0.0

Sub‐Total 771,473 49.3 40.6 8.7

Director of Facilities 1.0

Plant Manager 1.0

Maintenance Clerk 1.0

Total 771,473 49.3 43.6

*Recommended staff based on ASBO projection of 1 custodian per 19,000 Cleanable Square Feet (ASF)

Southside ISD current staffing = 1 custodian per 15,649 adjusted square feet (ASF)

Absorb 9.0 position vacancies @ $23,907 = $215,16350

Peer District Comparisons

Southside ISDPeer Staffing Benchmarks

Criterion Southside ISD State Average Average of Peer Districts

Alice ISD Galveston ISD Huntsville ISD Kerrville ISD Plainview ISD Somerset ISD

DISTRICT INFORMATION

District Code 015917 0 125901 084902 236902 133903 095905 015909ESC Region '20 '02 '04 '06 '20 '17 '20

STUDENT INFORMATIONTotal Students: 5,582 5,284,252 5,619 5,135 6,983 6,937 5,023 5,655 3,981

Ethnic Distribution:African American 1.5% 12.6% 0.6% 25.1% 24.4% 1.9% 4.2% 0.5%Hispanic 90.1% 52.2% 94.4% 45.0% 32.2% 47.5% 77.8% 87.1%White 7.7% 28.5% 4.3% 25.6% 39.2% 47.5% 16.1% 11.3%American Indian 0.1% 0.4% 0.1% 0.5% 0.3% 0.2% 0.3% 0.3%Asian 0.2% 4.0% 0.5% 2.0% 1.4% 1.1% 0.4% 0.1%Pacific Islander 0.1% 0.1% 0.0% 0.1% 0.1% 0.2% 0.1% 0.1%Two or More Races 0.5% 2.1% 0.2% 1.8% 2.5% 1.5% 1.1% 0.7%

Economically Disadvantaged 80.9% 59.0% 77.4% 74.3% 58.3% 57.2% 74.4% 79.4%Limited English Proficient 16.5% 18.5% 3.5% 16.8% 12.1% 7.1% 5.8% 14.6%At-Risk 53.2% 50.1% 53.8% 42.1% 46.9% 51.3% 57.9% 57.5%Special Education 10.4% 8.6% 7.7% 7.4% 7.9% 7.2% 8.4% 9.2%Bilingual / ESL Education 16.1% 18.3% 2.9% 16.9% 11.7% 7.1% 5.8% 13.0%

Class Size InformationElementary:

Kindergarten 17.9 18.9 19.8 19.8 20.3 17.8 20.5 20.8 19.3 Grade 1 18.6 19.1 20.0 20.1 22.0 19.5 20.5 20.7 17.0 Grade 2 18.2 19.1 19.5 19.3 20.8 19.2 20.3 19.9 17.7 Grade 3 15.9 19.1 19.8 19.6 19.5 20.0 19.6 21.7 18.4 Grade 4 18.3 19.0 20.1 19.4 20.5 19.1 19.3 21.6 20.7 Grade 5 19.1 20.8 22.2 20.6 21.8 25.4 22.4 20.5 22.7 Grade 6 18.1 20.4 22.1 22.1 20.9 23.9 20.2 22.6 23.0

Secondary:Secondary English 19.2 17.1 18.8 19.5 19.6 19.0 20.2 17.1 17.5 Secondary Foreign Language 22.7 19.1 20.6 24.1 18.6 21.2 20.9 20.3 18.6 Secondary Math 19.4 18.1 19.6 18.8 20.4 21.7 19.6 18.4 18.7 Secondary Science 18.1 19.1 20.5 20.3 22.1 20.6 21.1 19.8 19.1 Secondary Social Studies 20.4 19.5 20.5 17.9 22.1 20.9 22.2 19.3 20.3

52

Criterion Southside ISD State Average Average of Peer Districts

Alice ISD Galveston ISD Huntsville ISD Kerrville ISD Plainview ISD Somerset ISD

STAFF INFORMATION

Teachers (Total) 368.0 347,272.1 369.6 333.3 462.9 422.6 332.3 380.1 286.6 Teachers (Special Ed) 31.4 30,567.0 29.7 13.0 28.8 55.5 21.2 39.4 20.2

Teachers (Net Special Education) 336.6 316,705.1 340.0 320.3 434.1 367.1 311.1 340.7 266.4 Teachers per 1,000 Students: 60.3 59.9 60.5 62.4 62.2 52.9 61.9 60.2 66.9

Professional Support 122.5 67,755.2 72.7 67.0 131.8 82.8 47.1 52.7 55.0 Prof Support Staff per 1,000 Students: 21.9 12.8 12.9 13.0 18.9 11.9 9.4 9.3 13.8

Campus Administration (School Leadersh 21.0 20,170.5 21.4 23.1 23.8 23.9 19.3 23.7 14.4 Campus Admin per 1,000 Students: 3.8 3.8 3.8 4.5 3.4 3.4 3.8 4.2 3.6

Central Administration 1.1 7,340.2 8.7 12.0 7.9 12.0 8.0 8.0 4.1 Central Admin per 1,000 Students: 0.2 1.4 1.5 2.3 1.1 1.7 1.6 1.4 1.0

Educational Aides: 44.6 65,803.2 88.2 98.0 68.8 95.7 78.3 128.7 59.5 Educational Aides per 1,000 Students: 8.0 12.5 15.7 19.1 9.9 13.8 15.6 22.8 14.9

Auxiliary Staff: 220.1 179,800.9 210.1 222.4 295.8 223.6 184.3 122.4 212.3 Auxiliary Staff per 1,000 Students: 39.4 34.0 37.4 43.3 42.4 32.2 36.7 21.6 53.3

Total Staff 777.3 688,142.2 770.7 755.8 991.0 860.6 669.3 715.6 632.0 Total Staff per 1,000 Students: 139.3 130.2 137.2 147.2 141.9 124.1 133.2 126.5 158.8

Teachers by Program (as a percent):Bilingual/ESL Education 0.6% 5.9% 0.3% 4.9% 6.4% 2.2% 5.9% 6.8%Career & Technical Education 5.2% 4.4% 5.7% 4.4% 5.6% 3.3% 4.7% 5.3%Compensatory Education 0.6% 2.9% 4.3% 3.2% 4.5% 3.5% 6.8% 0.5%Gifted & Talented Education 0.4% 1.9% 0.7% 1.2% 0.0% 0.0% 0.1% 4.3%Regular Education 80.5% 72.6% 83.7% 76.0% 65.4% 81.4% 72.1% 75.7%Special Education 8.5% 8.8% 3.9% 6.2% 13.1% 6.4% 10.4% 7.1%Other 4.1% 3.4% 1.3% 3.9% 4.9% 3.1% 0.0% 0.3%

Number of Students per Teacher 15.2 15.2 15.1 15.4 15.1 16.4 15.1 14.9 13.9

Teacher Turnover Ratio 17.6 16.5 21.7 25.8 18.6 25.3 12.9 22.1 25.6

Special EducationSpecial Education Students 579 453,955 444 394 514 551 364 477 366 Percent Special Education Students 10.4% 8.6% 7.9% 7.7% 7.4% 7.9% 7.2% 8.4% 9.2%Special Education Teachers 31.4 30,567.0 30 13.0 28.8 55.5 21.2 39.4 20.2 Percent Special Education Teachers 8.5% 8.8% 8.0% 3.9% 6.2% 13.1% 6.4% 10.4% 7.1%SpEd Tchrs per 1,000 SpEd Stds: 54.2 67.3 66.8 33.0 56.0 100.7 58.2 82.6 55.2

*Data Source: 2015-16 TAPR (Texas Academic Performance Report)

53

Southside ISDHistorical Personnel Report

2011-12 2012-13 2013-14 2014-15 2015-16

STUDENT ENROLLMENT 5,187 5,128 5,153 5,335 5,587

Economically Disadvantaged 81.0% 80.3% 80.1% 78.0% 80.8%Limited English Proficient 13.5% 14.3% 14.7% 15.0% 16.5%Special Education 9.7% 9.9% 9.6% 10.3% 10.4%Bilingual / ESL Education 12.6% 13.2% 14.5% 14.9% 16.1%

TOTAL TEACHING STAFF 341.47 337.12 353.73 368.78 367.97TEACHERS PER 1,000 STUDENTS 65.80 65.70 68.60 69.10 65.90

Art Therapist 0.00 0.00 0.00 0.00 0.00Athletic Trainer 0.00 0.00 0.00 0.00 0.00Audiologist 0.00 0.00 0.00 0.00 0.00Corrective Therapist 0.00 0.00 0.00 0.00 0.00Counselor 14.96 14.00 13.92 13.89 14.00Department Head 0.00 0.00 0.00 0.00 0.00Educational Diagnostician 0.00 0.00 0.00 2.00 2.00Librarian 6.81 6.99 6.37 5.45 6.37LSSP/Psychologist 5.00 5.00 5.00 5.00 4.00Music Therapist 0.00 0.00 0.00 0.00 0.00Occupational Therapist 0.00 0.00 0.00 0.00 0.00Orientatn/Mobility Spec (Coms) 0.00 0.00 0.00 0.00 0.00Other Camp Prof Personnel 5.23 11.24 7.07 19.00 20.29Othr Non-Instr District 19.00 18.73 25.38 36.73 52.80Physical Therapist 0.00 0.00 0.00 0.00 0.00Physician 0.00 0.00 0.00 0.00 0.00Psychological Associate 0.00 0.00 0.00 0.00 0.00Recreational Therapist 0.00 0.00 0.00 0.00 0.00School Nurse 6.97 7.00 6.95 7.15 7.00Social Worker 3.00 2.00 2.00 3.00 3.00Speech Thrpst/Speech-Lang Path 3.00 4.00 3.00 6.00 7.00Teacher Appraiser 0.00 0.00 0.00 0.00 0.00Teacher Facilitator 1.26 0.10 5.00 3.00 3.00Truant Off/Visit Teacher 1.00 1.00 1.00 1.00 3.00Work-Based Learning Site Coor 0.00 0.00 0.00 0.00 0.00TOTAL SUPPORT STAFF 66.23 70.06 75.70 102.22 122.46SUPPORT STAFF PER 1,000 STUDENTS 12.80 13.70 14.70 19.20 21.90

54

Southside ISDHistorical Personnel Report

2011-12 2012-13 2013-14 2014-15 2015-16Campus Administration:Principal 8.00 9.00 8.44 8.27 7.00Assistant Principal 13.98 11.24 11.21 13.85 13.00Registrar 0.00 0.00 0.00 0.00 0.00

Central Administration:Superintendent/CAO/CEO/Presdnt 1.00 1.00 1.00 1.00 0.00Asst/Assoc/Deputy Superintend. 1.00 0.00 1.00 0.00 0.00Athletic Director 1.00 1.00 1.00 1.00 1.00Dir -Personnel/Human Resources 1.00 1.00 1.00 0.84 0.12Dist Instr Pgm Dir Or Exc Dir 0.00 0.00 0.00 0.00 0.00Teacher Supervisor 0.00 0.00 0.00 0.00 0.00Business Manager 1.00 0.89 1.00 1.00 1.00Tax Assessor And/Or Collector 0.00 0.00 0.00 0.00 0.00TOTAL ADMINISTRATIVE STAFF 26.98 24.13 24.65 25.96 22.12ADMIN STAFF PER 1,000 STUDENTS 5.20 4.70 4.80 4.90 4.00

Certified Interpreter 0.00 0.00 0.00 0.00 0.00Educational Aide 53.82 50.83 55.31 74.19 44.64TOTAL PARAPROFESSIONAL STAFF 53.82 50.83 55.31 74.19 44.64PARAPROF STAFF PER 1,000 STUDENTS 10.40 9.90 10.70 13.90 8.00

AUXILIARY 216.14 207.09 198.11 192.56 220.08AUXILIARY STAFF PER 1,000 STUDENTS 41.70 40.40 38.40 36.10 39.40

TOTAL PERSONNEL 704.64 689.24 707.50 763.72 777.28

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