2020 2020 Vi Visi sion on fo for SDPC SDPC Success Success Five - - PowerPoint PPT Presentation

2020 2020 Vi Visi sion

• n fo

for SDPC SDPC Success Success

Five Year Plan Becoming a Top Five District in SC

2020 2020 Vi Vision sion fo for SDPC SDPC Success Success

Make Pickens County a Top 5 District in S.C.

• Worked as a team on this process:
• Geographic areas – Pickens, Easley, Liberty, Daniel
• Levels – Elementary, Middle, & High
• Administrators, Teachers, Parents, Community Members

Team Members

Daniel Area : Josh Young , Clif Alexander, Tina Maloney Easley Area: Mike Cory, Angie Rodgers, James Adams, Pat Snider, Rick Strickland, Adam Lanford Pickens Area: Donna Harden, Jennifer Ohlrogge, Nikki Miller, Chaz Paxton Liberty Area: Ken Hitchcock, Brad Blackston, John Miller

Wh What at wi will it it ta take?

• Want the ability to recruit, reward, and retain the best for our students
• Teachers, coaches, bus drivers, custodians, cafeteria workers
• Have a vision for the next 5 years and develop a plan to accomplish those

goals

• Think financially towards the future instead of living year to year
• Require sacrifice on the parts of many while always thinking about the

needs of our students:

• Administration
• Teachers
• Taxpayers

2020 2020 Vi Vision sion fo for SDPC SDPC Success Success

• Follow through with recent 5 year Capital Improvements Plan

Recommendations

• Fund these plans with increased Debt Service Millage and Bond

Refinancing

• Make use of this planning and funding to maintain and preserve

current facilities while assisting with providing more technology for

• ur students and teachers

2020 2020 Vi Vision sion fo for SDPC SDPC Success Success

• There is no “magic bullet” to solve the absence of a millage increase for our
• perational budget for over 10 years
• Meanwhile there have continued to be annual increases for labor costs:

insurance, retirement, etc.

• New funds that become available for operational expenses should stay with
• perational expenses (ex. TIF funds) to help offset these costs and restore

certified and classified schedules to their proper place

Wh What at yo you wi will hear hear to today

• There are several methods that could be implemented to assist with

an increase in funding for the district’s operational budget

• While none of the suggestions/ideas solve the problem by

themselves, a combination in some form can assist to reach goals that help to fulfill the mission of making SDPC a Top 5 District

Millage

Oper Operating Millag llage Hi Histor

• ry Wi

With Reassessm assessmen ents ts

2001 ‐2002 111.4 2002 ‐2003 115.4 2003 ‐2004 118.4 2004 ‐2005 118.4 Reassessment (9.5) 2005 ‐2006 108.9 2006 ‐2007 109.0 2007 ‐2008 109.0 2008 ‐2009 109.0 2009 ‐2010 109.0 Reassessment (1.0) 2010 ‐2011 108.0 2011 ‐2012 108.0 2012 ‐2013 108.0 2013 ‐2014 108.0 Reassessment 4.0 2014 ‐2015 112.0 Mill Value $273,943 Effective 2007‐2008 fiscal year, Act 388 replaces millage on 4%

• wner occupied residences with state reimbursement

Oper Operating Millag llage Hi Histor

• ry Si

Since nce 1989 1989

60.0 70.0 80.0 90.0 100.0 110.0 120.0 Series1

Operating Millage By School District ‐2013

0.00000 0.05000 0.10000 0.15000 0.20000 0.25000 0.30000 0.35000 0.40000

Beaufort Colleton Pickens Union Clarendon 1 Clarendon 2 Beaufort Greenwood 50 Greenwood 52 Williamsburg Anderson 1 Florence 4 Aiken Lancaster Dillon Spartanburg 6 York 4 (Fort Mill) Kershaw Spartanburg 2 Laurens 55 Marion Darlington Cherokee Chesterfield Orangeburg 3 Greenwood 51 Spartanburg 4 Spartanburg 7 Newberry Florence 1 Florence 3 Spartanburg 1 Hampton 1 Fairfield Spartanburg 3 Florence 5 Allendale Lexington 3 Lexington 1 Richland 2 Lexington 4 1 2 3 4 5 6 7 8 9 101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172737475767778798081

2013 South Carolina School District Millage Rates

Pickens Source: South Carolina Association of Counties Oconee Anderson 1 Greenville

Total Millage By School District ‐ 2013

0.00000 0.05000 0.10000 0.15000 0.20000 0.25000 0.30000 0.35000 0.40000

Charleston Beaufort Georgetown Calhoun McCormick Jasper Saluda Pickens Lee Lexington 2 Dillon Florence 4 Williston Darlington Chesterfield Sumter Barnwell Laurens 55 Anderson 4 Kershaw Orangeburg 4 York 2… Dorchester 2 Abbeville Edgefield Chester Spartanbur… Fairfield Newberry Orangeburg 5 Greenwood… Anderson 2 York 4 (Fort… Lexington 5 Florence 5 Lexington 3 Richland 1 Spartanbur… Hampton 2 Bamberg 1 Richland 2

2013 South Carolina School District Millage Rates

Pickens County Anderson 1 Greenville Source: South Carolina Association of Counties Oconee

Milla illage In Incr crease se – F – Five Ye Year Pl Plan an

Year 1

• Raise millage 1.7 on operating side for growth

in both consumer price index and county population

• Take the 1 year look back

Years 2 through 5

• Raise millage 1.7 on operating side

Milla illage In Incr crease se will… ll…

Tax for Operating Millage = Appraised Value x 6 % x Millage Rate A 1.7 Mill increase on a $100,000 property would be: $100,000 x 0.06 x 0.0017 = $10.20 With a 1.7 Mill look back, the increase would be doubled in the first year: $100,000 x 0.06 x 0.0017 x 2 = $20.40 A 1.7 Mill Increase on a $1,000,000 property would be: $1,000,000 x 0.06 x 0.0017 = $100.20 And with the 1.7 Mill look back, the increase would be: $1,000,000 x 0.06 x 0.0017 x 2 = $200.40

Milla illage In Incr crease se will… ll…

After 5 years, the total annual increase would be: $100,000 property with no look back = $51.00 $100,000 property with the look back each year = $61.20 $1,000,000 property with no look back = $510.00 $1,000,000 property with the look back each year = $612.00

Milla illage In Incr crease se will… ll…

Based on a Millage value of $273,943, the impact on the Operations budget will be cumulative: Year 1 $931,406 Year 2 $1,397,109 Year 3 $1,862,812 Year 4 $2,328,516 Year 5 $2,794,219

Support for the 5‐Year Plan

Manufacturers Caring for Pickens County (MCPC) The MCPC board represents:

• $500 million in revenue
• $60 million in payroll
• 1500 employees

Facility cility Efficie ficiency ncy Study Study

Compl Complete Facility cility Efficiency ficiency Study Study

• Goal #1‐Create a sustainable future for SDPC
• Goal #2‐Maximize every school facility to minimize costs: utilities, administrative,

maintenance, etc.

• Goal #3‐Emphasize an equitable distribution of district resources to all schools

Facility cility Da Data

• Seven of our schools have less than 400 students‐28% of district schools
• Holly Springs, AR Lewis, Ambler, Hagood, Central, Dacusville Middle, and

McKissick

• These seven schools enroll 12% of the total district students
• Three of the seven schools have less than 250 students

Unsus Unsustai ainabl nable Budg Budget et Re Related To To Fa Facilities

• The total square footage of these seven schools is 390,725 sq. ft. (more than

largest high school)

• Future capital needs in these seven schools totals $6.1 million from 2015 to 2017
• Higher operating cost: 88% of our district students from larger schools receive an

average of $1,433 less per pupil from district than other smaller schools

• Average General Fund Per Pupil of 7 schools is $6,690 per student while other

district schools receive an average of $5,257. The three smallest schools receive an average $6,967 per pupil.

Sus Sustai ainabl nable Futur Future 2020 2020

• Conduct Facility Efficiency Study as soon as possible before future capital needs

planning is implemented.

• Analyze the capacity of each site compared to current enrollment trends. For

example, Holly Springs Elementary can increase their population nearly 100 students without any increase in the personnel or facility.

Sus Sustai ainabl nable Futur Future 2020 2020

• Review attendance line changes to maximize each school facility
• Consider consolidation of inefficient school sites.
• Potential savings of 3‐4 schools consolidation may allow nearly $1.2 to $1.6

million of funds to be reallocated for more equitable future

• $400,000 savings per school x 3 or 4 schools

Personnel

• nnel Structur

Structures es

• Over the next five years, our personnel will have to be reviewed to

determine the personnel structure that will allow us to meet our goal of being a Top 5 district .

• There are several initiatives that could impact the level of staffing for
• ur future and we anticipate opportunities will be there to reduce
• ur personnel percentage of the total budget that currently is 89% of

the total budget. These initiatives include virtual and blended learning.

• We recommend that the Facility Efficiency Study be conducted prior

to making any long‐term decisions on staffing

Personnel

• nnel Budg

Budget et Opportunities Opportunities

• If all facilities are maximized and meet the district expectation for efficiency,

there could be opportunities to absorb staffing FTE’s.

• If a middle school tablet grant is awarded, blended learning can gradually

increase in classrooms making classes less whole group lecture dependent and a higher class ratio could have less consequences.

Personnel

• nnel Budg

Budget et Opportunities Opportunities

• With an increase in virtual learning opportunities in grades 7‐12, we expect

schools will be able to offer more classes that do not require an SDPC Teaching FTE.

• Virtual learning hubs could potentially be housed on the CCTC campus

Cr Crea eati ting ng a Success Successful ful Personnel

• nnel Structur

Structure

• Any staffing changes being done through attrition and continue that initiative

from last year.

• 137 teachers or 12% of our personnel have 27 or more years of teaching

experience and could retire over the next five years

• We believe in our SDPC teachers and want all of them to continue their work in
• ur district.
• We recommend expanding blended learning, virtual learning, and other digital

learning opportunities.

Cr Crea eating ting a Success Successful ul Personnel

• nnel Structur

Structure

• Year 1: Determine efficiency capacity for each school site and maximize

each school structure. Opportunities to absorb personnel or avoid duplication of services should be recommended prior to any increases in class size ratios.

• Year 2: Move to a true 21.5:1 ratio. We are currently staffed at 21.5:1;

however, due to school size, avoiding combination classes and other factors some schools may be staffed higher.

• Year 3: Analyze impact of 22:1 and if classroom impact can be minimal

increase to higher ratio in coordination with virtual learning.

• Year 4: Analyze impact of 22.5:1 and proceed if minimal impact on student

achievement

• By Year 5: this could produce a minimum of $1,000,000 that can be

redistributed to the increasing costs of benefits or other mandates from state that are not fully funded.

Analy Analysis is of

• f Special

Special Revenue nue Pr Programs ms

• An analysis of Special Revenue Programs would include the evaluation of all

reading programs and FTE’s allocated for at risk programs district‐wide, including alternative education

2020 2020 Vi Vision sion fo for SDPC SDPC Success Success

• Our charge to the board and district office staff
• Help make Pickens County a Top 5 District in S.C.
• Recruit and keep our teachers and staff, the greatest resource that we have
• Provide buildings that are safe and secure with a maintenance plan for the future
• Give our teachers and students access to technology, a necessity in today’s

educational climate

• Allow for adequate and appropriate extra‐curricular supplements and supply

funds

• The options we provided total $5,816,574 for your consideration.

In In Cl Closi

• sing…

g…

• Moving to a Top 5 District will require mutual sacrifice and

focus on looking beyond a one‐year budget

• New funds dedicated to the Operational Budget (ex. TIF) must

stay on the Operational side

• Approval of the Capital Improvements and Technology Plan

and its associated Debt Service Millage and Bond Refinancing must be approved

• Restoring certified and classified employees’ salary steps to the

state‐prescribed levels

• Failure to do so will result in increased teacher migration from

a district that is already lower‐paying than all neighboring districts; SDPC will become a training ground for Oconee, Greenville, and Anderson Counties

Con Continued… nued…

• While this increase requires sacrifice on the part of

the taxpayer, our current millage rates (Operational and Debt Service combined) are 7th lowest in the state

• Consideration of other factors that may be hindering

the financial status of the district: review of special programs (ex. C3), facility capacity and feasibility study, analysis of student/teacher ratios at each level

Sum Summar ary of

• f Fiv

Five Ye Year Pl Plan an

• Increase in operating millage with look back in year one – $2.8 million
• Five year increase in staffing ratio 22.5:1 – $1 million
• Utilize 2/3 of TIF for operations budget ‐ $800,000 over five years
• If facility review concludes any inefficient schools, consolidation of three schools
• ver five years – $1.2 million (using $400,000 in overhead costs at each site)
• All options totaling $5.8 million over a five‐year period

2020 2020 Vi Vision sion fo for SDPC SDPC Success Success

• Together, through working as a group and thinking towards the future, we can

achieve becoming a Top 5 District

• Pickens County has been successful despite its financial limitations but that will

change if our people and buildings are not taken care of

• Sacrifice will be involved but it will be done with the mindset of achieving a

common goal

• Thank you for your time, attention, and for doing what is right for the future of

the School District of Pickens County