Preparing Students for the Challenges of Tomorrow: We Can’t Do It Without
You!
What We’ll Cover…
The world has changed and public schools are asked to do more and more.
Education plays a significant role in our economy.
Franklin County students are showing gains.
Franklin County’s revenue picture shows declining state funds.
We have significant funding challenges.
We are looking for solutions.
It’s a Different World for Kids
+ Email is too slow for them
+ They don’t fear Russia
+ Their blackboards are Smartboards
+ They’ve never seen a Sears catalog or a phone book
+ They know Clint Eastwood as a sensitive director…not Dirty Harry
We Are Asked to Do More
From 1910 to 1950 – schools added P.E. and football, Vocational Schools, mandated transportation, ½ day kindergarten, fine arts, school lunch programs, driver’s ed, sex ed
In the 60s and 70s – Advanced Placement, adult ed, career ed, federally mandated special ed, drug programs, Title IX programs, school breakfast programs
…and More In the 80s– mandated child abuse
monitoring, bi-lingual education, full day kindergarten, after school programs, expanded health and psychological services
In the 90s – America 2000 (Republicans), Goals 2000 (Democrats), technology use, expanded gifted ed, at-risk and drop out prevention
And in the 2000s – No Child Left Behind (Republicans), Race to the Top (Democrats), body mass monitoring, and much more…
Lately, we’ve been told…
New Common Core Curriculum (national curriculum) will be phased in over the next three years
National assessments will begin in 2014-15
Career pathways will be required of all students for graduation
New teacher and leader evaluation instruments
With Common Core Curriculum
We’ll need quality professional learning for staff so teachers are ready to teach the Common Core Curriculum and have strategies to promote higher order thinking.
Teachers need new assessment tools for the Common Core to make sure kids are learning the new curriculum.
New intervention and support services for students will be needed.
Superintendent Performance-Based Evaluation Instrument
Measureable Goals in:
Student Achievement Stakeholder Engagement and Loyalty Organizational Effectiveness Team Growth and Development
And Yet…
Public schools are being funded at the lowest levels since 2003.
The Role of Education in our EconomyWithout an education, our children won’t be able to find and keep good jobs. Dropout
HS Grad/No College
Some College
Bachelor's or More
Unemployment by Education
Level4.2%
8.3%
9.1%
13%Georgia Partnership for Excellence in Education, 2012
The Role of Education in our EconomyOur local economy cannot thrive if its citizens can only get the lowest paying jobs. Dropout
HS Grad/No College
Some College
Bachelor's or More
Annual Earn-ings
$38,012
$33,072
$23,868
Georgia Partnership for Excellence in Education, 2012
$58,500
Franklin County Figures
Unemployment rate: 12.3% (2011) 74% of adults have high school
diplomas (2005-2009) 13.1% have college degrees or
higher (2005-2009) Current graduation rate for FCSS:
75% (approximately 25% did not graduate)
Our Economy is Tied to Education
Counties with a large percentage of their populations without at least a high school diploma will find it extremely difficult to attract businesses and sustain a healthy economy.Georgia Partnership for Excellence in Education, 2012
A Snapshot of Our District
Franklin County Schools educates 3,659 students.
We spend an average of $8,703 per student, which is less than most districts our size.
There are six public schools in Franklin County. (Four elementary, one middle school and one high school – home of the Lions!)
All of our schools are accredited by the Southern Association of Colleges and Schools (SACS).
FY 11
FY 10
FY 09
FY 08
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
MathELAReading
CRCT Scores for Grades 3-8
FY 11FY 10FY 09FY 08
100%60%
20%
Franklin’s Graduation Test Trend
Franklin’s Graduation Rate Trend
FY 11
FY 10
FY 09
FY 08
FY 07
74.90%
73.10%
70.60%
68.30%
58.90%
Federal Funds = 11.72%State Funds = 57.22%Local Funds = 31.06%Enrollment = 3,659
*According to the Georgia Department of Education website.
2011
How Our Schools Are Funded…
Federal Funding
Franklin County received more in federal funding in 2010 and 2011 because of funds from American Recovery & Reinvestment Act
Federal funds can’t be used on expenditures funded by state or local funds in previous years.
Federal expenditures are funded on a reimbursable basis — you must spend it to get it.
State Funding State funds make up 58% of Franklin
County Schools’ funding. The state’s education funding formula
is based on a 1985 law, the Quality Basic Education Act. (QBE)
A smaller portion of state revenue comes from state grants for specific purposes such as Career Tech, Ag programs and pre-school services.
90% of the QBE funds are allocated based on student enrollment and 10% is based on the number and size of our schools.
QBE QBE was adopted in 1985 and is the
basis for the “formula” used to allocate funds through a partnership between the state and local districts.
The law is intended to ensure each student in the state receives a quality basic education—not a “Cadillac,” but a “Chevy.”
The state pays districts an amount of money for each student based on a QBE “foundation formula.”
What Underfunded Mandates Mean For Franklin County Schools…
Just a couple of examples: Franklin County paid 69% of the overall cost of
transporting students last year and 100% of the cost of transporting students living within 1.5 miles of a school.
Local districts must provide educators with 12.5 sick days/year, but the state pays only $150 per employee/per year. After the $150, any cost for substitutes, etc. is paid by the local district. Subs are paid a minimum of $65/day.
What QBE Does Not Provide Any Funds for……
Social security costs (6.2% of taxable salary) and workers’ compensation
Athletics Other extra-curricular activities
(band, drama, student organizations, etc.)
Capital expenditures (new buildings, new technology, furniture)
Austerity Cuts to Franklin County Lost QBE funding
2012 Cut by $2,867,551 2011 Cut by $2,746,447 2010 Cut by $3,668,884 2009 Cut by $1,274,511 2008 Cut by $362,425 2007 Cut by $429,496 2006 Cut by $898,255 2005 Cut by $898,293 Since 2003 total cuts of
$13,957,539
Over the past 10 years in Georgia, school funding has been cut by $7 billion.
Districts are having to furlough staff and, in some cases, cut the number of school days in order to balance their budgets.
The economic climate is hurting the amount districts collect from SPLOST funds.
Revenue sources are severely limited.
Franklin is Not Alone
Local Funding
Property taxes are the primary source (over 90%) of local revenue for local school systems. These funds are used for the operating budget. All property is taxed, even rental properties.
Property taxes are based on the county millage rate adopted the Board of Education annually. By state law, millage rates are capped at 20 mills, except in a few rare circumstances.
Franklin County School Tax
+ Franklin County’s millage rate has remained the same (14.868) since 2009.
+ School property tax levy has decreased by $821,818 since 2007.
+ 1 mill: Average homeowner pays $60-$70
+ 1 mill currently generates $616,000
SPLOST
Special Purpose Local Option Sales Tax (SPLOST) funds can be used for capital expenditures like buildings and technology, but NOT for salaries and other operating expenses.
SPLOST is approved by the county voters every five years. Projects are outlined ahead of time and cannot be changed after approval by voters.
How funds are used in Franklin County…..
General Admin
3%Pupil
Services3%
Trans-portation
6%
M&O7%
School Admin7%
Staff Services
7%
Instruction67%
FY 12 Budget SummaryFunds 100-499 State, Local and Federal Regular
Operating Accounts
Revenue State $17,035,838 Federal $ 3,059,212 Local $ 9,064,362
Total Revenue $29,159,412
Expenditures Salary $19,477,041 Benefits $ 6,957,776 Other $ 4,202,609
Total Expense $30,637,426
Response to Financial Challenges
2008: Raised millage 2.25 mills (12.62 to 14.87) Cut $1,040,135
2009 Rolled back millage to 14.868 Continued cuts from 2008
2010 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,666,384
Response to Financial Challenges
2011 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,310,682
2012 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,274,275
Cumulative savings since 2008: $11,000,000
FY 2008 Total Budget Reduction $1,435,000 Central office and administrator reduced days (5)
From 230-225 Tech Specialist cut to 205 days Eliminated employer contribution to dental insurance Eliminated Central Office positions:
Assistant Superintendent 2 49% positions in Title I and Student Support
Eliminated Instructional Lead Teacher at the high school
FY 2009 Kept the same cuts
Administrators still kept 5 day cut
No new cuts
Last cost of living increases on state salary scale and local salary scale (classified staff)
FY 2010 Total Budget Cuts $1,666,384 All staff furloughed 5 days (3 original and 2 mid-
year) For administrators it was added onto the previous 5
day cut from o8 and 09.
Reduced teaching staff by 8 positions (mostly due to class sizes increases)
Established our own alternative program reducing overall costs from contracting with Stephens County
Eliminated Central Office position: Diagnostician
FY 2011 Total Budget Reductions $1,310,682 Adopted 160 day calendar Eliminated nine teaching positions (music and art cut in
half, 5 additional positions) Reduced classified staff by 20 days 3 day contract reduction for teachers Maintained 10 day total contract reduction for
administrators Assistant principals reduced 5 additional days
Central Office eliminated enrollment clerk position Eliminated lunchroom monitors
FY 12 Total Budget Cuts $1,274,275 Maintained 10 day cut for administrators All certified staff who had been cut 3 days in FY 11, were cut
an additional 2 days for a total of 5 days in FY 12 Eliminated the local salary supplement and reduced
responsibility supplements for administrators by the equivalent of the local supplement (they do not receive a local supplement)
Most of the non personnel budget items were reduced by 10-12%
4 open teaching positions not filled based on reduced enrollments and using +2 class size model
Summary of Reduced DaysFY08 FY09 FY10 FY11 FY12
Admin 5 5 7*Supt was 10
10 10
Teachers
Classified
0
0
0
0
5
5
3
20
5
20
Comparing Pay from FY 08 to FY 12 Number of days you are working now vs. how
many you were working in FY08 Did you get the cost of living raise in FY 09? How many step increases did you get?
Certified get one every year through year 10 Every other year through year 21 A step increase is actually 5 to 6 days of pay
Did you have an increase in certification level?
How is pay determined: certified? Base salary from the state salary scale (185 days for this year) Add extended year days at the same daily rate Extended day hours based on the same daily rate Local supplement according to the local supplement scale
Not provided to administrators Currently cut for teacher positions
Responsibility supplements for additional responsibility (approved scale) Department chairs Athletic Administrators
Comparing CompensationYears of Exp
Degree Total Supplement
Days
15 MA $52,918 District Scales
Varies
30 EDS $69,590 District Scales
Varies
Superintendent Pay Negotiated contract: 3 year maximum allowed My contract includes: (32 years of experience and PHD)
Base pay from the salary schedule for 185 days (5 days) Extended days are 45 (5 day reduction) Responsibility supplement Cost of living raise in FY09 Benefit: Travel allowance is included Benefits: The district pays my share of my retirement
Fluctuates based on current TRS employee rate
General Fund Balance
Beginning Balance, July 1, 2011, was $3,005,533
Projected ending fund balance on June 30, 2012, is $1,809,300
Projected ending fund balance on June 30, 2013, if no adjustments are made to revenues or expenditures will be $210,493
Minimal fund balance to operate is about $1,314,600 (5% of revenues)
Our Local Challenges
The “funding cliff” has arrived…. Significant state cuts (austerity cuts) will remain in
place. Federal stimulus funds are no longer available to
offset state cuts. Our tax digest is decreasing and the result is
reduced local revenues. Our equalization grant has been cut by over $1
million. Employee benefit costs are increasing significantly.
We have been cutting programs, positions and operations since Fy2008.
Staff pay of some kind has been cut every year since 2008
Increased accountability and mandates We still must do whatever it takes to
improve the achievement and futures of our students
Our Local Challenges
The Strategic School System “…we searched for patterns of resource use
across schools and found that despite differences in school level, size, location, student population, or even instructional focus, high performing schools used their resources in very consistent ways”
The Strategic School: Making the Most of People, Time, and Money Miles and Frank
“The Big Three”Guiding Principles
Invest in teacher quality
Focus time on core academics
Create individual attention
Teacher Quality “….high-quality teaching is about five
times more effective than typical reductions in class size. Similarly, small groups, individual tutoring, and increased academic time only have significant benefit on student performance when the quality of instruction is high.”
The Strategic School: Making the Most of People, Time, and Money Miles and Frank
Teacher Quality Hiring, organizing, and supporting staff to fit
school needs Integrating significant resources for well
designed professional development that provides expert support
Designing teacher work schedules to include blocks of collaborative planning time effectively used to improve classroom practice
Enacting systems that promote individual teacher growth through induction, leadership opportunities, professional development planning, evaluation, and compensation
Franklin County Classroom Model
The WorkDemonstrates
alignment to the standards (AFL)
Data Driven (AFL)Engaging (AFL)Relevant (AFL)Rigorous (AFL)
Artifacts & EvidenceLiterate Environment
• Students have access to print, technology and media resources
• Interactive word walls (vocabulary reinforcement, instructional tool)
Posted standards and work samples (AFL)
Teacher’s Role“Student” of the standards (AFL)
Know, analyze/discuss, reflect, gain consensus)Models/scaffolds tasks, behaviors, thinking (AFL)
Balanced instruction and assessments FOR and OF learning Coaching/Facilitating (gradual release of responsibilities)
Designer of differentiated, relevant, rigorous work (AFL)
Rituals & RoutinesHigh Expectations for ALL Students (AFL)
• Behavioral• Academic• Social
Classroom Management Practices and Procedures
• Signals• Transitions• Organized Environment
(resources available)
Student BehaviorsCreating Performance-based Products (AFL)Demonstrating engagement (on task, focused, involved – AFL)
• Engaging in conversations about learning (AFL)
• Making decisions about learning (AFL)
Reflecting on the quality of their work (AFL)
Academic Systems Behavioral Systems
1-5% 1-5%
5-10% 5-10%
80-90% 80-90%
Intensive, Individual Interventions• Individual Students• Assessment-based• High Intensity• Of longer duration
Intensive, Individual Interventions• Individual Students• Assessment-based• Intense, durable procedures
Targeted Group Interventions• Some students (at-risk)• High efficiency• Rapid response
Targeted Group Interventions• Some students (at-risk)• High efficiency• Rapid response
Universal Interventions• All students• Preventive, proactive
Universal Interventions• All settings, all
students• Preventive,
proactive
The BasicsAny
CurriculumArea
Students
Our WorkStudent Achievement Outcomes
Instructional Outcomes
POIFC
Model
Teacher Quality
Professional Learning Communities
District Strategic Plan
School Improvement Plans
Leadership
Leadership
Parental Involvement Plans
Our Budget Process
We are seeking input from the community and our employees to begin the process.
The board and superintendent set the vision and use input from the community and employees to set priorities for the district’s educational program.
The Budget Committee develops a proposed budget and some specific recommendations and sends to the Board for review.
The Budget Process Continues
Funds are allocated and a proposed budget is developed.
Adjustments have to be made if available revenues and an adequate remaining fund balance do not cover expenses. The Board must operate under a balanced budget.
The local property tax millage rate is set
The Board must approve a budget by July 1, the start of the fiscal year, or pass a temporary spending resolution.
Strategies and SolutionsRevenue
Revenue: The only way to significantly increase local revenue is by raising the millage rate.
Strategies and Solutions
Expenditures
Handout in your folder will tell you what we have already done since 2008
Posters on the wall
Ideas from Teacher Brainstorming
We Need Your Best Thinking
We want to hear from you on what you believe should be the priorities for Franklin County Schools.
These challenges are real. The Board of Education needs your input to help them make the tough decisions.
Our kids and our community deserve no less.
Questions What are reasons to be proud of
Franklin County Schools? From your perspective, what are
the top challenges faced by the FCSS?
What do you think should be the priorities for funding the schools?
Prioritize
Our Process for Engagement
We will break in to small groups of about 8 to 10 people.
Each group will have a trained, neutral facilitator who is not an employee of the district.
Each group will consider four questions about the future of our school district.
Each group will follow a set of ground rules, for example: Every person gets a chance to talk Every person is treated with
respect It’s okay to disagree, but do so
with respect Seek first to understand and then
to be understood
Our Process for Engagement
Thank you for your time!The Board values your input and will use it to
assist them in making a decision that reflects the
Franklin County Community.