Reorganization Study

Robert G. Rogers

A-C Central

PORTA

Reorganization Options

1. Consolidation

2. Annexation

3. School District Conversion

4. High School Deactivation

5. Cooperative High School Formation

Consolidation

• …is the merger of two or more existing districts to form or create a new district.

Areas Studied• Report Cards

• Enrollment

• Facilities

• Curriculum

• Athletics & Activities

• Transportation

• Finance

• Incentives

Report Card Information

• Test Scores

• Class Size

• AYP

• ISAT• ACT• PSAE

ISAT Reading Scores

ISAT Math SCORES

ISAT Meeting/Exceeds

2011 ACT Scores

PSAE Performance Levels

Bright Star Award

A-C Central & PORTA High Schools

High student performance at low costs.

85 districts of 868 in Illinois

5 Year Enrollment

A-C Enrollment Fluctuations

AC K 1 2 3 4 5 6 7 8 9 10 11 12

2012 29 32 32 26 44 39 34 31 28 47 33 33 26

2011 29 32 31 28 46 39 36 35 31 46 33 32 27

2010 28 38 34 37 32 27 38 36 31 29 42 31 31

2009 42 38 34 26 30 41 32 36 29 43 33 31 38

2008 37 37 32 27 41 32 32 27 47 35 38 43 32

PORTA Enrollment Fluctuations

K 1 2 3 4 5 6 7 8 9 10 11 12

2012 69 69 65 75 89 74 91 81 91 103 97 85 82

2011 65 66 74 88 80 95 75 94 96 108 85 85 102

2010 66 69 81 78 92 74 92 100 101 102 88 102 93

2009 73 72 80 67 88 97 88 93 92 117 107 109 102

2008 67 75 64 88 90 91 89 91 102 122 116 104 103

Combined Enrollment

Projected Elementary Enrollment 2013 to 2017

Projected Junior High

Projected High School

Area High School Enrollments

• Winchester• Carrollton• Camp Point• Havana• Pittsfield• Quincy ND• Beardstown• Riverton• Auburn• Pleasant Plains

214231262330373387405428446465

Facilities

• A-C Central – Chandlerville– Ashland

• Chandlerville 1937-1979• Grades Kindergarten - Four• Two story

• Ashland 1920 – 48-58-03• Grades Five –Twelve• One level – Handicapped Acc.• Air Conditioned & New

Windows

• PORTA– Petersburg Elem.Petersburg Elem.

• Grades K – 2

– PORTA CentralPORTA Central• Grades 3– 6

– PORTA Jr/Sr HighPORTA Jr/Sr High• Grades 7- 12

• All buildings are in good condition

Curriculum

• Curriculum and financial advantages are probably the two most important reasons for reorganization.

• Students in both districts would benefit from combined curriculums.

Athletics & Activities

• All high school athletics are together.

• All junior high athletics are together.

• Both districts are having difficulty in fielding teams.

Transportation

• Combined fleet in good condition.• No additional buses needed.• Bus routes might be combined.• The district would be large but manageable.

• Some special education savings.

Districts by area in sq. miles• District Name County Type Area in Sq.

Miles

1. Prairie Central #8 Livingston Unit 300.00

2. Brown County #1 Brown Unit 307.00

3. Paxton-Buckley-Loda #10 Ford Unit 312.00

4. Pikeland #10 Pike Unit 326.00

5. Jersey #100 Jersey Unit 332.00

6. Bureau Valley #340 Bureau Unit 341.00

7. Hamilton County #10 Hamilton Unit 354.00

8. Schuyler-Industry #5 Schuyler Unit 365.00

9. Pope County #1 Pope Unit 372.00

10. Jasper County #1 Jasper Unit 461.00

K-8

ChandlervilleHS

AshlandGr. K - 8

PORTSJR/SRHIGH

Gr. 7 - 12

PORTACentral

Gr. K - 2

PetersburgElementary

Gr. 3-6Tallula

2012 FinancesA-C Central PORTA• EAV

– $40,095,989.00

• Tax Rate– $5.5545

• Fund Balances– $2.6 million

• Revenue– Local 50.0%– State 36.0%– Federal 14.0%

• EAV– $136,397,496.00

• Tax Rate– $4.8101

• Fund Balances– $1.6 million

• Revenue– Local 54.0%– State 38.0%– Federal

8.0%

2012 Ending Balances

• A-C Central• $2,631,965.00• Some money is restricted

– Bond & Interest– IMRF/SS– F/S– Tort

• Actual Balance• $1,575,525.00

• PORTA• $1,635,587.00• Some money is restricted

– Bond & Interest– IMRF/SS– F/S– Tort

• Actual Balance• $1,278,208.00

A-C Central Revenue

PORTA Revenue

A-C Central GSA Entitlements

• 2013• 2012• 2011• 2010

• 2011• 2012• 2013• Total

• $1,517,051.73• $1,545,889.91• $1,622,699.69• $1,743,147.19• (Reduction)• ($149,909.27)• ($147,014.67)• ($164,297.65)• ($461,221.59)

A-C Central GSA

A-C Central Transportation

• YEAR• 2012• 2011• 2010• 2009• YEAR• 2012• 2011• 2010• 2009

• Regular• $138,931.43• $156,653.01• $158,174.63• $180,424.11• SP. EDUCATION• $37,896.00• $37,120.00• $24,984.00• $18,263.01

A-C Central Regular Transportation

A-C Central Sp. Ed. Transportation

PORTA GSA Entitlements

• 2013• 2012• 2011• 2010

• 2011• 2012• 2013• Total

• $2,018,028.26• $2,802,284.81• $3,201,065.78• $3,517,868.07• Reduction• ($316,802.29)• ($398,780.97)• ($264,579.93)• ($1,048,836.64)

PORTA GSA

GSA Explanation (1998)

• A-C Central• HH $1,254,985.81• 2010 43.68%• 2011 dropped• 2012 GSA 92%• 2013 GSA 89%• Still above the HH level.

• PORTA• HH $2,765,147.65• 2010 43.68%• 2011 dropped• 2012 GSA 92%• 2013 GSA 89%• Will fall below the HH level by

$747,119.40 therefore the loss is $1,517,051.736 in 3 years.

PORTA Transportation

• YEAR• 2012• 2011• 2010• 2009• YEAR• 2012• 2011• 2010• 2009

• Regular• $363,809.38• $318,026.20• $465,171.13• $452,339.93• SP. EDUCATION• $202,114.40• $166,779.60• $ 86,180.00• $109,094.63

PORTA Regular Transportation

PORTA Sp. Ed. Transportation

Financial Incentives

• State Aid Difference

• Deficit Offset

• Teacher Salary Difference

• Certified Employee Pay of $4,000.00

State Aid Difference

• If the General State Aid (GSA) is less for the newly reorganized district in the first year than the General State Aid would have been that same year of the previously existing districts, ISBE will make supplementary state aid payments equal to the difference for the first four years to the reorganized district.

Deficit Offset

• Deficits are calculated by totaling the fund balances in the education, operation & maintenance, transportation and working cash funds in each district.

• ISBE will make one supplemental state aid payment equal to the difference between the largest and smallest deficit.

• A positive fund balance is considered to have a deficit of zero.

Teacher Salary Difference

• If there is a difference between the sum of the salaries earned during the previous year by teachers of the new district and the sum of salaries those teachers would have been paid if placed on the highest salary schedule, ISBE will make supplementary state aid payments equal to the difference for the first four years to the newly reorganized district.

Certified Employee Pay of $4000

• For up to three years, a reorganized district may receive a supplementary state aid payment equal to $4000 for each certified employee who is employed on a full time basis for the school year.

• The number of payments depends upon the new districts rank in EAV/Pupil and ADA.

• The new district would be eligible for 2 years.

State IncentivesIncentive Year 1 Year 2 Year 3 Year 4 Total

State Aid $27,994.00 $27,994.00 $27,994.00 $27,994.00 $111,976.00

Deficit Offset 0.00 0.00 0.00 0.00 0.00

Teacher Salary $84,140.00 $84,140.00 $84,140.00 $84,140.00 $336,640.00

Certified Staff 0.00 $480,000.00 $480,000.00 0.00 $960,000.00

Total $112,134.00 $592,134.00 $592,134.00 $112,134.00 $1,408,616.00

Demographics – New District

• Area of District• EAV• Staff

– Teachers– Administrators– Support

• Total Enrollment

• One building less

• 327.30 sq. miles• $176,493,485.00• 120

– 114– 6– 102

• 1,495

• Could reduce staff

Conclusion

The following issues were examined:

– Buildings and Facilities– Transportation– Curriculum– Staffing and Personnel– Finance

Referendum

• Close Chandlerville Elementary Building

• Ashland– Pre-K through grade 8– Grades 9 – 12 go to Petersburg

• PORTA– Everything remains the same– Transportation to JH Activities

Future Thoughts

• Close Chandlerville Elementary– Chandlerville students to Ashland

• Ashland would need a building project to house the incoming elementary students.

Chandlerville Costs

• Non Certified Staff• Building• Purchase Services• Transportation

• Total

• Future Costs

• $ 72,000.00• $ 66,981.15• $ 2,599.05• $103,222.00

• $244,802.20

• $230,000.00

Final Picture

• PORTA would house Pre-K - 12– (Not much of a change)

• A-C Central would house Pre-K – 8– (Chandlerville closed & HS to PORTA)

• Committee of Ten– Transportation– Finance/Staffing/Curriculum

What’s best for kids and your future!What’s best for kids and your future!

WHAT IS YOUR PLAN B?

State Budget Crisis Task Force

www.statebudgetcrisis.org

“Illinois’ budget is not fiscally sustainable. Despite recent progress and difficult choices, it is still in a deep hole. It cannot simultaneously continue current services, keep taxes at current levels, provide all promised benefits, and make needed investments in education and infrastructure. All of the major threats identified by the Task Force in its July 2012 report have contributed to Illinois’ current problems and will contribute to future budget-balancing struggles.”

State Budget Crisis Task Force, October 2012

1. Illinois has the worst unfunded pension liability of any state, an estimated $85 billion.2. Medicaid enrollment and expenditures in Illinois doubled between 2000 and 2011.3. Over 60 percent of Illinois’ total outstanding debt is due to pension bonds.4. Illinois has compounded its challenges with poor fiscal management and opaque

budgeting.5. Narrow, eroding tax bases have contributed to Illinois’ fiscal difficulties.6. Illinois’ aging and deteriorating infrastructure is in urgent need of immediate repairs.

7. Federal aid matches about 50 percent of Illinois’ Medicaid spending, and constitutes about 35 percent of the budget of the Department of Human Services, 30 percent of transportation, 20 percent of K-12 education, and 20 percent of spending for environment and natural resources.

8. Illinois needs to make tough choices — now

1. Illinois has the third highest number of school districts of all U.S. states. More than 200 of Illinois’ 868 school districts have only one school.

2. Last year Governor Quinn proposed consolidating the number of school districts to 300 and formed a commission to study the issue, estimating that Illinois could save $100 million per year. However, implementation of the plan (and potential savings) are at least a year away.

3. Illinois does face a financial hurdle in school district consolidation. The commission studying consolidation estimated there would be a $3.7 billion cost, due in part to financial incentives the state provides.

4. In April 2012 the commission recommended that school district consolidation be voluntary; many districts are proposing ways to save money that would keep them from having to consolidate.