Fall 2015 Staff Update Budgeting and Revenues Average is Over Thunderbolts Fly World Class
Average is Over-Thunderbolts Fly World Class What does it mean to fly world class in the classroom, school, and community? Exposure Relationships Goals Pride Collaboration Expectations Involvement Technology Top 8 Responses from Staff
Fall of 2015 Update Budget Waiting on State Analyzing bringing back special ed programming Negotiating implementing HQDHC plan 1 Million in Cyber School Tuition, started recruiting students back to LASD Pension impact on taxes and programming Strategies Consolidate Buildings (energy, attrition and supplies) HQDHC plans are a win-win. (Better consumers, less claims, HSA vehicle, lower costs, avoid Cadillac tax) Transportation Decision (Keep, Outsource or Hybrid) Started LASD cyber school incentive (brought back 8 students from for profit) Next Steps Development of a Thunderbolt Foundation December 2015 Finalize our vision and direction November 2015 Hire a grant writer pending state budget Voter approval of EIT over Occupational Tax November 2015 Settle teacher contract in the spring of 2016
Superintendent Entry Plan Results Excelling Developing Needs Improvement Community Support Expectations for All Educational Technology Motivated Staff Teachers and Parents Believe in Students School Board believes in Staff Keystone Exams and 8 th Grade results in Math and English Staff Training 50% of students are proud to be a bolt 60% of students are college and career ready PSSA and Advanced Placement Results Budgeting Principles Explaining how decisions are made 50% of students are interested in what they are learning. Enhance programming in arts, music, STEAM, bio medical 6 th and 7 th grade Math and Early Childhood Programming Revenue Generating Practices
Positions Eliminated from 2009 to current. Admin- 2 Teachers-19 Support -9.5 Assistants Aides-12 Director of Tech 3- Learning Support 3 Secretary 6 Teaching Assistants Assistant Principal 4 -Alt Ed 3 Food Service 2 Nurse Aides 2 -Reading 3.5 Custodian 1 Computer Aide 2 -Instructional Coach 1 Library Aide 2 -Class Size and Perkins *4FT to PT Secretaries 2 Perkins Aides 6 -French, Music, Librarian, Business, Health, 3 rd Grade Bold= Positions cut for 15-16 school year. * Full Time to Part Time * 1FT to PT Library Aide and Paper Graders
Littlestown High School School Performance Profile Score 93.5
SPP Statewide student enrollment, 501-1000 1. Downingtown STEM Academy 99.1 % ED population, 3.3% 2. York Suburban HS 93.6% ED population, 22.99% 3. Littlestown HS 93.5% ED population, 34.99%
PSSA/Keystone Exam: Proficiency Rates 90 80 70 60 50 40 30 20 LASD/PSSA State/PSSA LASD/Keystone State/Keystone 10 0 ELA/Lit Math/Alg I Science/Bio
Growth Scores for PSSA and Keystone Exams Overall, we met or exceeded the growth standard in 13 of 15 categories Glows: All three Keystone Courses, 8 th grade Math and ELA Grows: Math, 6 th and 7 th grade
Areas for Growth Enrichment/Advancing our Advanced Students, ELA 4-5 th ; Math 4-5, 8 th Increasing overall proficiency rates, 4-8 th ELA & Math ELA 3 rd grade; Math 6-7 th grade; Science 8 th grade Reducing number of students in need of intervention
Littlestown Area School District Transportation Review Business Models 11/9/2015
GOAL TO ENSURE MAXIMUM SAFE TRANSPORTATION FOR OUR STUDENTS THAT IS ECONOMICALLY FEASIBLE AND SUSTAINABLE FOR THE TAXPAYERS. 11/9/2015
Replacement Plan Summary Currently have 7 buses over 15 years old - no incoming subsidy for older spares Newer bus higher subsidy Age rate factor (12, 14, 16, 18, 20) 12 Year Replacement plus 2 years as a spare (State Standard) 8 buses and 3 vans 14 Year Replacement plus 2 years as a spare 5 buses and 2 vans 16 Year Replacement plus 2 years as a spare 4 buses and 1 van 18 Year Replacement plus 2 years as a spare 3 buses and 1 van 20 Year Replacement plus 2 years as a spare 3 buses and 1 van + 20 Year Replacement plus 2 years as a spare 2 buses and 1 van 11/9/2015
Other Needs Safety seatbelts If this becomes a mandate - $8 $10 K to retrofit each bus Student Management - Cameras Routing improvement- GPS Safeguard to make sure you know where your buses are in case of an emergency. Fleet Maintenance Software Program Track and schedule preventive maintenance, prioritize repairs, maintain inventories and capitalize on bulk buys 11/9/2015
Drivers Attracting and Keeping Drivers Pay is not comparable to contractors or other School Districts Need to be more competitive with other districts in the area. South West School District $15.75 per hour; based on 4.5 hours per day = $70.88 PA Coach (Lincoln Bus Services) Judy and Carl Warner (Gettysburg) $81.13 Stand-by; paid the driver s rate when they drive the route $67.00. Also pay for clearances and the $10.00 RTW fee Jacoby Bus Services $80.00 Wolf Single run - $56.00; Double Run - $64.00 Red Lion $70.25 per day; also pay stand-by pay. Entitled to Vision & Dental Insurance E&B Transportation $55.00 Base Plus $5.00 Bonus per day for safety and up to $4.00 for years of service 11/9/2015
Non-Tangibles Work-Life Balance No secretary Spend at least 50% doing tasks that someone else could do Limits strategic planning Not the best use of resources No Dispatcher No one to cover the radios at 0630 No one to cover the radios after 4:00 Work 11 12 hour-days, evenings and week-ends Not sustainable Need additional trainer 11/9/2015
Model A: In-house (Self Operated) LASD Incentive No Impact Contractor Incentive We own our Fleet - Control More cost effective first year with no capital investment Current fleet is older than the state standard (12 Yrs) Seven are older than 15 years Currently have Drivers with personal invested interest Economy of Scale opportunity to spread costs -they are in the business of transportation During year two and subsequent years of the contract District may save. RFP called for maintaining a fleet no older than 12 years and average not to exceed 8 years Contractor required to hire our drivers Salary is not competitive Difficult to attract and maintain drivers Maintain control of Student Management and driver responsibility Contractor does not pay retirement or benefits can offer higher salary and unemployment 11/9/2015
Model B: Outsource LASD Incentive Outcome Contractor Incentive No Capital commitment Contractor maintains fleet to meet state standard Economy of Scale opportunity to spread costs Maintain control of contract through contract management and new RFP at contract renewal Price should be as close to formula base as possible and CPI Currently have Drivers with personal invested interest Can participate in retirement; 12 paid holidays/4 days sick leave Deviations/last minute changes should be held to a minimum Maintain control of Student Management and driver responsibility Opportunity to modify contract if changes are excessive Contractor does not pay retirement or benefits Can offer higher salary and unemployment - Able to attract and maintain drivers 11/9/2015
Model C: Combination Outsource Options Pros Cons Spread capital investment over a longer period of time Improved cost control Look at economies of scale (Size/Cost ratio) Special Needs School Express # of vans 26 # of students 65 Jacoby # of vans 2 # of students - 2 Non-Pubs/Tech Prep (4 buses/2 LASD vans; 2 Jacoby vans) Currently service 15 other schools outside our district 178 students Currently serve 21 students in Tech Prep program Extra Curricular activities Sports Field trips Currently outsource Special Needs Need contract review School Express shares costs with other SD Cost per run is higher for Non- Pubs # of vehicles seem high # of vehicles seem high High MWO Need to determine cost/route efficiencies Impact 3 bus drivers and 2 van drivers Should be more like a business Would affect our drivers ability to earn additional income 11/9/2015
5-Year Projection (12 Year Bus/Van Replacement Plan) 2016/17 2017/18 2018/19 2019/20 2020/21 Self Operated Net Expense $1,468,909 $877,419 $913,760 $950,495 $985,548 Contractor Net Expense $758,148 $791,754 $826,105 $859,720 $896,333 Fiscal Decision Self Operated/Contractor Contractor Contractor Contractor Contractor Contractor Difference $710,761 $85,666 $87,655 $90,775 $89,215 Five Year Total Self Operated/Contractor Contractor $1,064,072
5-Year Projection (20 Year Bus/Van Replacement Plan) 2016/17 2017/18 2018/19 2019/20 2020/21 Self Operated Net Expense $963,909 $815,419 $851,760 $888,495 $923,548 Contractor Net Expense $758,148 $791,754 $826,105 $859,720 $896,333 Fiscal Decision Self Operated/Contractor Contractor Contractor Contractor Contractor Contractor Difference $205,761 $23,666 $25,655 $28,775 $27,215 Five Year Total Self Operated/Contractor Contractor $311,072
2016-2017 Budget Reality Check for 2016-2017 Revenue Expenditures - $322,000 short to start $700,000 increase best case scenario $950,000 increase best case scenario
Act 1 Exception - PSERS Fiscal Year PSERS Exception % * Revenue$ FY17 1.57% $228,801 FY18 0.46% $69,262 FY19 0.48% $74,919 FY20 0.37% $61,080 FY21 0.03% $4,826 * - Above the yearly Act 1 Index Index 15/16 2.5% Index 16/17 3.1%