Castallo and Silky LLC Jessica Cohen and Alan Pole, Consultants School Facilities Use Study Oneida City School District Advisory Committee Meeting April 19, 2018 Castallo and Silky LLC Jessica Cohen and Alan Pole, Consultants

Purpose of the Study In considering 2-3 prioritized options, is there a better way educationally and fiscally to reconfigure the grades and facilities to provide a sound instructional program now and in the future? If so, how should the grades and facilities be arranged? Castallo & Silky LLC-Education Consultants

Previous Meeting Take Aways The district’s enrollment has declined from 2,211 in 2012-13 to 1,948 in 2017-18 and will likely continue to decline. The grade configuration (K-5, 6-8, 9-12) is a common arrangement. The elementary instructional program is comparable across all four schools. The Middle School and High School programs are typical for a school district of this size. The neighborhood school concept has been embraced by Oneida for the location of its elementary schools. The Building Condition Survey has identified approximately $20,000,000 of work to be considered in the district’s facilities. Castallo & Silky LLC-Education Consultants

Previous Meeting Take Aways The current elementary school class sizes are well below guidelines set by policy, general procedures, and the teacher contract. The concept of grade center schools would reduce the number of elementary sections by approximately 8. The district has few students who walk to school. The average ride for students is about 40 minutes. The district uses a double trip system bringing high school and middle school students to school early and elementary students on a later a.m. run. This is reversed in the afternoon. There are 56 trips daily. Moving to a grade center plan would not impact transportation significantly. Closing one elementary building would reduce the number of trips daily and show savings in staffing. Castallo & Silky LLC-Education Consultants

For this study, 3 feasible options have been identified: status quo, grade centers, and consolidation of sections at Willard Prior. Redistricting elementary school boundaries might also be another option. It is recommended that any reductions in positions arising from this study be accomplished through attrition Savings can be realized by creating grade center schools or by consolidating the number of sections at Willard Prior Castallo & Silky LLC-Education Consultants

Follow Up From Previous Meetings

Class Sizes in 2017-18 & in 2022-23

Class Sizes in 2017-18 & in 2022-23 With 1 School Closed

Utility Costs Savings if Building is Closed

Financial Overview

Budget Vote History

Bus Vote History

Capital Project Vote History

History of Full Value Tax Rates Full value is determined by dividing the assessed valuation of taxable property of the district by the equalization rate(s) of the city, town(s), or village(s) that make up the school district. Full valuation is generally a larger figure than the assessed value. Assuming that the equalization rates have been accurately established, real property parcels of identical value, which have been assessed by diverse local standards, would have the same full valuation.

History of Assessed Value Tax Rates

History of Restricted Fund Balance

History of Assigned Fund Balance

History of Unassigned Fund Balance

Budget Overview 2017-18 Budget: $44,230,233 2016-17 Budget: $42,757,677 2016-17 Expenses: Instruction-80.3% General Support-8.6% Transportation-7.1% Food Service-2.0% Debt Service-2.0% 2016-17 Revenue: State & Federal Aid-53.6% Property Taxes-38.4% Grants-5.5% Other-1.3% Charge for Services-0.7% OIN Settlement-0.5%

The Future of the Budget Expenses: Salary increases of ?% Health insurance premium increases Pension cost increases Building Condition Survey-$20,000,000 Unfunded mandates Revenues: Property tax cap of “2%/year” Uncertain increases in state aid

Financial Implications for Various Options

Option 1-Status Quo No financial savings

Option 2-Grade Center Plan Reduction of 8 elementary classrooms/teachers=8 x $103,782=$830,256

Option 3-Close 1 Elementary School in 2022-23 Staffing-Reduction of 12 elementary classroom teachers, 1 PE teacher, 1 LMS, 1 nurse, 2 cafeteria staff, 2 custodial staff, 1 principal, & 1 12-month clerical=$1,878,165 Transportation-??? Utilities-Approximately $15,000

Option 4-Combine Sections at WP Reduction of 3 elementary classrooms/teachers=3 x $103,782=$311,346 Possible relocation of district office into 4 classrooms at WP; 1 time sale revenue of $300,000

Summary of Annual Savings by Option

Questions ???? Castallo & Silky LLC-Education Consultants