Attica Central School District

1. Attica Central School District Building Utilization Study Harris Beach, PLLC Spring, 2013 Howard S. Smith, Ed.D Allan R. Berry Education Leadership Consultant John P. Schiess Harris Beach, PLLC Berry Consulting Services, LLC

2. Presentation Outline • District Mission Statement • 2012-13 Board of Education Goals • Study Purpose • Elements of the Study • Enrollment History/Projections • The Fiscal Crisis • Recommendations • Rationale • Considerations • Final Comments and Next Steps

3. Context of the Study The Mission The mission of the Attica Central School District is to develop and provide a challenging and innovative educational environment with diverse learning opportunities for all students so that they will become productive, responsible citizens who can adapt to a rapidly changing world. This will be accomplished cooperatively in an ongoing partnership between the school system and the community at large.

4. Context of the Study (Continued) 2012-13 Board of Education Goals GOAL I: • Implement the Efficient Use of District Facilities • Relocate the Board of Education Office • Determine the Fate of the Building on Main Street • Clarify the Future of the Sheldon, Prospect, Middle and High Schools

5. Context of the Study (Continued) 2012-13 Board of Education Goals (Continued) GOAL IIBuild Internal and External Relationships GOAL IIIEstablish Collaborative Teams

6. Context of the Study (Continued) Study Purpose The general purpose of the study is to examine carefully the use of facilities to be sure that it: • Meets student academic and developmental needs • Is efficient • Is accessible to the community • Considers and builds upon the recent capital renovations in order to meet future student needs

7. Context of the Study (Continued) Study Considerations • Student Learning and Achievement • Declining Enrollment • Fiscal Crisis • Property Tax Levy Increase Limit • Loss of Foundation Aid Promise • Impact of State and Federal Mandates • Staff and Community Input

8. Elements of the Study The study included the following activities: • A review of relevant Board Policies • A review of literature/research regarding school closings • A review and detailed analysis of all enrollment data, including a 10 year history and 10 year projections supplied by the District.

9. Elements of the Study (Continued) • A review of the current use of classroom and other instructional spaces. This review included multiple walkthroughs in each of the schools. • A review of K-12 instructional space needs for the next five years. • A review of the SED-required Five Year Building Condition Survey. A review of other documentation related to the condition of each school building and tentative capital construction plans for each.

10. Elements of the Study (Continued) • A review of studies and reports completed within the last five years by external agencies relative to the services provided for students by the Attica Central School District. • An investigation of the cost savings to close an off campus elementary school(s) and/or to change the grade configurations in any of the schools.

11. Elements of the Study (Continued) • A review of appropriate collective bargaining agreements. Impediments to and/or cost implications related to modifying the current grade configurations will be examined. • An investigation of alternatives related to the updating and/or relocation of the central office function.

12. Elements of the Study (Continued) • A review of relevant economic and demographic data. • Interviews of all District administrative personnel • Open meetings, one for staff and one for community members. The data collected from the interviews and the open meetings was used to augment the research, gauge support for various scenarios and to inform the recommendations.

13. Enrollment History/Projections Districtwide* 2007-08: 1,671 2012-13: 1,450 (221 fewer students/15.2% reduction) 2017-18: 1,281 (169 fewer students/11.7% projected additional reduction) *FACTS Enrollment Projection Study (inclusive of ungraded student count) October, 2012

14. Enrollment History/Projections (Continued) Kindergarten - Grade 4* 2007-08: 540 2012-13: 479 (61 students/11.2% reduction) 2017-18: 422 (57 students/11.9% projected additional reduction) *FACTS Enrollment Projection Study (exclusive of ungraded student count) October, 2012

15. Grades K – 4 Enrollment 2003 – 2018 (Actual and Projected)

16. Enrollment History/Projections (Continued) Grades 5 - 8* 2007-08: 493 2012-13: 432 (61 students/12.4% reduction) 2017-18: 383 (49 students/11.4% projected additional reduction) *FACTS Enrollment Projection Study (exclusive of ungraded student count) October, 2012

17. Grades 5 – 8 Enrollment 2003 – 2018 (Actual and Projected)

18. Enrollment History/Projections (Continued Grades 9 - 12* 2007-08: 578 2012-13: 463 (115 students/19.9% reduction) 2017-18: 409 (54 students/11.7% projected additional reduction) *FACTS Enrollment Projection Study (exclusive of ungraded student count) October, 2012

19. Grades 9 – 12 Enrollment 2003 – 2018 (Actual and Projected)

20. Total District Enrollment 2003 – 2018 (Actual and Projected)

21. Actual and Projected Enrollment 2003 - 2017

22. Enrollment History (Percent Change Per Year)

23. Enrollment History/Projections(Continued) Estimated Building Capacity* Sheldon Elementary 180 Prospect Elementary 500 Middle School 800 High School 800 2,280 *Based upon SED Building Capacity Guidelines

24. The Fiscal Crisis Sample Fiscal Challenges Retirement Systems TRS ERS 2011-12 $1,050,217 $284,333 2013-14 $1,742,045 $390,077 Two Year $ Increase $691,828 $105,744 Two Year % Increase 65.87% 37.19%

25. The Fiscal Crisis (Continued) Sample Fiscal Challenges (Continued) Health Insurance 2011-12 $2,710,284 2013-14 $2,988,936 Two Year $ Increase $278,652 Two Year % Increase 10.28%

26. The Fiscal Crisis (Continued) Sample Fiscal Challenges (Continued) Cost of Triborough (for ATA)* 2012-13 $8,188,254 2014-15 $8,646,408 Two Year $ Increase $458,154 Two Year % Increase 5.60% *Cost for current staff in each of next two years based upon expired CBA

27. The Fiscal Crisis (Continued) Sample Fiscal Challenges (Continued) Declining State and Federal Aid 2010-11 $15,982,804 2012-13 $14,819,235 2013-14 ???????? Two Year $ Decrease $1,163,569 Two Year % Decrease 7.28%

28. The Fiscal Crisis (Continued) Sample Fiscal Challenges (Continued) Recent Reductions 2010-11 11 teaching positions 2011-12 10 teaching and other positions/minimal equipment purchases 2012-13 7 teaching positions/$300,000 in non-personnel reductions

29. Recommendations Three Phases: P1: As soon as practicable (no later than 09/01/14): Close the District Office, relocate the operation of the District to the Middle School / High School facility and demolish the current building P2: 09/01/14: Close the Sheldon School and relocate students to the Prospect School P3: 09/01/18 - 09/01/20: Close the Prospect School and relocate all students to a reconfigured K-12 campus, the current Middle School / High School facility

30. Recommendations (Continued) Phase 1: Close the District Office, relocate the operation of the District to the Middle School / High School facility and demolish the current building. Rationale Not handicapped accessible No Certificate of Occupancy - Increased liability Cost to update significant Ability to locate the entire central office function in a single office suite may result in a more efficient operation. Limited meeting space at current location. Location of central office administrative personnel closer to students and staff has salutary effect

31. Recommendations (Continued) Phase 1 Considerations • Demolition of the District Office building could be used to improve safe access / egress both to and from the Middle School / High School campus • Potential of issues associated with a neighbor contingent to the school property is diminished

32. Recommendations (Continued) Phase 2: Close the Sheldon School and relocate students to the Prospect School. Rationale • Enrollment low and projected to continue to decrease • Significant cost savings in the short, as well as the long term • Per pupil expenditure significantly more than for Prospect students currently, and after recommended consolidation • Student performance over time is not significantly better than Prospect students and not commensurate with additional cost to educate K-4 students

33. Recommendations (Continued) Phase 2 Considerations • Reinstitute periodic late bus runs for all K-4 students • With a portion of the projected savings establish administrative / instructional support K-4 and/or K-12

34. Phase 2: Projected Cost Savings

35. Phase 2: Per Pupil Cost and Projected Cost Savings

36. Phase 2: Elementary Average and Projected Class Size

37. Phase 2: K- 4 Student Performance

38. Recommendations (Continued) Phase 3: Close the Prospect School and relocate all students to a reconfigured K-12 campus, the current Middle School / High School facility. Rationale • Continuing decline in enrollment • Improved program considerations/academic opportunities for students • Potential cost savings • Basement spaces at Prospect are not well-suited for instruction or food service delivery • Age of the Prospect facility suggests potential for capital needs • Minimal interest in consolidation from neighboring districts

39. Recommendations (Continued) Phase 3 Considerations • Need for a Board appointed school / community long range planning committee to address issues such as, but not limited to: • School grade configuration within the campus facility • Staffing patterns • Program considerations • Capital project needs, balanced with a level debt service expenditure plan • Initiate a capital project with a projected completion date of June, 2018 (for September 2018)

40. Recommendation Summary Three Phases: 1:No later than 09/01/14: Close the District Office, relocate the operation of the District to the Middle School / High School facility and demolish the current building. 2:09/01/14: Close the Sheldon School and assign all K-4 students to the Prospect School.

41. Recommendation Summary (Continued) 3:09/01/18: Close the Prospect School and relocate all students to a K-12 campus at the current Middle School / High School facility. Establish a school / community long range planning committee with a specific charge(s) and a 6 month work product timeline.

42. Final Comments and Next Steps Comments? Next Steps Thank you for your interest in this important matter

43. Attica Central School DistrictBuilding Utilization StudySpring, 2013 Additional Information and Supporting Documentation

44. Phase 2: K- 4 Student Performance

45. Phase 2: K- 4 Student Performance

46. Phase 2: K- 4 Student Performance

47. Criteria for Decision-Making In developing the recommendations included in this report, the consultants applied the following decision-making criteria: • Provide a high quality physical environment for high quality student learning • Achieve cost savings • Minimize adverse consequences • Realize improved educational opportunities from the savings from local consolidation

48. Options for a Closed School When a school is closed the Board of Education has four options it may consider: • Lease the facility • Sell the facility • Gift or donate the facility • Decommission the facility

49. Decommissioned Buildings Brockport facility facing northeast

50. Decommissioned Buildings (continued) Brockport facility facing northeast, close up Brockport facility facing northwest, close up Brockport facility facing northeast, close up Brockport facility facing northwest, close up