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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.

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what we ll cover
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 catalogor a phone book
  • They know Clint Eastwood as a sensitive director…not Dirty Harry
we are asked to do more
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
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
With Common Core Curriculum
  • We’ll need quality professional learning for staff so teachers areready 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
Superintendent Performance-Based Evaluation Instrument
  • Measureable Goals in:
    • Student Achievement
    • Stakeholder Engagement and Loyalty
    • Organizational Effectiveness
    • Team Growth and Development
and yet
And Yet…

Public schools are being funded at the lowest levels since 2003.

the role of education in our economy


The Role of Education in our Economy


Without an education, our children won’t be able to find and keep good jobs.



Georgia Partnership for Excellence in Education, 2012


The Role of Education in our Economy


Our local economy cannot thrive if its citizens can only get the lowest paying jobs.




Georgia Partnership for Excellence in Education, 2012

franklin county figures
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
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
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).

Federal Funds = 11.72%State Funds = 57.22%Local Funds = 31.06%Enrollment = 3,659*According to the Georgia Department of Education website.

How Our Schools Are Funded…


federal funding
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 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 was adopted in 1985and 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
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
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 c uts to franklin county lost qbe funding
Austerity Cuts to Franklin CountyLost 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

Franklin is Not Alone

  • 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.
local funding
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 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
  • 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.
fy 12 budget summary funds 100 499 state local and federal regular o perating a ccounts
FY 12 Budget SummaryFunds 100-499 State, Local and Federal Regular Operating Accounts


Salary $19,477,041

Benefits $ 6,957,776

Other $ 4,202,609

Total Expense $30,637,426


State $17,035,838

Federal $ 3,059,212

Local $ 9,064,362

Total Revenue $29,159,412

response to financial challenges
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 challenges1
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
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
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
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
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
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
comparing pay from fy 08 to fy 12
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
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
superintendent pay
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
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
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.
our local challenges1
Our Local Challenges
  • 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
the strategic school system
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
“The Big Three”Guiding Principles
  • Invest in teacher quality
  • Focus time on core academics
  • Create individual attention
teacher quality
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 quality1
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

  • Artifacts & Evidence
  • Literate Environment
    • Students have access to print, technology and media resources
    • Interactive word walls (vocabulary reinforcement, instructional tool)
  • Posted standards and work samples (AFL)
  • Rituals & Routines
  • High Expectations for ALL Students (AFL)
    • Behavioral
    • Academic
    • Social
  • Classroom Management Practices and Procedures
    • Signals
    • Transitions
    • Organized Environment (resources available)



  • The Work
  • Demonstrates alignment to the standards (AFL)
  • Data Driven (AFL)
  • Engaging (AFL)
  • Relevant (AFL)
  • Rigorous (AFL)

Student Behaviors

Adult Role

  • 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)
  • Student Behaviors
  • Creating 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)
the basics
The Basics
  • 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




Behavioral Systems

Academic Systems








our work
Our Work

Student Achievement Outcomes


FC Model

Instructional Outcomes

Teacher Quality



Professional Learning Communities

School Improvement Plans

Parental Involvement Plans

District Strategic Plan

our budget process
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
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 solutions revenue
Strategies and SolutionsRevenue
  • Revenue: The only way to significantly increase local revenue is by raising the millage rate.
strategies and solutions expenditures
Strategies and SolutionsExpenditures
  • Handout in your folder will tell you what we have already done since 2008
  • Posters on the wall
we need your best thinking
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.
  • 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
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.
our process for engagement1
Our Process for Engagement
  • 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

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.