ONEONTA CITY SCHOOLS

2013-2014 State of Our SchoolsDr. Scott Coefield - SuperintendentONEONTA CITY SCHOOLSStaff IntroductionsKathy Loggins CFOJulie Talton Curriculum / TechnologyPhyllis Shirley Spec Ed / Federal ProgramsLeslie Russell OESBrad Newton OMSKeith Bender OHSSharon Standridge OHS / TransportationPLAN OF EXCELLENCE

ONEONTA CITY SCHOOLSBELIEF STATEMENT AND ESSENTIAL STRANDSWe believe that every student of OCS deserves to attend a school system that is striving to achieve excellence within each one of our identified essential strands. Those essential strands are.

Our goal is to achieve excellence within each one of our essential strands.School safetyCurriculumGreat EducatorsTechnologyExtra CurricularStaffingFacilitiesCommunity SupportPlanningChecking our Vital SignsExamining our essential strandsWHO WE AREComparative GroupsGBPJ The combined average of Guntersville, Boaz, Piedmont, and Jacksonville.

TOCA The combined average of Trussville, Oxford, Cullman, and Albertville

20 The combined average of 20 other small city school systems in Alabama

State averages and National averages

Comparative SystemsSmall City School Systems (20) between 1K 2KSheffield 1,046Piedmont 1,165 Brewton 1,193Tarrant 1,201 Daleville 1,202 Geneva 1,246Winfield 1,260 Midfield 1,335Opp City 1,357Thomasville 1,479Oneonta 1,494 Tuscumbia 1,519 Roanoke 1,535Jacksonville 1,626Leeds 1,641Haleyville 1,706Andalusia 1,713 Fairfield 1,845 Attalla City 1,867Tallassee 1,899Guntersville 1,933Student EnrollmentStudent Enrollment-23 students reduced teacher funding by 1.35 units

Community Growth*Data from RPC and ChamberONEONTABLOUNT COUNTY1990-200013%30%2000-201025%15%2010-2020NA16% to 19%Facility Capacity & Growth RateFacility capacity about 125 per grade = 1,625 students

2012-2013 student enrollment of 1,471 is 9.5% below 1,625

If we continue our growth rate of 4% every 5 years then it is about a decade before we reach building capacity.DemographicsDemographicsNon resident (Out of District)Tuition increase for 2013-2014 was the first increase since 1997-1998.

Tuition increased from $250 per child to $350 per child with a $1,000 cap per family.

Tuition is set at discretion of board (no scheduled increases)

Our normal range of out of district students has been 23% to 27%, with 24% in 2012-2013. (Data since2005)

Non resident (Out of District)No automatic approval based on sibling enrollment, workplace, etc.

More scrutiny regarding illegal transportation of out of district, Kindergarten assessment, etc.

As a general description, the majority of our non resident students are in the honor society and are participating in extra-curricular activities.

Non resident (Out of District)DemographicsPoverty exampleA family of four making $30,615 qualifies for free lunch and making $43,568 qualifies for reduced price lunch.

Finances EOY Balances in General FundFY 2008 $2.2 millionFY 2009 $1.5 million (proration)FY 2010 $1 million (proration)FY 2011$1.2 million (proration)FY 2012$1.4 million*FY 2013$1.3 million

*$800,000 = one month of payroll / reserves

FINANCES AdjustmentsReduced resources and not funded items in plan of excellence to handle economic downturn since 2008

Reduced personnel-159 employees in 2008 down to 148 employees in 2013-Almost every classification of employee impacted

*Reductions occurred despite increase of 59 more students from 2008 to 2013Expenditures by Function - FY 2012#System NameADMInstructional ServicesInstructional SupportOperations and MaintenanceTrans-portation ServicesFood ServicesAdmin-istrativeServicesDebt ServiceOther ExpendituresTOTAL1Sheffield City1,0466,261,7461,803,9671,414,66890,295931,838738,79259,962591,63711,892,9052Piedmont City1,1655,300,5521,654,843851,33215,896670,101689,670286,898409,3429,878,6343Brewton City1,1936,540,6861,390,5951,108,524253,819454,966689,2531,927,894197,89512,563,6324Tarrant City1,2015,685,8032,104,9811,282,589470,4401,049,165963,937389,006322,49112,268,4125Daleville City1,2025,908,1821,665,594760,981690,297725,123749,882577,330230,29811,307,6876Geneva City1,2466,450,1941,359,010922,900677,103647,066640,712358,070173,87211,228,9267Winfield City1,2606,201,0651,465,700891,598433,838818,320524,476470,949332,16711,138,1138Midfield City1,3355,558,2101,924,2511,146,683305,3831,205,858637,888324,315287,98011,390,5689Opp City1,3576,397,2781,821,0601,159,627391,295864,812583,416802,213331,31112,351,01210Thomasville 1,4796,795,2962,381,299957,706441,349951,126918,108513,098351,13313,309,11411Oneonta City1,4946,673,8331,458,6801,055,815387,581857,489528,671359,601635,23711,956,90712Tuscumbia1,5197,326,1002,464,1801,277,40179,7181,075,6651,075,534248,073240,03313,786,70413Roanoke City1,5357,338,7781,649,016840,973250,587823,240738,278255,732447,37412,343,97914Jacksonville1,6268,255,2782,065,155834,437579,046968,388482,841355,66332,07013,572,87815Leeds City1,6417,789,7202,203,8991,510,428693,5251,039,078883,1713,593,896266,98817,980,70516Haleyville City1,7068,790,1242,103,0041,055,773147,6081,116,485725,982726,078492,86115,157,91517Andalusia City1,7138,478,4551,809,1181,282,569546,680934,635702,906490,750268,32114,513,43518Fairfield City1,8458,950,8743,516,3162,080,955158,7071,438,1161,334,547329,925200,78118,010,22119Attalla City1,8677,892,1061,856,041889,177432,3961,153,7641,130,548647,975363,94414,365,95220Tallassee City1,8999,250,3482,033,8951,022,521207,1071,201,758875,486278,996484,06915,354,18021Guntersville 1,9339,788,8952,687,0581,562,155563,2411,393,284803,307255,950685,26817,739,158Comparative 201,4897,220,6441,972,2701,138,515372,186967,632781,781631,065349,76513,433,859Operations Cost FY 2012Revenue reports FY 2012Ranking Oneonta City School Systems in the amount of funds they receive per child

-Local funds we are ranked 83 out of 132 systems

-Total funds we are ranked 126 out of 132 systemsRevenue Analysis FY 2012Local revenue per child (Enrollment of 1,494)

OCS $2,244 vs. 20 $2,495 = ($251) -If OCS had $251 x 1,494 students = $374,994

OCS $2,244 vs. State $2,774 = ($530)-If OCS had $530 x 1,494 students = $791,820

OCS $2,244 vs. GBPJ $2,750 = ($506)-If OCS had $506 x 1,494 students = $755,964Revenue Analysis FY 2012Total Revenue (local, state, federal)- Oneonta City $8,327 per child and ranked 6th from bottom

-Blount County $8,157 per child and ranked 3rd from bottomTax EffortMills Equivalence (A measure of tax effort)

-Oneonta tax millage rate is 16.5 mills. Our mills equivalence is 23.54 adding a value of 7.04 mills of tax revenue from sources other than property tax.

-The comparison 20 median tax millage rate is 17 mills. Their mills equivalence is 39.70 adding a value of 22.70 mills of tax revenue from sources other than property tax.

-Ranked among the comparison 20, we are last, we have the worst tax effortAcademic Stats% Enrolled in Higher Ed (Fall, 2012)% Enrolled in 4 yr college (Fall, 2012)ACT Scores - 2013ACT College Readiness % in 12th gradeACT College Readiness % in 10th gradeACT College Readiness % in 8th gradeGraduation Rate % (New method)% Exceeding Standards in Reading (G3-G8)% Exceeding Standards in Math (G3-G8)Essential StrandSCHOOL SAFETY

School Safety Start of 2012/2013Implementation level is very goodSurveillance, communications, and collaboration with local officialsPersonnel Facility improvements for health and safety reasonsSchool Safety Columbine changed the way we thought about school safety

Sandy Hook changed it againSchool Safety Updates More funding for equipment related to school safetyBuilding never without a SRO during the school dayMore planning and collaboration with local officials

School Safety Updates Smaller school concept (OMS) should allow for more adult and student interaction / supervision.

Full time school therapists

School Safety Remaining IssuesSome upgrades to equipment and facilities

Traffic Flow and student drop off

Enclose all areas of the building and develop collapsing perimeters

Essential Strand

CURRICULUMGREAT EDUCATORSTECHNOLOGY

Updates (Curriculum Great Educators Technology) Oneonta Middle School fulfills an academic void and provides smaller schools for teacher support / training.Item #4 in POE well rounded curriculum-Added financial literacy in career preparedness course-Lost art teacher and reductions in foreign languages-Electives are and will continue to be an issue due to funding at the state and local level

Updates (Curriculum Great Educators Technology) New diploma options - item #6 in POE State diplomaState diploma with OCS academic endorsement (pre-cal, 1 foreign language, 1 AP course)State diploma with OCS advanced academic endorsement and is a requirement for valedictorian, salutatorian, historian (math above pre-cal, 2 foreign languages, any combination of 3 AP courses)Honors courses beginning in middle school with open enrollment and no wavering on teaching at an honors skill levelUpdates (Curriculum Great Educators Technology) Assessments-Close alignment to the ACT starting in G3 to G11

-End of course tests in G 9-12 (aligned to quality core)*Eng 9, 10, 11*Biology, Chemistry*Alg I, Geometry, Alg II*US HyUpdates (Curriculum Great Educators Technology) Resources-The political uncertainty of common core-The unknown future of the textbook-Our inability to provide 1:1 technology to transition to a true digital environment.-Our limited fiscal resources to provide traditional textbooks.

Oneonta City SchoolsExternal Review Exit Report 2012 AdvancED

March 3 - 6, 201348Learning Environment Ratings1Equitable Learning Environment2.92High Expectations Environment3.03Supportive Learning Environment3.34Active Learning Environment3.15Progress Monitoring and Feedback Environment3.26Well-Managed Learning Environment3.47Digital Learning Environment1.8This year AdvancED is piloting a learning environment observation process. The results of observations conducted by the External Review team helped inform our decisions related to the indicator ratings for the standards.

Like the standards and indicators, the seven learning environments are rated on a 1 to 4 scale. Here are the results of our observations. Please understand that the instrument used to collect these data is in the pilot phase this year, so while we used the data to inform our standards ratings, these scores in and of themselves have minimal impact on the accreditation decision.

However, these results should be used by the institution to identify strengths and weaknesses in these learning environments. 49Curriculum - What we said in POEStrengthsWeaknessesIn almost all areas OCS score above state averages and would be considered one of the higher performing small city schools systems in the state.No systematic effort to engage in curriculum alignment and best practice strategies regarding effective instruction and authentic learning.

Great Educators What we saidStrengthsWeaknessesA veteran staff that has established a high reputation for OCS.No sustainable process or program for staff professional development in the K-12 setting.Threat Complacency, as 50% of staff has over 15 years of experience with 15% having more than 25 years of experience.Technology What we saidStrengthsWeaknessesProgram built from scratch and there is a sense of ownership.We have staff wanting to add new technology.To support a major technology initiative (1:1), we do not have the infrastructure, the personnel to manage and support, or the financial capacity to purchase and support hardware, software, and training.Curriculum / Educator Plans What we have doneRestructured central office staff with focus on curriculum

Still trying to fund technology through referendum, federal dollars, and city financial support

Created OMS

Plan to build slow / steady success in regards to instruction

Issues (Curriculum Great Educators Technology) Continue to focus on alignment of new standards and new assessmentsImplement an on-going data based culture of PDAssess student engagementAssess and develop a plan regarding technology and resourcesTechnology -Continue with phase #2 tech implementation including wireless connection, projection capabilities, and SMART boards-Evaluate the success of the three rolling labs

Essential Strand Updates and issuesEXTRA CURRICULAR

Extra Curricular What we saidStrengthsWeaknessesOneonta City Schools provides its students with the same opportunities as students in large school systems. We also compete and perform at a level that meets the high expectations of our community. Athletics, fine arts, band, academic teams, organizations We have very little flexibility in our teaching staff to meet the growing demand of coaches and sponsors.Extra Curricular Banner YearAthletically- 11 of 15 teams reached playoffs-Football resume now includes 4 state championships and 5 runner ups (North division champion)-Girls basketball state champions-Track team 2nd place in state-Boys soccer to 3rd round-Several kids sign athletic scholarshipsExtra Curricular Arts, AcademiaWe have the largest band in class 4A and win numerous awards at competition (2013 band of 146 is one of the largest ever)Our academic competition teams continue to compete at a high levelDrama productions continue to get high participation and high attendanceYearbook a cut above other high school publicationsEssential Strand Updates and IssuesSTAFFING

Staffing IssuesWe have begun contracting services for nurses, maintenance of floors and lawn care, technology, mental health, to reduce costs without losing service.Staff reductions will not allow system to maintain smaller classes and opportunities for students could be jeopardized (special ed, art, foreign languages, possibly AP courses)We did loose funding for 1.35 teachers due to enrollment decline of 24 students. We can only employ the number of teachers earned by the state. We do not employ locally funded units.

Essential Strand Updates and IssuesFACILITIES

Facilities What we saidStrengthsWeaknessesNo major structural issues and building has been adequately maintained.The interior and exterior of building shows its 30+ age. There needs to be a facelift to create a better environment. A list of needed projects has been developed.Note: The current facility can handle about 8% growth.

Facilities - AccomplishedRenovations since 2010($3 Million)RoofPainted school exterior and gymFloor coveringAir for OES gymStadium upgradesLunchroomSecurity upgrades

Classroom and hallways (lights, ceiling tile)RestroomsHeating and air issuesAuditorium sound systemWireless accessOES officeFacilitiesNear future ?($1 Million? )Traffic Flow(phases)Exterior lightingClassroom doors / locksStorage buildingInterior painting Lobby remodelElectrical upgradesScience Labs

Traffic flow master plan

FacilitiesDreams that maybe have a chance($1 million)Dreams that have less of a chance($2 million)Traffic Flow(back loop and added front parking)Enclose areas related to OES/OMS/OHS

East redesign to regain auxiliary OHS gymFront redesign that allows for restrooms, multi-purpose area, and administration.

FacilitiesProjects requiring major partnershipMulti-purpose synthetic playing surfaceOn campus baseball facilityTrack upgrade

Multi-purpose indoor athletic facilityOES gym additionAuditorium refurbishingEssential Strand Updates and IssuesPLANNINGCOMMUNITY SUPPORT

Community Support What we saidStrengthsWeaknessesGreat attendance and support for school events.Community leaders have strong roots in the community and care deeply about the school system.There are no private or church schools that have felt the need to establish a viable alternative choice as a school system due to lack of confidence with Oneonta City Schools.

The tax effort to support Oneonta City Schools is below averageThe school system needs to better communicate and educate the public on issues regarding the school system.

FinancialsWe do have @ $3.5 million dollars when adding our state required one month of reserves, a savings account, general fund balance, and monies earmarked for facilities.We just passed a balanced budget for FY 2014 that had zero dollars budgeted for technology and limited resources.Any new implementations of our plan of excellence that require a re-occurring cost would create an annual deficit budget (more teachers, technology, etc).YearDescriptionRevenueCostBalance2013Available funds of OCBOE$3,500,000$3,500,000One month operations reserve required$800,000$2,700,000Board imposed reserve for facilites$1,000,000$1,700,000Bus purchasing by 2020 (9 buses)$500,000$1,200,000Traffic (Phase 2) - Resurface back area$225,000$975,000Traffic OES-OMS (resurface)$100,000$875,000Traffic (Rear loop and back drop)$350,000$525,000Traffic (added parking for ES-MS)$200,000$325,000Storage facility$35,000$290,000Science Labs$75,000$215,000Electrical panel upgrades$50,000$165,000Furniture replacement$45,000$120,000Signage and lettering for buildings$20,000$100,000Paint building interior$50,000$50,000Lobby - painting, floor, and concessions$40,000$10,000Exterior Lighting$10,000$0Exterior Doors$15,000-$15,000Security (door locks, etc)$40,000-$55,0002014Capital purchase allocation$365,000Fy 2014 Tech budget$350,0002015Capital purchase allocation$365,000Fy 2014 Tech budget$350,0002016Capital purchase allocation$365,000Fy 2014 Tech budget$350,0002017Capital purchase allocation $365,000Fy 2014 Tech budget$350,0002018Capital purchase allocation$365,000Fy 2014 Tech budget$350,000Future projects with no fundingEnclose areas related to OES / OMS / OHS$750,000East redesign w/weight room. 5,152 sq ft x $118 $607,936Annual Needs with no fundingAdded teachers for:Electives, advanced courses, special needs kidsCommunity SupportOFFER had its best year ever contributing over $40K used for technology.We failed in our attempt to pass the 5 mill tax and in our initial attempts to become a part of the city budget / tax structure. Without both, we will continue to be limited in our ability to support programs, teachers, technology, and facilities.Plan of excellence remains an on-going and flexible plan to guide our decision making.

Community Support Social MediaAn area of personal growth for the superintendent will be to take greater advantage of social media to keep our community informed.BELIEF STATEMENT AND ESSENTIAL STRANDS A quick assessmentSchool safety - goodCurriculum working on increased rigor of advanced courses and student engagement, but staffing issues put advanced courses, arts and drama in jeopardyGreat Educators - goodTechnology Quickly falling behind (not progressive)Extra Curricular goodStaffing big problem, since we only employ teachers funded by state. Students requiring ELL and special ed services have increased, which further reduces teacher numbers for core subjects. We need flexibility to hire some locally funded teachers (In 1986 we employed 7 from local, in 2000s we employed 3-4)Facilities - Improvements made, other projects needed based on safety and student needsCommunity Support Great on personal level, not good on funding levelPlanning good, but we must connect with our stakeholders.Am I (are we) guilty of allowing our people (our system) to be whatever they want to be?Do we accept our failed attempts to improve funding for technology, teachers, and facilities?Plan of ExcellenceOne example (in an English classroom) of why we will not become complacent in attempting to implement our plan

Committed to excellence and we understand that excellence is worth the sacrifice.GUIDING PRINCIPLEWe will succeed because some of these excuse are never going to change We dont have enough resourcesWe are having to do more with lessWe dont get the respect and pay we deserveThe legislature is out of touchKids and parents dont careEtc.

LATERAL ACCOUNTABILITYThe culture of an organization is determined by the majority.

Schools are not defined by the behaviors of the students, they are defined by the behaviors of the adults. (Self efficacy)

Three Things

We have to trust each other

We must have a plan

We must create the capacity to carry out the plan

Strategic Tactics for Ongoing ExcellenceWithin each essential strand there will be

Ongoing analysis of dataOngoing action plans with cost analysisOngoing planning, prioritizing, and monitoringWe want to be a great school system and we want to live in a great community.

VISION