1. Reorganization Study Robert G. Rogers

2. A-C Central

3. PORTA

4. Reorganization Options 1.Consolidation 2.Annexation 3.School District Conversion 4.High School Deactivation 5.Cooperative High School Formation

5. Consolidation …is the merger of two or more existing districts to form or create a new district.

6. Areas Studied Report Cards Enrollment Facilities Curriculum Athletics & Activities Transportation Finance Incentives

7. Report Card Information Test Scores Class Size AYP ISAT ACT PSAE

8. ISAT Reading Scores

9. ISAT Math SCORES

10. ISAT Meeting/Exceeds

11. 2011 ACT Scores

12. PSAE Performance Levels

13. Bright Star Award A-C Central & PORTA High Schools High student performance at low costs. 85 districts of 868 in Illinois

14. 5 Year Enrollment

15. A-C Enrollment Fluctuations ACK123456789101112 2012 2932 2644393431284733 26 2011 29323128463936353146333227 2010 283834373227383631294231 2009 42383426304132362943333138 2008 37 32274132 274735384332

16. PORTA Enrollment Fluctuations K123456789101112 2012 69 65758974918191103978582 2011 65667488809575949610885 102 2010 666981789274921001011028810293 2009 737280678897889392117107109102 2008 6775648890918991102122116104103

17. Combined Enrollment

18. Projected Elementary Enrollment 2013 to 2017

19. Projected Junior High

20. Projected High School

21. Area High School Enrollments Winchester Carrollton Camp Point Havana Pittsfield Quincy ND Beardstown Riverton Auburn Pleasant Plains 214 231 262 330 373 387 405 428 446 465

22. Facilities A-C Central –Chandlerville –Ashland Chandlerville 1937-1979 Grades Kindergarten - Four Two story Ashland 1920 – 48-58-03 Grades Five –Twelve One level – Handicapped Acc. Air Conditioned & New Windows PORTA –Petersburg Elem. Grades K – 2 –PORTA Central Grades 3– 6 –PORTA Jr/Sr High Grades 7- 12 All buildings are in good condition

23. Curriculum Curriculum and financial advantages are probably the two most important reasons for reorganization. Students in both districts would benefit from combined curriculums.

24. Athletics & Activities All high school athletics are together. All junior high athletics are together. Both districts are having difficulty in fielding teams.

25. Transportation Combined fleet in good condition. No additional buses needed. Bus routes might be combined. The district would be large but manageable. Some special education savings.

26. Districts by area in sq. miles District NameCounty Type Area in Sq. Miles 1.Prairie Central #8Livingston Unit 300.00 2.Brown County #1Brown Unit 307.00 3.Paxton-Buckley-Loda #10Ford Unit 312.00 4.Pikeland #10Pike Unit 326.00 5.Jersey #100Jersey Unit 332.00 6.Bureau Valley #340Bureau Unit 341.00 7.Hamilton County #10Hamilton Unit 354.00 8.Schuyler-Industry #5Schuyler Unit 365.00 9.Pope County #1Pope Unit 372.00 10.Jasper County #1Jasper Unit 461.00

27. K-8 Chandlerville HS Ashland Gr. K - 8 PORTS JR/SR HIGH Gr. 7 - 12 PORTA Central Gr. K - 2 Petersburg Elementary Gr. 3-6 Tallula

28. 2012 Finances A-C Central PORTA EAV –$40,095,989.00 Tax Rate –$5.5545 Fund Balances –$2.6 million Revenue –Local 50.0% –State 36.0% –Federal 14.0% EAV –$136,397,496.00 Tax Rate –$4.8101 Fund Balances –$1.6 million Revenue –Local54.0% –State38.0% –Federal 8.0%

29. 2012 Ending Balances A-C Central $2,631,965.00 Some money is restricted –Bond & Interest –IMRF/SS –F/S –Tort Actual Balance $1,575,525.00 PORTA $1,635,587.00 Some money is restricted –Bond & Interest –IMRF/SS –F/S –Tort Actual Balance $1,278,208.00

30. A-C Central Revenue

31. PORTA Revenue

32. A-C Central GSA Entitlements 2013 2012 2011 2010 2011 2012 2013 Total $1,517,051.73 $1,545,889.91 $1,622,699.69 $1,743,147.19 (Reduction) ($149,909.27) ($147,014.67) ($164,297.65) ($461,221.59)

33. A-C Central GSA

34. A-C Central Transportation YEAR 2012 2011 2010 2009 YEAR 2012 2011 2010 2009 Regular $138,931.43 $156,653.01 $158,174.63 $180,424.11 SP. EDUCATION $37,896.00 $37,120.00 $24,984.00 $18,263.01

35. A-C Central Regular Transportation

36. A-C Central Sp. Ed. Transportation

37. PORTA GSA Entitlements 2013 2012 2011 2010 2011 2012 2013 Total $2,018,028.26 $2,802,284.81 $3,201,065.78 $3,517,868.07 Reduction ($316,802.29) ($398,780.97) ($264,579.93) ($1,048,836.64)

38. PORTA GSA

39. GSA Explanation (1998) A-C Central HH $1,254,985.81 201043.68% 2011dropped 2012GSA 92% 2013GSA 89% Still above the HH level. PORTA HH $2,765,147.65 201043.68% 2011dropped 2012GSA 92% 2013GSA 89% Will fall below the HH level by $747,119.40 therefore the loss is $1,517,051.736 in 3 years.

40. PORTA Transportation YEAR 2012 2011 2010 2009 YEAR 2012 2011 2010 2009 Regular $363,809.38 $318,026.20 $465,171.13 $452,339.93 SP. EDUCATION $202,114.40 $166,779.60 $ 86,180.00 $109,094.63

41. PORTA Regular Transportation

42. PORTA Sp. Ed. Transportation

43. Financial Incentives State Aid Difference Deficit Offset Teacher Salary Difference Certified Employee Pay of $4,000.00

44. State Aid Difference If the General State Aid (GSA) is less for the newly reorganized district in the first year than the General State Aid would have been that same year of the previously existing districts, ISBE will make supplementary state aid payments equal to the difference for the first four years to the reorganized district.

45. Deficit Offset Deficits are calculated by totaling the fund balances in the education, operation & maintenance, transportation and working cash funds in each district. ISBE will make one supplemental state aid payment equal to the difference between the largest and smallest deficit. A positive fund balance is considered to have a deficit of zero.

46. Teacher Salary Difference If there is a difference between the sum of the salaries earned during the previous year by teachers of the new district and the sum of salaries those teachers would have been paid if placed on the highest salary schedule, ISBE will make supplementary state aid payments equal to the difference for the first four years to the newly reorganized district.

47. Certified Employee Pay of $4000 For up to three years, a reorganized district may receive a supplementary state aid payment equal to $4000 for each certified employee who is employed on a full time basis for the school year. The number of payments depends upon the new districts rank in EAV/Pupil and ADA. The new district would be eligible for 2 years.

48. State Incentives Incentive Year 1 Year 2 Year 3 Year 4 Total State Aid $27,994.00 $111,976.00 Deficit Offset 0.00 Teacher Salary $84,140.00 $336,640.00 Certified Staff 0.00$480,000.00 0.00$960,000.00 Total $112,134.00$592,134.00 $112,134.00 $1,408,616.00

49. Demographics – New District Area of District EAV Staff –Teachers –Administrators –Support Total Enrollment One building less 327.30 sq. miles $176,493,485.00 120 –114 –6–6 –102 1,495 Could reduce staff

50. Conclusion The following issues were examined: –Buildings and Facilities –Transportation –Curriculum –Staffing and Personnel –Finance

51. Referendum Close Chandlerville Elementary Building Ashland –Pre-K through grade 8 –Grades 9 – 12 go to Petersburg PORTA –Everything remains the same –Transportation to JH Activities

52. Future Thoughts Close Chandlerville Elementary –Chandlerville students to Ashland Ashland would need a building project to house the incoming elementary students.

53. Chandlerville Costs Non Certified Staff Building Purchase Services Transportation Total Future Costs $ 72,000.00 $ 66,981.15 $ 2,599.05 $103,222.00 $244,802.20 $230,000.00

54. Final Picture PORTA would house Pre-K - 12 –(Not much of a change) A-C Central would house Pre-K – 8 –(Chandlerville closed & HS to PORTA) Committee of Ten –Transportation –Finance/Staffing/Curriculum What’s best for kids and your future!

55. WHAT IS YOUR PLAN B? State Budget Crisis Task Force www.statebudgetcrisis.org

56. “Illinois’ budget is not fiscally sustainable. Despite recent progress and difficult choices, it is still in a deep hole. It cannot simultaneously continue current services, keep taxes at current levels, provide all promised benefits, and make needed investments in education and infrastructure. All of the major threats identified by the Task Force in its July 2012 report have contributed to Illinois’ current problems and will contribute to future budget-balancing struggles.” State Budget Crisis Task Force, October 2012 1.Illinois has the worst unfunded pension liability of any state, an estimated $85 billion. 2.Medicaid enrollment and expenditures in Illinois doubled between 2000 and 2011. 3.Over 60 percent of Illinois’ total outstanding debt is due to pension bonds. 4.Illinois has compounded its challenges with poor fiscal management and opaque budgeting. 5.Narrow, eroding tax bases have contributed to Illinois’ fiscal difficulties. 6.Illinois’ aging and deteriorating infrastructure is in urgent need of immediate repairs. 7.Federal aid matches about 50 percent of Illinois’ Medicaid spending, and constitutes about 35 percent of the budget of the Department of Human Services, 30 percent of transportation, 20 percent of K-12 education, and 20 percent of spending for environment and natural resources. 8.Illinois needs to make tough choices — now

57. 1.Illinois has the third highest number of school districts of all U.S. states. More than 200 of Illinois’ 868 school districts have only one school. 2. Last year Governor Quinn proposed consolidating the number of school districts to 300 and formed a commission to study the issue, estimating that Illinois could save $100 million per year. However, implementation of the plan (and potential savings) are at least a year away. 3. Illinois does face a financial hurdle in school district consolidation. The commission studying consolidation estimated there would be a $3.7 billion cost, due in part to financial incentives the state provides. 4. In April 2012 the commission recommended that school district consolidation be voluntary; many districts are proposing ways to save money that would keep them from having to consolidate.