Oakridge School District Horizon’s Panel: August 16, 2010

Purpose of Horizon Committee No, we are not here to decide whether or not we close OES (or, OHS/OJH, either!) next year. No, we are not here to decide who is fired or hired. We are here to look at the future – what do we do if the enrollment decreases continues for five years? Seven years? How can we provide the best education possible for our kids with decreased revenues resulting from an annual decrease of approximately 5% of our students? No, we are not here to decide whether or not we close OES (or, OHS/OJH, either!) next year.

Goals of our Gathering Work towards our goal of presenting to the OSD Board of Directors a plan by February 1 st, 2011 to deal with declining funding that correlates with possible continued decreases in enrollment. Develop a scenario for adjusting service models (in the best interests of our kids!).

Today should lead to a foundation for the next gathering. A proposed plan for changing services based on “trigger enrollments” and incremental changes will be proposed. If the committee agrees, movement on the incremental proposal with “trigger enrollments” will be examined and fine tuned.

Western Lumber Co./Westfir Lumber Co./Blythe and Co./Hines Lumber Co. Established in The origin of Westfir – purchased by Hines Lumber Co. in 1945; Closed in 1977.

Schools *Westfir grade school was built in 1923 *In 1967 the schools were consolidated. *When exactly was the first school opened in Oakridge? We know that we have A record of a graduating class from Currently the District has 590 students enrolled, and 36 FTE certified staff, 3 confidential staff, 4 administrators and 44 classified staff. There are many substitute employees, as well as multiple outsourcing (bus maintenance; electrical; etc.

Since 1972 We have lost almost 5% of our enrollment every year for last ten years. If we continue at that rate we will have lost 839 students by (71%) funding compared to 1972 funding (in 2010 $’s): 839 X 1.3 = X $6,105 = $6,658, We have declined in enrollment by 593 students (approximately 50%), with the vast majority leaving since funding compared to 1972 funding (in 2010 $’s): 593 X 1.3 = X $6,105 = $4,706, Average teacher costs (in 2010 $’s): $75,000 $4,706,344.50/$75,000 = Teacher FTE

Enrollment figures rolled into the future Current Enroll./Grade Level Kindergarten: 45 1 st Grade: 44 2 nd Grade: 35 3 rd Grade: 42 4 th Grade: 45 5 th Grade: 51 6 th Grade: 42 7 th Grade: 64 8 th Grade: 38 9 th Grade: th Grade: th Grade: th Grade: 46 Total Enrollment (6.2010): 590 (Total includes three out of Distriict students) Enrollment with 5% drop each of next five years Kindergarten: 1 st Grade: 32 2 nd Grade:32 3 rd Grade: 32 4 th Grade: 32 5 th Grade: 32 6 th Grade: 34 7 th Grade: 33 8 th Grade: 26 9 th Grade: th Grade: th Grade:38 12 th Grade: 31 Total Enrollment (6.2016) 421

Revenue Reduction if We Only have 421 students in five years? Currently we have 568 students (ADMr) which translates to ADMw of $5,749 each for a total of $4,435,353. If we have we only 421 students (ADMr) which translates to ADMw of $5,749 each for a total of $3,291,302. Current Funding of $4,435,353 subtract funding of $3,146,427 provides a a revenue shortfall of $1,144,051 in approximately five years. The average cost for each teacher in today’s $ is approximately $75,000 per year (including PERS, and other benefits). Next year ( ) we will have additional shortfalls due to increased PEERs costs ($83,000) + contingency ($60,000) and textbook adoption of Social Sciences (approximately $60,000) for a starting revenue hole of over $200,000.

If we just cut personnel... With a shortfall of $1.2 million in five years... OES 4.0 $75,000=$300,000.5 $58,000 =$58, $51,000=$51, $31,000=$31,000.5 SPED $37,500=$37,500.5 $37,500=$37,500 OHS/OJH 5.0 $75,000=$375, $31,000=$124,000.5 $58,000=$58,000.5 SPED $37,500=$37, $51,000=$51,000 TOTAL=$1,160,500 OES 4.0 $75,000=$300,000.5 $58,000 =$58, $51,000=$51, $31,000=$31,000.5 SPED $37,500=$37,500.5 $37,500=$37,500 OHS/OJH 5.0 $75,000=$375, $31,000=$124,000.5 $58,000=$58,000.5 SPED $37,500=$37, $51,000=$51,000 TOTAL=$1,160,500

Incremental Trigger Point Services Reallignment Plan 1.As staff resign or retire none of those positions are refilled unless we have two consecutive years of enrollment growth. 2.Elementary grades with 32 or less students would be served by one teacher. 3.Standards Based Education with achievement advancement instead of social advancement is researched for implementation. 4.When enrollment hits 475 students we close two building wings (OJH and east end of OES) the following year. 5.When enrollment hits 400 students we close the elementary building and place K-6 in current junior high wing, and run OJH/OHS as a combined school. 6.Continued decreases in enrollment would result in the mothballing of additional classrooms until the enrollment reached 200 students, when the east wing would be closed.

OES with one wing closed Closed

OHS/OJH Current Classrooms Not Used for Instruction Closed

OHS/OJH with One Wing Closed Closed

One Building District OES OHS/ OJH Shared OHS/ OJH OES

OHS/OJH has a capacity of 700 students. OES a capacity of 500 students. If we had only 25 elementary school students, and 25 high school/junior high students would we keep both buildings open? If we had only 50 elementary school students, and 50 high school/junior high students would we keep both buildings open? If we had only 100 elementary school students, and 100 high school/junior high students would we keep both buildings open? If we had only 150 elementary school students, and 150 high school/junior high students would we keep both buildings open? If we had only 200 elementary school students, and 200 high school/junior high students would we keep both buildings open?