NUSD Teachers:
The budget recommendations provided in this document were originally submitted to the Trustees in late February.
They are titled as follows:
REORGANIZE THE CURRICULUM AND INSTRUCTION DEPARTMENT
ADMINISTRATION SALARY ADJUSTMENTS
REDUCE THE NUMBER OF STUDENTS TAKING SEVEN + CLASSES
EFFICIENCIES MUST BE A PRIORITY
LONG TERM ISSUES
Land Development
Elementary Schools
Middle Schools
High Schools
Since our original submittal, new information has surfaced worthy of discussion; analysis of this information is located at the end of this document.
Please take the time to read all of them.
February 29, 2008
Superintendent Jan LaTorre-Derby
Marla Blackledge, CFO
Novato Unified School District
1015 Seventh Street
Novato CA 94945
Dear Superintendent Derby and Ms. Blackledge:
The NUSD board of trustees and superintendent have asked for ideas regarding budget cuts currently proposed for the 08/09 school year. In response to your request, NFT offers the attachments to this letter outlining the logic and savings associated with a number of new approaches to managing our low wealth district. The supporting documentation for these proposals is attached to copies given to President Clinton, Superintendent Derby and CFO Blackledge. Our proposals offer concrete savings potential for next school year. The savings outlined in the attached documents can be used in your budgeting process for needed improvement in teacher salaries.
Sincerely,
Robert Cline, President NFT
On behalf of the NFT Executive Board
cc: Trustees: Clinton, Butler, Cooper, Knell, Millerick, Schwarze, Treppa
PROPOSAL – REORGANIZE THE CURRICULUM AND INSTRUCTION DEPARTMENTApproximately 15% of the budget allocated to administrative salaries is being funneled to four administrative positions in the Curriculum and Instruction Department (CID). This large encroachment on the administrative salary budget has come during an era when the state of California provides strict guidelines and standards for curriculum to all California districts. NUSD does not have to develop curriculum as it did in the past. The State provides NUSD with standards and textbook choices with few options. NFT believes that a reorientation of CID to a goal of efficiently expediting paperwork between the county, state and federal government is necessary, and if accomplished, could save NUSD over $175,000 in salary costs (excluding benefits) annually. The recent addition of administrative positions in this department also indicates that our opinion regarding this issue has substance – NUSD has done the job with fewer resources in the recent past.
NFT recommends a new administrative structure for the CID. We believe two administrative positions could be removed and the department director would have a new title – Director of Compliance. Efficiency; quickly expediting decisions; passing on adoption work to practicing teachers and principals - all with an eye on keeping the share of CID administrative salary expense below 8% of administrative salary cost - is the requirement of the new Director of Compliance. Because curriculum adoption work will be quickly farmed out to the district’s qualified teaching staff, the Director of Compliance will be able to focus much of their effort on the current duties associated with the Dir. Of Accountability position, therefore, that position will no longer be needed.
From a cost perspective, NUSD is a low wealth district of moderate size that funds two high schools, three middle schools, and eight elementary schools – our basic structure already comes with a large quota of competent administrators at a relatively high salary cost. The teachers in our secondary schools, school vice principals and principals are well suited to handle the periodic work required with new adoptions. (All of these professionals would be provided with supplemental income for their contributions.) As discussed earlier, curriculum compliance and adoption are relatively straight forward exercises. The Director of Secondary Instruction position, therefore, is also recommended for elimination.
PROPOSAL – ADMINISTRATION SALARY ADJUSTMENTSIn the 05/06 school year Novato teacher salaries were roughly 12% below the Marin County average. (This figure is based on 05/06 information provided to the Novato Federation of Teachers by our statewide affiliate, the California Federation of Teachers.) NUSD school administration salaries in the same year were at relative parity with the county average. For teachers, this lack of compensation parity with administration in relation to southern Marin districts has always been a source of contention. In this period of budget uncertainty NFT has already been asked to, ‘Not be divisive and pit one group against another’. Unfortunately, the district has a two tiered system of compensation for its certificated staff that by nature creates division. The savings in salaries (excluding benefits) associated with reconstituting parity between teachers and administration over the next few years would total $300,000 annually.
PROPOSAL – REDUCE THE NUMBER OF STUDENTS TAKING SEVEN + CLASSESNext year Novato middle and high school teachers will undoubtedly be required to maintain student case loads significantly closer to the contractual maximum. However, even with these higher case loads, NUSD will still be institutionalizing an unnecessarily high cost for instruction in its high school program. It’s pretty simple; the state pays NUSD based on Average Daily Attendance (ADA). NUSD will get the same amount of money from the state if a student is enrolled in 5, 6, 7, 8, or 9 high school courses. Because NUSD offers a large component of classes beyond the standard six period day, it has built in a significant unfunded cost to instruction.
Based upon information supplied to NFT from San Marin and Novato Unified, the cost associated with students taking seven or more classes this year conservatively comes to roughly $300,000. Reducing the number of 7, 8 and 9 period options for students could generate significant savings.
PROPOSAL – EFFICIENCIES MUST BE A PRIORITYNFT’s comparative district analysis has provided information proving that instruction is under funded when compared to similar districts. The lack of financial resources devoted to instruction has come at the cost of competitive salaries for Novato teachers. As outlined in NFT’s most recent newsletter, last year did represent progress. But there is more to be done and room to do it. Our analysis of the budget priorities of this district since the 04 school year indicates that alternate choices could have been made that would have given classroom instruction its rightful place in the distribution of resources.
Other districts with similar funding levels allocate a greater share of their budget to instruction.
HOW?
They have a different set of priorities.
Last In First OutGrowth of administrative salary cost is projected to exceed expenditure growth by more than 10% for the 04 to 08 period. Classified salary spending is budgeted to grow more than 40% faster than expenditures for the same time period. Had both of these salary categories grown at the same rate as teachers salary cost for the period, almost 1.3 million dollars would be available this year. Six (now nine) of the comparative districts we studied have already given their teachers salary increases this year. Resources devoted to Novato classroom instruction should not fall further behind. Where should the cuts come from that are needed to bring teacher compensation to an appropriate level?
The simplest approach to cuts in Novato’s bureaucracy involves examination of the jobs associated with the overly ambitious expansion of administrative and classified positions over the last few years. Positions most recently created or reinstated should be the first positions to be considered for layoff. If positions that the district has reinstated or created are deemed to be essential, then a corresponding cut in the same salary category must be found.
NFT conducted a “Quick and Dirty” analysis of district office staffing at half of the districts in our comparative district analysis. The preliminary results of this study indicated that Novato district level staffing may be high.
LONG TERM ISSUESLand Development
NFT recommends that the district pursue development of its undeveloped real estate asset with a reputable real estate developer. Thoughtful development of NUSD real property – with a goal of long term revenue through rental income – will provide important supplemental funding for NUSD programs in the future. As it stands now, each year NUSD faces a potential fine of tens of thousands of dollars for its unused property. The notion that a revenue producing asset should be maintained as a potential liability is not logical.
Proposals have already been made to build below market rate housing for teachers on the site. This approach - providing below market cost housing to city employees - was essentially tried in a portion of the Hamilton redevelopment project. A lottery was undertaken and winners and losers were established. The problem with this method of development is the benefits are reserved for a select few families. We believe that developing real property assets and maintaining ownership of a portion of the development for at market rental housing is a better idea.
A profitable rental housing development will produce benefit for all district stakeholders, not a select few.
Too Many Schools in a Low Wealth DistrictThe large number of elementary schools in the district is another issue the community has grappled with over the years. Closure of one or two schools would bring long term savings.
Another idea that has been discussed less formally is the institution of elementary academies. In a group of three schools that are relatively close to each other (say Hamilton, San Ramon and Lu Sutton):
One school is closed;
One school educates students in the primary grades;
One school provides instruction in grades four and five.
There are cost savings with closing a school. This structure also creates efficiencies associated with maximizing class sizes because the pool of students at each grade level would be three times that existing at any one of the schools now. There would be far fewer 4/5 combo classes – a significant improvement in both learning conditions for students and working conditions for teachers. GATE programs could also be more easily managed and filled.
Three middle schools in a district of Novato’s size are also unusual. Closure of one middle school would bring the limited savings associated with the reduction of one principal position as well as some maintenance relief. The physical costs would be quite manageable because two of Novato’s existing middle school campuses could handle the increase in students associated with the closure of one school with relative ease – particularly when compared to the closure of a high school campus.
Having two high schools in a district of Novato’s size has many added costs:
• There is an extra principal position.
• Two high schools have twice as many teams and entertainment events and their associated costs.
• Substantial supervision demands that contribute to the time commitments on high school administrators are imposed with two schools – adding cost and increasing turnover.
• The expansion of duties and costs associated with the two Athletic Directors is another outgrowth of Novato’s two high school approach.
• Extra duty stipends for teachers and classified staff to supervise events are another cost associated with Novato’s commitment to providing two high schools.
• Providing an adequate complement of elective courses on two small high school campuses is also difficult and costly as exemplified by the recent debate over the appropriate placement of the auto and construction technology classrooms.
• Two small high schools also tax the teaching staff because there are fewer teachers offering a fixed assortment of core courses. The number of teachers with a third preparation period is expanded significantly with two small high schools – another factor influencing teacher retention, working conditions and job satisfaction.
Redeveloping one campus to provide instruction to all of Novato’s students is a ‘Big’ idea. But if Novato could find the political will to execute the development of one high school campus, that campus would have first class facilities for all departments. Doesn’t it make sense for all students to have on campus access to a theater, swimming pool and a meaningful array of elective choices?
New InformationClosure of a school and leaving it vacant evidently comes at the risk of a charter school taking over the closed school campus. Relatedly, a recommendation has been made that the district consider closing the administration office and then lease that building. However, if leased a charter school would evidently get the first right of refusal on that site too. Our experience with the charter that took over part of the college of Marin campus a few years ago requires that this possibility be anticipated.
Therefore:
If NUSD were to relocate administration, that building should be sold and not leased. Unfortunately the proceeds from the sale of property can only be used for capital improvements. However, if the money from the sale were used to purchase solar energy panels installed on the rooftops of our schools, it would translate into long term energy savings. That savings could then be used in the general fund for salaries, programs and other ongoing costs of instruction.
If NUSD were to also close one school (In addition to the sale of the downtown administration building) then district administration should be relocated on the closed school site along all alternative education programs, thus avoiding a charter takeover. Combining Marin Oaks, Adult Education, NEXUS and NOVA on one site should save close to $150,000 annually in administration costs.
If NUSD were to close two schools then all (or three of the four) alternative programs could be located on the second site.
