Hampton City Schools

Budget Information

Budget Message from Superintendent Dr. Linda Shifflette

HCS Family,

Over the past few months, we have been keeping you informed about the progress on the FY14 budget. During the process, we proposed a number of cuts to close the budget gap. These cuts were without a doubt the most difficult budgetary decisions we have had to make. Previously, we were able to keep most of the cuts from impacting the classroom; however, this year many of the proposed cuts would have had a direct and negative impact on the classroom.

As you have probably heard by now, the City Council voted Wednesday evening to “protect” and “invest” in Hampton City Schools. We were given $8M to fund our budget gap and an additional $2M to invest in technology.

Many of you may be asking—just what does “protect” mean? All of the cuts proposed earlier are now back in the budget except for:

• Elementary Instructional Leader Supplements

• Change to Sick Leave Policy with regard to payout

The City Council also voted to provide an additional $2M to “invest” in Hampton City Schools’ technology initiative. This $2M will be used for a “One to One Initiative” in Hampton City Schools. While the details are still being formalized, this means that we will be deploying a plan to provide students in specified grades with a technology device (i.e., tablet such as an iPad or the equivalent). This will assist in providing equitable access to instructional content and resources for our students.

We have been given a tremendous vote of confidence by our citizens—and most particularly by our School Board and City Council. It is now up to us to show everyone that this confidence in us is justified.

My sincere thanks to all of you for your patience and support during this budget process. Many of you wrote to City Council and/or the School Board, spoke at School Board and/or City Council meetings, and attended the various community forums, School Board meetings, and City Council meetings. For those who asked questions and provided input, thank you for helping us to refine our decision making.

We had tremendous support from our parents and from community and business leaders. We are fortunate to live in a community where over 90% of those who responded to the community forum polling and to the online survey said that they wanted to “protect AND invest” in Hampton City Schools.

We are also fortunate to live in a city where the City Manager, Mrs. Mary Bunting, was willing to collaborate with us. By presenting a consistent message that spoke to the education of our children and the quality of life in Hampton, we were able to reach out to citizens in an unprecedented manner.

I want to say a special thanks to those who worked behind the scenes—our Budget and Finance Staff—Dr. Vic Hellman, Suzanna Scott, Lisa Deanhofer, and Vizel Townsend. Their work was tireless as we examined scenario after scenario.

Finally, our School Board deserves our gratitude for their willingness to take the bold action of requesting additional funding from our City. While difficult, they made the request and followed through with unwavering support. They were a constant presence as they attended the community forums and City Council meetings; and, most significantly, they stood together as a body speaking with one voice advocating for Hampton City Schools. Our thanks to each of them!

Please let me know if you have any questions--and enjoy your weekend!!

Linda

SUPERINTENDENT'S RECOMMENDED BUDGET FY14

BUDGET Q & A/RUPPERT SARGENT FORUM
MARCH 25, 2013

Q: When some employees were given a benefits holiday, could that money not have been used to supplement increases in the upcoming budget?

A: No. While this did result in a one-time savings to the FY13 budget, the cost had to be restored to the full 10 months in the FY14 budget, at a cost of $2,446,840.

Q: (As relayed) [How many students does the cafeteria hold and how are they going to get 1600 students through the cafeteria in two 25 minute periods when not everyone has the chance to eat during the current three periods? ]

A: As we’ve stated previously, these past four years have been incredibly tough budget years. We truly regret the impact of these proposed cuts on our employees, as we fully recognizing the value of these positions. While we cannot be sure which cafeteria you are referencing, please know that our schools will develop a plan to monitor school cafeterias on a daily basis.

Q: Why are the 12-month hourly employees going to be cut 1.6%? They already make next to nothing. Why not just cut the 12-month salaried employees, after all they don't even have to account for their time.

A: Budget reductions are difficult and we try to minimize the impact on our various employee groups. However, the change is based on contract days for all twelve-month employees, not individual employee groups.

Q: I fail to understand how someone can find it fair to provide bus service to 90% of the Hampton schools and no service to 10%. The city can’t pick and choose who gets something and somewhere else the same thing is not given. What factors were used in making this decision?

A: The past four years have been difficult ones as it relates to budget constraints. When we began to look at ways to increase efficiencies, we took at look at the history of fundamental schools. Hampton’s fundamental schools were introduced in the 1978-1979 school year, and transportation was not provided. The change we are implementing now is to be consistent with fundamental schools. We do however provide transportation for specialized mandated services.

Q: Will there be contraction replacing custodians at all schools? If you bring in contraction, would the school save money? Contracting out – does this mean you will be bringing in a contractor?
Q: How many custodians will be affected by contracting services?
Q: How will privatizing custodians in HCS save money?

A: There are several different models that could be used from transitioning current employees to contracted staff or replacing all custodians with outsourced staff. This is a proposal, as no decision has been made at this point.

Q: How are the cuts going to impact the support team - such as maintenance, food service, custodians?

A: A pay reduction for all 12-month employees is being proposed. 12- month employees include custodians, secretaries, electricians, plumbers, some assistant principals, principals, testing coordinators and many others that are not SAC administrators.

Q: The state gave teachers pay raises. Why does that mean everyone in the school system gets one? Two percent to an administrator is more than 2% to a teacher. Should there be a cap?

A: Our proposed budget includes a 2% increase for all employees plus a 1% increase to cover the VRS offset. We are doing this based on the budget proposed by the Governor and passed by the General Assembly. We value all of our employees and felt it was equitable to include the same raise for all employees that the General Assembly provided for SOQ positions.
Q: With teachers proposed to be cut this year, will they be returned to the school budget first?

A: We will have to wait until we know the level of tax rate increase approved by City Council, if any. Nothing is final at this point.

Q: When is the lease on this building (Ruppert Sargent) up for HCS?

A: There is no defined lease term. The building was built with the understanding that it would be jointly occupied by the School Board and the City.

Q: If HCS is “so special”, why do the schools take the most hits?
Q: What positions above building level are being trimmed?
Q: Re: SAC executives….Have you considered doing an efficiency study?

A: We hate to make any reductions since every position in Hampton City Schools exists to support teaching and learning. Since FY10, the school division has cut 376 full time equivalent positions. Of those, 27.9% of the non-school based employees are gone, compared to 12.1% of the school-based employees. Our School Administrative Center (SAC) operates with a minimal staffing level, especially when compared to surrounding school divisions. As an example, HCS has approximately one executive level position for every 2070 students, while Newport News has approximately one for every 1862 students, Norfolk has approximately one for every 1550 students, and W-JCC has approximately one for every 1350 students. We will continue to review the staffing level at SAC for further efficiencies.

Q: How do you determine the input of school age children’s parents regarding school closures if they are not able to be present at these forums?

A: In addition to suggestions submitted to this site, BudgetInfo, The City of Hampton has launched the Online Budget Survey on the City's website. Please visit http://hampton.us2.qualtrics.com/SE/?SID=SV_cvGt23Ul5Corzwx to take this comprehensive survey. The survey will take you through a few informative slides in the beginning, and then the survey questions will appear. It only takes a few minutes, so please participate in this valuable community process.

Q: Why don’t we (HCS) go in with the city for health insurance? Won’t that reduce costs?
Q: Why are HCS health insurance costs up 2.3 million; city up 1 million when city has higher at-risk employees?

A: Health care costs are based on claims experience, and we processed a great deal of costly claims this past year. Based on our claims experience, we will see a significant increase in premiums for the upcoming year. However, to assist us in keeping the increase as low as possible, plan design changes have been recommended by the consultants.
Q: Why are some proms and events for Hampton City Schools held in other cities?

A: The Peninsula offers a wide range of opportunities, as schools typically seek out venues that are available for their specific needs and cost-effective.

Q: IF SOQ are the guidelines, I would like to know when was the last time they were updated or modified.

A: The Constitution of Virginia requires the Board of Education to prescribe standards of quality for the public schools of Virginia, subject to revision only by the General Assembly. These standards, found in the Code of Virginia §§ 22.1-253.13:1 through 22.1-253.13:9, are known as the Standards of Quality (SOQ) and encompass the requirements that must be met by all Virginia public schools and divisions. Every two years – as required by the Code – the Board of Education reviews the SOQ for necessary revisions. The current standards became effective July 1, 2012.

Q: How many assistant principals does HCS have?

A: We currently have 52 Assistant Principal positions.

Q: If you get state and federal funding for Pre-K, why are you closing Moton?
Q: Is Moton Early Childhood Center funded by the state? If no, will the city close the school?
Q: How much of a tax increase will save Moton from being closed? Or are you going to close it regardless?
Q: If Moton or any other school were closed, would that increase transportation cost when the school is closed?

A: Our Pre-K program is largely funded by the state and we have PreK students throughout the division. Moton is on the list of budget reductions for FY14. While the facility itself will be closed, the program will be relocated to other schools within the division. This proposal, in many cases, may create an opportunity for four-year-olds to receive prekindergarten services in their zoned schools and will result in an aligned PK-5 instructional program. We do not anticipate a change in the number of PK students we serve.

Q: What part if any does the lottery money help with Hampton City Schools?

A: Lottery money is used to provide funding for at-risk students, preschool education, smaller class sizes in grades K-3, special education regional programs, English as a second language, early reading intervention, foster care, and a portion of textbooks. It is not “additional” money received by school divisions, but part of the total funding received from the state.

Q: Why remove RNs from the schools? We have been in the 1 nurse cover 2 schools and it did not work well at all.

A. Our Health Services Director will be working on plans to mitigate the effects of the staff changes.

Does the raise in property tax (not extra investment, but scenario 1) allow us Q: to keep the A/B block schedule in high schools? Or will high schools still have to go to a 7-period schedule? Which scenario will allow us to keep the A/B block schedule?
Q: Would it be practical to design grades 11-12 more like college classes and establish trade school opportunities?

A: We would like to have at least nine cents to cover our shortfall, but we would appreciate having an additional four cents to cover other items, for example the mandated VRS cost shift, technology, transportation and school maintenance upgrades.

Q: If we eliminate cafeteria monitors, who will monitor the students? Remember that teachers are required to a 30-minute duty-free lunch.

A: While teachers being "required to have a 30-minute duty-free lunch" has been taken out of code and is no long applicable, the process for monitoring students during their times in the cafeteria will be determined at the building-level.

Q: Why are we cutting busses to Jones Magnet next year?

A: It is a cost-savings proposal.

HCS BUDGET Q & A
MARCH 19, 2013

Q: Increase class size in grades 4 and 5 from 25 students to 30 ($179,459). If current student count has the number of 4th and 5th graders at 3,153 which would mean that there are approximately 126 classrooms (25 students per class). With the current student count for upcoming 4th and 5th graders numbering 3110 this would equate to 103 classrooms (30 per class). Why would approximately 23 fewer teachers only save $179,459 when it was explained that this number reflects salary and benefits?

A: The majority of class sizes in grades 4 and 5 currently have 24 to 25 students per class, with three to four teachers in each of these grade levels. As a result, there are currently only several schools that could reduce the number of teachers in these grade levels and increase student-to-teacher ratios. For example, a school with three Grade 5 teachers, at 22 students per class, will not be able to increase to 30 students unless a significant amount of students move into this school's zone. In this same example, the division cannot reduce this grade level by one teacher because student-to-teacher ratios would exceed 30 to 1. The dollar cost savings for this proposed budget item is a result of the savings generated from the salaries and benefits of three teaching positions.

Q: Eliminate elementary instructional leader supplement ($146,781). This is $800 per leader (3 to 5 teachers). How would eliminating elem. inst. leaders only total $146,781? Are not all leader supplements being offered for elimination?

A: The amount is accurate, but the majority of the instructional leaders receive the $2,000 supplement based on 11+ teachers. All elementary instructional leader supplements are recommended for elimination.

Q: Reduce kindergarten instructional assistants from full-time to part-time ($991,724). 24 to one in kindergarten with no class being larger than 29 students; if the average daily membership in any kindergarten class exceeds 24 pupils, a full-time teacher's aide shall be assigned to the class. § 22.1-253.13:2. Is the intent to also lower class size?

A: Kindergarten instructional assistants are not mandated for class sizes of 24 or less. If a class does exceed 24, we will assign a full time IA in compliance with state code.

Q: 1.6% pay cut for twelve-month employees ($424,267). Superintendent Linda Shifflette stated that she had not received a pay increase since 2010. Can you explain her statement?

A: Dr. Shifflette’s total compensation package is currently less than what she was receiving in 2010.

Q: Considering the small student sizes of Lindsay, Davis, and Spratly Gifted, could some money be saved by closing one of those schools and combining the students? (I don't propose closing the program at Spratly; maybe just house another school there as well).

A: We expect to continue to experience declining enrollment and revenues and plan to explore gaining efficiencies by maximizing facility usage.

Q: Let me get this straight: IA's hours reduced to 25 hours a week, therefore classified as part-time, and not eligible for health benefits. IA's can go on COBRA for 18 months at full health care cost. Therefore for me and my spouse the healthcare cost would be more than my paycheck. I would have work for free plus cut you a check. Is that correct?

A: While we regret the impact this will have on our employees, yes… this is potentially correct based on an individual’s situation.

Q: I have worked for HCS for five years. I, like many teachers, get a supplement for extra work. I ran the numbers and I make less in my paycheck than I did in 2008 when I started. It seems HCS continues to rob Peter to pay Paul meaning they give a small raise and then increase medical, VRS, and now they want to reduce supplements by 25%. Therefore, there are many teachers in this system getting excellent evaluations and essentially getting no raises for years because a true raise is actually having more money in your paycheck to help with the ever-increasing cost of living. What can be done to alleviate this problem as this is crushing to morale and therefore detrimental to job satisfaction and performance?

A: We all understand your frustration; however, VRS, medical and the 2% social security tax break that was eliminated in January 2013 are beyond our control. Admittedly, our proposal for a 3% salary increase for all employees will not defray the total cost of these unavoidable financial pressures for everyone, but we are providing some increase to offset them.

Q: I currently do not take the health care benefits offered by HCS. I opt to use my spouse's insurance, even though it is slightly more expensive. I do this because I know that HCS is in a financial crisis and that the savings that HCS gains from me opting out is beneficial for the students. However, due to financial pressures, I may choose to rejoin the health insurance program at HCS just for the few dollars of savings each month. What is being done to offer incentives for employees who opt out of the health care program? It seems a substantial savings could be gained if even a few people at each school would consider opting out of health insurance.

A: We previously offered an incentive to employees who opted out of our health insurance coverage, but we were forced to eliminate that option in an earlier budget reduction cycle. Unfortunately at this time, we are unable to afford to add this incentive back to our budget.

Q: I've been reading the budget questions and this is what I've learned. Twelve-month employees may expect a 1.6% decrease in their salary. So if a 12-month employee makes $100,000 they will be losing $1,600.00 a year or approximately $133 a month. However, someone like me, who makes half that amount, who is an elementary instructional leader (which may be cut) and receives a supplement (which may be cut by 25%) will be losing $2,500.00 per year or $250 per month PLUS an increase in health care insurance. Now please tell me how that is fair? Why are you ALWAYS proposing larger cuts from the people who have the least? Why are we (the lowly teachers, IAs, and others who are on the front lines EVERYDAY) always the ones who have to make the biggest sacrifices? How about a larger cut for 12-month employees who are making over $80,000.00? Start cutting from the people at the top of the ladder and I'm sure less cuts will have to made from the people who have a direct impact on students.

A: For four years now, we have made cuts with minimal impact to school based positions. There are 56 employees making over $80,000. Many of these are 12 month school based employees who are on the front line every day. These people will have a 4 day contract reduction, resulting in a 1.6% pay reduction, and will have increases in health insurance costs too. Budget reductions are difficult and we try to minimize the impact on our various employee groups.

Q: In one of the responses to the health insurance questions on the budget info page, HCS indicated that health premiums were increasing by about 20%, largely due to claims experience. What plans are being implemented to initiate a wellness policy that "rewards" enrollees that engage in healthy behaviors/lifestyles (non-tobacco use, preventive care, exercise/fitness, etc.) with reduced premiums or other rewards? What conversations have been had about changes such as eliminating sodas and other unhealthy foods from our vending machines, or having employees participate in health-risk assessments to help support changing unhealthy behaviors? A healthier workforce can offer tremendous savings not only in health costs, but in absenteeism as well.

A: We agree completely. We are implementing an on-site clinic in the coming year, and hope it will allow us to expand the wellness offerings available to employees. Bringing down health care costs is a priority for the division.

Q: What will happen if instructional assistant positions are cut, the IAs in many schools have been freely moved around between PreK and Kindergarten. So now IAs who have worked for years in PreK but were randomly moved to Kindergarten in the past year will have to go part time while new IAs who were just hired will get to stay full time? Will the full time PreK positions be given out based on seniority? Will work performance also be looked at so that those who have not been with the district as long but are high quality be given the full time positions over those with experience but poor work ethic?

A: A: You have raised a valid question, and we will go back and review the RIF guidelines to see how best to handle situations such as yours.

Q: With the possible expansion in the walking zone has anyone taken into consideration what it will mean for parent drop off? Teachers are already required to arrive 25 minutes before contract hours for a 6:50am AM duty and many students are late daily due to the car drop off line being insanely long at Phenix. With the extra 1/2 mile even more children will be dropped off and to ask the teachers to arrive even earlier is wrong, school really shouldn't be starting before 7am to begin with but before 6:45am is unacceptable (it's not fair to the teaches or to the 4 year olds who have to get there that early). What will be done to help with that situation if the 1.5 zone is approved?

A: There will be a need for schools to revisit their arrival and dismissal procedures if there is an increase in the number of parents dropping children off at school.

Q: This is all I want to know. With all these cuts, who is getting cut from the DLT?

A: While there are no cuts proposed for the DLT this year, in FY10 an assistant superintendent position was eliminated. In benchmarking ourselves against other nearby school divisions, Hampton has 1 executive position for every 2,070 students, Newport News is at 1 for every 1,862, Norfolk has 1 for every 1,550 and W-JCC has 1 for every 1,350.

Q: I like the way that the city of Hampton conducts surveys with price points and data to help determine which choices it will make in its budget. What I wish is that Hampton City Schools would conduct the same kind of survey when making its annual budget. What it generally feels like is that decisions are made at the highest level without input from the majority of stakeholders. Has any thought been given to an internal survey that allows us, as employees, to voice what we "can live with" or "cannot live with"?

A: We can do that. Currently, we are participating with the city in their survey process, which is now available online, but in the future we can look at doing a separate survey. We can add this to our current practice of seeking input at building meetings, from TAC, from budgetinfo@hampton.k12.va.us, and from administrative staff.

Q: Which 4 days will be cut from the 12-month work schedule if that cut is necessary? Will employees have input into which days they are furloughed or will it be an across the division decision? Will it be during Spring Break or the mandatory shut-down during Winter Break?

A: It will happen during winter break and specific days will be determined annually.

Q: RE: Health Insurance….
I see this is a possible plan design. Can you let me know when we will have more information? I will not be able to afford this plan for my sons and I.

A: There is little chance that the proposed plan design will change at this point.

City/School Community Budget Forum
Hampton High School
March 7, 2013

Q: What happens with the retirement plan for the full time employees that will become part time?

A: For those full time employees who separate from service, the status of your VRS retirement plan is dependent upon your total years of VRS service. If you have less than five years of service you may be eligible to receive a refund of contributions but you will no longer be a member of VRS. If you have five or more years of service, you may be eligible to draw a future benefit, or be able to continue contributions if you are again employed in a full time capacity in a VRS covered position. You may also be eligible to receive a refund. Employees that transition from full time to part time are not eligible to have contributions refunded or draw a monthly retirement benefit unless they incur a one month break in service (i.e. not return to work until October 1st).

Q: As a parent of a Type I Diabetic child, I am concerned about replacing our RNs with LPNs. My child required specialized care and drug administration and drug calculations were necessary. Is it really the best place to make cuts?

A. Our Health Services Director will be working on plans to mitigate the effects of the staff changes.

Q: Will the students of Hampton City Schools get to have a voice or an opinion in this discussion?

A: All along throughout the process we have encouraged your comments, suggestions and questions, via this medium – Budget Info. Employees may also make inquires and suggestions directly to members of the Division Leadership Team (DLT), or attend one of the budget hearings, listed above at the top of the page.

Q: What happens to lottery money to help fund schools, teachers?

Q: With A/B, students have 32 slots to get the 22 required credits. With a 7 period day, they have 28 slots to get 22 credits. Has the future impact on graduation rate been considered?

A: Seven periods for four years provides 28 credits to afford students the opportunity to earn any of the Virginia diploma types, including the Advanced Studies Diploma.

Q: Why do we not combine summer school? Studies show that it has less than a 3% effective rate.

A: We need more information on what is meant by “combine” summer school. Combine with what? However, the cost of summer school is covered by state funding and is ultimately cost neutral to the division. We are required to offer summer remediation to students who do not pass an SOL.

Q: If the proposed tax increase is approve, will all Kindergarten Assistants keep their full time positions with benefits or is the part time issue already finalized and to be implemented?

A: We will have to wait until we know the level of tax rate increase approved by City Council, if any. Nothing is final at this point.

Q: Can we get more detailed information on school cut programs?

A: The proposals are listed on this website on our Budget Info page. Scroll down to “JOINT CITY AND SCHOOL BOARD BUDGET PRESENTATION, FEBRUARY 13, 2013”, to see the proposed cuts.

Q: I would like to know how this cut is going to affect my child who attends Moton Early Childhood.

A: Moton is on the list of budget reductions for FY14. While the facility itself will be closed, the program will be relocated to other schools within the division. This proposal, in many cases, may create an opportunity for four-year-olds to receive prekindergarten services in their zoned schools and will result in an aligned PK-5 instructional program. We do not anticipate a change in the number of PK students we serve.

Q: With most middle school art and music teachers already intenerate positions, why are the elementary art and music on the chopping block? Why isn’t PE or other elective areas being cut across the board?

A: At the elementary level there are several positions that are staffed at levels above what is mandated and funded by the Standards of Quality (SOQ) to include kindergarten instructional assistants, elementary assistant principals, elementary counselors and elementary resource teachers (art, music and physical education). We value each of these positions.
The decision to not include elementary PE teachers in the reduction was based on the instructional model that requires PE teachers to also teach the state mandated health standards, which was once the responsibility of the classroom teacher. Additionally, they completed the required VDOE training and also teach family life education to all grade levels.

Q: How will the city address the quality of instruction that will be impacted with the increase in class sizes, decrease in IAs and decrease in teacher planning (resource teachers)?
Q: What are Hampton’s feelings on the safety issues that come with less help from Kindergarten IAs and larger class sizes? Especially during arrival/dismissal in the larger schools.

A: Recognizing the value of these positions, reducing the hours of these positions allows us to continue providing support in every kindergarten classroom despite the budget challenges we are facing. We truly regret the impact of these proposed cuts on our employees, but must continue to focus on the support we provide to our students.

Q: What are the possibilities of decreasing SOL scores due to the quality decrease in schools and the fear of losing the government funding that comes along with higher SOL scores?

A: Over the past four years, we have cut $24M from our budget with minimal impact to the classroom; however, with this year’s $9.2M deficit we have no choice but to make some decisions that have potential effects in the classroom. Teaching and learning are the primary business of the division and the main criterion for budget adjustments is the impact on student achievement. While funding has decreased dramatically, expectations remain high for our school division…and our people continue to produce, most notably a nearly 6% increase in our division-wide graduation rate last year. HCS employees have accepted the challenges of the economic downturn and committed themselves to doing what is necessary to provide academic excellence for every child, every day, whatever it takes (in spite of diminished fiscal and human resources).

Q: Since contracts are signed every year, can’t the educational supplements that were rolled into employees’ salaries be taken out in the next contracts?

A: Supplements - monies given to individuals for work outside their contract duties - are proposed to be reduced by 25%. We regret the potential impact that these reductions will have on our employees.

Q: How much money is spent on school sports programs?

A: While we are proposing cutting coaching supplements by 25%, as you may know, football and basketball are revenue-producing sports, which in turn support the other sports within the division. In addition, for the past two years we have charged student athletes to participate in their respective sport/s, increasing that amount each year.

Q: What do you plan to do with IB students taking 2-year electives and non-IB electives?
Q: For the IB students, the 7 period will take away their only elective. How do you plan to accommodate this plan with those students?

A: While the reduction in opportunities to accrue credits has the potential to impact on-time graduation rates, we will work to mitigate the impact.

Q: Why are we cutting custodians? Can we put in that the new company hires the custodians as part of the company? Would they have to do a background check?

Q: Have you considered a hybrid schedule instead of block or 7 classes?

A: There are many variations on high school schedules and hybrids have been considered. There is more efficiency in the seven period day than in other models, and therefore, the most cost savings.

Q: HCS is constantly “investing” in software programs such as “Little Red School House,” “Macschool” and “SIS” and then quickly discarding them for another which is waste. However, you see the need to cut educators and support staff who are a necessity. Why not stay with a program instead of cutting educational staff?

A: Modern Red School House and other reform models are typically funded with Title I funds (not part of our operational budget where the $9.2M shortfall exists) and are mandated because of school performance.

A: Modern Red Schoolhouse and other reform models are typically funded with Title I funds (not part of our operational budget where the $9.2 m shortfall exists) and are often mandated by the Virginia Department of Education because of school performance. As school performance improves, the best practices of the school reform model are embedded in the daily operations and beliefs of the school as a whole. There is no longer a need to fund the reform model once the best practices are in place throughout the school.

Q: Why are we giving a 2% raise to teachers and support staff but cutting our IA’s hours and benefits. Would rather give that 2% up and keep IAs.

Q: Are the new health insurance rates set in stone?

A: The insurance has already gone out for bid for next year, but it is not finalized yet. However, early estimates put our anticipated costs at a 20% increase, with us inquiring about a variety of options.

Q: I have worked for HCS for 9 years and have worked as a Pre-K IA. I was asked by my principal to move to Kindergarten. Now you’re telling me that the Pre-K IA who was just hired this year gets to keep her full time job with benefits and I have to become part time? How is this justified?

A: You have raised a valid question, and we will go back and review the RIF guidelines to see how best to handle situations such as yours.

Q: What happens to Kindergarten IA’s accrued sick time in the event they are forced to become part-time? Will it be available for them to use or will they simply lose those hours?

A: Anyone who moves from full-time to part-time and currently has health or dental insurance with HCS will have coverage through September 30, 2013. Effective October 1, 2013, these employees will be eligible for health and dental coverage through COBRA for 18 months. Employees are responsible for the full premium under COBRA. If the change is made, we will provide all affected employees with detailed COBRA information. Part-time employees are eligible for voluntary benefits (e.g., critical illness, accident, auto and home insurance options).
Q: If cuts and rifs are made in the school system, why do you start with fine arts? Do you not find value in the arts or do you not find value in our youth being challenged, developing critical thinking analytical skills or as a cultured whole within society?

Q: There is currently only 1 school counselor in elementary schools. If cut, who would then be responsible and trained to promote growth through the academic, career and special domains? Who would be trained or qualified for bully prevention, suicide prevention, death, divorce and more?

A. According to the proposal, there would still be a counselor assigned to each elementary school, although depending upon student enrollment, they may be working a reduced schedule.

Q: Would it be an option to have a Kindergarten IA work am in one class and pm in another class to be ale to stay full time and keep benefits? This could cover Language Arts and Math in both classes and would make IA available in case of need for various problems that arise with children. Would this be considered for IA’s that have seniority?

A: If we reduce the instructional aides to part time, we will make every effort to maximize their time, but they won’t be in the classroom for the full day.

Q: Why would we eliminate crossing guards and increase the walk zone to 1.5 miles?

A: Crossing Guards are part of the City’s budget. However, the school division’s proposal to increase the walk zone would reduce the number of students eligible to ride the bus. In addition, we would need fewer buses, drivers and less fuel.
Q: What effect will the cuts from the federal government’s sequester have on the school system’s budget, in particular on the Special Education department?

A. If the current impasse is not resolved at the federal level, we anticipate potential reductions to be in the 5-8% range based on currently available information. The Fund 60 budget presented on March 13 based expected cuts on an 8% reduction. While the final impact is not yet known, the loss of funding in the special education program may result in the loss of personnel.

Q: I believe HCS still has a fleet of cars. With the cost of insurance, maintenance and gas, wouldn’t it save money in the budget if they were sold? Employees could still be paid mileage for HCS travel.

A: We’ve learned that it is more cost effective and efficient to maintain a small fleet of vehicles that are used for job related travel than it is to pay to mileage.

Q: Why are only 12-month employees up for a 1.6% pay cut and not 11 month employees too?

A: Twelve month employees include custodians, secretaries, electricians, plumbers, some assistant principals, principals, testing coordinators and many others that are not SAC administrators. The change is also based on the current requirement for a mandatory shut-down at Winter Break, which is usually 4 days.
Q: What happens to lottery money?

Q: Is it necessary to have a principal, 4 assistant principals, 2 deans and an attendance clerk at the high school level?

A: Standards of Quality (SOQ) require a full time 12 month principal at each high school, as well as a person responsible for attendance. The standards require one full time assistant principal for every 600 students at high school. The deans, while not required by the standards, assist in student discipline and attendance. It is important to note that the attendance clerk is a part time position, currently working 3 hours per day.

Q: Why are we setting up our schools for failure by removing full time APs? It is asking for more behavioral issues.

A: We are in a difficult financial position, and based on the requirements of the Standards of Quality, we are not required to have assistant principals in most of our elementary schools. We are having to make recommendations that are unprecedented based on the funding declines we are facing; however, we do not believe that we are putting the affected schools at risk of increased behavioral issues.

Q: Why are we not cutting out downtown to save staff in schools?

A: We hate to make any reductions since every position in Hampton City Schools exists to support teaching and learning. Since FY10, the school division has cut 376 full time equivalent positions. Of those, 27.9% of the non-school based employees are gone, compared to 12.1% of the school based employees. Our School Administrative Center (SAC) operates with a minimal staffing level, especially when compared to surrounding school divisions. As an example, HCS has approximately one executive level position for every 2070 students, while Newport News has approximately one for every 1862 students, Norfolk has approximately one for every 1550 students, and W-JCC has approximately one for every 1350 students. We will continue to review the staffing level at SAC for further efficiencies.

Q: Why are we not cutting AP’s in high schools to save them elsewhere?

A: Staffing of assistant principals at high school is based on the size of the facility, the student and staff population and the multiple activities that go on in the school until well after the end of the school day.

Q: Cutting IA’s to 25 hours a week will only set our Kindergarten back. Why or how will this help our children’s education?

A: The past four years have been incredibly tough budget years, however during these trying times, we have continued to maintain our focus on maximizing student learning. Reassigning students at the middle school and consolidating Spratley presented a unique opportunity to create a center for gifted learners. The Spratley Gifted Center houses grades three through eight and provides opportunities that would not be available otherwise. An example of this is teachers at the center can vertically align instructional strategies for students between the grades. Students and teachers both benefit from this configuration. Estimated savings for closing Spratley Gifted Center are $1,300,000. In order to replicate services with gifted endorsed teachers at the elementary grades, it is estimated to cost $4,158,000. In addition, sending gifted students back to their zoned school would not replicate the intense full time gifted model currently received at Spratley. This is an idea that we have previously explored. As we continue the work of building the budget for the next school year, we will be taking a close look at a variety of our programs and delivery models.
Q: Why not close another elementary school?

A: Based on the fact that we have previously closed four elementary schools, we no longer have the available capacity in the remaining schools to close another one.

Q: Outsourcing janitorial positions? This is a big mistake. Won’t it cost more in the long run?

Q: Have you polled the families who leave to find out why? Obviously some move out of state, but how many are going out of district to York or to a private or independent school?

A: No, we do not poll the families; however, we do gather information when they withdraw from our division. All of the things that you mention are true, but they also leave to go to Newport News, Williamsburg, etc. We have a number of students who come to Hampton from these same divisions and private schools for a variety of reasons.

Q: How many cents of the 24 cents increase does the schools want?

Q: I was under the impression we did not have to pay our health insurance premium this past November and December because our school division had a surplus. Why after this, is our Health Insurance going up 20%?

Q: Why when the economy is so stressed are we spending precious dollars on fancy entrances made of brick, etc. With flagpoles, lights, plant materials?

A: The money that funded these improvements did not come from the operating budget. They are paid for with funds provided by the city through bond funding for capital improvements. These funds cannot be used to pay for regular operations. Improvements, such as the breezeway enclosure at Barron, enhance safety and security as well as providing a protected environment during inclement weather.

Q: Please explain the process HCS must follow to obtain funding.

A: Hampton receives its funding from the state based on our local composite index (a measure of the wealth of a locality compared to others in the state) and based on benchmarks that are set for funding positions required under the Standards of Quality. Funding is also based on the projected student enrollment in a division.

Q: Please address recent pay raises for school leadership – Drs. Wood& Shifflette, Pat Leary and Victor Hellman when they already are making good salaries – yet other services – bus drivers, custodians, etc. are not compensated very well.

A: Equity adjustments were made for Dr. Woods and Dr. Leary, just as we have also done for a number of employees throughout the year. Dr. Shifflette and Dr. Hellman have not received any pay increase other than what was provided for all HCS employees.

Q: If a 16-cent tax increase is approved, will instructional assistants remain full time with benefits?

A: We will have to wait until we know the level of tax rate increase approved by City Council, if any. Nothing is final at this point.

Q: Are the decreases that are on the chopping block a temporary or permanent fix? If temporary, how long?

A: If made, these are permanent decisions, until such time that funding increases allow us to revisit them.

Q: If class size is increased and IAs are taken out full-time from Kindergarten classes, how will safety concerns be addressed?

Q: Is it necessary for EACH 12 month employee to work during the summer months? Surely some of those positions could become part time.

A: There’s a significant workload faced by departments during the summer. The 9.25 hour day allows employees to accomplish the necessary work in a condensed work week.

Q: A small investment in a Volunteer Coordinator for HCS could vastly increase parent and community (free) labor for things like cafeteria monitors and teacher/classroom/office assistants. Has this been considered?

A: This is one of many good ideas that we are unable to pursue at this time based on funding limitations. However, many schools take advantage of using volunteers to meet a variety of needs, and will continue to do so.

Q: Why are cafeteria, nurses and assistants being cut?

A: As we’ve stated previously, these past four years have been incredibly tough budget years. We truly regret the impact of these proposed cuts on our employees, as we fully recognizing the value of these positions.

Q: Why are we cutting educators and educational support staff?

A: Some teaching positions are recommended for elimination due to declining enrollment. Other positions are part of the proposed budget changes to close the budget gap.

Q: Is the 1.5 mile for transportation including elementary students?

A: Yes, it includes elementary, middle and high school students.

Q: You closed Merrimack and Mary Peak. Where is that money?

A: Schools closed in the last few years include Lee, Mallory, Merrimack and Wythe elementary schools, Mary Peake 3-5 Gifted Center and Spratley Middle School. Spratley was repurposed into a 3-8 gifted center, and Lee has been repurposed into an adult and alternative learning campus. We have rent paying tenants occupying space at Mary Peake and Mallory. We continue to pay utilities (water and electric) for all of the schools; however, the rent for Mallory and Mary Peake covers the costs for those buildings. The buildings that do not have tenants have minimal levels of utilities running in order to keep the security systems operable and to maintain a climate that prohibits building deterioration.

Q: Why is there an elementary school with under 200 (students)?

A: We have no elementary school with less than 200 students. Armstrong elementary is currently our smallest with approximately 317.

Q: What is your (Superintendent’s) salary and when is the last time you have been given a raise?

A: In FY10, Dr. Shifflette was hired and given a raise based on that promotion. In FY11, the DLT, including the superintendent, had a 1.6% salary decrease at a time when other staff took a .8% pay cut. In FY12, all employees received a 1% raise, including the superintendent. In FY13, all employees again received a 1% raise; however this was offset by the shifting of 1% of the VRS retirement cost to the employee. Dr. Shifflette’s base salary is $183,391.

BUDGET Q & A
Monday, March 11, 2013

INSURANCE QUESTIONS:

Q: I am assuming there is no change in the payout policy for accrued vacation leave? Meaning if I change professions or go to another division I get per diem pay for up to 20 - 30 days of vacation. Can you clarify this please.

A: There are no changes to the payout of vacation leave.

Q: Could HCS add the option to have a high deductible health plan and a health savings account? This is what was offered at the hospital where I used to work and it was very cost effective. Have we ever looked into that?

A: Yes, we have explored this option and may offer it in FY15.

Q: Will family members of HCS employees who are also covered under HCS insurance plans be eligible to use the proposed clinic as well?

A: The clinic is anticipated to start the first year only serving employees; however, we hope to expand services to family members in the second year of operation.

Q: Would you please explain how the deductible would work? If I have a deductible of $500, I would pay all medical bills out of pocket until I've reached the $500 benchmark, and then I would pay only a co-payment for office visits. Is that correct? Also, would you please send out information (if available) of co-pays for emergency room visits?

A: The deductible would only apply to those services where co-insurance is required. The full cost of any services would need to be paid until the deductible is met. Once the $500 deductible is met, an employee would only need to pay their co-insurance amount for the applicable services. The deductible does not apply to visits to an employee's primary care physician or a specialist. In these instances, an employee would pay their co-pay only.

Q: Does this mean we will get the sick leave payout for those that have already put in paperwork and moving at the end of this year?

A: If an employee resigns on or before June 30, 2013, they will be paid out for their unused sick leave in July.

OTHER BUDGET QUESTIONS

Q: Help me understand the IB program. Most of the feedback about moving to a 7-period day seems to be from those parents. Please tell us how many students are enrolled in the IB program. Over the past 5 years how many diplomas have we awarded each year? How much money is spent annually on the IB program including staff training?

A: The IB program includes the primary years program (PYP) and serves all students in K-5 at Burbank Elementary School, the Middle Years Program (MYP) for grades 6-10 at Lindsay Middle School and Hampton High School and the IB Diploma program also at Hampton High School. The number of diplomas and certificates awarded by year—2007-08 is 9 diplomas and 28 certificates, 2008-09 is 9 diplomas and 16 certificates, 2009—10 is 10 diplomas and 7 certificates, 2010-11 is 12 diplomas and 28 certificates and 2011-12 is 8 diplomas and 23 certificates. Currently, there are 273 students enrolled in the IB program in grades 9-12. There are 96 ninth grade students, 71 tenth grade students, 48 students in eleventh grade, and 58 students in twelfth grade. Not all of the students are working toward the IB diploma, but are enrolled in the rigorous coursework through the certificate program. Additionally, the IB program is referenced in the Hampton City Schools Local Plan for the Education of the Gifted as providing advanced instruction that meets the needs of gifted learners. The program budget is $208,726.00. The professional development allocation is $75,000 and is funded through the Organizational Development budget.

Q: Why is Hampton paying for IB fees and online classes? If our budget is that tight, parents need to be paying for something.

A: Thank you for your input. We will consider this during our budget deliberations.

Q: I sign a contract to teach for 10 months. Then I get another contract that is for $5092.00, which is my Athletic Director supplement. My pay stub shows my regular salary pay and $5092.00 below it for Athletic Director. So, I guess that means that we are hammered again? We will teach 2 classes 5 days a week, have no day to work on Athletics, have additional responsibilities due to reclassification, work a minimum of 11 months, and are expected to do this for 25% less?

A: Supplements, monies given to individuals for work outside their contract duties, are proposed to be reduced by 25%. This includes coaches as well as other athletic and co-curricular activities. We regret the potential impact that these reductions will have on our employees.

Q: Why are all 12-month employees lumped together to have their days cut? Why is it not just 12-month employees who make above $50,000 or $75,000?

A: The change is based on contract days for twelve month employees, not individual employee groups.

Q: Why not just give everyone a 1% raise and let the 12-month employees keep their 4 days?

Why is it that ONLY 12 month employees are being required to work 4 days less? What about the 11 month employees? Once the schools close, most people who work 11 months have very little to do.
Is this being done to pacify employees at the schools who always ask why there are not more cuts at the admin level?

Q: Would it be financially advantageous to consider twelve month full time employees work four 7.5 hour days during the summer and not get paid for having Friday off – versus working 8.25 hour days?

A: It would be a savings, but it is not feasible based on the significant workload faced by departments during the summer. The 9.25 hour day allows employees to accomplish the necessary work in a condensed work week.

FY14 Hampton Budget Forum
Saturday, March 2, 2013
Bethel High School

(Questions from the audience regarding the school division)

Q: Regarding the 7 period block, does the time they (students) are released change?

A: School dismissal is currently 3:09pm and the proposed release time will be 3:10pm if a 7-period schedule is adopted.

Q: How does the new 7-period schedule affect IEP for kids with learning trouble who are double blocked now on the 8-bell schedule?

A: Students will continue to be able to take double-blocked classes in the 7-period schedule.

Q: Why does PE and Health have to be taken up to the 10th grade?

A: Two credits of health and physical education are required for graduation and may be taken at any grade level during high school.

Q: How will the student make up the requirements needed with a 7 period day?

A: Seven periods for four years provides 28 credits to afford students the opportunity to earn any of the Virginia diploma types, including the Advanced Studies Diploma.

Q: Why are we considering cutting teacher positions? This would increase class sizes and classes are too huge already!

A: Some teaching positions are recommended for elimination due to declining enrollment. Other positions are part of the proposed budget changes to close the budget gap.

Q: Why is the state underfunding Hampton? Why does the state add lottery money for education and then take an equal amount from education and put that money in the general fund?

A: The state is not specifically underfunding Hampton – all school divisions in Virginia have been affected by the economic downturn of the last few years. Hampton receives its funding from the state based on our local composite index (a measure of the wealth of a locality compared to others in the state) and based on benchmarks that are set for funding positions required under the Standards of Quality. Funding is also based on the projected student enrollment in a division.

Q: What happens to the classroom ratio? Where is the opportunity to make up courses when you cannot afford summer school?

A: We currently staff at a ratio of 24:1 in English/Language Arts and 25:1 in other areas with the exception of select CTE courses. The staffing ratio is anticipated to remain the same in a 7-period schedule. While opportunities for online courses and other recovery opportunities may be available to students, transitioning to a 7-period schedule may impact recovery opportunities.

Q: When or how can we get away from the SOL?

A: This is a requirement of the Commonwealth of Virginia and not something over which the school division has any control.

Q: What is the Blue Phantom Inn? Purpose?

This unique program is a magnet for students desiring a career in the food and beverage industry. The program starts with a transition class for those who want to experience the industry. Culinary Arts I – IV are for the serious students who desire a career as a Sous Chef, Executive Chef, or want to work in food service. Students earn National Restaurant Association industry credentials in ServSafe, learn using the ProSTART curriculum system, basic kitchen safety and health in a Virginia Health Department inspected kitchen, run a working restaurant with cash customers, and gain additional professional experiences. The Blue Phantom Inn has been featured in Southern Living magazine.

Q: What are they going to do with the part-time people’s jobs (custodian, sub)?

A: If we outsource custodial services, it will impact all custodians – full time, part time and substitute.

Q: What’s the dropout rate currently in the city and how will the proposed change impact on the rate?

A: The dropout rate is currently 5.2%. It is not anticipated that the proposed schedule change will negatively impact the dropout rate.

Q: Why not cut the school administrators salary (over $100,000) instead of cutting services?

A: The current budget proposal includes a change in twelve month contracts from 249 to 245 days per year. This results in a 1.6% salary reduction for all twelve month employees, including all of those over $100,000.

Q: Where does the lottery money go?

Q: How will the budget cut affect the Title I Program?

A: The cuts to the operating budget do not impact the Title I program since it is in a separate fund. Title I is funded with federal grant money. However, there is a possible impact due to the effect of sequestration, which could result in a reduction in funding of 5-10%.

Q: Does the school division understand the difference in the education and training between RN’s and LPN’s and how this will impact our children……especially with the increasing medical needs of our children?

Yes. Our Health Services Director is already working on plans to mitigate the effects of the staff changes.

Q: Every high school in Newport News offers Physics. What’s needed to bring Physics to Bethel High School?

A: It is anticipated that Bethel High School will offer physics in 2013-14 based on student interest.

Q: Earning an Associates Degree in Paraprofessional Education helps an aide to perform better for the teachers and students. How does one pay back college bills without a permanent position?

A: We understand the stress this proposed budget has on a number of our employees who may be impacted. We encourage all employees (including instructional assistants) impacted by this proposed reduction to apply for any full time position in Hampton City Schools for which they are qualified. In the meantime, please know that the administration and School Board are actively working to advocate for additional revenues in the form of a tax increase. We will not know the outcome of this until City Council passes its budget in May.

Q: Should we reduce our Kindergarten instructional assistants to part time and seriously affect our Kindergarten children’s learning?

A: See response below.

Q: How did the school system zero in on T/A part-time hours when this is my only FT job? Why outsource custodian jobs? These are their full-time jobs also.

Q: The schools that were closed and are now vacant, are there any costs associated with these properties? If so, what are they? Do they impact our budget?

Q: What happens to the building (Moton) if it is closed?

A: A final determination has not yet been made; however, our approach has been to find an appropriate reuse for the building (See response above).

Q: Instead of cutting instructional assistants, cafeteria monitors, guidance counselors, etc. who work directly with the students; shouldn’t we be cutting from the Central Administration Center including Human Resources, secretaries etc. who do not affect the students?

A: We hate to make any reductions since every position in Hampton City Schools exists to support teaching and learning. Since FY10, the school division has cut 376 full time equivalent positions. Of those, 27.9% of the non-school based employees are gone, compared to 12.1% of the school based employees. Our School Administrative Center (SAC) operates with a minimal staffing level, especially when compared to surrounding school divisions. As an example, HCS has approximately one executive level position for every 2070 students, while Newport News has approximately one for every 1862 students, Norfolk has approximately one for every 1550 students, and W-JCC has approximately one for every 1350 students. We will continue to review the staffing level at SAC for further efficiencies.

Q: What is the impact on the middle school? Will their block classes change?

A: The middle school proposal will eliminate teaming in some schools resulting in a junior high school model. Block scheduling is expected to remain in the middle schools. The need to move to a junior high model is dependent upon the teacher-student ratio in a given school.

Q: Does HCS plan to close schools?

HCS BUDGET Q & A
March 6, 2013

Q: Is there any update on the insurance issue?

A: Yes. On February 27, HCS received updated information from its consultants regarding expected health insurance premium rates for FY14. Based on claims experience, we will see a significant increase in premiums for the upcoming year. Below is a chart that shows the employee share of the premium cost for each plan for the current school year, and the proposed cost for the next school year.

Q: Will Elementary Instructional Assistants we now be considered part time employees only working 5 hours a day?

A: Yes.

Q: Will Elementary Instructional Assistants be eligible for health insurance and other benefits any longer?

Q: Regarding Elementary IAs: Will we still earn sick leave?

A: Part-time, non-exempt employees do not earn sick leave.

Q: If IA hours are cut to part-time, what about accumulated hours? Can they be carried over or paid out? What happens to the retirement account? Can IAs no longer have funds added?

Q: After this cut to our time, are there any ideas as to how much time before our jobs will be cut all together?

A: There have not been any discussions to completely eliminate the kindergarten IA position.

Q: As a new teacher in HCS, it takes a lot of courage for me to voice my thoughts on the budget, but I have a thought that keeps creeping up in my mind that I just had to share. Regarding the budget cuts, I have noticed that nobody has mentioned any cuts in technology. I don't think we have the right to be proud of the technology in our schools if we are making cuts left and right of PEOPLE - our most valuable asset! Also, I can't help but think about the millions spent on online services like SIS that are not accessible at home and often down anyway. I know that these systems are convenient, but nothing seems more convenient than keeping student grades and attendance in our own personal records using a $5 record book that is always accessible and handwriting report cards. Children need to learn to be engaged by books. (I am not implying that we get rid of all technology, especially as our schools have computers anyway, but certainly there are some things we can cut out or reduce during this difficult time.)

A: Your concern about our investment in technology versus people is one that we feel as well and we will continue to examine our investments there. Some parts of the system are mandated, however, so cannot be cut. An electronic student information system is one of those things. Because we are required to export electronic data on virtually every part of our student records throughout the year, we are required to maintain a system that will feed information to the Virginia Department of Education. When we used those grade books we all carried around (which many of us remember fondly) we were also allowed to type information into state reports. Unfortunately, that is no longer the case. Still, your concern about keeping as many of our excellent employees as possible will continue to be a driving factor in our work to balance our budget.

Q: During the summer, is it necessary that all schools be open for four days a week? I know summer school will be at some of the schools but for the schools that are not hosting summer school couldn't those schools go to a three or less day week?

A: For buildings with 12-month employees this would require those individuals to work a 12.5 hour work day. This is not a realistic expectation.

Q: In regards to the proposed non-transport zone being changed from 1 to 1.5 miles....Would the Board consider this proposal being made for middle and high school students only? 1.5 miles would be a great distance for many
lower-grade elementary students to walk safely.

A: The Board is considering all options.

Q: I have a few questions about the District Benchmark Test process and expense. Including man-hours, what portion of the district budget is dedicated to manufacturing, administering and tracking these tests.

A: Although the benchmark tests are already constructed, they are changed each year to mirror changes in the curriculum content standards, pacing guides and SOL assessments. In this year, with significant changes in English and science assessments, the commitment of time on the part of the curriculum team has been significant. The spreadsheet below captures the dedication of human resources in hours for the benchmark testing program.

Using a mid-scale teacher hourly salary rate to calculate the division’s monetary expenditure for this investment of time, the expenditure constitutes one tenth of one percent of our operating budget.

Q: On a statistical basis, how accurate is the [Benchmark] test as a predictor of SOL performance? If there is less than a .8 correlation (or even .6), it would seem to be wholly inaccurate and a waste of resources.

A: Prior to providing information on the correlation coefficients, which express the strength and direction of the relationship between benchmark scores and SOL scores, we need to review the purpose of the benchmark tests.

The first purpose of benchmark testing is to measure the delivery of the curriculum at the classroom level to identify our areas of instructional strength and areas in which we need to grow. The second is to provide classroom teachers with a progress measure for each child to identify areas of strength for that student and areas in which the student needs additional instruction and/or intervention. Third, the benchmark tests serve as practice for SOL tests for students. The final purpose for the tests is to use the scores as predictors of SOL success.

Q: If the district uses the test results for other purposes - how accurate is it at meeting the requirements? Once again, if there is a less than .8 or .6 correlation it would seem that the testing should be stopped and less expensive methods should be explored.

A: The predictive value of the SOL tests varies by subject. In the social sciences, many scholars consider an r value of .55 or higher as significant. The correlation coefficient between our current benchmark scores (2012-2013) and SOL tests from last spring (2012) are listed in the table below. The table also includes the correlation coefficient between students’ classroom averages for the first two quarters and the SOL tests from last spring. It simply offers another data point for perspective. We will run additional correlations with 3rd quarter benchmark results when those are in. Finally, we will run the correlations with this year’s SOL scores when those become available this summer.

Q: Since NCLB is an UNFUNDED MANDATE, has anyone considered asking the State to ask the Feds for temporary relief of SOL testing requirements based on the fact that we can't afford it? If not across the board, at least in selected areas?

Q: One of the things mentioned under the budget cuts was that employees who have not been with the district for 5 years will not get their sick time if they leave. Would this be all future employees? Would current employees be grandfathered in?

A: Effective July 1, 2013, only retirees and employees who are part of a Reduction in Force (RIF) will be eligible for sick-leave payout.

If an employee leaves HCS for another Virginia school division, they can transfer up to the maximum amount of accrued sick leave the new division will accept. Any excess leave will be held "on the books" for five years and will be reinstated if the employee returns to HCS. If an employee leaves HCS for an employer other than a Virginia school division, their accrued sick leave will be held "on the books" for five years and will be reinstated if the employee returns to HCS. Employees who are dismissed due to performance forfeit all accrued sick leave.

The proposed policy changes will be on the School Board's 1st Read Agenda on March 20, 2013.

Q: Instead of removing the "teaming" aspect out of middle school, wouldn't be more efficient, cost-wise, and consistent with the new high school model to remove blocking from middle school and go to a regular daily class schedule? All four core could be addressed on a daily basis, taking classes to 70 mins vice 90.

A: Moving to this type of model requires interchangeable periods like a high school so that students can move between cores and non-core subjects which wouldn't afford 70-minutes but rather 55 minutes for six subjects. The level of staffing is the same as the junior high model.

Q: After reviewing the possible reductions for the 13-14 school year, I have to wonder why only Art and Music and Counselors are being targeted at the elementary levels. In all fairness, all electives including PE should take cuts if that is what happens. On the weeks that PE are not at the school, teachers are responsible for giving students PE time. Why is one elective singled out? Art and Music are just as important in the academic development of our students. Could you explain the thinking behind this.

The decision to not include elementary PE teachers in the reduction was based on the instructional model that requires PE teachers to also teach the state mandated health standards, which was once the responsibility of the classroom teacher. Additionally, they completed the required VDOE training and also teach family life education to all grade levels.

Q: Can you please explain the "bumping" of staff in regard to RIFs. For example, What are the determining factors? What is the role of seniority?, Is bumping lateral or does it involve a pay cut?, Which RIF'd positions can bump other staff? If a position is reduced hours due to the budget (such as K Instructional Assistants) can they "bump" a full time I.A., such as in VPI or SpEd.? Do RIF'd employees have to request to "bump" or are they given some available positions to choose from?

A: The RIF guidelines are available on Board Docs at the following link: http://www.boarddocs.com/vsba/hampton/Board.nsf/goto?open&id=86666K6286B0#

For purposes of a reduction in force, the term “bumping” refers to the possibility of an employee with greater seniority replacing an employee with less experience, so long as the position is within the same job family. If an employee has experience in multiple job families, each job family is considered separately beginning with the current assignment.
For purposes of bumping, a lateral position is a position in the same pay grade. Employees may be afforded the option to move into a lateral position or a position in a lower grade level. Employees may not bump into a position in a higher pay grade.
For purposes of a reduction in force, Human Resources will identify “job families”. Job families may consist of positions within a single department (e.g., Payroll Supervisor, Payroll Specialist, Payroll Clerk III and Payroll Clerk II would be considered a job family within the Business & Finance Department), or they may consist of similar positions across the division (e.g., Administrative Secretary III, Administrative Secretary II and Administrative Secretary I would be considered a job family, regardless of assigned department/school). If a position is considered for a reduction in force, the current incumbent may possibly be reassigned to a lower level position within the job family, if the person in the lower level position has less seniority.
A list of job families is included on the final pages of the RIF guidelines.

The proposed reduction to Kindergarten IA work hours is a schedule change. The positions are not recommended for elimination. Therefore, the change is not covered by the RIF policy.

Q: I would be very hurt that if I did leave HCS to move back to my home state and help take care of my grandparents, that I would lose the sick days I have been using correctly while others who goof off get to be rewarded simply because they are older/been here longer. Just being part of HCS longer doesn't mean you act responsible.

Why not put a cap at 30, 40 or 50 sick days someone can take when they leave, wouldn't that save more money than someone like me sticking around a few more years and then you have to cash out 100 after 10 years? I just feel very cheated that I have been so responsible, only using my sick days when needed, and now you are going to take them away. The VA governor says VA teachers don't need a union because VA treats their teachers fairly but I find this very unfair.

A: Effective July 1, 2013, only retirees and employees who are part of a Reduction in Force (RIF) will be eligible for sick-leave payout.

The proposed policy changes will be on the School Board's 1st Read Agenda on March 20, 2013.

FY14 Hampton Budget Forum
Tuesday, February 26, 2013
Kecoughtan High School

Questions from Audience (City Side of Presentation)

Q: What is the total value of the properties owned by the City of Hampton? ? If some or all of it were sold, would it make up for the shortfall?
A: Remember that there are two kinds of money – one-time money and recurring money. We don’t like to use a one-time influx to pay for ongoing expenses, because then we’re in the same boat next year. Also, the vast majority of city properties are in use – fire stations, schools, infrastructure like pumping stations – but we do have some property on the market now. Still, we wouldn’t use that money to balance the operating budget, but we could use it to make other improvements on the capital side.

Q: Are you talking about standard inspections or safety inspections (referencing increasing construction inspection turnaround time from two to six days)?
A: The saving would come from decreasing the number of inspectors, so it would increase turnaround time. For example, if you’re building a deck, the city needs to do an inspection after the footers before you do the next part of the construction. Those inspections are to ensure the work is done to code, which is a safety consideration.

Q: Please define what an arterial road is (potential for reduced street lights).
A: Those are your main roads, such as Mercury Boulevard or Fox Hill, not neighborhood streets.

Q: How much are we spending on the new King Street corridor project? Is it more than $50K?
A: It’s a multi-phase effort, with the current phase costing $3 million. Again, though, that’s a one-time expense and partly paid for with state road funds, so the money wouldn’t be available for operating costs. Langley is one of our major employers and contributes about $1.2 billion to our economy, so it’s an investment in that relationship and helping to BRAC-proof that base. Also, boosts the neighborhoods in that area.

Q: Can you reduce the hours (referencing proposed closure of Visitor Center/Hampton History Museum)?
A: Certainly it’s possible – but it won’t produce enough savings.

Q: Are there other areas where the Visitor Center information contained in the Hampton History Museum could be located so that we are not incurring a cost? Could the services be provided in another building?
A: They could be, but the savings/reduction in this case is mostly the personnel.

Q: What is the cost of maintaining the artifacts in the Hampton History Museum? The City has a fiduciary responsibility because these items were donated to the City.
A: These are good questions that we need to look into if this becomes a reality. We don’t have all the answers yet.

Q: Should the Hampton History Museum be integrated in the Virginia Air and Space Museum?
A: It might be possible to put a small exhibit there, but both museums are actually full. The History Museum does not have the room to display anywhere near the full collection already.

Q: If you close the Hampton History Museum, what would you use the building for?
A: We don’t have a plan at this time.

Q: What are the responsibilities of the Internal Audit department? Does the audit include the Police Department? Why doesn’t city staff do that automatically (referencing decreasing Internal Audit departmental capacity)?
A: They ensure that everyone is following the financial procedures and only using tax money for approved reasons. They randomly check expenses of all departments. Everyone is supposed to be honest and follow the rules, but the audits are our insurance that is happening. If we had fewer, we would check fewer transactions.

Q: How much waste has been found (referencing decreasing Internal Audit departmental capacity)?
Very little – but we also don’t know if people are being more honest and careful because they know there’s a greater chance of being audited.

Q: Has there ever been a suggestion that the parenting program actually be in the schools instead of a separate building?
A: I don’t think we’ve thought of that. It wouldn’t save money – since you’d still need the personnel – but it could increase the effectiveness by reaching young mothers where they are. We’ll consider that.

Q: What would be the alternative be if we did not have the Healthy Start program? Can it be reduced?
A: Again, any of these can be reduced, but that wouldn’t get us down to the revenue number unless the tax rate is increased. The alternative is that we’d save the money now but likely incur greater costs later, with increases in child abuse and neglect, more health costs later and repeat teen pregnancies. The Healthy Families programs have been shown by an outside study to save money over the long run.

Q: How many people does the Healthy Start program serve? How much of the $1.5M is for staff?
It’s a very intensive one-on-one program that serves about 2,000 young parents a year. Most of the cost is staff.

Q: Why can’t the city cut pay for staff (referencing elimination of the Healthy Start program)?
A: The city hasn’t given salary increases since 2008, and employees are taking home less than they did that year due to increases in health insurance and other costs. Pay could be cut, but that would potentially cut effectiveness and increases turnover costs.

Q: How frequently do teenagers use the community center? How does the Police Department feel about how it reduces the crime rate in the City?
A: Some changes to the Teen Center since last year have increased attendance. It averages more than 30 teens per day, with 174 who attend on a regular basis. It’s also used for special events (2,700 teens per year) and partner groups that serve almost 600 youth on a regular basis. Some of these could move to other community centers if this center is closed.

Q: Do we have a problem with teen violence in Hampton?
A: Hampton, along with most localities, have a problem with teen violence. Most crimes are committed by young people. I think it’s fair to say that the police support the Teen Center and a variety of efforts to give young people things to do that keep them off the street.

Q: What grant opportunities are being pursued to offset cuts to programs like Healthy Start?
A: XXXXX

Q: Why can’t the City and the Schools “legally” cut the pay and benefits of existing employees? That is an option for private employers - why not municipal employers?
A: It is an option; we have that right as an employer. The question is: Is it in the taxpayers’ and citizens’ best interest? We have cut 10% of our jobs over the past 4-5 years, mostly in support and administration. All of these people are doing much more work then they used to. That extra effort has allowed us to keep most of the same services with fewer people. If we cut their pay, we send the message that their extra effort isn’t valued. We also risk losing more employees, with corresponding costs to hire and train new people.

Q: Have you had negative responses for funding the Citizens’ Unity Commission, which promotes inclusivity and diversity?
A: There are always some negative reactions, but there is also a great deal of support for these programs, which help people understand those with different backgrounds of race, culture, religion or age.

Q: How much money is Fort Monroe costing us in our tax money?
A: There was an agreement that the state Fort Monroe Authority would make payments in lieu of taxes; it was based on the assessed value of the properties and was structured to ensure that the tenants there paid their fair share. However, the Army and state haven’t completed the process of transferring the land, so the city isn’t seeing the full revenue yet.

Q: How much money is derived from the use of Ft. Monroe?
A: Hampton got about $400,000 last year.

Q: Is the pool available for use at Ft. Monroe?
A: It is available for rent, to cover the cost. We can’t afford to staff that community center on a regular, open basis until the Fort Monroe revenues increase.

Q: What is/where is Bluebird Gap Farm?
A: It’s a working farm/petting zoo/park on Pine Chapel Road in the Coliseum Central area. It also has Master Gardner-sponsored gardens. It gets close to 200,000 visitors a year.

Q: Why are services cut instead of administration and capital improvements?
A: We already have cut administration and capital as far as we can. If we cut Finance, we won’t pay our bills on time. Human Resources is already strained, having to review up to 400 applications for every vacancy. Many of the capital costs are essentially the mortgages on our buildings – the cost of the bonds we issued. Those aren’t discretionary.

Q: Why not Social Service cuts?
A: That’s out of our control. The state mandates that we serve everyone who qualifies and also mandates how quickly we process applications.

Q: Has the City considered taking over our water system from Newport News?
A: We wish that we have the revenue that Waterworks generates for the city of Newport News – it’s about $12.6 million a year, equivalent to 12.6 cents on the tax rate. However, it wouldn’t make sense now to get out of that regional effort and duplicate or purchase the infrastructure.

Q: Why do we need crossing guards for middle schools? They didn’t have them when I went to school.
A: There are more cars on the roads than there used to be – and many of our middle schools are on major thoroughfares, like Nickerson Boulevard, Fox Hill Road, Briarfield Road.

Q: Can tax rate increase be mandated to be lowered when real estate values increase?
A: Legally, I don’t think today’s council can mandate the actions of future councils. However, it’s been the practice our Council has followed for many years. In 2004, the tax rate was $1.27. Council dropped the rate every year for 5 years, putting it at the $1.04 it is now.

Q: We are more of a rental city than a residential city. There is a cause and effect to every question/decision. What is being done for the vision and strategic goal for the City? I see the cuts, but I don’t see the resolution for taking us forward. What is the City going to do to change the platform of who we are today? How are we going to attract higher-wage earners? Change from a renal community to a residential community?
A: That’s really why we opened by saying that the city is at a crossroads. This discussion is about more than what we fund for next year. It’s about what kind of city we want to be, what kind of city we want to live in, and what kind of city do we build for future generations. We’ve been asking residents about their priorities, and we’ve heard many say that it’s time to invest. It’s like your home – if you don’t invest to keep it up and improve it – update the roof, the appliances, the paint – it declines in value. It becomes less valuable and less attractive to someone new. It’s the same thing with the city. We aren’t going to draw new businesses and homeowners if we aren’t making those improvements to our assets, or if we are reducing the amenities we offer. Schools are a key economic driver – businesses want an educated workforce and also they want to live where their children and employees’ children get a good education.

Questions from Audience (Schools Side of Presentation)

Q: Can you explain the eight-period A/B block schedule in schools?
A: Students currently take four (4) 90-minute classes one day and a different 4 classes on alternating days. Under the potential cut, they would take 7 classes, which would meet every day for 50 minutes.

Q: Regarding AB block/honor students, if we roll it into not taking a class every day, how will the students be successful with the reduced amount of homework?
A: Because the homework they’re getting now is for an instructional period of an hour and half, it’s for two days. They should get about the same amount every two days, but it would be assigned potentially in smaller daily assignments.

Q: Can the middle school schedule be changed to 7 periods instead of high school? High school has so many electives and kids getting ready for college that it might be easier to change middle school.
A: Students in a traditional middle school currently take four (4) core subjects, physical education/health and an elective. Significant savings would not be generated because of these requirements.

Q: Are music and art teachers assigned to specific schools (referencing 26% reduction in elementary music and art teachers)?
A: Right now, they are. The potential cut would see schools sharing those teachers, for less instructional time.

Q: Who do the supplements pay for (referencing elimination of elementary instructional leader supplement and 25% reduction of all other supplements)?
A: The instructional leader supplements pay a teacher for the extra work of being the curriculum liaison who helps other teachers develop materials based on curriculum changes or material. Supplements are also paid to other teachers who take on additional responsibilities, such as coaching sports or sponsoring student activities such as the debate team or the National Honor Society.

Q: Is it true supplements in Hampton have not changed in about 20 years (referencing elimination of elementary instructional leader supplement and 25% reduction of all other supplements)?
A: It’s certainly true they haven’t changed in a long time, and Hampton ranks below many of our peer divisions on what we pay coaches and sponsors of clubs and activities.

Q: Is the student vs. teacher ratio the same equation as daycare providers (referencing reduction of kindergarten instructional assistants from full-time to part-time)?
A: No, the state requirements vary based on the program and age of the child.

Q: Who are considered 12-month employees (referencing 1.6% pay cut for 12 month employees)?
A: There are a number of job classifications on a 12-month schedule including, but not limited to electricians, mechanics, custodians, secretaries, principals, administrators, curriculum leaders and teacher specialists.

Q: Do you know the number of parents who drop off vs. kids who ride the school bus (referencing increase the transportation/walk zone from one mile to 1.5 miles)?
A: We transport approximately 50% of the student population to and from school on yellow buses.

Q: How does increasing the walking zone save money?
A: It reduces the number of students eligible to ride the bus. We would need fewer buses, drivers and less fuel.

Q: Can you solicit PTA to monitor cafeterias (referencing the elimination of cafeteria monitors)?
A: That’s certainly a possibility. Schools will develop a plan to monitor school cafeterias on a daily basis.

Q: How many instructional aides per pupil (referencing cutting field trips by 50% and adjusting instructional supplies)?
A: This potential cut references a per-pupil allocation based on student enrollment.

Q: Are field trips being lumped in with supplies?
A: They aren’t really related, but we grouped those two items because they are both based on per-pupil allocations that go to each school.

Q: What are the teachers buying?
A: Teachers often pay out of their own pocket for student incentives and classroom supplies.

Q: Did Hampton lose federal impact funding? Education is sucking the life out of us? What is causing the disparity?
A: No, we do not know for sure how the current federal budget issues might affect that going forward. Impact aid makes up approximately .5 to 1% of our operating budget. The big disparity is caused by the state, which has decreased its support of education. Hampton alone has lost $21 million in state funds over the past 4 years.

Q: Is it accurate that if a 16-cent tax rate increase is approved, that the cuts and 7-class schedule in the high schools will not occur?
A: Yes, it is accurate that the 7 period day schedule will not be implemented if we get the 16 cent tax rate increase.

Q: What formula do the schools use to estimate costs/expenses? What goes into schools per pupil expenditure? Do you include building costs, capital improvement, teacher salary?
A: In accordance with Virginia Department Education reporting requirements, per pupil costs include all costs except prekindergarten, adult education, debt service and capital improvement projects.

Q: Have there ever been cuts to the school board budget? All school budget cuts are focused on staff and facilities. Where are cuts to School Board budget?
A: The School Board budget is a very small percentage of our expenses. In FY10 School Board members received a 3% salary cut.

Q: If the 16-cent increase is approved, will transportation to the Magnet schools be restored for next year?
A: No, transportation to the magnet schools will not be restored.

Q: Consideration could be given to changing the schedule for teacher assistants, perhaps have them come in at a later time.
A: If we reduce the instructional aides to part time, we will make every effort to maximize their time, but they won’t be in the classroom for the full day.

Q: What is the ratio of school administration to frontline staff?
A: Hampton City Schools define frontline staff as employees who provide direct service to children and make up 94% of our personnel.

Q: If the tax increase is funded, what cuts comes back first. Teachers? Block day? What is the decision process for reinstating these cuts?
A: That’s part of what this public process is about – finding out what the majority of our citizens think is most important. In addition, the School Board will hold public hearings on the budget. Ultimately, the School Board will vote on its final budget.

Q: Why did the Superintendent get an 8% pay increase in FY13 budget?
A: The Superintendent did not receive an 8% pay increase in FY13. The change in her reported salary as noted in the budget document was due to consolidation of certain contract items, which were previously reported in different budget lines. The complete FY 13 budget document is available on the HCS website.

Q: How many people here tonight are city/school employees?
A: Employees who are city residents are invited to participate just like any other homeowner. We pay taxes and use the city and school services as well. Note that many of the employees here are not polling, though, and are here to help support and answer questions.

Q: Can you put on the website what the assistant principals and counselors do?

A: It is posted on our website. However, here is a general description that may help.

ASSISTANT PRINCIPAL GENERAL STATEMENT OF DUTIES
Under general supervision of the building principal, the assistant principal supports the principal in administering the instructional programs for the assigned school or center. The assistant principal is a member of the administrative team responsible for providing instructional leadership for a school or center, and performs related duties as required or assigned. Duties are performed under the general supervision of the school or center principal. The assistant principal may provide general and/or direct supervision, as assigned, to professional, paraprofessional, and support staff members within the assigned school or center and may have considerable independence in carrying out assigned duties.

ELEMENTARY SCHOOL COUNSELOR GENERAL STATEMENT OF DUTIES
Provides a full range of professional student services, including group and individual counseling activities, to assist children in grades K-5 in their development of academic and social skills; also provides consultation services to parents and school staff to assist in the identification of the needs of children, to prevent and resolve problems and conflicts, and to promote an understanding of children’s strengths, weaknesses, limitations, and behaviors.

2013-2014
BUDGET Q & A
February 20, 2013

Q: It seems that all of the cuts affect the teachers and building administrators. When will SAC feel the effects of the budget cut?
Q: Several employees have wondered why the proposed budget cuts were all in the schools, none were mentioned at SAC. Have positions there been looked at as well?

A: In the past years, the majority of the cuts (percentage-wise) were to support staff. In addition, 12-month employees will receive a reduction from 249 to 245 days, which equates to a 1.6% pay cut. Please keep in mind that the majority of people in SAC are those 12-month employees.

Q: 7th period day sounds great but why not make the lunch 50 minutes instead of trying to squeeze 600 students into 25 minutes?

A: You would have to extend the school day in order for that to happen. In addition, a 6-period day would not meet the requirements for the Advanced Studies diploma.

Q: Are they talking about getting rid of the custodian and hire an outside contractor to do the job? Explain that to me please.

Q: I know that the final decision concerning where cuts will be made will be determined by the DLT team. However, will we be able to make suggestions about where we feel cuts can be made?

Q: Will the class homework for the IB students be given a longer time to complete?

A: Teachers will have the flexibility to determine the due dates for assignments.

Q: Do you think the implementation of "Obama care" could be positive and reduce HCS' medical insurance costs?

A: No, it will in fact increase our costs.

Q: Will letters be sent out regarding possible reductions in March such as last year?

A: Letters will be sent out by April 15.

Q: Is there a possibility for RIFs when looking at SOQ's for areas such as art, music, and AP?

A: Yes, there is.

Q: Is there a possibility in losing instructional staff based on the SOQ's and if so, approximately when will those "warning" notices take place?

A: Notifications will be sent out by April 15 as student enrollment in course selections and sections are determined.

Q: Can you please identify schools that are SOQ and those that are not? I had a teacher ask me and I am not sure.

A: A PDF copy of the 2012 SOQs is attached. Section 2 speaks specifically to staffing, beginning on Page 7.

Q: Has anyone considered a retirement package for those coming up soon to save others' jobs? It would hopefully be just optional, as all of us would have to consider finances.

A: Not only can we not afford to pay for it out of this year’s budget, we’ve learned that it doesn’t generate the savings we’d anticipated.

Q: Will art and music teachers be forced into itinerant positions or will some be given the option to work part time at their current school?

A: Both options may be a possibility.

Q: Will individuals have the chance to volunteer to be RIFd?

A: One may voluntarily resign, however there will be no incentive packages for those who choose to resign.

Q: Why in the world are you not considering a four-day week? You would reduce the budgetary burden of transportation, hourly employees and utilities. Increase the hours per day and the students receive the appropriate amount of instructional time. I have suggested this before and have been told that the parents are concerned about daycare. I am inclined to allow the parents resolve the issue on their own.

A: We’ve been monitoring what other school divisions have done with regard to the 4-day week, but at this time we feel it is not in the best interest of our students and families. A 4-day week in HCS would present our parents with some very difficult choices. We have to respect the unique position of our community as we make decisions and should therefore not make such a decision alone.

Q: Instead of cutting valuable teachers and support staff and early-childhood education, why not cut sports and extracurricular activities? They are called extracurricular for a reason; they are extra. How much does it cost to pay coaching supplements and buy new uniforms?

A: While we are proposing cutting coaching supplements by 25%, it is important to note that football and basketball are revenue-producing sports. They also support the other sports within the division. In addition, for the past two years we have charged student athletes to participate in their respective sport/s, increasing that amount each year.

Q: How much Medicaid money has been generated for the system and how does this fit into the budget?

A: We anticipate revenue of approximately $500,000 for FY13 and $700,000 for FY14. However, this has already been factored into supporting the general operation of the division.

Q: How will the reduction in contract days impact 12-month employees?? Does that mean 12-month employees will take a cut in pay?

A: All 12-month employees will receive a reduction from 249 to 245 days, which equates to a 1.6% pay cut.

Q: I imagine it has been considered, but I wonder if lower cost health insurance has been sought. Our old HMO Optima was excellent and accepted by many local professionals.

Q: I work as a nurse for HCS and I was wondering with cutting the work force 50% of the RNs, who will accomplish the medical care plans required for students who have disease processes and who will accomplish the Medicaid student input since it must be an RN? I have over 50 Individualized Health Plans just for our school and I [serve] 6 students and awaiting 2 more to put input/care for Medicaid reimbursable care.

A. A plan of care must be developed by an RN and signed by an RN. An LPN could write a plan but the nurse would still have to assess the situation and sign it as if she developed the plan of care. No RN under her license should ever sign off on a plan of care without making an assessment to know if the plan is appropriate for that individual and if the appropriate delegation of care has been made. Once the plan of care is developed, the RN can do off site supervision of the LPN who is following through with actually providing the care. Also, only an RN can provide the education and training that can be part of a care plan (example: tube feedings, caths, etc.)

Q: Wouldn't straight, simple "neighborhood" schools cost less?

A: We promote neighborhood schools but in HCS we are proud that we provide parents with choices.

Q: Has there been a reduction in the pay of school board members?

A: Yes. In FY11, members of the School Board received a 3% pay reduction.

Q: How can a pay raise even be considered this year? Unless every position you are cutting is nonessential; and if that is the case then the current SAC leadership should be replaced for having that waste in the first place. Take the pay raise to save teachers and counselors.

A: The state is partially funding the 2% salary increase for SOQ funded positions. In addition, the House and Senate versions of the budget add funding for some support positions as well. The total potential revenue ranges from $1.3M - $1.6M. The cost on the division’s side to provide the 2% salary increase is approximately $2.6M; therefore, the net savings to not provide the salary increase would be between $1M - $1.3M.

Q: In my opinion it is time to start cutting in places where it is not impacting student learning. Why are all of the staff members working at SAC needed for 12 months? Why not cut departments down to department heads only for 12 months and those under them only work 10 or 11 months. I can’t imagine there is a great need for these individuals to be there during the summer months.

A: That would place a heavy burden on SAC departments in their efforts to support schools. Summer is the busiest time for SAC employees as they are involved in everything from developing curriculum to hiring new teachers.

Q: Does the 25% supplement cut include Master's, Specialists, and Doctorate supplements?

A: No, because those are not supplements anymore, as they were all rolled into the employee’s base pay.

Q: I would like [to] get a better understanding why, if there is a projected decline in enrollment and you are looking at adjusting teacher and support staff, how many of those support positions are coming from SAC? It seems to me with declining enrollment and fewer teachers, there would be a need for fewer support people in the departments at SAC.

A: We’ve made adjustments based on closing schools, but SAC employees support schools and everyone throughout the division. In the past years, the majority of the cuts (percentage-wise) were to support staff. In addition, 12-month employees will receive a reduction from 249 to 245 days, which equates to a 1.6% pay cut. Please keep in mind that the majority of people in SAC are those 12-month employees.

Q: When you are looking at removing cafeteria monitors, especially in the elementary schools, who will be expected to supervise children during lunch?

A: That will be a building-level decision.

Q: What is your timeline for informing those employees who will be affected by these cuts and reductions in hours i.e., nurses, custodians, and kindergarten instructional assistants?

A: Letters will be sent out by April 15.

Q: Which 12-month employees will have their contract number of days reduced?

A: All 12-month employees will receive a reduction from 249 to 245 days, which equates to a 1.6% pay cut.

Q: What about trying to be more conservative with utilities in the buildings? Have teachers remove their microwaves/refrigerators/toaster ovens from classrooms. Why not encourage more people to be conservative by turning off lights when leaving rooms/bathrooms/offices?

A: We are currently in the process of establishing those protocols and guidelines.

Q: Can you please reconsider cutting supplements by 25%?

A: The cost of this savings would have to be supplemented with a half million dollars…which could fund approximately 8 teachers. However, nothing is final until the School Board approves the proposed budget.

Q: I am a Hampton resident, I agree with raising taxes. Why can't we go in with the City for insurance? I've asked this time and time again. They have better benefits and cheaper rates. The more employees you have the better the rates or go in with another school district or two. I was told we don't want to give up being able to handle this. I think employees would love being able to lower rates and take the burden off the school system.

A: From an actuarial standpoint, our population’s “makeup” is a better risk than the City’s population …where there are high-risk positions, such as police/fire. Therefore, it would cost us more to go in with the City on an insurance coverage plan.

Q: What exactly does eliminating "teaming" in the Middle Schools have to do with budget savings and does this mean we are really going back to the Junior High Model? I cannot see why teaming is any more expensive than non-teaming if done correct but just would like clarification.

A: Efficiencies may be gained by staffing based on overall student enrollment in grades 6-8 as opposed to grade level enrollment.

Q: I know that the high schools have struggled with our On-Time Graduation Rate. This even with offering 8 blocks for 4 years = 32 credits. I really think that having the high schools return to a 7-block day will really impact our students that struggle in school. I believe this will decrease our OGR, rather than increase our students’ successes and school graduation rates.

A: While the reduction in opportunities to accrue credits has the potential to impact on-time graduation rates, we will work to mitigate the impact.

Q: How does changing the high school schedule from A/B block scheduling to a 7 period daily schedule save money? Will teachers still be required to teach 6 courses? Will dismissal or arrival times change?

A: The proposed transition to the 7-period schedule adds one minute to the school day with students attending 8:20-3:10. The teacher load in a traditional 7-period schedule is 6 out of 7 courses. In a cost comparison, the teacher load efficiency of a traditional 7-period day is 86% compared to 75% in an 8A/B schedule.

Q: How can we add additional sports i.e. volleyball that does not bring in a return, when we are eliminating positions in the city? In addition, we do need to enhance or add to our facilities to take on another sport. Our gym has been broken (front gym cannot be used because floor is inoperable) for the last 2 years. (PHS)

A: Sports such as volleyball provide yet another avenue of opportunity for our students to be successful and hopefully become eligible for college scholarships. As you may know, football and basketball are revenue-producing sports, which in turn support the other sports within the division.

With respect to the condition of the gym at Phoebus, those repairs are on the list for this summer’s projects.

Q: After reading the proposed cuts, I would hope it would be considered to go to a 7-class schedule for high school where you have 3 classes every other day and 1 class everyday, like York County. Could also cut back on the length of the day, helping save money from hourly employees. Also the National Board stipend needs to be cut….the state can give its bonus; no need for the city to as well.

A: The 7 A/B block efficiency depends on whether the teacher load is 5 or 6. Teacher loads of 5 out of 7 is 71% efficiency and will require additional staff. In a 7 A/B where the teacher load is 6 out of 7, most teachers will not have a daily planning.

Q: What is the cost of transporting ESL Students to and from those schools designated ESL sites? Would it make more sense for teachers to travel than the students?

A: We would need more teachers to do this. In addition, mileage costs would be increased and instructional time for students could be negatively impacted.

Q: Dr. Shifflette’s e-mail of December 7 sent to EVERYONE. In the third paragraph there is a reference to "employer payroll liability expenses." Could you please explain what that is?

A: Employer payroll liabilities include the employer share of FICA, VRS, group life, and health insurance. Except for health insurance, the other costs are based on a percent of salary. As salaries increase, the cost of these liabilities also increases.

Q: We've been privileged to have people in the elementary positions of instructional leaders no matter what has happened before with the budget; Grade chair and other groups have already taken hits and now operate without pay but are on the same leadership teams. Perhaps it is time for those to go as well?

A: The budget proposal calls for the elimination of elementary ILs.

Q: Due to the fact that HCS switched from paper checks/stubs to electronic checks/stubs a couple of years ago, why can we not switch, or at least have the choice to switch, to a twice monthly pay period?

A: The cost to change our system in order to pay twice a month would be in excess of $2M. We don’t have the resources.

Q: At what point do we stop providing services like Pre-Kindergarten, Occupational Therapy, etc.? I realize the same could be said about school nurses except if you eliminate nurses the teachers, secretaries and administrators would be impacted significantly in dealing with medications and care, not to mention the students delay in getting back to school or being sent home when they really don't need to be home because the person providing assessment doesn't really know whether they are sick or not and just sends them home. There are statistics to back that consideration.

A: Occupational Therapy (OT) is a required related service for students with disabilities. OT has to be written into the student’s IEP. Regarding Pre-K: This educational experience for little ones sets children up for success, plus we receive state funding for it.

Q: I could be cutting my own throat here as I am pretty new to the Hampton school district and therefore the first to be cut, but with the technology available to us, can’t we reach more students with fewer teachers (I'm thinking Blackboard type classes, but Skype-type face to face for support) and still maintain the integrity of the class?

A: We do offer virtual courses and strive to maintain the maximum student load of 150 students. We will continue to search for effective ways to leverage staffing to improve achievement.

JOINT CITY AND SCHOOL BOARD BUDGET PRESENTATION, FEBRUARY 13, 2013

AN IMPORTANT BUDGET MESSAGE FROM THE SUPERINTENDENT

February 12, 2013

To Members of the HCS Family:

I want to take this opportunity to bring you some updated news on budget preparation for fiscal year 2013-14. As we all know, deficits have been occurring over the past five years. This year’s budget of $191M represents a $24M decline in just three years, resulting in the loss of 376 full time equivalent positions—12% of our workforce. Once again, we are facing challenges with the FY 14 budget.

I will try to explain what is occurring now in our budget preparation as concisely as I can. The following are some of the most significant items that will impact our FY 2013-14 budget:

We now have the Governor’s proposed budget as well as the House and Senate versions. We do not anticipate any significant additional funding.
We are expecting a 3% decrease in the local contribution because of the decrease in assessed values of homes—this equates to approximately $1.92M less from our City. (Early projections were as high as a 6% reduction.)
We anticipate the loss of 550 students resulting in a decrease in state funding.
Our projected health insurance rates include a 20% increase. Unlike past years when our experience rating had been exceptionally good and helped to keep our rates from climbing, this year we have had several large health insurance claims. Costs for both the employee and employer portion are projected to increase by 20%.
We must continue the phase in of the employee VRS payment of at least 1% for full time employees. This payment must be offset by a corresponding 1% pay increase.
The Governor’s budget contained a 2% salary increase for SOQ-funded teacher positions. It is our position that all HCS employees should be given this 2% increase. The funding offered by the state does not come close to the amount needed to fund this 2% increase.

Our projected deficit for the upcoming budget is approximately $8.9M.

Over the past few weeks, we have been working on addressing this deficit. I want to share with you what will be presented in a joint School Board/City Council meeting on February 13. This has been an extremely intense process as each successive year of decreased funding has left us with increasingly difficult decisions. The proposed cuts are painful and will continue to erode our ability to deliver instruction and services to the children of Hampton City Schools. Proposed reductions/adjustments include:

Adjusting teaching and support staff based on decreased student enrollment
Reducing the per pupil amount of funding for field trips by 50%
Eliminating all cafeteria monitor positions
Reducing the twelve month contract from 249 days to 245 days
Staffing at SOQ levels for elementary music and art teachers and elementary guidance counselors—both areas will still be provided at schools but potentially at a reduced level based upon the school’s student enrollment and SOQ requirements
Relocating preschool classes from Moton Early Childhood Center to schools throughout the division
Eliminating elementary instructional leader positions and reducing all other supplements by 25%
Increasing class size in grades 4 and 5 to a maximum of 30
Sharing assistant principals in selected elementary schools
Eliminating the middle school model of teams
Eliminating the 8 period A/B block schedule in high school and going to a seven period daily schedule
Reducing the number of Registered Nurses in our schools by 50% and replacing them with Licensed Practical Nurses
Reducing hours of kindergarten instructional assistants to 25 hours per week
Outsourcing custodians
Changing transportation’s non-transport zone from 1 mile to 1.5 miles or greater
Discontinuing the payout of unused sick leave to individuals who have not been with the division for at least five years if not retiring

These are extremely difficult decisions to contemplate particularly when one considers the previous reductions and changes we have had to make based on past deficits. These previous decisions included:

Closing schools
Reducing salaries
Increasing health insurance costs
Changing benefit structures for employees Requiring Plan 2 employees (those hired after July 1, 2010) to pay the full 5% employee share of VRS
Eliminating 376 full time equivalent positions

The FY 14 budget proposal does include a 2% salary increase for all employees. Full time employees will receive an additional 1% that is offset by the required 1% employee share of VRS. This is the second year of this required phase in.

It is important to us that you receive this information prior to it being shared tomorrow with the city council and community. You may provide feedback or ask questions at

budgetinfo@hampton.k12.va.us

or by e-mailing me or any member of the DLT.

I want you to know that the School Board is committed to providing the resources that are needed and will be requesting additional revenue from the City in order to offset the shortfall. How much, if any, of our deficit will be covered remains to be seen. The School Board fully recognizes the sacrifices that have been made, and they will work diligently to gain additional funds for our schools. This means that we will be requesting relief in the form of a rate increase in real estate taxes. It is important to note that if the City Council does approve a rate increase on real estate our need to make the drastic proposed budget reductions could be eliminated.

I am scheduled to present the proposed budget to the School Board on March 6. The Board will receive public input on March 13, 20, and 27. They are scheduled to vote on the budget on March 27. The budget will then be submitted to City Council by April 1. If additional funds are allocated to the schools by the City, it will occur within the City’s budget process, and we will not know the outcome until the middle of May.

Despite the diminished fiscal and human resources over the past several years, I have seen you accept the challenge of the economic downturn and commit yourself to doing what is necessary to provide academic excellence for our children. We must all continue to advocate for the needs of our children in Hampton City Schools.

A Budget Message From…..

Dr. Linda M. Shifflette, Superintendent

December 7, 2012

At the Administrative Staff meeting on December 5, we provided an overview of the FY 13-14 budget with the preliminary figures that we have available along with some projections. I wanted to make sure that this information is shared with you also.

Our budget may be impacted by several factors. Some of you may have seen the recent articles in the newspaper regarding student enrollment and its impact on the budgets of local school divisions. While we have been extremely accurate on our projections in the past, we did miss the number this year by about 289 students. This combined with an anticipated enrollment drop for next year will have a rather significant impact on the FY14 budget in the area of state revenue of approximately $2.86M.

At this point, we are also expecting a drop in local funding as a result of a downward trend in local real estate assessments and a resulting loss of local funds of approximately $4.7M. We will also be required to continue the phasing in of the employee's share of VRS. As you will recall from last year, Plan 1 employees (those who were hired prior to July 1, 2010) are now required to pay their employee contribution rate of 5%. We were given the option of requiring the full 5% last year or phasing it in by full percentage increments within a five-year window. For each percentage that employees must pay, it must be offset by a corresponding salary increase. For FY13, our Plan 1 employees were required to pay a 1% contribution. To continue this phase in for the second year, it will cost us approximately $400,000 as there will be an increase in employer payroll liability expenses. Finally, health insurance costs will be in the $1.2M range. This brings our expected deficit to approximately $9.1M.

Again, I want to stress that all of these figures are preliminary figures. The Governor's budget will be released on December 17, 2012. It will take a few days after that before we receive our financial template from the Virginia Department of Education in order to determine our projected state revenue. The General Assembly will also have input in the state budget deliberation that could impact our bottom line.

The other issue that is quite uncertain at this time is the potential impact of sequestration. Some of you may be following this in the news. Federal sequestration means an automatic across the board cancellation of budgetary resources. We have been told to estimate a 8.2% (or more) cut to education. These cuts would impact such areas as Title I, Special Education, English as a Second Language (ESL), and various other federally funded programs or activities. An 8.2% cut would mean the loss of approximately $1.2M for Hampton City Schools.

All along these past few years, our HCS employees have accepted the challenges of the economic downturn and have committed themselves to doing what is necessary to provide academic excellence for our children in spite of diminished fiscal and human resources. It is so very hard to write that once again we will be facing a trying budget cycle. However, we believe in providing information in a timely manner so that we may all assist in the solutions to the challenges that we face.

The Budgetinfo@hampton.k12.va.us e-mail address is operational so that you may submit ideas, comments, and feedback. The link on the website where budget information will be posted will be up and running by next week.

Linda

2012-2013 Approved Budget