PREFERRED FUTURE

November, 2010
• Maintenance of the status quo does not benefit our students nor
does such action benefit our community

 Quality of education – 21st Century skills

 Property value
• Quality of life

• We will continue to use the PMA model

• State funding will continue to be a significant problem for school

districts across the state
• Simply reducing expenditures from the present PMA model will not solve the
structural deficit in school funding unless we were to reduce the annual
budget
b d by
b $6,000,000
$6 000 000 or more. This
Thi wouldld require
i the
h kind
ki d off cuts that
h would
ld
clearly destroy the quality of education for our 5,500 students
________________________________________________________________________________
PERSPECTIVE
 $6,000,000
$6 000 000 = The release of every single administrator and 34 certified staff
 If every employee took a salary freeze, the district would save $1,400,000

ADDITIONAL INFORMATION

TOTAL SALARY AMOUNTS

Teachers Aides (101) = $ 2,129,181
Clerical (47) = $ 1,866,564
Administration (31) = $ 3,631,713
Custodial/Maint (52) = $ 3,055,454
Teachers (466) = $35,261,001
• We will not be able to change a state wide pension system at the
local level

• Salaries and benefits are still subject to contract. While we may be

able to make some gains we are still working in a marketable
economy. In order to attract quality staff members, we must stay
within the median salary of the Red Apple schools

• We can and will do more with less

• In order for this district to truly move forward: there will be

reductions in expenditures. There will need to be new
expenditures, and some restructuring of how we do business on a
day-to-day basis will be necessary

• The longer we take to address the deficit position the more serious
the problem becomes
• Our district is lagging behind in our efforts to assure the students
have enough touches with technology to ensure 21st Century
Education
Ed i

• We need to invest in the tools available to support the 21st Century

learners and the development of happy, healthy, and productive
young men and d women
◦ Niceties vs. necessities
◦ Learning tools

• Our buildings are older and cost more to maintain

• There are misperceptions associated with No Child Left Behind

legislation and ISAT scores that could lead to costly solutions
that do not adequately address student learning. We need to look
beyond testing
The mission of Oak Park Elementary School District 97 is to guarantee
that each student achieves optimal intellectual growth while
developing socially, emotionally, and physically through a system
distinguished by

• Exemplary instruction focused on each student

• Commitment to the needs of a diverse population

• Meaningful partnerships with families and the

community

• Celebrations of the power of art, music, and language

• Confident students challenged to be educational risk-

takers
 TECHNOLOGY

 Every child should have access

 Every teacher needs to have access to a classroom set of computers
 SmartBoard in every classroom
 Tele-presence
Tele presence labs

 Preferred Future through 2018

 $5,000,000 TOTAL fully implemented and extended tech plan

 FOREIGN LANGUAGE

 Every child bilingual by end of 8th grade

 Daily instruction as a core subject
 New, less labor intensive strategies / programs
 Should reinforce the instruction they already receive in their native
tongue

 Preferred Future through 2018

 $700,000
,
 MUSIC
Current budget $6,000 for instrument repair.

 Recommend replacing pianos with digital devices

 MP3 players
 12 SmartBoards
 Replacement of large instruments

 Preferred Future through 2018

 $50,000 annually Total $255,000

 PLAYGROUNDS

 $ 300
300,000
000 – middle schools
 $2,500,000 – all elementary schools

 Preferred Future through 2018

 Total $2,800,000
 AV EQUIPMENT
Current budget $7,000

 One television on a cart per school

 One digital camera per school per year
 Replace 20 percent of the LCD bulbs annually
 One cable hookup in each school

 Preferred Future through 2018

 $30,000 annually Total $215,000

 CLASSROOM FURNITURE

 $8,000 to replace each classroom as needed

 Preferred Future through 2018

 Total $1,800,000
 COPIERS / PRINTERS

• Current lease $4,250 monthly for 240 units

• Consider paperless options

• Preferred Future through 2018

• Total $147,000
 THERAPEUTIC DAY SCHOOL

 More time necessary to study impact and building utilization

 Tuition Savings or Added Cost
 Funding Formula – Public vs. Private

 Preferred Future through 2018

 Startup cost - $1,000,000

 ONGOING SAVINGS

Description Estimated Savings

 Movie license agreement $ 15,000
 Alternative ED teaching position $ 70,000
 Reduce textbook adoption budget $200,000
 Refine strategic plan $200,000
 Reduce web producers by ½ $ 5,000
 Multi-cultural center leave 1 person $100,000
 Restructure tech integrationists (from 3 to 2) $ 50,000
 Eliminate the CIL stipends $ 16
16,800
800
 Superintendent’s office clerical reduction $ 77,000
 Restructure the GTD positions at the middle schools $ 70,000

 TOTAL (1 08 percentt off 2010

(1.08 11 operating
2010-11 ti b d t)
budget) $740 800
$740,800
 ONE TIME SAVINGS

Description Estimated Savings

 Restructure Summer school program $ 75,000

 S l
Salary freeze
f for
f allll administrators
d i i $ 72,540
72 540
 Out of state travel $ 17,000

 TOTAL (.2 percent of the 2010-11 operating budget) $ 164,540

Description of Services

 Administrative Reductions
 R i i student
Revisit d ffees, playground
l d supervision
i i ffee and
d
introduce technology fee
 Reapply the1 ½ miles standard for busing
 Restructure the SIT teams
 In house attorney
 Grade level attendance centers with increased class size
 Early childhood coordinator to half time
 Reduction of one OT and Speech teacher
 Redefine the needs for TAs
Description of Services Estimated Savings
 Reduce one district office administrator $120,000
 Reduce district office support
pp staff $100,000
,
 Eliminate support specialist $700,000
 Eliminate one secretary per school $450,000
 Eliminate sports and after school activities $100,000
 Eliminate Cast and Bravo $200,000
 Reduce electives in middle schools by one $400,000
 Cut elementary instrumental music $350,000
 Cut festivals $ 35,000
 Eliminate art $750,000
 R d
Reduce PKP to
t 40 students
t d t $350 000
$350,000
 Eliminate Multi cultural center $199,335
 Early childhood coordinator to half time $ 35,000
 Media specialists – reduce specialists by 50% $440,000
 Eliminate Media Clerks $126 130
$126,130
 Eliminate Summer school $151,000
 Reduce one Assistant Principal at each middle school $200,000

TOTAL $4 706 465

$4,706,465