District Office Hours
Monday – Thursday: 7:30 AM – 4:30 PM
District Office Hours
Monday – Thursday: 7:30 AM – 4:30 PM
School District #6 is presently in the process of accepting applications for the District #6 Budget Committee. We have one position open this year representing the Hanby Middle School attendance area.
This committee convenes primarily in May to analyze budget requests and make appropriate recommendations. An applicant must be a registered voter and have lived in School District #6 for a minimum of one year.
Budget Committee members are selected by the Board of Directors from a pool of available applicants. Term of office is three years.
Applications are available at the Central Point Administration Office (300 Ash Street) or by clicking on the link below. Completed applications should be returned to Amy Shipley, District Administration Office, by Thursday, October 15, 2015, 4:00 pm.
It is now official, we have migrated off of Gmail and onto Microsoft Exchange. What does that mean? What that means is that Gmail is no longer available for staff. Don’t worry, all of your emails have been migrated over to the new mail server and can be viewed using any web browser (mail.district6.org), smart phone or using Outlook. Please click on one of the HOW-TO’s for setting up your devices.
The 2015-16 budget is a potential turning point for the Central Point School District; many of the factors that have had a significant and negative impact on our funding are beginning to reverse. However, the district also faces some challenges.
For the past 6 years, we’ve survived the recession through two primary strategies: reliance on our cash carryover and prudent spending. While some districts in Oregon will face major cuts with the Oregon Legislature’s current State School Fund levels, our district will not. District 6 simply doesn’t have the programs and positions to cut because we have not added back pre-recession teaching positions, programs and activities.
In the 2012-13 school year, we used 2.8 million of our fund balance and in 2013-14 we used $1.2 million of our ending fund balance to cover the gap between our revenue and expenditures. In the 2014-15 school year, the difference was $683,000. Our proposed budget for 2015-16 moves us even closer to closing that gap as we project approximately $38 million dollars in general fund revenue and approximately $38.5 million in general fund expenditures. However, we have also made some strategic investments designed to increase our enrollment and generate additional revenue that may ultimately make up the difference (initial data indicate an ADMw increase of approximately $550,000. This revenue is not in our revenue projection because we budget based on current enrollment, not anticipated enrollment).
The 2015-16 school year is the first year in a new biennium and all indicators suggest that Oregon, like the rest of the nation, is recovering from the economic recession as state revenue is trending upward.
Typically, school districts have very little control over revenue and all budgeting must be managed on the expenditure side. Because our primary funding source is the State School Fund, our funding levels are significantly impacted by enrollment. Like our neighboring districts, we’ve experienced a slight, but steady decrease in enrollment over the past few years. The regional decline in enrollment, primarily attributed to a slow recovery from the recession and a trend of families moving to more urban areas for employment and affordable housing, is beginning to reverse. Over the past few months (since January 2015), our district has seen an increase in enrollment compared to a year ago—a trend that we hope continues. The other impact on enrollment is full day kindergarten. Our revenue projections do include a .5 increase in the ADMw for our kindergarten students ($1,224,927).
Additionally, OARs that simplified the inter-district transfer process for districts did make it easier for students to transfer, but only when neighboring districts set policies that allowed for transfers out of their district (and most districts have restricted transfers out). The impact of inter-district transfers, although reduced from previous years, remains a consistent gain for our district; more students transfer into our district than transfer out of our district. In 2014-15, we retained 176 students from out of district who were “grandfathered” in the year before and had a net gain of 18 new inter-district transfer students.
Finally, the board approved “open enrollment” for District 6. This strategy is designed to allow for the retention of students on existing inter-district transfers and for additional students to enroll in our district. The “open enrollment” process resulted in 53 “new to our district” students and the retention of 35 “transfer” students. Again, the ADMw attributed to “open enrollment” is not included in our revenue projection, but we expect that it will result in additional revenue.
The 2015-16 budget reflects increases in base level expenditures (some of which are beyond the district’s control). Additional anticipated increases and reductions include:
Challenges and Opportunities
Special Education costs continue to increase significantly. First, while district wide enrollment decreased over the past few years, there was an increase in special education students. Further, changes in Oregon law now require that we serve special education students not graduating with a regular diploma for an additional four years beyond high school in transition programs (until they reach 21 or receive a diploma).
In 2014-15, our budget reflected a $200,000 anticipated increase in special education costs, but the projected increase is just over $430,000, to date. The difference is the result of an increase in the number of special education students and a significant increase in costs of services from SOESD. Although SOESD provided us with an estimated cost for services, the new projection is 10% to 15% above the initial estimate (on a contract of $2 million).
Our district has a 30-year history of using regional services; we believe in the efficiencies and cost savings promised by this model. However, the current model is in transition, is no longer cost efficient and is not always the least restrictive environment for our students. In the 2015-16 school year we will reorganize our special education program to include the addition of some in-district programs to avoid steep increases in additional SOESD services, while continuing to use SOESD where it is cost effective.
While we’re hopeful that the turn around in enrollment indicated in the first of half of 2015 will continue, we recognize that to attract and retain students, we must offer educational options. To that end, the district will open a magnet program at Patrick Elementary—the 21st Century Community School. This project based learning program has attracted both students from within the district, home school students and students from neighboring districts through the “open enrollment process”. Ten students (8 from neighboring districts and 2 homeschool students) enrolled through “open enrollment” and requested the magnet program (just over $69,000 in anticipated ADMw).
Our district continues to out perform neighboring districts on fewer dollars per student. When compared to “like schools,” 80% of District 6 schools ranked in the top third statewide and only 20% in the middle third. None of the District 6 schools scored in the bottom third (2013-14 Oregon Report Card). Further, our students are engaged (our attendance rates, district wide, are the highest in the region) in schools, programs and activities that reflect the values of the District 6 community. District 6 is committed to improvement and to our goal to realize the full potential of every student.
Finally, the success of each of our schools is the result of the dedicated and talented staff that provides instruction, inspiration and support. The majority of the budget document that follows is personnel, our greatest asset.
Our District 6 community appreciates the incredible work that our teachers do every day. May 5th is National Teacher Appreciation Day and May 4th through 8th is Teacher Appreciation Week–an opportunity to honor the men and women who have dedicated their lives to ensuring that our kids are equipped with everything they need to be successful. District 6 teachers rock—take a moment and let them know.
A public meeting of the Budget Committee of the CENTRAL POINT SCHOOL DISTRICT #6, JACKSON COUNTY, State of Oregon, to discuss the budget for the fiscal year July 1, 2015 to June 30, 2016, will be held at the DISTRICT OFFICE, 300 ASH ST., CENTRAL POINT. The meeting will take place on May 5, 2015 at 5:30 p.m. The purpose of the meeting is to receive the budget message. This is a public meeting where deliberation of the Budget Committee will take place. An additional, separate meeting of the Budget Committee will be held to take public comment. Any person may appear at the meeting and discuss the proposed programs with the Budget Committee. The meeting for public comment will be on May 11, 2015 at 5:30 p.m., held at 300 ASH ST., CENTRAL POINT. A copy of the budget document, including the Superintendent’s Budget Message, may be inspected or obtained on or after May 5, 2015 beginning at 5:30 p.m. at the District Office.
Our largest employee group ensures that kids receive nutritious meals, that our buildings are safe and clean, that students are supervised on the playground and on our campuses, that our students get extra instructional support and that our schools and offices are run efficiently. The success of our schools and our students is largely due to this group of dedicated and awesome employees. Please take a minute to thank our incredible custodians, maintenance crew, paraprofessionals, cafeteria staff, media specialists, secretaries and clerical staff.
After significant investigation, the Central Point School District remains firmly opposed to the application of biosolids on property adjacent to Sams Valley Elementary School.
SVE was established nearly 50 years ago and well before zoning laws were in place. The school enjoys a compatible and reciprocal relationship with the small farms and ranches that surround it. Allowing the application of Class B biosolids on adjacent property not only poses significant health and safety hazards to our students and staff, but may ultimately impact the viability of this community school.
A year ago SVE was recognized as a model school by the Oregon Department of Education; the enrollment has grown steadily in the past few years; and this year, SVE began serving pre-school children through the addition of a Southern Oregon Head Start site. Additionally, the school serves the Sams Valley children year round through summer programs including 4-H and the SVE community garden.
The small farms and ranches that surround SVE not only co-exist compatibly with the school, they also influence the school programs. SVE offers a strong daily science program, a community garden, and a vital summer and after school program–each reflect the values and resources of this community.
The Central Point School District is proud of Sams Valley Elementary and has invested significant resources into ensuring that SVE remain viable and successful in serving Sams Valley area children.
Finally, Clearwater Technologies potential benefit is far outweighed by the potential risk to our staff and students. I implore the DEQ not put our kids and our school at risk.
Samantha Steele, Superintendent
Click here for written comments submitted to the DEQ on behalf of District 6
Central Point School District