ࡱ>  bjbjFF $$$K||(!!!!!W^-!!G!!(L= tZ,]0ΊB S:    Yale School 1.22Reconfigure Grade levels at Yale School $35,500Currently Yale School serves 55 students in grades K-5 Average Class size at Yale is 15.875 students for each teacher Yale School # of Sections Jan 09 Average 5 year Jan Average K-1 (HC) 1 19 20.75 K-1 (FTE) 1 16.5 15.875 2-3 1 19 19.25 4-5 1 17 12.5 With the reduction of .5 FTE certificated teacher at Yale average class size will increase to 19.05 students per teacher. Different options exist for serving students with 2.5 teachers .5 kindergarten / 1.0 FTE for grades 1-3 / 1.0 FTE for grades 4-5 .5 kindergarten/ 1.0 FTE for grades 1-2 / 1.0 FTE for grades 3-5 .5 kindergarten / 1.0 FTE for grades 1-3 / 1.0 FTE for grades 3-5 (divide students in grade 3 between teachers) Flex students between teachers so that when the .5 FTE teacher is working s/he has grades K-1, When s/he is not working grade 1 shifts to the 2/3 teacher. Of the options considered for Yale School by the BAT this option was considered as the most viable option. The savings come entirely from the reduction of .5 FTE certificated staff. With the retirement of Mrs. Merkle at Yale this reconfiguration could occur without eliminating a teacher from Yale. Elimination of Half-Day Monday kindergarten (1.1) will allow for the possibility of sharing a 1.0 FTE staff member between Yale and WPS.2.2Move Yale Grades 4&5 to Woodland Intermediate School $12,000Currently Yale School serves students in grades K-5 This proposal would change the configuration at Yale to K-3 Younger students will still have the opportunity to go to school without the long bus ride to Woodland Primary School. Assuming flat enrollment the grade 4 students from Yale (current 3rd graders) could be absorbed in the current WIS teaching staff. Assuming flat enrollment in grade 5 students from Yale (current 4th graders) would bump class sizes at WIS high enough that another teacher would be required at WIS. In future years additional staff at WIS may not be necessary. Savings come from a combination of: Decreased Support Staffing Needs. Two hours per day of Classified staff could be reduced. Increased revenue under the Remote and Necessary Schools funding enhancement. The fewer students in a R&N school, the greater the enhancement. (currently the enhancement is very small. In 2007-08 the TOTAL enhancement of about $1800; source- 1191 report, .029 x $56,617 + benefits)2.9Close Yale School $215,000Currently the Yale School serves about 55 students K-5 from the Yale Valley and Cougar. Yale School is the most expensive elementary school that the district operates, though, on a per-pupil basis the secondary schools are more expensive to operate. Per Pupil costs are estimated to be: Yale $5079 WPS $4705 WIS $4909 WMS $5209 WHS $5395 TEAM $2915 Assuming enrollment growth is flat the enrollment shift from Yale to WPS and WIS would necessitate the addition of two teachers. One at each school. The estimated savings at Yale come from: Reduction of 1.0 certificated staff member $71,000 Reduction of 3 classified staff positions $106,100 Reduction of insurance, utility costs and maintenance associated with operation of the school $37,900 The question of loss of additional funding for Remote and Necessary School Plants has been raised. In 2007-2008 the total enhancement was less than $2000. In 2008-2009 it is anticipated that the enhancement will be higher than last year. Costs associated with transporting of Yale Students to Woodland will be increased but this will be negated by increased revenue from the state. Because of the complex nature of funding of transportation it difficult to get an exact estimate, again because of the complexity of the funding formula.  Athletics 1.8Reduce .6 FTE Administrative staffing by distributing WHS Athletic Director responsibilities among Asst. Supt., H.S. Principal, and H.S. Asst. Principal. $60,000The current Athletic Director at the HS level is on a non-continuing contract because he was rehired under the retire/rehire statute. As such, his contract must necessarily be not rehired prior to the nonrenewal of employees with whom we have a continuing contract obligation. This proposal will allow for the redistribution of AD duties among other administrative staff. Day-to-day administration of the athletic program at WHS will be borne between the WHS Asst. Principal and the Asst. Superintendent. Supervision of WHS Athletic Events will be shared among Principal, Asst. Principal, Asst, Superintendent, and Superintendent.1.11Eliminate General Fund Supported Professional Development Travel and Substitutes for Coaches for Professional Development. $7,000Coaches are required, under WIAA rules, to take a number of continuing education clock hours. Courses taken typically cover rules, technique, safety, and other items. For many years the Pemco Clinic which is a multiday workshop has been considered a perc for coaches. Other clinics are offered for coaches that are similar to the Pemco Clinic. WIAA makes available, free of charge, online clinics that meet the continuing education needs of coaches. Opportunity for attendance at professional development opportunities such as these will not be eliminated. ONLY General fund support for such travel. Opportunities can be provided using ASB or private funds.1.12Pay for Athletic Officials and Supplies from ASB. $30,000Currently Athletics is nearly totally supported by the general fund. The largest expenses associated with athletics are: Travel Coaches Salary and Benefits Supplies and Equipment Officials Ticket Takers / announcers / clock operators. This proposal will shift responsibility for Supplies and Equipment and Officials costs from the general fund into the ASB. This proposal can be considered in tandem with 3.11 which was placed at tier three largely because gate revenue roughly equals the cost of officials and supplies and it was felt adding costs to ASB while reducing revenue would be too great an impact.1.18Pay-to-Play Fees of $50 (MS) $100 (HS) per season-sports $25/year for band. - Make allowances for multi-sport discounts, sliding scale fee and/or need based scholarships $40,000Many schools and districts in the state are, or previously have, implemented Pay-to-Play fees for athletics. Over $350,000 is spent in a typical year for athletics. In 2007-2008 General fund expenditures totaled $363,570. The table below shows the costs for the programs broken down by level and expenditure type. Total Costs Partici-pants Cost Per Participant Woodland Middle School $ 83,866 322 $ 260.45 - Coaches (Sal+Ben) - Transportation - Officials - Supplies $ 62,016 $ 13,781 $ 4,568 $ 3,500 $ 192.60 $ 42.80 $ 14.19 $ 10.87 Woodland High School $ 202,958 475 $427.28 - Coaches (Sal+Ben) - Transportation - Officials - Supplies $ 152,403 $ 23,169 $ 15,387 $ 12,000 $ 320.85 $ 48.78 $ 32.39 $ 25.26 Non-Building Associated $ 76,746 -Athletic Director (Sal+Ben) + Supervision Stipend Supervision/Scorers/Ticket Takers $ 67,295 $ 9,451 Total Extra Curricular Costs $ 363,570 Pay-to-Play fees are anticipated to cover the cost of transportation for HS/MS athletics. The cost is higher than the per-pupil cost for transportation. This allows the district to establish a graduated schedule for economically disadvantaged students and multi-sport athletes. In order to make sure athletics are economically accessible to all students reduced fees will be offered for economically disadvantaged students. The proposed $25 annual fee for band will be used to cover exceptional costs of the band program, including extra travel for festivals and competitions and the cost of cleaning and replacement of uniforms. The BAT struggled with the inclusion of the fee for Band because of the co-curricular nature of the program. (as opposed to athletics, which are purely extracurricular.) 1.19Scorers/Ticket Takers/ Clock Operators done by volunteers or supported through ASB. $6,000The table in 1.18 displays general fund expenditures in athletics. In 07-08 $9,451 was spent for these functions. As well as additional supervision costs. Many of these functions can be performed by volunteers (Scorers/Clock operators) Selling of tickets must, for security reasons, be done by district employees. ASB will be asked to pay for the costs associated with ticket-takers. This item assumes that the ASB continue to receive all gate receipts (Item 3.11)2.3Eliminate High School C Sports Teams. $9,000Woodland High School currently has a cut policy for most sports. Students in excess of allowable numbers are cut from the teams. Football has in the past few years had enough participation that a C team has operated. It is anticipated that volleyball will have numbers that could justify a C team. The benefit of a C team is it allows athletes who lack the skill, talent, and/or experience to participate on varsity or junior varsity squads playing time, and the opportunity to develop their skills, talent, and/or experience. Savings come from reduced travel and coaching costs.3.4Reduce MS Athletics to one team per grade level (eliminate C Teams). $12,000The Middle School sports program operates separate teams for seventh graders and eighth graders. Currently the practice is to offer students who are not varsity eligible for their grade level the opportunity to participate on combined 7/8 teams or c teams. The rationale for this is that many middle school athletes have had little or no opportunity to develop sports skills short of club participation. 3.5Eliminate Middle School Athletics. $85,000Currently we have an active middle school athletic program Elimination of the program would save an estimated $85,000 It is possible that an intra-mural program could be offered as an alternative for a reduced cost. 3.11Deposit 50% to 100% of Athletic Gate Fees into the General Fund. $15,000 to $30,000Currently the receipts from athletic events are deposited in the ASB while most of the costs are borne by the general fund. This proposal is a low priority when considered in tandem with other proposals that shift responsibilities for funding to the ASB. Administrative Staff Reductions 1.15Eliminate Administrative Position of Community Education / Community Liaison Manger. Distribute responsibilities and reduce or eliminate programs. $71,300Currently this position serves management function over many different functions including: Community Education Classes (07 08 52 classes/383 participants) Community Facility Use Summer Camps (07 08 9 camps/309 participants) Snowake Bazaar Youth Basketball (averages 130 150 participants) Swimming Lessons (2008 77 participants) Woodland and Yale Child Care (Before and After School childcare) (Currently 127 participants) With the elimination of this position some responsibilities will be redistributed others will be eliminated. We are currently in discussion with Ridgefield School District on jointly managing the Youth Basketball Program and very limited community education classes (Babysitting and First Aid) Facility use will be managed jointly by building staff and the business office (accounts payable staff) Summer Camps will be managed by coaches with revenues either going to ASB or managed by the Beaver Boosters Snowflake Bazaar will be turned over to a community group to coordinate and manage (Rotary, Tempo, Boosters, etc) Swimming Lessons would be discontinued. WCC and YCC would be under the supervision of the Director of Business Operations. Classified Staff Reductions 1.9Reduce Human Resources Position Staffing. $3,000Currently the district has a substitute caller who is responsible for locating regular staff whos absence has not been filled by the online substitute system. The position of substitute caller would be eliminated in this proposal. To replace the services of the substitute caller the district will do two different things. Replace the current subfinder online system with Aesop Online a system which utilizes both online and telephone to locate substitutes. Current staff will shift her work schedule to earlier in the day to locate last minute substitutes for unfilled vacancies.2.4Reduce Custodial Staff by 10% to 20%. $55,000-$110,000Currently the district has 83 hours of custodial time per day district-wide serving all of our schools. The expectation is that all classrooms are fully cleaned each day. With a reduction in services to schools it is expected that room cleaning will be on an alternate day basis. Teachers will be expected to place garbage cans in hallways or by doorways for pickup on a daily basis.. Some of the reduction may be achieved through a reduction in the length of the work year for custodians by implementing a furlough period within the school year.2.7Reduce Woodland Middle School Basic Ed Funded Para-educator Staffing by 65%. $25,500Currently the WMS has a staff member associated with P.E. One of the primary purposes of this individual is to provide supervision of the boys locker room, as the PE teacher at WMS is female. Supervision of the locker room can be accomplished with other staff reducing the need to continue this position.3.1Eliminate 1.0 FTE Secretary district-wide. $40,400Currently WPS, WIS, and WMS are staffed with two secretaries. WHS has four secretaries (This includes the counseling secretary, and the attendance/athletics secretary. Some of the other proposals in higher tiers will place additional responsibilities on these individuals. It was the feeling of the BAT that to reduce these positions would have a very significant impact on the organization and management of the school buildings.3.7Reduce IT Department Staffing by 16.7%. (4 of 24 hours). $22,500Currently we have 3 technical staff and one manager in the IT department. A reduction can be structured in multiple ways Reduction of .5 FTE Reduction of all staff about 1:15 per day. Reduction of summer employment for all technical staff. The team provides significant support for learning and it is anticipated that a reduction will impact classrooms. 3.10Reduce Basic Ed Funded Para-educator Staffing at WPS by up to 30%. $87,500Para educator staffing at our schools is identified below: HOURS PER DAY POSITION WPS WIS YALE WMS WHS TEAM Total Paraeducator-Library 6 6 0 3.25 3.25 0 18.5 Paraeducator-BEA 68.5 14.25 10 6 8.75 5 112.5 Paraeducator-Bilingual 10.5 3 0 0 0 0 13.5 Paraeducator-Food Serv. 0.5 1.5 0 0 0 0 2 Paraeducator-LAP 0 0 0 3 0 0 3 Paraeducator-SpEd 37.25 29.5 2 11 22.5 0 102.25 Paraeducator-Title 4.75 14.75 0 0 0 0 19.5 167.5 103 15 57.25 106.5 5 454.25 BEA Paraeducator staffing is significantly higher at WPS largely in order to support the reading model at the school. (The BEA para-educator staffing at Yale is the only school with higher per-pupil basic ed Para-educator staffing) A 30% reduction would result in 48 hours of BEA Para-ed Staffing at WPS3.13Close In-School Suspension/Print Center shared between Woodland Middle School and Woodland High School. $29,000The ISS/Print center operates off of the cafeteria in the commons The primary function of this staff member is to supervise students in ISS which is an alternative for individuals excluded from class on a temporary or short terms basis for disruption or behavior. When there are no students or supervision required is minimal the staff manages print jobs for staff members. The savings identified are the cost of wages and benefits for the staff position. Certificated Staff Reductions 2.6Reduce Extra Paid work-day for some specialized staff: Librarians, Counselors, and CTE teachers. Up to $49,700Several of our teaching and certificated support staff receive additional paid days because the functions they perform require work beyond the school year. Library Media Specialists receive 6 extra days The Elementary Counselor receive 5 extra days Secondary counselors receive 11 extra days (one at HS receives 10) CTE Staff receive a combined 92 extra days (10+10+17+20+35) In total 147 days beyond the contract are paid for certificated staff. It is expected that some of these days can be reduced by changing expectations of work performed before and after the school year. e.g., Librarians could potentially close library earlier to avoid extending into the summer e.g., CTE competition experiences could be reduced, requiring fewer days outside of the regular teaching schedule to be paid. These extra days are currently not bargained as a part of the Teachers contract. The majority of days are in CTE. There is a requirement in CTE funding that 85% of funding be directly expended in that program. Currently our expenditure level is 93%. 2.8Cancel Membership in ESD Nursing Services Coop. Reduce overall nursing services from 1.8 Full Time Equivalent Nurses to 1.0 nursing services. $43,000Currently we have two nurses working with students in our district. 1.0 FTE of this staffing is filled by the ESD Nursing Services Coop. This proposal will reduce the services by licensed nurses to slightly more than half of its current level. The responsibilities of the nurse will necessarily change. School Office staff will be responsible for much more of the day-to-day triage and administration of bandaids, medications, etc. The certified nurses will spend the bulk of their time developing health plans, providing support to high risk and medically fragile students, and training office personnel on their increased responsibility.3.3Reduce Woodland Intermediate School Staffing by 2 teachers (3 below current level) Class sizes will increase by an average of 2.9 students $142,000 Current average class sizes at WIS are as listed below Grade Level # of Sections Jan 09 Average 5 year January Average Maximum Class Size 4 6 24.5 23.8 29 5 6 25.7 26 29 6 7 24.3 26 29 Assuming a roll up of current enrollment (0% growth) WIS can reduce 2 teachers and stay within the maximum class sizes outlined in contract. It is anticipated that there will be a 1.0 reduction of staff at WIS due to enrollment decline associated with the large group of current sixth grade students who will be replaced by a smaller fourth grade group of students. 3.6Reduce WHS Staffing by 2.3 to 3.3 FTE Teaching Staff (average class size increase of 1.8 to 2.7 students). $163,300 to $234,300WHS currently has an average class size of 21.9 students per class. The range is 4 to 40 students. (Jan 09 data) Reduction of WHS Staff will result in modestly increased class sizes Reduction of WHS Staff may result in fewer options for electives and accelerated courses3.8 Reduce Woodland Middle School Staffing by 1.625 to 2.625 staff. Class size increase between .9 and 2.2 students per class. - $115,400 to $186,500WMS currently has an average class size of 21.2 students per class. The range is 13 to 47 students. (Jan 09 data) Reduction of WMS Staff will result in modestly increased class sizes This will be mitigated by a change to a six period day Reduction of WHS Staff may result in fewer options for electives and accelerated courses3.9Reduce Woodland Primary School Staffing by 1.5 teachers. Class sizes will increase by an average of .6 students. - $106,500Current class sizes for Woodland Primary School are identified in the table below. Grade Level # of Sections Jan 09 Average 5 year January Average Maximum Class Size K 7 21.4 21.4 23 1 8 21.5 21.5 23 2 6 22.7 23.1 25 3 6 22 23.4 25 Model assumes a growth in enrollment between K and 1 of about 5% (usually it is closer to 10%) and assuming an average kindergarten enrollment (the last two years have been higher than prior years.) A reduction of one staff position in grade 2 and one in Kindergarten will provide savings. Programmatic Modification 1.1Eliminate Half-Day Kindergarten on Mondays at WPS (Kindergarten students would attend on alternate Mondays). $12,000Kindergarten students are currently funded at .5 FTE Law requires that we provide kindergarten services to children on a half-time basis. There are multiple options that can be used by districts to meet the Half-time requirement. These include: Half-day, every day service Full-day, alternate day service A hybrid of these two. The current practice for Kindergarten at Woodland Primary School is a hybrid approach. Students attend a half-day on Monday and two full days, either Tuesday/Thursday or Wednesday/Friday The current practice for Kindergarten at Yale School is half-day, every-day service with no mid-day transportation provided. There is no strong empirical evidence to suggest that one model is stronger than the other. There are strong professional opinions to suggest that, because of frequency and consistency the current model or the half-day every-day models are better for children. This proposal would save the district by eliminating the mid-day bus runs for kindergarten students. Yale School, presuming it remains open can continue to provide service in its current model, or go to an alternate day model. The latter would allow for sharing of staff between WPS and Yale. 1.2Eliminate Financial Supplement to Hi-C program. $18,000Currently the school district receives about $18,000 in state funding for services to gifted and talented students. Currently the school district spends about $36,000 to provide gifted and talented services to students in grades 3-6. The current program is not well aligned with best-practices for gifted and talented education. A work group has begun working on revising the program design for the coming year. Though services would be reduced below the current level it is believed that an effective program can be offered that will adequately support the needs of gifted and talented students. 1.3Move to a six period day at WMS in order to accommodate sharing of staff between WMS and WHS $50,000Currently the WMS operates a five-period A/B schedule. In which students take core classes of English and Math every day. All other courses are taken on alternate days. On the current schedule students take 8 classes at any given time. Teachers, by contract have one preparation period per day. As a result of this for class size to be consistent between schedules staffing must be 3.33% higher in a 5 period day than in a six period day. Example: Assume 500 students and a Class Size target of 25. In a six period day this target is met with 24 teachers. In a five period day his target is met with 25 teachers. Another key advantage of the six period day is that it allows for efficient sharing of staff between WMS and WHS because, with the exception of fourth period, the schedules will be the same. Three disadvantages of the six period day are: Less preparation time for teachers Less class time in core subject areas Fewer opportunities for electives for students. 1.5Increase Facilities Use Charges to generate 15%-20% Indirect recovery for lights, heat, etc. $4,000The board has long had a very liberal facilities use policy that has opened the door to our community to use our facilities. Under current practice the lease of our facilities is costing the general fund more than is generated in fees. A 25% to 50% increase in fees will result in revenues that will cover costs of leasing facilities and provide for indirect recovery that will offset a portion of the utilities expenses associated with facilities use. 1.7Eliminate Saturday School at MS/HS. $3,000Saturday School is an option to suspension or other discipline which requires students to attend a half-day detention of Saturday. This program is currently staffed by classified personnel. Elimination of this program will require other alternatives to be developed and/or implemented. Alternately, administrators may wish to supervise this program on a rotating basis.1.13Eliminate Kindergarten Boost Program at WPS. $1,250The Kindergarten Boost program is a program that provides additional instructional time to kindergarteners who are performing below expectations. The Program is not being offered in the current year, though the budget capacity for the program still exists in the current year. This reduction will remove the capacity to offer the program in the coming year.1.20Eliminate Funding for Field Trips. $12,750Currently $12,750 is allocated to schools for field trips. The distribution is: WPS $4000, Yale $750, WIS $3000, WMS $2000, WHS $3000. Alternatives to General Fund Funding of Field Trips are: Parent Funding PTA Funding School Budget Funding For most field-trips ASB funding is not an option. 2.5Increase efficiencies in school bus transportation system including eliminating School Bus Courtesy Stops for students, transportation on private roads, and enforcing 1 mile transportation radius. (Exceptions for stops on roads with heavy traffic and no safe walking lane)This item is very difficult to quantify short-term savings until it is implemented. The effect is two-fold. The length of bus trips will be modestly reduced for drivers and riders, potentially leading to increasing the number of students on busses Decrease the wear and tear, and fuel usage of busses. (decreased maintenance and fuel costs) WCC/YCC 1.4Adjust fees for Before School/After School Child Care programs (YCC/WCC) to, at a minimum, break even. $20,000Before and After-School Child Care services are offered at both Woodland Primary and Yale School. The programs currently operate at a net loss of totaling about $20,000. WCC looses about $12,000 and YCC looses about $8,000 These figures do not include salary and benefits costs associated with program management provided by the Community Schools/Community Liaison manager. Modest increases in program fees, coupled with a change in billing practice, rounding up to the nearest hour, will result in increased revenue, that according to preliminary calculations will allow the program to break even. It is expected that WCC may need to operate at a modest surplus and YCC at a modest loss, as WCC, by virtue of size will achieve scale more easily. 3.2Eliminate Woodland Child Care $12,500The WCC program provides before and after school child care for working parents. The WCC program operates at a loss. In 2007-2008 the loss was about $12,000 Closure of the WCC program would necessitate that parents either locate other child care options or allow students to stay at home with less supervision than is offered at WCC The BAT felt that the option of restructuring the program to make it self-sustaining was a better alternative than closing the program.3.12Eliminate Yale Child Care $7,500The YCC program provides before and after school child care for working parents. The YCC program operates at a loss. In 2007-2008 the loss was about $7,500 Closure of the WCC program would necessitate that parents either locate other child care options, transport them downriver to the WCC program, or allow students to stay at home with less supervision than is offered at YCC The BAT felt that the option of restructuring the program to make it self-sustaining was a better alternative than closing the program. Discretionary Expenditure Reductions 1.6Reduce School Budgets 20%. $54,000Currently schools and programs are responsible for the bulk of their expenses for the supplies, materials, travel, and professional development associated with running their schools and programs. Data Below represent the funding building receive. Numbers in brackets represent a 20% reduction Per Pupil (Headcount) Furniture Replacement WMS Reading Field Trip (1.20 proposes elimination of this budget) K Boost (1.13 proposes elimination of this budget) WPS $130 [104] $3000 [2400] $4000 $1250 Yale $130 [104] $500 [400] $ 750 WIS $130 [104] $3000 [2400] $3000 WMS $160 [128] $2000 [1600] $2000 [1600} $2000 WHS $175 [140] $3000 [2400] $3000 TEAM $175 [140] In order to promote prudent spending behaviors in the current fiscal year, principals and program managers have been advised that they can expect unspent building budgets from the current fiscal year to carry forward into the coming fiscal year. 1.14Reduce District Departmental Budgets (Administration, Technology, Custodial, Maintenance, etc.) 20%. $99,000The majority of district expenditures for the operation of our schools and programs are made at the district level. Support for the buildings that is not directed directly toward students is borne by district-wide support programs including Technology, Custodial, Maintenance, Grounds, Food Services, Transportation, etc. NOT included in this reduction are: Fixed and variable costs that are not discretionary; e.g. utilities, contracts, elections, audit costs, Data Processing. Food Services and Transportation Other 1.10Cancel Membership in ESD Instructional Materials Coop that supplies films and other media for classroom instruction. $15,500The ESD Instructional Materials Coop is a service of the ESD that provides traditional instructional media for classroom use. This media consists primarily of films and videos Current annual usage is approximately 1000 items per year district-wide. Given the availability of audio and visual content online substitutions for much of the Instructional materials provided is readily available to staff. 1.16Cancel Membership in ESD Communications Coop. $18,000We utilize the ESD Communications Coop for much of our strategic and regular communication. They manage the writing and publication of our newsletters, website, press releases, emergency communications, etc. The ESD also supports much of the work we do related to providing information for bond and levy measures. Cancellation of this membership will eliminate the breadth of service available to us. It is possible that services will still be available on a fee-for-service basis.1.17Turn off Stadium Lights in Evenings $600Mid year this year the lighting in the stadium was reduced from two banks to one. Elimination of lighting in the stadium will save, at current power rates, about $600 per year.1.21Suspend Curriculum Adoptions. $0 from current, $80,000 from typicalThe district has a consistent practice of funding curriculum adoptions on an annual basis. Adoptions are done on a rotation by subject area. In 2007-2008 approximately $120,000 was spent on the adoption of a reading program for grades 2-6. In 2008-2009 there is not a planned adoption of a curriculum area. In 2009-2010 Social Studies is in queue for adoption. It is estimated that this adoption will cost $80,000 or more. Suspension of the Social Studies adoption will NOT save money from the current budget as there is no adoption scheduled. A curriculum adoption I 2009-2010 will necessitate other reductions of approximately $80,000 in order for the district to maintain a balanced budget.2.1Increase lunch prices by 20 cents$17,000Current lunch prices are $1.75 for elementary and $2.00 for Middle School/High School students. 2007-2008 lunch prices were $1.60 for elementary and $1.75 at secondary schools. The Food Service Program currently breaks even. The increase this year was designed to help maintain the lunch program at break-even. As labor and food costs increased from last year to the current year. It is not anticipated that food and labor costs will continue to increase at the rate they did last year. It is anticipated that the increase in lunch prices will result in a surplus in the food service program. This surplus can be used for any general fund expense.    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