Dear colleagues,

 

Two days ago, I shared with you the status of our budget situation.

 

Today I share information about a topic that is again financial, and is a long-term strategic investment in the Everett Public Schools infrastructure – consolidating instructional and operational support services into one facility. 

 

This topic is on the school board agenda Tuesday, June 28 and an item for public discussion. I believe it is important for you to know about board topics and potential decisions before you hear about them elsewhere.

 

Also, your being knowledgeable about school issues helps build understanding of issues and clarify misinformation – especially, in this case, the difference between capital and operational funds and how those separate funds can legally be used by a school district. I rely on each of you to help convey an understanding of the long-term benefits consolidation will bring to students, the community and to your work.

 

Thus, I share this with you today and plan to share other information with you over the summer.

 

Once again, those of you who want “just the facts” can scan the first paragraph below. Those who want “all the details” can find them as well.

 

For everyone, the link to the Case for a Community Resource Center will be sent next week to the public as part of the June 28 school board agenda. I’m sharing it with you today.

 

JUST THE FACTS

·        The district has been saving for this project for almost three decades and now has enough capital dollars to consolidate instructional and operational support staff into one easily-accessible, “green,” sustainable facility on property the district already owns.

·        This success at saving funds over time means the district also saves taxpayers approximately $10 million to $12 million in bond fund interest.

·        Building now takes advantage of lower construction costs. (The bid to rebuild View Ridge Elementary came in $2 million less than we estimated.)

·        Construction will create jobs and stimulate the local economy.

·        Building provides additional space for staff collaboration and increases efficiencies of operational staff who support the work of our schools.

 

ALL THE DETAILS

Capital and operational money (aka “general funds”) – separate funds; legally-defined, separate uses

For the most part, capital funds legally can be used for brick and mortar projects or major “systems” upgrades. When we build a new school, we use capital dollars.

 

In February 2010 voters said “yes” to capital dollars for the district to buy the Learning Management System (LMS) software. Over the next few years, voter-authorized capital dollars will support LMS staff and “systems” work.

 

Operational funds legally pay for day-to-day operations – including most teacher salaries, classroom supplies, lights and heat and student transportation. The operational dollars are what the Legislature has been cutting over the last several years.

 

Saving capital dollars over time for district support center

Most of you have been with Everett Public Schools much longer than I. You’ve likely heard during your time here of the district’s decades-old need and on-again-off-again efforts to consolidate instructional and operational support services into one, energy-efficient, easily-accessible location. (I’ve seen, from the archives, an architect’s drawing of such a center that was being considered in 1982.)

 

You will be hearing and reading more about that project. Our current school board will again consider using the funding saved for years to build a facility for consolidating special services staff and the staff who are now working in the Educational Service Center (ESC) on Colby, at the Longfellow building and in portables at Jackson and Penny Creek elementary schools.

 

The need to consolidate administrative and support services into one facility

Special services has moved from the office wing at View Ridge Elementary so that reconstruction of that school can begin when the school year ends. Replacing View Ridge is the final elementary school project of the 2006 construction bond.

 

To make room for special services at the existing ESC (and to avoid spending scarce operations budget dollars to rent office space), the ESC meeting room was cut in half for special services files and some offices. As a result, the two largest remaining meeting rooms at the ESC will hold no more than 40 people each.

 

Some former ESC staff have relocated to portables behind Jackson Elementary; other program services are at Penny Creek Elementary.

 

Although our district’s new strategic plan emphasizes the value of and belief in collaboration, working together and the value of collective wisdom, the programs and services that support schools are inefficiently scattered across the district’s 37 square miles. The majority are housed in one facility that is 100 years old and originally designed as an elementary school. The majority of the others are housed at Colby, which was built in 1964 when the district had just 12,600 students and when the southern most school in the district was Silver Lake Elementary. (Today we have 18,700 students, and OSPI predicts we will have more than 20,100 by 2016.)

 

Why I believe it is the right time for the district to finally build a consolidated center

·        Today, the district has saved enough capital funds to consolidate instructional and operational support services. This means taxpayers will not pay interest to borrow money to build this facility. (Bond money used to build schools requires interest payments.) Taxpayers save $10 million to $12 million by not paying interest on funds used to consolidate.

·        Today, the district can bank the valuable properties of Colby and Longfellow and other land for different educational purposes or possible sale later, when property values increase. Sales proceeds could be reinvested in future school improvement needs.

·        Today, construction prices are lower than they have been in years. The recent bid to reconstruct View Ridge came in a full $2 million LESS than we expected.

·        Today, this project could create 100-150 local jobs, helping to stimulate the local economy.

·        Today, Colby and Longfellow drain general fund dollars for energy and maintenance costs. We can choose to spend money to modernize them (it’s not a matter of “if” we must do that, but “when”) or we can consolidate into one new energy-efficient, “green” center with more public access, public-use space, more staff collaboration and professional development space, and improved work and time efficiency.

·        Today, I believe we have an opportunity to make a strategic investment in the district and community infrastructures and in the future. We have an opportunity to use interest free, capital dollars, saved over time for this purpose to build what could be a community education “hub” and community resource for the next 50-75 years.

 

I invite you to go to the district website to learn more about the Case for a Community Resource Center which will be among the items the school board will be discussing at its June 28 meeting and that will be a topic of a Daily Herald news story in the next few days.

 

For some of you, today ends your work for this school year. Others will be back on Monday; others will be here throughout the summer. Whether you leave us at the end of today or remain for a few or many more days, take time to say “thanks” to someone who made a difference to you this year.

 

You have each made a difference to me, and I thank you for that AND for the differences you are making in the lives of students and families.

 

Very truly yours,

 

Gary

 

P.S. I hope you will take a moment to complete the district’s online readership survey. Long before I became your superintendent, this district started using an end-of-the year survey to tailor communications to your needs.

 

This year you’ve received more direct messages from me, and I appreciate that you are writing back with thoughtful questions and helpful suggestions.

 

Late this year we added BoardNotes which you receive the day after each board meeting.

 

Let us know what you think about the ways we stay in touch, and please, make suggestions of ways that would work better for you as we continue our work together.