Presented to the CUSD School Board on 4-18-12.

1. SCHOOL CLOSURE AND
REORGANIZATION: CVA/CSA

2. BACKGROUND
• Projected deficits in 2012-13 and 2013-14
• Currently at $2.4 million in 2012-13 and over $9 million In
2013-14
• “Qualified” financial certification at both First and
Second Interim reporting periods
• Expenditure Reductions approved in June 2011,
November 2011, and February 2012
• Negotiations in process with labor groups regarding
compensation reductions
4/18/2012 2

3. SCHOOL CLOSURE AND
REORGANIZATION
• November 2011:
• Board approved formation of committee to explore
possibility of closing two schools and/or moving the district
office
• January 2012:
• Board approved formation of committee to explore school
closure/reorganization with specific focus on Buena Vista
Elementary and Carlsbad Village Academy.
• Cost savings estimated at $400,000 per year per year in
reduced operational expenses
4/18/2012 3

4. SUPERINTENDENT’S SCHOOL CLOSURE
AND REORGANIZATION ADVISORY
COMMITTEE
4/18/2012 4

5. ADVISORY COMMITTEE
• Meeting Dates:
• February 6
• February 13
• March 5
• March 19
• April 3
• Committee included district administrators, site administrators, teachers, classified staff, and
parents
• Tina Howard, Principal, BV
• Keith Holley, Principal, CVA/CSA
• Christine Parr, CUTA
• Jan Tokorcheck, LIUNA
• Joanne Caudill, Director of Special Education
• Rick Lewis, Director of Information Systems
• Curt Huckins, Director of Facilities
• James Markham, BV Parent
• Tida Hamilton, BV Parent
• Jimmy Hines, Principal, Magnolia
• Matt Steitz, Principal, CHS
• Barbara Ramos, CVA/CSA Classified
• Joe Dunn, CVA Teacher
• Sharon Zak, BV Teacher
• Kristin Davis-Cohn, BV Classified
4/18/2012 5

6. PURPOSE OF ADVISORY COMMITTEE
4/18/2012 6

7. CARLSBAD VILLAGE ACADEMY
COMMITTEE INPUT
• Provided recommendations to Dr. Roach during
Advisory Committee meeting on April 3, 2012
• As indicated, Committee strongly recommended
keeping school open
4/18/2012 7

8. REPORT STRUCTURE
I. Student Achievement
II. Instructional Program Assets
III. Negative Impacts of Closure
IV. Quality Standards for 2012-13 Bridge Year
V. Alternative Program Designs

9. STUDENT ACHIEVEMENT
Superior graduation rate – 96.5% to 98%
Total combined graduates three year preceding CVA
opening – 14. Total graduates since opening (nine
years) 410. With CSA 616.
API growth – 86 points this year, 127 points since 2006
ELL students outperform schoolwide API – Latino students
up 113 points, ELL 98 points
AYP – all AYP criteria attained, all AMO attained,
percent proficient tripled
100% CAHSEE pass rate – no student ever denied a
diploma
Credit recovery and alignment with CHS– eleven
percent of total enrollment returned to CHS mid-year.

10. CURRENT ASSETS SUPPORTING
STUDENT ACHIEVEMENT
• Thirteen staff who provide transformational
motivation, supervision and instruction for at-risk and
atypical students (8 certificated, 5 classified).
• An attractive, stand-alone campus that provides
identity, autonomy, credibility and respectability
with parents, students, and staff.
• A culture of rigorous standards building toward an
800API and A-G graduation requirements.
• An emphasis on achievement for ELL and LTEL
students
• Supportive environment for students with substance
abuse and addiction issues

11. NEGATIVE IMPACTS ON STUDENTS
Increase in drop-outs
Decrease in graduates
Decreased student achievement – CST, API, AYP,
CELDT (affects District, as well as school ,stats)
Loss of the majority of the thirteen staff – adult
mentors
Loss of school connectedness
Increased truancy
Increased charter school drop-outs

12. NEGATIVE IMPACTS ON STUDENTS
(CONTINUED)
Loss of credibility and respectability with parents,
students, and staff.
Loss of in-district suspended expulsion option
Loss of subject-matter expertise in instruction
Loss of equal access to alternative program due to
enrollment caps driven by staffing.

13. FINANCIAL IMPACTS
• Cost of creating distance learning labs – hardware,
software and courseware (Apex) licenses if staffing
levels too low for direct instruction
• Cost of retrofitting CHS facilities for distance learning
labs if staffing levels too low for direct instruction.
• Cost of training and re-training staff for new
instructional program

14. QUALITY STANDARDS FOR 2012-13
BRIDGE YEAR
• Full-time program that provides a realistic opportunity for
students to remediate and graduate
• An alternative program for students who need a smaller,
more individualized setting.
• Teachers selected, not assigned
• For CSA, an appropriate facility and support
infrastructure.
• Options for CVA students to take CHS and/or Apex
electives.
• Independent study PE.
• An administrative support “hub” that includes at least
one administrative assistant

15. QUALITY STANDARDS FOR 2012-13
BRIDGE YEAR (CONTINUED)
• Work Experience option
• Face-to-face instruction
• Intensive guidance services
• SPED support as needed
• Campus safety assistant assigned to the area
• Advisory/mentoring period
• Discipline/interventions that are timely and focused.
• Sustain or, if necessary, re-create a separate school
identify and culture

16. QUALITY STANDARDS
(CONTINUED)
Extensive staff development- both pre-opening and
ongoing for the new instructional program.

17. SUBCOMMITTEE RECOMMENDATIONS
Primary Recommendation
• Continue to support student achievement by
sustaining CVA at its current site with comparable
(to full closure) cost savings realized through
significantly reduced classified and certificated
staffing.

18. BRIDGE-YEAR PROGRAM
(FALLBACK RECOMMENDATION IF PRIMARY RECOMMENDATION IS
NOT FUNDED.)
• Create a bridge-year program at CHS
• Staff at 4.0 FTE teachers to preserve direct
instruction. (one English, one math, one science,
one social studies)
• Four classrooms, one lab, office “hub”
• Electives through CHS concurrent enrollment and
distance learning
• Independent study P.E.
• 1.0 FTE Office “hub” classified
• Separate facility for CSA

19. DISTRICT ANALYSIS
4/18/2012 19

20. QUALITY SCHOOL
• Carlsbad Village Academy is an excellent school.
Indicators of the quality of the school include:
• Meeting NCLB Adequate Yearly Progress targets for student
achievement
• Increases in Academic Performance Index
• High graduation rates
4/18/2012 20

21. CALIFORNIA CONTEXT
California’s K-12 Spending Per Student Lags Behind
That of the Rest of the U.S. More Than at Any Time in 40 Years
$600
National Average
California’s Spending Per Student Minus Spending
$200
-$200
Per Student in the Rest of U.S.
-$600
-$1,000
-$1,400
-$1,800
-$2,200
-$2,600
-$2,856 (est.) per student loss in 2010-
11
-$3,000
* 2010-11 data estimated
Note: Rest of U.S. excludes the District of Columbia
4/18/2012
Source: National Education Association 21

22. CUSD REVENUE, EXPENDITURES, AND
RESERVES: SECOND INTERIM
$100,000,000.00
$90,000,000.00
$80,000,000.00
$70,000,000.00
$60,000,000.00
$50,000,000.00
$40,000,000.00
$30,000,000.00
$20,000,000.00
$10,000,000.00
$-
2006 2007 2008 2009 2010 2011 Mar-12 Proj 2013
Reserve $7,290,197. $9,709,801. $13,011,027 $18,462,237 $16,712,892 $15,047,689 $7,618,524. $3,449,089.
Revenue $71,585,198 $81,515,019 $86,090,419 $86,346,873 $85,934,756 $82,598,872 $73,881,246 $71,630,806
Expenditures $72,003,526 $78,516,236 $81,547,117 $83,895,662 $87,684,101 $84,264,075 $81,310,411 $75,800,241
4/18/2012 22

23. CURRENT FINANCIAL CONDITION
• Projected revenue for 2012-13 is about the same as
actual revenue in 2005-06
• Even after taking into account new revenues and
expenditure reductions, projected deficit for 2012-
13 remains at $2.4 million and over $9 million in 2013-
14
• It could get worse …
• Governor’s Budget Proposal includes November Tax
Initiative with “trigger” to reduce to 159 instructional days
• Governor’s Budget Proposal includes “Weighted Student
Funding” model that reduces CUSD categorical funding to
$0
4/18/2012 23

24. Consideration for Expenditure Category Outcome
Reduction
Group 1: Strong Sage Creek Delay Done. Reduced 2012-13 (start up) and 2013-
14 operational budgets
Reduce/Eliminate Done
Admin/Management
Reduce/Eliminate Stipends Done
Employee Compensation Collective bargaining in process
Reductions
Reduce/Eliminate Travel & Done
Conference
Reduce/Eliminate Site and Done
Department Accounts
Reduce Special Ed Done
Reduce Textbook Expenses Not feasible, we spend only $20 per student
per year
Group 2: Moderate Closing School(s) TBD
Reduce/Eliminate Classified Done
Positions
Reduce/Eliminate Athletics Done
Reduce/Eliminate Contractual Done. Achieved savings through
competitive bid procedures, including
$920,000 reduction in transportation
Reduce/Eliminate Programs Done
Reduce Instructional Days Collective Bargaining in process
Group 3: Low Increase Class Size—Elementary Done. Class sizes in grades 1-3 increased in
2011-12; Class sizes will increase in grades 4-5
in 2013-14
Increase Class Size—Middle Done. Class sizes will increase in grades 6-8
in 2013-14
Increase Class Size—High School Done. Class sizes will increase in grades 9-12
in 2012-13
Reduce/Eliminate Guidance No Changes
4/18/2012 24

25. FEBRUARY 2012 ANALYSIS
4/18/2012 25

26. OPERATING COST PER STUDENT: ALL
SCHOOLS (FEBRUARY 2012)
Cost Per Student
$2,500.00
$2,000.00
$1,500.00
$1,000.00
$500.00
$-
February 7, 2012 26

27. CONSIDERATIONS
• As a High School Alternative program, some of the
considerations are quite different for CVA/CSA than
for Buena Vista. For example:
• No boundaries
• Walking routes are less of a concern
• “Reorganization” would keep Title I funding with students
4/18/2012 27

28. CARLSBAD VILLAGE ACADEMY
ENROLLMENT HISTORY
4/18/2012 28

29. CVA ENROLLMENT COMPARISON:
APRIL
200
180 170
160
140
121
120
100
80
60
40
20
0
10-'11 11-12
April Enrollment
4/18/2012 29

30. HIGH SCHOOLS:
CONSERVATIVE & MODERATE
4/18/2012
Source: Decision Insight 2011 Study 30

31. TIERED SYSTEM OF INTERVENTIONS
Tier II: “Academy”
Intensive Program
Tier I: CSA Distance
Learning Labs
Core: CHS
4/18/2012 31

32. BENEFITS OF REORGANIZATION
• Increases access to A-G Courses
• Increases likelihood of successful return to Core
Instructional program
• Consolidates support services, including
administration, guidance, food service,
library/media, and custodial
4/18/2012 32

33. FINANCIAL COMPARISONS
• CVA/CSA “Compressed”
• $151k savings in reduced support staff and counseling
• $70k additional expense for 1 FTE Teacher
• Net Savings: $81k
• “Bridge Year”
• $325k savings after restoration of 1 Admin Assistant and 1 FTE
Teacher
• Devote $25k to “Contingencies” including professional
development, hardware/software needs, etc.
• Net Savings: $300k
• Additional Expenses: $50k relocation costs (one-
time)
4/18/2012 33

34. RECOMMENDATION
• Relocate Carlsbad Village Academy and Carlsbad
Seaside Academy at Carlsbad High School for 2012-
13 as “Bridge” program
• Bring recommendation for 2013-14 and beyond to Board no
later than the end of first semester 2012
• Include Sage Creek Intervention System
• Pursue short-term revenue options for CVA campus
and/or District Office
• Begin CUSD “Asset Management” planning
4/18/2012 34