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HomeMy WebLinkAboutC.054.93011_0332potential and to lead productive lives. We will achieve this mission with the support of parents, staff and the community.' ) Holliday said the Baldrige method was being used to evaluate the feedback from the principals, parents, and the communities in an effort to find out what was needed to help the children achieve at high levels. He said the priorities of the system were: • High student performance • Healthy, safe, orderly and caring schools • Quality teachers, administration and staff • Strong family, community and business support • Effective and efficient operations Next, Holliday shared the district's goals that are as follows: i h Student Performanc afe, Orderl ,Cann li Sta artnershi ffective/Efficien NCLB Graduation Rate Stakeholder Satisfaction Turnover rate Business Partnerships % Tax $ for Instruction 100% Growth Incidents of Crime Local Supplement % Parent Conferences Child Nutrition Profit Margin 100%AYP Internet Computers National Board Teachers Prime Time Regulations Attendance % 1000/6 Licensed Stakeholder Satisfaction Class Size Training Hours Financial Audit Transportation Rating Holliday continued by saying the school system had seen steady improvement in meeting its goals, but more work was needed. He said reducing the system's budget would slow down the improvements. Dr. Holliday offered the following as examples of the 2003-04 improvements: African-American achievement gap closed by 37% Percentage of annual yearly progress goals met increased from 56% to 90% Reading % proficient has improved from 69% (1997) to 87% Math % proficient has improved from 71% (1997) to 91% Pace of improvement increased significantly last 3 years ISS Teacher Turnover 2002-03 11.50% 2003-04 6.52% 5 year average 11.56% Holliday said retaining quality teachers was an extremely important issue. He said the teachers had advised that they wanted (1) a supplement of at least eight percent, (2) money for supplies and materials, and (3) assurance that plans were being made to address the facilities. Dr. Holliday said the teachers also just wanted someone to listen to them. He said that historically, for 12 years, funding of five percent plus growth had been appropriated by the county, and the schools had stayed within this budget. Dr. Holliday said the system could have presented a budget request over the five percent, but this did not occur. He said the Baldrige management philosophy had been utilized to implement: 1. Zero -based budgeting 2. Strategic budgeting 3. Reduced central office costs to the lowest ratio in the State of North Carolina 4. Cost conservation in the energy management program 5. Independent audit with 0 reportable findings 6. Established a capital outlay fund balance for current and future capital needs He said the Baldrige method was "championed" by the North Carolina Extension Service, and it was being used in Wake County. Holliday said the system was in a "belt - tightening" mode, and it would save 51.2 million by not replacing a chief academic officer, a planning office/officer, an assistant superintendent for personnel, and other office professionals. He said that also, $400,000 in contingency was eliminated, along with training budgets at the central staff level, and that the materials/supplies budgets at the central office were reduced.