Merit Academy headmaster Gwynn Pekron last week sent a very long email to parents in that school, with most of it devoted to her analysis of the decision to close Gateway Elementary. This is a decision which in no way impacts Merit Academy or its students and parents, as Merit is its own 501c(3) non-profit corporation, outside of the control or influence of the elected school board overseeing Gateway Elementary and the other public schools in Woodland Park. So why did Pekron put all this focus into Gateway?
Dear Merit Academy Families…
While a correspondence to you is long overdue on my end, and for that I apologize, this writing is not necessarily one of Merit Academy virtues or strengths, but is a note regarding the recent events of our local district. As hard as I have tried to make this a short presentation, circumstances warranted further discourse. Per encouragement of other Merit Academy families and community members, my intention is to present to you historical data, as I understand it, that may have contributed to the present state of the District.
SALES TAX
The first topic to highlight is the Council’s discussion of the educational sales tax. This revenue is critical to past, current, and future students in this community. It is a fair tax, a consumer tax, a revenue of which nearly 33% stems from tourists, is business friendly, and is considerate of fixed income persons compared to property taxes.
The council meets this Thursday (March 7) to discuss adopting or tabling the Ordinance that would repeal this critical education funding for our district students. Council members have stated several times that an agreement between WPSD and Council regarding the proposed updates within the intergovernmental arrangement would mean the this Ordinance will be tabled. From the recent meeting, it seems the attorneys are tasked to collaborate on the terms. The expectations and hope, then, is to see the Ordinance defeated on March 7.
STATE OF THE DISTRICT
The second topic is the state of the District, particularly the recent announcement regarding the consolidation of elementary schools. In order for me to understand the greater situation that compelled this decision, I’ve relied on my past experiences in the District and current examination of the District’s historical figures. I pass this to you, with hopes it can add to the dataset you are examining in your own pursuit of understanding.
Consultants
Over the past ten years, districts across the state have had to consolidate schools. Facing similar uncertainty, the prior Board and Superintendent hired a facility consulting firm to assess district facilities in Fall of 2021. The consultants assessed building condition, building capacity/usage (functional vs max), and the focus of expenditures (building vs staff vs programs) throughout the district.
Inherited Dilemma
From their presentations, it was evident that whomever was elected to the Board of Education in 2021 and beyond would inherit a difficult decision regarding facilities, programming, and staffing. The consultants noted the decades of declining enrollment and the trajectory of building capacity, further submitting that school consolidation, however unpopular, may be a necessary option to be able to maintain or even advance programming to students.
As predicted by those consultants, we’ve come to the point when District leadership has to address the issues that have been deferred until this point. Even though WPSD has one of the lower rates of decreasing enrollment in the region, the reduction continues to impact the District. As the consultants mentioned, long term decline and a lack of intervention has a rippling effect that now requires leadership to balance the enrollment with the expenditures of facilities, staffing, and programming.
Matching Operations to Enrollment
It is presumed that the District’s recent decision to consolidate elementary schools was made with those very considerations mentioned by the consultant: balance enrollment with proper staffing, consider financial responsibilities vs liabilities, and review solutions to equate the district’s operations to the decades of decline. It must have played a part in the decision to divert students from Gateway to Columbine and Summit, but in that, I merely speculate.
- Gateway Elementary School requires nearly $5 Million in maintenance and improvements, according to the prior Board and previous superintendent’s facility study.
- There are 155 students (K – 6 th grade) at Gateway with an additional 50 Preschool students. Forecasted enrollment predicts another slight decrease in enrollment.
- It appears that K-6 staffing at Gateway may cost over $1,825,000 /yr, or $11,770/student. Compare that to the pupil revenue of $10,277/student + MLO and Sales Tax = $12,117/student.
Gateway’s cost of staffing for the school leaves very little revenue (less than $400/student, or less than $62,000 as a school) for any operational costs. What else is needed to operate a school that is not covered with school-only salaries and benefits?
- Business Support (payroll, taxes, accounting, purchases, requisition)
- Curriculum: books, programs, licenses, teacher resources
- Supplies, equipment
- Technology, internet, support, supplies, equipment
- Testing, support oversight, CDE reports
- Student intervention supplies and equipment
- Student programs, tutoring, clubs, field trips
- Grounds keeping, winterizing, parking lots, playground
- Building operations and maintenance
- Security, general administration, and central office salaries and benefits
- and so much more…
Gateway Elementary is currently operating at 32.9% of functional student capacity K-6 with Preschool = 44.5%. Max functional student capacity for the building is 471 students.
Gateway’s max student capacity is 617 (operating currently at 25%)
Note: it is ineffective to run a school at max capacity. Suggested capacity rate is a target of 70-85% of the functional student capacity level.
Corresponding to the decades of student enrollment loss is the increase in staff salaries, benefits, program expenses, supplies, and operational expenses, causing a deeper divide between Gateway’s primary revenues and its operational expenses.
Consolidation
- In 2021, the prior board’s facility consultants mention the likely need of consolidating elementary schools because of the lack of student numbers to support school operations, programming, and staffing. While this was an unpopular option, it was highlighted as a necessary consideration.
- Because of declining enrollment and increase expenses to operate a school, school closure has been a topic of conversation since 2010.
- In 1986, District enrollment was 1,950 and WPSD had two school buildings: Gateway Elementary and the Jr High /Sr. High (WPHS). This year (2023-24), WPSD has a total of 2,020 students Prek-12, with five buildings.
Seek to Understand
Gateway is not the only school with a widening rift between loss in enrollment and growth in operational expenditures. This district-wide issue required a system-wide repair. As many districts across the state have realized, consolidation provides greater allocation of funds towards student programming and staffing, rather than on the crippling costs of maintaining or operating underutilized schools.
The District is addressing an issue that has been deteriorating for many years. By redirecting students from Gateway to Columbine and Summit, by moving 7 th and 8 th grades back to the WPHS (as it also drifted below 45% functional capacity), and by requiring a growing Merit Academy to assume the full building’s operational cost as sole tenants, the District Board of Education appears to be upholding it’s duties as prescribed in Statutes. It seems to be controlling expenditures to match student enrollment without compromising student programming or academic excellence.
These district decisions are never easy to make, and there seems to be no state-wide shortage of opportunity for this difficult determination to be made. Each district manages consolidation differently, typically working to bring the district back to a balance of enrollment and operations. As community members, we can merely speculate and work towards understanding.
Very Humbly Yours,
Gwynne Pekron, PhD
Industrial/Organizational Psychologist
Headmaster: Merit Academy
Hodie Determinat Cras: Today Determines Tomorrow