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Why is Merit getting involved with the Gateway closure decision?

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

WPSD Hires High School and Middle School Assistant Principals, Effective the 2024-25 School Year

This was sent to families today:

Dear WPSD Families,

The district is thrilled to announce the appointment of Chad Cosner as the new High School Assistant Principal and Michelle Eastman as the new Middle School Assistant Principal, effective July 1, 2024. Both individuals bring experience, dedication, and passion for education to their respective roles.

Chad Cosner, a seasoned professional with five years of dedicated service within the district, will assume the High School Assistant Principal role. Throughout his tenure, Cosner has held various roles, including high school Counselor, Athletic Director, Dean of Students, and Interim Assistant Principal. His extensive experience and commitment to students’ academic and personal development make him a valuable addition to the secondary campus leadership team.

Michelle Eastman, an outstanding educator with four years of service in the district, has been appointed as the new Middle School Assistant Principal. Eastman has served as a high school social studies teacher and an AP Human Geography teacher and has been instrumental in leading the Student Council. Her dedication to creating a positive learning environment and her ability to connect with students and staff position her as an ideal fit for the role.

Both Chad and Michelle understand the importance of partnering with parents and guardians in the education of students. They recognize that collaboration between school and home is fundamental to student success and are committed to fostering open lines of communication, and building strong partnerships with families.

WPSD extends its appreciation to WPHS Interim Principal Cindy Gannon, whose exceptional leadership has been instrumental in maintaining a positive and effective learning environment during this interim period. Her vision and ability to inspire students and staff have significantly contributed to WPHS’s overall success and stability. Cindy will continue to support the Secondary Campus Principal, Dr. Tory Richey, and Mr. Cosner, providing valuable continuity for the district.

We are excited about the passion for education, innovative ideas, collaborative spirit, and commitment to parent engagement displayed by the 2024-25 secondary campus leadership team that will enhance the overall educational experience at Woodland Park Middle and High School.

Woodland Park citizens line up to show support for Gateway families and staff

In response to the surprise announcement that Gateway Elementary School will be closed, dozens of people showed up early Monday morning to greet staff and families before school as a show of support (picture from the Concerned Parents of Teller County Facebook Group). This is the second school the district has closed this calendar year, neither time with any community or board discussion or input. Most people I’ve talked to expect Ken Witt to announce a new charter school for next year to be occupying this building, though another possibility is it’ll be part of a BOCES that Brad Miller is said to be creating. Regardless though…Gateway’s days as an anchor of public schools in Woodland Park are over.

Gateway Elementary is closing

Here’s the press release from today:

Woodland Park, CO – 03/01/2024 – The Woodland Park School District (WPSD) announces a strategic consolidation of elementary schools. Columbine and Summit Elementary schools will expand enrollment space next year to accommodate those students currently attending Gateway Elementary; classes will not be held at Gateway in the Fall. After carefully examining enrollment and staffing, this decision aims to ensure the sustainability and enhancement of the district’s educational offerings while right-sizing facilities and staffing for current enrollment.

The district continues its proactive review of the current educational landscape, including facilities utilization and efficiency, recognizing the necessity of adapting to changing circumstances. The district is grateful for the recent collegial dialogue with City Council to continue the sales tax funding for WPSD. Even with this commitment by the city to maintain the sales tax, the district has determined that consolidating elementary schools is a prudent and necessary measure to effectively allocate resources and enhance the overall quality of education for its students.

“Making the decision to consolidate our elementary schools, closing the Gateway campus, was an incredibly challenging process we did not undertake lightly,” said Ken Witt, Superintendent of Woodland Park School District. “We have carefully analyzed enrollment trends and staffing considerations to ensure we are best positioned to provide our students the highest quality education and resources.”

This consolidation will create a more appropriate balance between staff and students, optimizing resources to provide an enhanced educational experience with highly qualified teachers. This decision reflects the district’s commitment to maintaining the highest standards of education while navigating financial responsibilities.

WPSD understands the impact this decision has on the Gateway Elementary community and is dedicated to supporting students, families, and staff during this transitional period. The district is working collaboratively to ensure affected staff members have opportunities to contribute their skills and expertise elsewhere within the district.

Starting from the 2024-25 academic year, students who would have attended Gateway Elementary can enroll in either Summit Elementary or Columbine Elementary. The district is focused on implementing measures to facilitate a smooth and positive transition for all stakeholders involved.

“We are confident this strategic consolidation will enable us to provide a more robust and sustainable educational experience for our students,” added Superintendent Witt. “While this decision is undoubtedly difficult, it is essential to adapt to the changing dynamics of education and continue delivering the highest quality learning environment for our students.”

Some students in Columbine are already eating lunch at 10:30 due to capacity issues; it’s not clear how the extra kids will be accommodated. There are currently 207 students enrolled at Gateway (273 at Columbine; 310 at Summit).

WPSD hires new MS/HS principal for ’24-25 school year

The district has hired a new principal for the combined middle school / high school (grades 7-12) for next school year (’24-25). They chose Dr. Tory Richey, who is currently principal of The Home School Academy in D20. As its name suggests, that school “supports home school families with weekly enrichment (non-academic) programs.” Its enrollment focuses on lower grades; there are currently 173 7-12th graders enrolled there (599 total students). Exactly what makes him a great choice to lead Woodland Park’s combined MS/HS, with 789 students this year, is unclear. Note that Aaron Salt, the Woodland Park School District’s HR director, is also the president of the board in D20, where Richey currently works.

Here’s the press release:

Dear WPSD Families,

We are thrilled to announce the appointment of Dr. Tory Richey as the Secondary Campus Principal over Woodland Park Middle and High Schools, effective July 1, 2024. Dr. Richey brings a wealth of experience and dedication to education, and we are confident he will be an excellent addition to our Woodland Park Schools community.

What makes this announcement even more special is that Dr. Richey is an alum of WPHS. Also, you may remember him as he previously served as an assistant principal at WPHS from 2006 to 2009. After his time at WPHS, Dr. Richey continued to expand his career and expertise in education, including serving as the Cripple Creek Junior Senior High School Secondary Principal (2014-2016), Assistant Superintendent/Secondary Principal (2016-2018), and Superintendent/K-12 Principal (2018-2020) before taking his current role as principal at Home School Academy in Colorado Springs.

Dr. Richey is eager to reconnect with familiar faces and meet new members of our staff and families. In his enthusiasm to get to know everyone, he has expressed his intention to start working on these introductions as soon as possible. Although his official start date is July 1, 2024, he wants to ensure a smooth transition and build strong connections within our community.

Returning to Woodland Park holds a special place in Dr. Richey’s heart, as his parents still reside here. He is excited to contribute to the success and growth of our great Woodland Park Middle and High Schools and serve the wonderful community that has always been close to him.

We look forward to a bright future under Dr. Richey’s leadership and invite you to join us in welcoming him back to the Woodland Park School District.

Theology of arrogance | Guest column

From the 2/21/2024 Courier:

Values guide our lives, both individually and inside a community. Generally, we agree that “strong” values are a good thing and should be promoted. However, defining values is both nebulous and easily misconstrued. We often hear about conservative values, liberal values, Christian values, or secular values. The problem is no one person defines these labels the same. We each have different backgrounds, different life experiences and different families that help us define such terms. I believe that how we express these values is what is important, not how we define them.

I have been thinking about the value of arrogance and how it appears to be displayed in this community. When one person or small group believes they have the right or mandate to dictate how a whole community should look, behave, think and educate, then it becomes a value system of arrogance. And arrogance leads to power and lending to an attempt of dominance by a few. It also can promote the idea that “the means can justify the end”. Name calling and false accusations from the pulpit and on podcasts are only some methods used. In other words, it doesn’t matter how one acts or states their aforementioned values, as any means to get to the end goal is justified. How can this be?

I propose that such a value of arrogance comes from the lack of respect for others. Often this arrogance is given in the name of Christianity, whereby anyone who disagrees is considered evil and therefore must be overtaken and destroyed. One’s politics becomes one’s religion and vice versa. I was raised in a strongly conservative Republican and staunchly Christian home. I spent K-12 in a Christian School and went on to receive a Bachelors in Bible and Religion from an accredited Christian College. In all of those experiences, I was taught the value of diversity both in communities and thought. I was taught that political ideas could differ because that is American democracy, but we are still family. I was taught humility. I was taught “…. if I have all faith, so as to remove mountains, but have no love, I am nothing.” And so now, in Woodland Park, I am considered evil and not worthy of respect and a place at the table because I think differently and have a different life from those who want dominion over this community. Which “Christian” value is this really representing?

Darlene Schmurr-Stewart

Letters to the Editor — Feb. 21, 2024

From the 2/21/2024 Courier:

Discussion is overdue

I write to express my support for the recent discussions within the Woodland Park City Council concerning the allocation of sales tax revenue within the school district. Trust in governmental entities handling tax dollars is a delicate matter, and this discussion is long overdue.

Budgets should reflect realistic expectations, and adherence to them is crucial. The Woodland Park School District revised its fiscal year budget on Feb. 14, after an earlier revision in January. They’ve made significant errors, including overestimation of appropriations, which were reduced from $40,779,649 to $37,513,556. Questionable accounting practices involved charging expenses to old grant accounts without corresponding revenue or budget. The federal COVID relief funds budget, initially at $858,241, mysteriously decreased to $542,157, resulting in an overdrawn account. The recent budget discussion concluded with the admission that further revisions might be necessary, as not all changes could be explained during the board meeting.

Amidst this financial uncertainty, it is disconcerting that the board awarded superintendent Ken Witt a new contract (which included a raise and an annual bonus) without conducting a performance review. Trust is earned, especially when it comes to managing public funds, and the school district has yet to instill confidence in its financial stewardship.

I commend the efforts of the Woodland Park City Council in holding the school district accountable for the responsible allocation of our sales tax money. It is imperative that the community remains vigilant and engaged in ensuring fiscal transparency and accountability within our local institutions.

Matt Gawlowski, Woodland Park

’23-24 enrollment numbers

The CDE published enrollment data for the current ’23-24 school year on their website; Woodland Park RE-2 enrollment is down from 2122 last year to 2015 this year, a -5.04% decrease and loss of 107 students. 554 Woodland Park kids are choosing to go to school outside of this district, up from 473 last year. While most of those kids are opting in to Manitou Springs (173), another big winner was Ken Witt’s ERBOCES, which attracted 96 Woodland Park students (presumably, online school?). Woodland Park also saw more students opting IN to the district from other districts, up from 210 last year to 259 this year. The net loss of the district was 295 students, versus 263 the previous school year.