A FEASIBLITY STUDY FOR THE PURPOSE OF CONSOLIDATION OF THE BROCTON CENTRAL SCHOOL DISTRICT

AND THE WESTFIELD ACADEMY AND CENTRAL SCHOOL DISTRICT

Western New York Educational Service Council 222 Baldy Hall – University at Buffalo

Buffalo, New York 14260 (716) 645-2932

www.wnyesc.org

Robert Christmann, Executive Director 2013

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List of Tables

Page No. Table I-1: Number of School Districts from 1920 – 2013 . . . . . . . . . . . . . 11

Table I-2: Survey Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Table 2-1: Brocton Westfield Merger Study Focus Group Schedule . . . . 19

Table 2-2: Focus Group Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Table 3-1: General Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Table 3-2: Population Birth -17. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Table 3-3: Ethnic Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Table 3-4: Household Size and Median Income. . . . . . . . . . . . . . . . . . . . . 27

Table 3-5: Occupation Area. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Table 4-1: Brocton Enrollment Projections. . . . . . . . . . . . . . . . . . . . . . . . . 35

Table 4-2: Westfield Enrollment Projections. . . . . . . . . . . . . . . . . . . . . . . . 36

Table 4-3: Brocton/Westfield Enrollment Projections. . . . . . . . . . . . . . . . . 37

Table 5-1: Grade Configurations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Table 5-2: Daily Elementary School Schedules. . . . . . . . . . . . . . . . . . . . . . 40

Table 5-3: Elementary Sections/Section Sizes. . . . . . . . . . . . . . . . . . . . . . . 41

Table 5-4: Elementary Special Subject Areas. . . . . . . . . . . . . . . . . . . . . . . . 41

Table 5-5: Elementary Text Books/Series. . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Table 5-6: Student Achievement Data, NYS Test Data K-5 for 2012. . . . . . 43

Table 5-7: Daily Secondary School Schedules. . . . . . . . . . . . . . . . . . . . . . . . 44

Table 5-8: Average Class Sizes in Brocton Grades 6-8. . . . . . . . . . . . . . . . . . 45

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Table 5-9: Average Class Sizes in Westfield Grades 6-8. . . . . . . . . . . . . . . . 45

Table 5-10: Student Achievement Data, NYS Test Data 6-8 for 2012. . . . . . . . 46

Table 5-11: High School Course Offerings 2012-2013 English, Social Studies, Foreign Language. . . . . . . . . . . . . . . . . . . 47

Table 5-12: High School Course Offerings 2012-2013 Math and Science. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Table 5-13: High School Course Offerings 2012-2013 Art, Music, Health, electives, Alternative Education. . . . . . . . . . . . 49

Table 5-14: High School Course Offerings 2012-2013 BOCES Career and Tech. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Table 5-15: Brocton Alternative Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Table 5-16: Westfield In-District Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Table 5-17: CTE Enrollment at BOCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Table 5-18: Extracurricular Activities Comparison . . . . . . . . . . . . . . . . . . . . . . 54

Table 5-19: Athletic Programs Comparison. . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Table 5-20: Academic Program Cuts for Brocton and Westfield. . . . . . . . . . . . 58

Table 5-21: Brocton Westfield Feasibility Study Technology. . . . . . . . . . . . . . 59

Table 5-22: 2012 Regents Results, Grades 9-12 January, June, August Administrations. . . . . . . . . . . . . . . . . . . . . . 61

Table 5-23: Suspensions/Attendance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Table 5-24: High School Graduation Data 2012 (2008 Cohort). . . . . . . . . . . . . 62

Table 5-25: 2012 Graduate Plans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Table 5-26: Post Graduate Outcomes – 2011. . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Table 5-27: Special Education, 504 and Other Student Placement Data. . . . . . . 65

Table 6-1: Brocton-Westfield Ten Year Budget Vote Results. . . . . . . . . . . . . . 69

Table 6-2: Fund Balances 2007-2017. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

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Table 6-3: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Table 6-4: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

Table 6-5: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Table 6-6: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Table 6-7: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Table 6-8: Total (Reserved and Unreserved) Fund Balance. . . . . . . . . . . . . . . . 77

Table 6-9: State Aid Per Enrolled Pupil. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Table 6-10 Full Value Per Enrolled Pupil. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Table 6-11: Expenses Per Enrolled Pupil. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Table 6-12: Historical and Projected Full Value Tax Rates. . . . . . . . . . . . . . . . . 81

Table 6-13: New York State Merger Incentive Aid. . . . . . . . . . . . . . . . . . . . . . . 83

Table 6-14: General Formula Aid Output Report. . . . . . . . . . . . . . . . . . . . . . . . . 84

Table 6-15: Estimated Operating Incentive Aid. . . . . . . . . . . . . . . . . . . . . . . . . 85

Table 6-16: Estimated 14 Year Merger Operating Incentive Aid. . . . . . . . . . . . . 86

Table 6-17: State Aid Incentive to Merged Districts. . . . . . . . . . . . . . . . . . . . . . 87

Table 6-18: Brocton Central School District Current Debt Service. . . . . . . . . . . 88

Table 6-19: Westfield Central School district Current Debt Service. . . . . . . . . . 89

Table 7-1: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Table 7-2: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Table 7-3: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Table 7-4: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Table 8-1: Brocton Central (2008)* and Westfield Academy (2011)* . . . . . . . 100

Table 8-2: Brocton Art Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

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Table 8-3: Westfield Art Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Table 8-4: Brocton Music Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Table 8-5: Westfield Music Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

Table 8-6: Physical Education Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Table 8-7: Facilities Operation and Maintenance. . . . . . . . . . . . . . . . . . . . . . . 108

Table 9-1: Brocton and Westfield Teacher Contract Comparison. . . . . . . . . . . .113

Table 9-2: Teacher Salary Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120

Table 9-3: Teacher Salary Schedule w/ Master’s Degree. . . . . . . . . . . . . . . . . 121

Table 9-4: Teacher Co-Curricular Salary Schedule. . . . . . . . . . . . . . . . . . . . . . 121

Table 9-5: Athletic Stipends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122

Table 9-6: Teacher Assistants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123

Table 9-7: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Table 9-8: Teacher Aides. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Table 9-9: Clerical. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133

Table 9-10: Custodians, Cleaners and Other Support Staff. . . . . . . . . . . . . . . . . 133

Table 9-11A: Bus Drivers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

Table 9-11B: Bus Monitors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

Table 9-11C: Bus Mechanics Helper. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

Table 9-12: Food Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

Table 9-13: Superintendent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Table 9-14: Business Official. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138

Table 9-15: Secondary Principal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .140

Table 9-16: Elementary Principal/Special Ed. Director. . . . . . . . . . . . . . . . . . . . 141

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Table 9-17: Head Custodian. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Table 9-18: Transportation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

Table 9-19: Senior Building Maintenance Mechanic . . . . . . . . . . . . . . . . . . . . . 144

Table 9-20: School Nurse. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

Table 9-21: Cook Manager. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145

Table 10-1: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147

Table 10-2: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

Table 10-3: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149

Table 10-4: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150

Table 10-5: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Table 10-6: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

Table 10-7: Brocton Westfield Staffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154

Table 10-8: Administrative Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155

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Acknowledgements

We’d like to express our deep appreciation to the many people whose guidance and

support allowed this study to proceed. We would first like to thank Thomas DeJoe and all the

members of the Brocton Board of Education, as well as Jeffrey Greabell and the members of the

Westfield Board of Education, including Steve Cochran who attended most of the focus group

and District Advisory Committee meetings. The Boards’ willingness to seek such a study can

only be seen as a positive response to a statewide and community-wide concern for quality

education systems provided within a manageable tax structure.

The support of Erie 2-Chautauqua-Cattaraugus BOCES District Superintendent Dr.

David O’Rourke and Assistant Superintendent John O’Connor was invaluable to our work. They

attended committee meetings and provided guidance to us whenever requested.

A special thanks to both superintendents, John Hertlein from Brocton and David Davison

from Westfield for all of their time and effort in supporting and facilitating the implementation

of this study. They provided our team strong leadership as the study progressed, and they

enlisted the support of their business officials, Betty DeLand (Brocton) and Al Holbrook

(Westfield); their principals, Jason Delcamp and Sandy Olson (Brocton) and Ivana Hite and

Shanda DuClon (Westfield) to gather and report vast amounts of data. We are also grateful to

CSE Chairman Heath Forrester (W); Technology Directors Bill Henris (B) and Lynn Manzella

(W); Athletic Directors Marie Persch (B) and Jake Hitchcock (W); Director of Transportation

Ken Roberts (B) and Head of Transportation Pete Hoitnik (W); Director of Maintenance Art

Miller (B) and Senior Building Maintenance Mechanic Leon Hoesel (W); Food Service

Manager Patty Benton (B) and Cafeteria Manager Wendy Schrader (W); guidance counselors

Robert Wright (B) and Scott Cooper and Amy Brinkley (W); Brocton Teacher Association

President Karen McIntyre and Westfield Teacher Association President Karen Belcher; CSEA

Union President Carl Tresler (B) and Instructional Support Representative Val Gelsimino (W);

Teamster President Paul Farnham (B). Finally, let us recognize the unique services that are

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provided by the District Office secretaries in each district, Linda Miller (B) and Tina Winslow

(W), without whose assistance we could not have completed many of the reports within this

study document.

We were very impressed by the work of the District Advisory Committee, comprised of

12 members from each district, listed below. They were thoughtful, insightful and committed to

the best interests of students and their communities throughout the entire process. Based on their

collective wisdom and guidance, we were able to create our recommendations with a better sense

of the communities in which they live.

District Advisory Committee Members

Brocton Westfield Sharon Hosmer Dawn Betts Neil Huber Pete Holt Beth Jagoda Dawn Hunt Doug Kaltenbach Deanne Manzella Larry McFadden Maria Resnick Malinda McGuinn Chad Schofield Mike McIntyre Jim Tennies Tyler Pett Kim Underwood Gary Planty Mike VandeVelde Paul Siragusa Mark Winslow Connor Dolce Bryce Bentham Makayla Weaver Lindsey Bennett Alternates Alternates Veronica Paden Don McCord Bill Westin

 

We would also like to thank the many members of the Brocton and Westfield

communities who took the time to attend the numerous and varied Focus Group meetings that

were held in both districts. The time they took to express their opinions was very helpful in the

completion of this project.

We also wish to recognize the NYS Department of Health for providing the necessary

current live birth data by school district to complete our enrollment projections. We are also

grateful to Roy McMaster of Capital Marketing Advisory, LLC, for all his work in analyzing and

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interpreting the large volume of financial detail for the merger aid reports, a critical component

of this study.

Without the extensive expertise of Suzanne Spear at the New York State Education

Department there would be no study. She provided ongoing direction to us, answered all our

questions and shared with us critically important information to make certain that we have

complied with all the state requirements for this study. Her high standards for quality work

required us always to do our very best thinking on behalf of students and community members.

Finally, the consultant team would like to thank Diane Chodan of The Observer and the

Westfield Republican for her fair reporting of every meeting held by the boards of education,

District Advisory Committee and focus groups. Her time commitment was extensive in assuring

that the reporting was accurate, understandable and widely communicated. 

 

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Introduction

As the Brocton Central School District and Westfield Academy and School District

consider the issue of consolidating the two school districts, a history and background of this

process may prove beneficial.

A century ago in Western New York alone over 1500 school districts were functioning in

the eight county region. Each district averaged 4 square miles in which children walked to

school. Nearly all were one room school houses.

Table I-1: NUMBER OF SCHOOL DISTRICTS from 1920 – 2013

WNY NYS 1920 1549 9118 1940 1060 1952 395 1962 130 2013 98 697

The Evolution of School Districts

Now school districts are far more centralized with district crossing municipal and even

county boundaries. A number of forces prompted and enabled the pooling of students into larger

districts including greater expectations for quality and comprehensiveness, higher state education

standards and falling enrollments in rural communities.

It wasn’t until 1925 when the NYS Legislature authorized additional state aid for

operating expenses, transportation and construction that the consolidation movement gained

traction. As districts struggled financially in the aftermath of the 1929 stock market crash, voters

approved far more mergers.

Relatively few mergers have happened in the last 50 years. Most have been mergers

between existing central school districts. Western New York now has 98 school districts

averaging 66 square miles each.

 

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Why Consolidate Today?

While school district boundaries have been largely static, the issue of consolidation is

frequently debated. What can be gained? Arguments for centralization revolve around two

benefits supported by data. They are cost savings through economies of scale and greater equity

through expanded educational opportunities for students. In a study of recent mergers in New

York State, it was determined that mergers of districts under 1000 students had the biggest

savings potential. Almost any merger will have costs related to the necessary changes when

moving from two districts into a single district, but the expanded state aid structure is designed to

address those costs.

Size matters for secondary schools. A larger student enrollment is needed to maintain

quality academic programs for students and to optimize faculty assignments. The logic of

“critical mass” still applies in 2013 and research suggests that high schools with 600-900

students are better learning environments than are smaller or larger settings, summarized in the

policy brief “School Limits: Probing the Boundaries of Public Education”, by the SUNYAB

Regional Institute. Consolidation can broaden opportunities for students in smaller districts by

the expansion of curricula and programs. Separate, but related to the above finding on high

schools, is the research from the same policy brief that concludes that small districts, especially

those under 1000 students, gain the most from merging and suffer the most from not. In addition

to struggling with shallow tax bases and lower secondary enrollments, smaller districts suffer

diseconomies of scale that result in higher cost per pupil in several areas including

administration.

Each merger is unique and requires critical decisions about facilities, staffing,

transportation, programs, contracts, and other areas to determine the full cost implications.

However a final conclusion found in the above policy study research of pre and post-merger

costs at rural schools in New York State suggests that significant cost savings can be expected.

The study estimates that merging two 900 student districts can result in annual per pupil costs

that are 20% lower than costs in similar districts that do not merge. These savings rise to 31%

when merging two 300 student districts and fall to 14% when merging two 1500 student districts.

 

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The current enrollment in the Brocton Central School District is 534 students, with the Westfield

Academy and Central School District at 723 students.

In a recent survey of New York State School Districts superintendents were asked,

“When, if at any time, does your district anticipate that it will no longer pay its bills?” The

results were compiled from 297 respondents out of 697 school districts.

Table I-2: SURVEY RESPONSES

TIME FRAME NUMBER AND PERCENT TOTAL DISTRICTS Within 1 Year

(2013-14) 35 Districts - 5% 35

Within 2 Years (2014-15)

119 Districts - 17% 154

Within 3 Years (2015-16)

119 Districts - 17% 273

Which were the most positive factors in achieving a successful merger of school

districts? The following aspects, when similar, increase a possible positive merger outcome:

similar tax rates, school cultures, enrollments and demographics. As you will read in the

following chapters, all of these areas are similar in the two districts.

The Merger Process 

When the merger study has been completed, it will be reviewed initially by the New York

State Education Department. Following SED approval of the report, presentations by the

consultants will be made to the two boards of education. There will be numerous opportunities

for questions to be asked and answered, along with a lengthy and open comment period. Both

boards of education will take the time to deliberate about this report, prior to making their

decision about if and how to proceed in the best interests of the districts they were elected to

represent.

Should both boards move forward to conduct a “straw vote” which subsequently is

approved, the New York State Commissioner of Education will call for a formal referendum for

the residents of both districts. At this same time, the public will also vote on whether there will

be 5, 7, or 9 members on the new board of education, should the merger vote be successful in

 

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both districts. Voters would also need to decide the length of each term of office to be 3, 4, or 5

years. If the merger vote is successful in both districts, the votes on these two propositions

regarding the board of education structure will be combined from both districts with the results

of the total tally prevailing.

Within a year and a day, a second vote on reorganization may be held. If the first vote

failed in only one of the districts, it is possible that only that district will need to hold a second

vote with the positive from the other district remaining valid.

Once a Board of Education is elected it is empowered with all of the authority and

responsibility of any other school district board of education to oversee the operations of the new

district. A merged school district inherits all the property of the previous two school districts, as

well as many of the contractual obligations that existed in both of the previous districts. New

centralized school districts come into formal operation in July 1 of any given year. The

consultants are quite confident, based on our extensive work in both districts with residents,

school staff and the leadership demonstrated in both districts by the boards of education and

central office staff, these steps can be accomplished for a new school district to begin on July 1,

2014.

 

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Chapter 1

Purpose of the Study

The Brocton Central School District and Westfield Academy and Central School District

wish to determine if the reorganization (merger) of their two districts will provide enhanced

educational opportunities and, at the same time, increase efficiencies and lower costs for their

overall operations through this reorganization. The study will identify potential savings,

educational opportunities, management improvements and benefits to the communities that these

districts serve.

The Brocton and Westfield School Districts have a history of good stewardship of public

resources as evidenced by the support given them by their communities. However, good school

districts, just like businesses and individuals, have had to reduce expenditures for staff, student

programs and general operations to deal with financial problems at the local, state and national

levels. Concerns about funding local school districts have existed for at least five years and are

expected to continue for the foreseeable future.

With state aid revenues being either flat or only slightly increased each year, it is

projected that school district expenditure reductions will need to continue in order to offset these

declining revenues. It is believed by the boards of education of these two school districts that

local community members are increasingly unable to shoulder the burden of the shortfall in state

aid through increased property taxes.

In addition, with the passage of Chapter 97 of the 2011 Law (Part A – Property Tax Cap),

there is now a tax levy limit imposed by the New York State legislature. School districts’ boards

of education are understandably reluctant to go beyond that cap because a successful budget vote

would then require a 60% approval rate. Failing that, they would have to resort to a contingency

budget taking them back to the prior year’s tax levy if a second vote failed.

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Particularly for upstate more rural school districts, it is becoming increasingly difficult to

maintain even the most basic of school programs for students within the fiscal constraints

described above. Both of these districts have been forced to make expenditure reductions that

have negatively impacted the program opportunities available to their students. Indeed, for both

the short and long term, the financial forecast for upstate school districts is not a positive one.

In June 2012, the Brocton and Westfield boards of education expressed an interest in

pursuing a study to examine the merger of their respective districts. Both districts sought

approval from the New York State Education Department to begin the study process. In August,

2012, the boards selected the Western New York Educational Service Council (WNYESC) to

conduct the study. This organization has a long history of completing quality studies on the

advisability of school reorganizations. Each board selected twelve representatives each to form a

joint committee of twenty four individuals. The purpose of the District Advisory Committee was

twofold: to offer assistance to the consultants as they proceeded in their process to develop

recommendations and to serve as key communicators back to their communities.

In August 2012 the formal work of the consultants began with a joint board of education

meeting, followed by many focus group meetings, and then, by an initial session of the District

Advisory Committee in October 2012.

This report represents the culmination of hundreds of hours of meetings and planning

sessions and offers an overview of each district in the essential areas of operation when a merger

is being considered. These areas include enrollment and enrollment projections; programs

(academic, extracurricular, and athletic); facilities; finances; transportation; and staffing patterns

including employee contracts. This report also contains our recommendations for consideration

by a new board of education should the residents of both the Brocton and Westfield School

Districts ultimately approve a merger.

In conducting our study, we examined data over at least the past five years. This study

reflects both the data from that past period as well as the current 2012-13 school year. While it is

clear that conditions evolve, both boards of education can use this study as a foundation for

future discussions and long range planning.

17

Chapter 2

Methodology and Qualitative Data Findings

Most merger feasibility studies combine interviews with school staff members, analysis

of large quantities of data, and involvement of community members through advisory

committees. In addition to those components, in this study, we added focus group meetings as a

means to inform the public about the current status of the districts in terms of enrollments,

finances, and community demographics, and to gather perception data that was then analyzed to

determine initial community perceptions about merging the two school districts.

Interviews

All leaders in both districts were interviewed during October, and some again in January

using a standardized interview format that can be found below. The members of the WNYESC

study team used the information provided to gain an insider’s view of each district. The

interview schedules can be found in Appendix C.

A brief summary of findings indicates that school district insiders realize the gravity of

the financial status of both districts. They also understand that opportunities for students are

Brocton-Westfield Merger Study Questionnaire Name: Position: Years in Position: Background Information:

A. What are your major job functions and responsibilities?

B. What functions in your department do you view as currently operating at a high

efficiency level?

C. What functions do you view as having potential for increased efficiencies through

consolidation or new models?

D. What possibilities do you see for new models and increased efficiencies if the

districts were merged?

E. What do you view as positive outcomes of possible consolidations and/or merging

with another district?

F. What are your concerns about possible consolidations and/or merging with another

district?

G. Are there any other aspects of increased efficiencies that you would like us to

consider?

18

shrinking in spite of increased demands on graduates. They shared concerns about staff

reductions, changes in contractual benefits, and loss of current school identity if merged.

District Advisory Committee

Each board of education solicited members for the District Advisory Committee. They

then reviewed the applicant pool and appointed a total of twelve members each, which included

two students from each high school as a part of the team of twelve from that district. The

committee of twenty-four met with the WNYESC study team five times during the study period

to verify and analyze the data provided to them, to provide their own ideas for the merger study,

and to add their perceptions to guide the team in writing the final report.

The District Advisory Committee members in both districts proved to be extremely

conscientious and engaged in their work, and emerged from the study process as well-informed

citizens who have the potential of guiding the next steps should the boards of education decide to

proceed with the merger process. The WNYESC study team has been highly impressed with

committee members’ dedication to their school communities, and to the importance of a quality

education for all students at a cost that taxpayers can afford.

Agendas and meeting notes can be found in Appendix B.

Focus Groups

A focus group is a “form of qualitative research in which a group of people are asked

about their perceptions, opinions, beliefs, and attitudes towards a product, service, concept,

advertisement, idea, or packaging.” [1]

(http://en.wikipedia.org/wiki/Focus_group#cite_note)

Questions are asked in an interactive group setting where participants are free to talk with other

group members. The WNYESC study team who conducted focus group sessions were careful

not to interject their own thoughts or opinions during the course of the questioning, thus allowing

a full expression of ideas from the school communities. Different sets of questions were used,

for each of the 3 groups listed below:

1. For student groups

2. For top taxpayers

3. For all other groups

19

All can be found in Appendix E.

Focus group meetings/interviews served a second purpose in Brocton and Westfield.

They allowed the WNYESC study team to present vital information relative to the work being

done to all who attended the focus group sessions. A PowerPoint presentation or copies of a

print-out of the presentation was used at each meeting so that each group received the same

information about community demographics, current and projected enrollments and the financial

outlook for each district if no merger occurs. (See Appendix D for information provided.) A total

of nineteen focus group meetings were held, following the schedule below.

Name of Group Date and Time Location

Brocton Senior Citizens Oct. 29: 12:45pm Brocton Senior Citizens

Center

Brocton & Westfield

Agriculture Group

Nov. 1: 4pm Westfield

Brocton Students Nov. 8: 1:50pm Brocton High School

Auditorium

Brocton Secondary

Faculty & Support Staff

Nov. 8: 2:30pm Brocton High School

Auditorium

Brocton Elementary

Faculty & Support Staff

Nov. 8: 3:30pm Brocton High School

Auditorium

Brocton Boosters Nov. 8: 6pm Brocton High School

Auditorium

Brocton Parents Nov. 8: 7pm Brocton High School

Auditorium

Westfield Students Nov. 1: 1:45pm Westfield Large Group

Instruction Room

Westfield Secondary

Faculty& Support Staff

Nov. 1: 3:15pm Westfield Large Group

Instruction Room

Westfield Elementary

Faculty & Support Staff

Nov. 1: 3:15pm Westfield Large Group

Instruction Room

Westfield Support Staff Nov. 1: 4:30pm Westfield Large Group

Instruction Room

Westfield Parents of

Athletes

Nov. 1: 6pm Westfield Auditorium

Westfield Parents Nov. 1: 7pm Westfield Auditorium

Top Taxpayers

(Brocton &Westfield)

Nov. 19 – 5pm Westfield Large Group

Instruction Room

Westfield Senior

Citizens

Nov. 8: 12:30pm Westfield YWCA

20

Brocton Community

Members

Nov. 14: 7pm Brocton High School

Auditorium

Westfield Community

Members

Nov. 19: 7pm Westfield - Auditorium

Brocton & Westfield

Community Leaders

Nov. 19: 6pm

Westfield – Large Group

Instruction Room

Westfield Parents of

Athletes, Art & Music

Students

Nov. 26: 7pm Westfield Auditorium

The two superintendents, John Hertlein (Brocton) and David Davison (Westfield) made

stellar efforts to publicize the focus groups. They both distributed information about focus group

meetings to parents, students, faculty, support staff, and booster organizations. They posted

meeting dates on their websites and on the electronic signs in front of the schools; used their

robo-call systems to leave phone messages in the students’ homes; and sent letters home with

students to alert parents to the meetings. They also announced meetings at all functions that

parents attended during the fall.

In addition, Marilyn Kurzawa, a WNYESC study team member, advertised the

Community Group meeting in the Fredonia and Westfield Penny Savers; wrote articles for the 3

newspapers (The Observer, Westfield Republican, Jamestown Post-Journal); and asked the local

AM radio station (WDOE) to present meeting dates on the air. Thomas Schmidt, another

WNYESC study team member, contacted the Grape Growers Cooperative to request that this

group be notified of a special meeting for its members, and attendance at that focus group

session was significant. Mr. Schmidt also contacted both communities’ senior citizen groups to

arrange meetings with their members. David Kurzawa, a third WNYESC study team member,

contacted the Westfield Development Corporation and the Westfield Chamber of Commerce to

invite members to a community leader focus group. Brocton has no such groups that Mr.

Kurzawa could contact. Community leaders, including mayors and supervisors from each town

and village and leaders of service organizations such as Rotary and Kiwanis were invited to

attend the community leader focus group. Mr. Christmann contacted a large number of business

leaders in both districts. Top taxpayers from each community were invited via a mailed

invitation to attend a session for this category. Below is a chart listing attendance at the meetings.

21

Table 2.2

Focus Group Meetings

Brocton Westfield

Boosters 18 Parents of Athletes, Musicians,

Artists - 11/1; 11/26

7; 11

Community 18 Community 17

Faculty – Secondary 13 Faculty (includes 4 support staff) 26

Faculty – Elementary 1

Senior Citizens 40 Senior Citizens 35

Support Staff 8 Support Staff 4

Students 51 Students 36

Parents 26 Parents 25

TOTALS 175 161

Combined Groups

Community Leaders 1

Agricultural Leaders 15

Top Taxpayers 1

GRAND TOTAL 353

Summary of Findings

Points of Pride:

Brocton: “The building itself and its architecture; the school newspaper is nationally

ranked; JCC credit-bearing courses; laptops for secondary students; the new building

project; quality of faculty and staff; positive results after graduation; student participation

in school activities; special education graduation rate; faculty rapport with students;

chemistry department”

Westfield: “Music, sports, art, science, academics; great teachers, lots of students who

have been successful after graduation; the graduation rate; Regents scores are high for

Chautauqua County; “We the People”; faculty rapport with students; JCC credit courses;

participation in school activities”

Concerns expressed in both communities:

“Higher class sizes; shrinking programs and higher taxes; the cutting of staff and fewer

electives; loss of program offerings, extra-curricular activities and sports; cost of

22

educational opportunities; we pay more, but we get less; the economic impact on the

whole community if the districts merge; professional people are not moving into the

district, but less economically advantaged people are; students need more advanced

classes”

Pros of a Merger:

“More opportunities for student programs and for student interaction; cost savings; fiscal

efficiencies; more programs; improved programs; stronger sports and extra-curricular

programs; possibly 14 years of incentive aid and time to see the economy improve;

incentive aid to support programs, tax reductions, and reserves as well as building

construction aid; a new history to create; better sports and exercise facilities; more

diversity and more people like you in a class; no problem for students to merge (We

already have merged sports teams); economy of size; attract new families for better

schools; reinstate programs and enhance offerings; financial stability and lower taxes; can

offer more AP and remedial programs; the communities are already very much alike”

Cons of a Merger:

“Transportation and its expense; perceived loss of identity; loss of jobs/staff; more

competition for playing on sports teams and for rankings in class (viewed as a positive by

some); the Brocton building is 10% of the village’s utilities’ budget, so closing it would

have a dramatic impact on the village; more transportation time would be bad for small

kids; not knowing if this is the answer and then finding ourselves in the same situation we

are now; reuse of unneeded buildings”

Notable Comments:

“It’s the first time (for a merger study) where the communities are more or less equal.”

“Changing times dictate changing everything.”

“The quality of schools makes a difference in home sales.”

“Don’t take 2 small poor districts and create a larger poor district.”

23

Student Comments:

The high school students from Brocton and Westfield were selected by the two school

superintendents and were interviewed during the school day. As with the adults we interviewed,

the Brocton students cited the architecture of their school as a point of pride. Students from the

two districts differed in the courses they like, but they agreed that they want more opportunities

in academics, sports and extra-curricular activities. Currently, all students said that they are in

classes with fewer than 18 students, and almost all would prefer fewer teachers in order to gain

access to more electives. ALL students interviewed said that they sought greater academic

challenge and more social interactions that would come with a larger student body.

This perception data has allowed the WNYESC team to better understand what it is that

makes each community unique and special.

Quantitative Data Analysis

Throughout this merger study report, the reader will find numerous references to the data

gathered and analyzed for this report, as well as many tables, spreadsheets, and graphs

demonstrating the current and projected status of the two school districts and their communities,

as well as projections for a consolidated district. All of the data was gathered with the

outstanding cooperation of the two business officials, Betty Deland, Brocton, and Al Holbrook,

Westfield. Their figures and reports were used to display the current financial status of the

districts. The services of Roy McMasters, Capital Marketing Advisory, LLC were used to gather

the most updated figures for projections for a consolidated district.

U.S. Census Bureau figures were used for some of the demographic information, and this

was supplemented by NYS Rural Schools Association’s data for additional community

demographics and ProximityOne.com, a website for NYS school district demographic profiles.

Enrollment projections were made using the cohort survival method, based on current

school enrollments and school district live birth data provided by the NYS Health Department.

24

Each district’s transportation supervisor provided transportation data, and Chautauqua

County school district maps were derived from Chautauqua County’s website of GIS

(Geographic Information System) maps.

Habiterra Associates provided site maps, building plans, and building capacity numbers

for Westfield Academy and School District, while Sandburg and Associates provided the same

information for Brocton Central School District. They also shared the Five Year Facility Plans

for each district.

Student achievement data, graduation and post-graduation data were all derived from the

NYSED data warehouse and from the NYS School Report Cards. Guidance counselors in each

district provided information about students attending BOCES and alternative education

programs, as well as JCC programs. Special education directors (who are also elementary

principals) compiled information about their programs, and high school principals helped with

information about courses and extra-curricular programs offered and those that have been

eliminated. Each district’s athletic director provided information about the current status of

athletics programs and sports and physical education facilities in each district. Art and music

staff members assisted in the completion of facilities reports for those two areas.

The two superintendents were the most burdened by the compilation of all of the data

since they either had to direct others to gather it for the study team, or they had to compile it

themselves. Each district is very thinly staffed administratively, and when there was no one else

to turn to for data, the superintendents pitched in to provide it. It was truly a great effort on both

their parts to do all that we requested for this study.

25

Chapter 3

Background and Demographics

The Brocton Central School District and the Westfield Academy and Central School

District are both located in Chautauqua County, near the state line with Pennsylvania,

approximately sixty miles south of Buffalo. The districts are rural in nature and are communities

where the school buildings serve as the center of activities.

There are several important businesses and business-related groups in both districts.

Better Baked Foods, Westfield Memorial Hospital, Grape Growers Association, Welch’s Foods,

Renold Inc., and Service Master can be found in Westfield. In Brocton, there are facilities for

Don Frame Trucking, Graphic Technology Group, Jamestown Plastics, and the Lakeview Shock

Incarceration Correctional Facility.

From an economic perspective, there are differences between the two communities with

more business activity to be found in Brocton. In common there is a grape growing industry with

wineries that are among the best in New York State. The local pride in the quality associated

with these businesses is well deserved.

Both districts are components of the Erie 2 Chautauqua Cattaraugus BOCES. One of the

Brocton Board of Education members also serves on the BOCES Board of Education. That same

board member is also a Chautauqua County legislator.

Brocton and Westfield Demographics

The Brocton and Westfield school districts are very similar in the comparison of their

respective communities. Both of these districts are located along the Route 5 and Route 20

corridor on the Lake Erie shoreline. The following information is derived from ProximityOne

Website Resources and Cornell University.

26

The general population of both districts decreased between the years 2000 and 2010 as

seen in Table 3-1.

Table 3-1

General Population

Population

2000

Population

2010

Change Percent

Change

Brocton 5404 4784 -620 -11.5

Westfield 5509 5095 -414 -7.5

In Tables 3-1 and 3-2 the reader can see the major population decrease in both school

districts in the past ten years. The birth to seventeen population decline over those ten years is

significant, with Brocton losing 12.5% and Westfield losing almost twice that number at 25.1%.

The population of children between the ages of birth to seventeen decreased in both

districts between the years 2000 and 2010 as shown in Table 3-2.

Table 3-2

Population Birth -17

Age 0-17

Population

2000

Age 0-17

Population

2010

Change Percent

Change

Brocton 1130 984 -146 -12.9

Westfield 1396 1046 -350 -25.1

The population of the communities in 2009, broken down into ethnicities, is as shown in

Table 3-3.

27

Table 3-3

Ethnic Population

As of 2010 BROCTON WESTFIELD

White 88% 97%

Black 7.7% 0.7%

American Indian 0.4% 0.1%

Asian 0.4% 0.4%

Other Race 2.1% 0.6%

2 or more 1.4% 1.1%

The communities are also similar as shown in Table 3-4. This table compares the total

household size, average family size, family household size, households with children under 18

years of age, and median household incomes in both districts.

The Advisory Committee noted many of the similarities of the Brocton and Westfield

districts in both family and household makeup, which is found in Table 3-4. Even though

Westfield is slightly larger, the difference between it and Brocton is negligible when looking at

family size, the percentage of family households, percentage of families with children under the

age of eighteen and the median household income. Also significant are the income levels in both

districts. There seems to be an unspoken perception that Westfield residents have a higher

income level than households in Brocton, but that is not the case according to the latest figures

from Business First as shown below.

Table 3-4

Household Size and Median Income

As of 2010 BROCTON WESTFIELD

Total Households 1,610 2,122

Average Family Size 2.99 2.89

Family Households 1,069 (66.4%) 1361 (64.1%)

Families w/children under 18 450 (28%) 502 (23.7)

Median Household Income $39,941 $39,188

Income below $50K 56.9% 66.8%

Income above $100K 10.3% 8.0% Resident median income in the two districts is virtually identical.

28

Table 3-5 examines the occupation areas of the employed population in the Brocton and

Westfield School Districts.

Table 3-5

Occupation Areas

As of 2009 BROCTON WESTFIELD

Management and Professional 29.2% 28.4%

Service 16.7% 18.0%

Sales and Office 21.0% 24.8%

Farming, Fishing & Forestry 2.5% 0.1%

Construction and Maintenance 8.3% 14.2%

Production and Transportation 22.2% 14.5%

It should also be pointed out that when looking at the occupation areas of the employed

population in both districts that the largest area of employment, the Management and

Professional category, is the same.

History of Brocton Schools

Settled in the early 1800’s near neighboring Portland, Brocton received its first post

office in 1834 and the name of Salem Cross Roads, a name pulled from a hat. In 1857, the

village and post office were renamed Brocton because of confusion with another village of

Salem in the state. (Two hotel owners named Brockway and Minton blended their names to

form Brocton.)

The village was incorporated in 1894. It was a prosperous community, with thriving

businesses, fire departments and hotels. In 1905, a fire destroyed most of the business district,

which was rebuilt.

Surrounded by vineyards and close to Lake Erie, Brocton is described as a bedroom

community, with a population above 1,000, according to the historical book, Brocton and

Portland, published in 2007 by Edward Kurtz.

The historical arches at the center of town are a source of pride to the community,

although currently under repair. A state park, prison, college lodge and a cluster of churches are

29

within a few miles of Brocton, and the school on Main Street has been a center of the community

since it was built in 1939.

Prior to the 1939 centralization, numerous schools served the area, beginning with the

first school, dedicated in 1810. It was a log cabin built on the property of Captain James Dunn.

A string of other schools followed through the years, with several fires and additions to the

buildings. As the population grew, schools were added. In 1887, the Brocton Union School was

built, with several additions as needed. This building was used until the Brocton Central School

was constructed in 1939, which has been expanded to accommodate growth. “It is a school that

the community is very proud of,” according to Kurtz.

More specific details about school history may be found in the Brocton Central School

commemorative issue, published in 1989. According to this source, “There were fifteen districts

in Portland and Pomfret that became known as Brocton Union School in 1939. Due to the

increasing number of students and the Federal Government’s consideration for appropriation for

public works, a need for centralization arose. At that time, the district had 672 students. One

reason for centralization is that it was a poor practice to keep a few students at an individual

school when economically it would cost less to consolidate them. Also, centralization spread the

tax support over the whole district which would tend to lower taxes.

“Portland residents were not going to centralize unless their children were to be

transported, as they had no sidewalks and Brocton residents were not going to let their children

walk if Portland did not. There were also some concerns over loyalties as many Portland

students had gone to Westfield and did not feel a loyalty to Brocton. There was considerable

controversy over transportation and allegiance to the newly created district but the controversy

was always eventually ironed out. Centralization would guarantee students within the district a

more varied and complete education.”

“Through the efforts of the State Education Department, a vote was set up in the district.

The election was held on August 24, 1938, which resulted in the plan being carried 157 to 152.

The election of a new school board immediately followed….”

30

Students were moved into the new building in February 1940. The building was

designed with a combination of English and Early American themes. The architectural tradition

was linked with historic Oxford University.

The building has been renovated through the years, with more classrooms than the

original forty-five. The enrollment was at 967 in 1994, according to the Brocton Centennial

booklet, edited by David Travis.

In 2005, a capital project was completed that added 22 new classrooms, a distance

learning center and state of the art science laboratories. Significant alternations were made to

improve accessibility to various instructional areas and to the building itself. A new gymnasium

and extensive improvements to athletic facilities were included. The historic character and

architecture of the building is retained.

In 2011, Brocton undertook a $16,000,000 renovation project to upgrade facilities in the

guidance, high school/middle school library, the heating and cooling systems, cafeterias,

electrical wiring, restrooms, music facilities, and outdoor lighting; and to add security cameras

and replace windows; to enhance technology accessibility; to renovate the swimming pool; and

to install energy management equipment.

History of Westfield Schools

The first Europeans to visit Westfield were French explorers interested in finding a water

route between the Great Lakes and Ohio River systems.

The first European settlers came to Westfield in 1802. The early village was known as the

“Cross Roads” because it lay at the intersection of the Portage Trail and the road between

Buffalo, New York and Erie, Pennsylvania.

31

Chautauqua County at that time was blanketed with great hardwood forests and the first

industry in Westfield arose to process this timber as it was cleared to create farmland. The main

products were pot and pearl ashes and black salts produced by burning the trees, which could be

shipped to the emerging cities in Pittsburgh and Montreal and also across the Atlantic Ocean to

the ports of Europe. Sawmills, gristmills, textile mills and other manufactories eventually grew

up around Chautauqua Creek to serve the burgeoning population.

The opening of the Erie Canal in 1825 gave manufacturers a faster route to markets on

the Atlantic coast and in Europe, and it was soon followed by the railroads, which opened up

trade routes with markets both to the east and west.

The most important agricultural product in Westfield’s history arrived in 1859 in the

form of the Concord grape. Though it was popular as a table grape, the production of the

Concord rose to new heights when Dr. Charles Welch popularized the consumption of

pasteurized grape juice. This product quickly became known as “The Grape Juice Capital of the

World.”

Today, Chautauqua County is the largest grape growing county outside of California,

with approximately 20,000 acres devoted to vineyards. Some grape growers have transitioned to

winemaking and the town is home to several well-known labels.

The grape heritage remains vibrant today with much of Westfield’s agricultural acreage

still devoted to grapes. New wineries continue to open and several large manufacturers rely on

grapes produced in Westfield.

The Village of Westfield retains a quaint historical feel and has established two historical

districts to help preserve the integrity of the Portage Trail and the Main Street districts. Tourism

and recreational opportunities abound in Westfield, including Barcelona Harbor, which is one of

only three harbors along Lake Erie in New York State, and Chautauqua Creek, which is home to

fishing, hiking and camping. Barcelona Harbor is also nationally known for its first-in-the-

nation gas lit lighthouse, which is still in operation today.

32

Similar to the Brocton schools, Westfield has demonstrated its commitment to maintain

and improve the quality of its buildings. Following the initial construction done in 1954,

additions and/or major renovations were finished in 1957, 1996, and 1998. The Westfield Board

of Education had the foresight to create a design in its 1998 project that could support 8-10

classrooms over any addition.

33

Chapter 4

Student Enrollment History and Future Projections

For the purpose of this study, accurate and up to date enrollment projections are essential.

In order to better prepare for the future of a school district, it is necessary to study enrollment

data so that appropriate planning can occur.

To project student enrollment, the Cohort Survival Method was used in this study. This

method is widely used and is extremely reliable in making accurate enrollment projections. The

data used in this report include information for six years of actual enrollment history provided by

the Brocton and Westfield school districts, and information about seven years of actual live

births for each school district, as provided by the New York State Health Department. Based on

the use of the actual enrollment figures and the live birth count, the kindergarten enrollment

projections for each district were calculated. Then the survival ratios for each grade level could

be calculated over a period of years.

A cohort survival ratio is obtained by dividing a grade’s enrollment by the enrollment of

the grade following a year later. The number obtained as a percentage is known as the survival

ratio, and in using six years of enrollment history, five years of survival ratios were developed.

The average of these five ratios for each grade level was used to project that grade’s enrollment

forward.

Survival ratios usually have a value close to one. If the ratio is greater than one (as stated

as a percentage), the value is indicative of a greater number of students “surviving” to the next

grade level; if the value is less than one, then it is an indication that fewer students moved on to

the next grade level. These ratios account for deaths, transfers, and other varied reasons that a

student would leave or drop out of school.

34

As enrollment projections into the future are generated, it should be pointed out that the

further into the future that the data extends, the more diminished in accuracy the values that are

obtained may be. For this study, enrollment data was obtained, projecting twelve years into the

future. For this to be accomplished, it was necessary to average live births for future

consideration. The number of live births within each school district in any given year (as

provided through New York State records) was compared with the number of students entering

kindergarten five years later. The ratio obtained from this comparison was used to project

kindergarten enrollment into the future.

The following tables show the current and future projections for the Brocton and

Westfield School Districts separately, as well as the projected enrollments in a merged district.

35

Table 4-1

BROCTON ENROLLMENT PROJECTIONS

Year 07-08

08-09

09-10-

10-11

11-12

12-13

COHORT SURVIVAL

RATIO

13-14

14-15

15-16

16-17

17-18*

18-19

19-20

20-21

21-22

22-23

23-24

24-25

25-26

26-27

27-28

28-29

GRADE

Live births 42 36 47 53 42 39 30 36* 36 36 36 36 36 36 36 36 36 36 36

K 41 50 48 33 49 49 1.062 56 45 41 32 38 38 38 38 38 38 38 38 38 38 38 38

1 39 49 50 49 35 45 1.034 51 58 47 42 33 39 39 39 39 39 39 39 39 39 39 39

2 46 38 47 46 51 31 .960 43 49 56 45 40 32 37 37 37 37 37 37 37 37 37 37

3 42 48 35 46 42 46 .951 30 41 47 53 43 38 30 35 35 35 35 35 35 35 35 35

4 49 38 48 31 43 41 .939 43 28 39 44 50 40 36 28 33 33 33 33 33 33 33 33

5 43 51 35 51 33 36 .984 40 42 28 38 43 49 39 35 28 32 32 32 32 32 32 32

K-5 Students

260 274 263 256 253 248 263 263 258 254 247 236 219 212 210 214 214 214 214 214 214 214

6 50 43 49 33 51 33 .980 35 39 41 27 37 42 48 38 34 27 31 31 31 31 31 31

7 55 54 44 50 33 49 1.016 34 36 40 42 27 38 43 49 39 35 27 31 31 31 31 31

8 49 55 41 49 45 38 .985 48 34 39 39 41 27 37 42 48 38 34 27 31 31 31 31

6-8 Students

154 152 134 132 129 120 117 109 120 108 105 107 128 129 121 100 92 89 93 93 93 93

9 52 58 55 44 44 41 .980 37 47 33 35 38 40 26 36 41 47 37 34 26 30 30 30

10 60 52 56 58 39 44 .981 40 36 46 32 34 37 39 26 35 40 46 36 33 26 29 29

11 51 55 42 43 40 39 .835 37 33 30 38 27 28 31 33 22 29 33 38 30 28 22 24

12 57 57 55 48 51 42 1.110 43 41 37 33 42 30 31 34 37 24 32 37 42 33 31 24

9-12 Students

220 222 208 193 174 166 157 157 146 138 141 135 127 129 135 140 148 145 131 117 112 107

K-12 TOTAL

634 647 605 581 556 534 537 529 521 500 493 478 474 470 466 454 454 448 438 424 419 414

*Beginning in 2017-18 Live Births are an average of previous years.

36

Table 4-2

WESTFIELD ENROLLMENT PROJECTIONS

YEAR 07-

08

08-

09

09-

10-

10-

11

11-

12

12-

13

COHORT

SURVIVAL RATIO

13-

14

14-

15

15-

16

16-

17

17-

18*

18-

19

19-

20

20-

21

21-

22

22-

23

23-

24

24-

25

25-

26

26-

27

27-

28

28-

29

GRADE

Live

births 41 38 46 42 59 44 61 47* 47* 47* 47* 47* 47* 47* 47* 47* 47* 47* 47*

K 54 53 50 43 46 48 1.100 46 65 48 67 52 52 52 52 52 52 52 52 52 52 52 52

1 52 51 51 52 43 52 1.015 49 47 66 49 68 53 53 53 53 53 53 53 53 53 53 53

2 50 55 47 55 48 40 .981 51 48 46 65 48 67 52 52 52 52 52 52 52 52 52 52

3 56 55 50 50 54 54 1.034 41 53 50 48 67 50 69 54 54 54 54 54 54 54 54 54

4 48 62 52 51 50 56 1.021 55 42 54 51 49 68 51 70 55 55 55 55 55 55 55 55

5 56 53 63 49 51 51 1.016 57 56 43 55 52 50 69 52 71 56 56 56 56 56 56 56

K-5

Students 316 329 313 300 292 301 299 311 307 335 336 340 346 333 337 322 322 322 322 322 322 322

6 75 52 51 63 52 51 .990 51 56 55 43 54 51 50 68 51 70 55 55 55 55 55 55

7 64 79 55 52 60 53 1.020 52 52 57 56 44 55 52 51 69 52 71 56 56 56 56 56

8 88 64 69 52 57 62 .989 52 51 51 56 55 44 54 51 50 68 51 70 55 55 55 55

6-8

Students 227 195 175 167 169 166 155 159 163 155 153 150 156 170 170 190 177 181 166 166 166 166

9 83 101 69 75 62 62 1.114 69 58 57 57 62 61 49 60 57 56 76 57 78 61 61 61

10 69 74 86 65 76 64 .948 59 65 55 54 54 59 58 46 57 54 53 72 54 74 58 58

11 61 63 59 76 64 67 .891 57 53 58 49 48 48 53 52 41 51 48 47 64 48 66 52

12 51 64 57 61 72 67 .983 66 56 52 57 48 47 47 52 51 40 50 47 46 63 47 65

9-12 Students

264 302 270 277 274 256 251 232 222 217 212 215 207 210 206 201 227 223 242 246 232 236

K-12

TOTAL 807 775 758 744 735 723 705 702 692 707 701 705 709 713 713 713 726 726 730 734 720 724

*Beginning in 2017-18 Live Births are an average of previous years.

The data shows that Brocton and Westfield schools both have declining enrollment numbers over the past five years. Brocton’s enrollment has

declined sixteen percent and Westfield’s has declined ten percent. During this same period of time there has been a greater decline in the number of

live births in Brocton while Westfield has shown a slight trend toward an increased live birth number in that district. Both districts are realizing a

steady decline in high school enrollments.

37

The following chart indicates the combined enrollment of the Brocton and Westfield School Districts:

Table 4 -3

BROCTON/WESTFIELD ENROLLMENT PROJECTIONS

Year 07-08 08-

09

09-

10-

10-

11

11-

12

12-

13

Cohort Surv.

Ratio

13-

14

14-

15

15-

16

16-

17

17-

18

18-

19

19-

20

20-

21

21-

22

22-

23

23-

24

24-

25

25-

26

26-

27

27-

28

28-

29

Grade

Live

births 82 74 93 95 101 83 91 88* 88* 88* 88* 88* 88* 88* 88* 88* 88* 88* 88*

K 95 103 98 76 95 97 1.084 103 109 90 99 95 95 95 95 95 95 95 95 95 95 95 95

1 91 99 101 101 78 97 1.019 99 105 111 92 101 97 97 97 97 97 97 97 97 97 97 97

2 96 93 94 101 99 71 .972 94 96 102 108 89 98 94 94 94 94 94 94 94 94 94 94

3 98 103 85 96 96 100 .993 71 93 95 101 107 88 97 93 93 93 93 93 93 93 93 93

4 97 100 100 82 93 97 .986 99 70 92 94 100 106 87 96 92 92 92 92 92 92 92 92

5 99 104 98 100 84 87 1.002 97 99 70 92 94 100 106 87 96 92 92 92 92 92 92 92

K-5

students 576 602 576 556 545 549 563 572 560 586 586 584 576 562 567 563 563 563 563 563 563 563

6 125 95 100 96 103 84 .985 86 96 98 69 91 93 99 104 86 95 91 91 91 91 91 91

7 119 133 99 102 93 102 1.016 85 87 98 100 70 92 94 101 106 87 97 92 92 92 92 92

8 137 119 110 101 102 100 .984 100 84 86 96 98 69 91 92 99 104 86 95 91 91 91 91

6-8 students

381 347 309 299 298 286 271 267 282 265 259 254 284 297 291 286 274 278 274 274 274 274

9 135 159 123 119 106 103 1.066 107 106 90 92 102 104 74 97 98 106 111 92 101 97 97 97

10 129 126 142 123 115 108 .962 99 103 102 87 89 98 100 71 93 94 102 107 89 97 93 93

11 112 118 101 119 104 106 .863 93 85 89 88 75 77 85 86 61 80 81 88 92 77 84 80

12 108 121 112 109 123 105 1.030 109 96 88 92 91 77 79 88 89 63 82 83 91 95 79 87

9-12 students

484 524 478 470 448 422 408 390 369 359 357 356 338 342 341 343 376 370 373 366 353 357

K-12

total 1441 1473 1363 1325 1291 1257 1242 1229 1211 1210 1202 1194 1198 1201 1199 1192 1213 1211 1210 1203 1190 1194

* Live births from 2017-18 to 2028-29 is an average of actual live births.

38

If these districts do merge, there is a strong possibility that, if present birth rate trends continue, the

newly merged district would face a slight loss of overall enrollment numbers. After five years, this would be an

overall loss of just over three percent, and at ten years, an overall loss of four percent of total student

population. The farther into the future that this data is projected, the less reliable it becomes. Factors that could

affect the enrollment of either district could include a gain or loss of a major manufacturer located within either

district, or any change in the economy that could cause population shifts in or out of the district.

39

Chapter 5

Curriculum and Instruction

Introduction

When approaching a review of the current status of teaching and learning in a school

district, it is important to bear in mind the changing landscape of educational expectations in

New York State. The past several years have seen significant changes in expectations for

students as well as for those who teach them and support them. From teacher certification

requirements, to additional instructional requirements designed to prevent excessive

identification of students as disabled, to a re-designed state assessment system, to brand new

NYS Common Core Learning Standards that are also a part of the education systems in 48 states,

to a new model for teacher and administrator evaluation, life in schools is not the same as it was

five years ago. These changes are in part a reaction to changing demands on our graduates who

enter a more demanding post-secondary setting, or the workplace that is now increasingly global

and demanding in terms of skills and abilities needed to succeed.

Not only are there increased demands on schools and their students, there are also the

changing demographics of Chautauqua County. More and more students and their families are

facing economic challenges that create situations in the home that do not place a high priority on

education itself. Children are entering school less prepared for the academic rigors that begin in

kindergarten. The result is that these children need more support to become proficient learners.

If children start school without the skills needed for school success, and if they fail to receive

relatively intense support, they often never make up the differences that separate them from their

more academically ready peers. In spite of what we know about the effectiveness of early

intervention, more and more schools are decreasing or eliminating the programs that offer young

children the support that they need to succeed in the years ahead. According to Assemblyman

Andrew Goodell, R- Chautauqua County, “A sound education is critical, not only for the student,

but for the local economy. It is the single most important matter in enabling someone to be

successful or not.” If this is true, then it behooves all school districts to do whatever it takes to

provide programming that is appropriate to the needs of its community’s learners.

40

The District Advisory Committee and the consultants reviewed many aspects of

teaching and learning in the two school districts. Throughout the review of all the data from the

areas named above, one of the most striking features revealed is the similarities between the two

districts. A second more challenging feature is the loss of program offerings, both academic and

extra-curricular, that previous and current budget conditions have created. In focus group

meetings, members of each school community expressed deep concern that the current status of

programming will not afford students the opportunities needed to succeed in the 21st century.

Examination of the table below showing grade level configurations of the two districts

reveals that they are identical.

Table 5-1

Grade Configurations

Brocton Westfield

Elementary – PK – 5 Elementary – PK – 5

Middle School – 6-8 Middle School – 6-8

High School – 9-12 High School – 9-12

Elementary Schools

The daily time schedules for elementary staff and students are below, showing only

slightly different start and end times for students. However, there are different time expectations

for teachers. This is a teacher contract issue. Should the districts decide to merge, a new

contract for all teachers and staff would have to be written and agreed upon, thus settling any

differences in schedules.

Table 5-2

Daily Elementary School Schedules

Brocton Westfield

Start/End Times Length of Day Start/End Times Length of Day

Staff Start 8:40

6 hrs. 55 min. 7:45

7 hrs. 30 min. Staff End 3:35 3:15

Student Start 9:00

6 hrs. 30 min. 8:50

6 hrs. 25 min. Student End 3:30 3:15

41

Table 5-3 presents a summary of elementary school sections in both districts, along with

the average class sizes reported by the superintendents of 18 of the school districts in the Erie 2-

Chautauqua BOCES region, compiled in 2012.

Table 5-3

Elementary Sections/Section Sizes

Brocton Westfield E2CCB*

Average # Sections Section Size

Average

# Sections Section Size

Average

K 2 24.5 3 16

19.5 Grade 1 3 22.5 3 17.3

Grade 2 2 15.5 2 20

Grade 3 2 23 3 18

19.94 Grade 4 2 18 3 17

Grade 5 2 18 3 17

Data in this table show that class sizes are similar in the two districts in grades 2-5, and

that Brocton’s class sizes are significantly higher in kindergarten and grade 1.

Table 5-4 Elementary Special Subject Areas

Special Subject Area Brocton Westfield

Art Grades K - 5

80 minutes per week

Grades 2 -5

40 minutes per week

Music Grades K- 5

80 minutes per week

Grades K - 5

40 minutes per week

Physical Education Grades K - 5

120 minutes per week

Grades K - 3

80 minutes per week

Grades 4-5

120 minutes per week

Library/Technology Grades K - 5

80 minutes per week

Grades K - 5

40 minutes per week

(The information above was provided by the elementary principals.)

In Brocton, instrumental music starts in Grade 4 with the recorder. Other instrument

lessons begin in grade 5 in both Brocton and Westfield. In Brocton, there is a 5th

grade band

that meets before school, and students take one instrument lesson per week. There is also a select

chorus as an option for grades 3 – 5 before school.

42

Both districts also have one K-12 librarian for the entire district.

In Brocton, there is an after-school program run by Chautauqua Opportunities, while in

Westfield the program is run by the YWCA.

Neither district currently offers an elementary summer school program, although the

Brocton Elementary School Principal has said that the district is trying to institute a summer

reading program in 2013.

Textbooks

As indicated earlier, the New York State Common Core Curriculum documents are

forcing all school districts to reexamine their curriculum and the textbooks they use to support it.

The table below indicates what is currently in use, but it is safe to say that all of these titles and

series will come under close scrutiny to assure that the NYS curriculum is being addressed.

With or without a merger, the districts may have to entertain changes in the materials they use to

support instruction.

Table 5-5

Elementary Text Books/Series

Curricular Area Brocton Westfield

Language Arts Harcourt Brace Trophies ‘05 K-5 – Houghton Mifflin - Journeys

Mathematics McGraw Hill-My Math 2012 K-5 – Scott Foresman -Envision

Science BOCES kits BOCES kits

Social Studies 1st – Houghton Mifflin Grow and

Change

2nd

– Work Together

3rd

– Blackbirch Press – World of

Communities

4th – MacMillan/McGraw-Hill 1998

5th – Prentice Hall – World Exploration ,

Western Hemisphere

1st – Scott Foresman

2nd

– Scott Foresman

4th – Harcourt NY SS Program

Student Achievement

The New York State Testing Program is designed to evaluate the implementation of the

NYS Learning Standards, and now the Common Core Learning Standards. In other words, in

NYS, student progress in learning is a reflection of the instructional program provided as

measured by NYS assessments. These assessments are given annually to almost all public

43

school students in Grades 3 – 8. The only exceptions are for severely disabled students, and they

are measured using NYS Alternate Assessments.

The goal for all students is to achieve at a level of proficiency that will allow them to

achieve and be successful at the next grade level. Assessment scores recorded are Level 1, Not

Meeting Learning Standards; Level 2, Partially Meeting Learning Standards; Level 3, Meeting

Learning Standards; Level 4, Meeting Learning Standards with Distinction. When determining

proficiency, the percentage of scores at Levels 3 and 4 are added together thus providing the

proficiency level of all students at a given grade level. It must be noted that the level of rigor

and part of the content of the assessments have changed each year for the last three years,

making a year-to-year comparison of test results difficult.

Table 5-6

Student Achievement Data NYS Test Data K-5 for 2012

(% Scoring at Levels 3 and 4)

Brocton Westfield

# Taking

Exam # Proficient

%

Proficient

# Taking

Exam # Proficient

%

Proficient

ELA 3 41 22 53.6% 57/58 39 67.2%

ELA 4 43/45 22 48.9% 50/51 26 51%

ELA 5 34/33 16 48.5% 51/52 25 48.1%

MATH 3 41 29 70.7% 57/58 41 70.7%

MATH 4 45 33 73.3% 51 35 68.6%

MATH 5 34/33 16 48.5% 52 33 63.5%

These data reveal that overall results at each grade level vary somewhat, with the most

notable differences between the two districts occurring in grade 3 ELA and grade 5 math. The

number of students taking the test is relatively small, so considering the percentages is less

valuable than looking at the number of students who are not proficient, since these are the

students who may require intervention services to bring them to proficiency. Provision of

intervention services adds additional costs for instruction as well as extra work for the teaching

staff.

Report Cards

Another important measure of instruction in the elementary grades is the report card

grading system. A review of the K-2 report cards reveals no significant differences in the

44

reporting systems. Both use a very similar reporting key (Satisfactory – S; Improving – I; Needs

improvement – N). Both grade work in learning areas as well as in work habits and social

growth. In Grade 3, Brocton uses an A, B, C, etc. reporting key for each major content area, and

then E (excellent), I (improving), S (satisfactory), N (needs improvement), U (unsatisfactory) for

the sub-skills in each content area. Westfield uses SIN (as above). The basic content of the

report cards is very similar. In Grades 3 – 5, Brocton uses PowerSchool, and Westfield moves to

an A, B, C, D, F grading scale.

Middle School Grades 6 – 8

As in the elementary schools, the middle and high school schedules vary, also.

Table 5-7

Daily Secondary School Schedules

Brocton Westfield

Start/End Times Length of Day Start/End Times Length of Day

Staff Start 7:40 6 hrs. 55 min.

7:45

7 hrs. 30 min. Staff End 2:35 3:15

Student Start 8:01

6 hrs. 29 min.

7:50

6 hrs. 39 min. Student End 2:30 2:29

Each of the districts studied provides a team-concept middle level education for its

students. In Westfield, teachers have time provided daily to meet to discuss the students on their

team, their progress and concerns, and the programs provided. In Brocton, teachers in grades 6-8

meet about weekly on their own to discuss students. This is particularly true with the 6th grade

teachers. No time extra is specifically allotted for team meetings.

In both schools also, there are many middle level teachers who teach one or more periods

a day at either the secondary or elementary level.

Tables 5-8 and 5-9 present a summary of middle school sections in both districts, along

with the results of a report compiled in 2012 for grades 7-12, containing the self-reported

average class sizes from 18 of the school districts in the Erie 2- Chautauqua BOCES region. The

data are presented in the chart below.

45

Table 5-8

Average Class Sizes in Brocton Grades 6 – 8

Grade 6 Grade 7 Grade 8 E2CCB

Avg.Grs.

7 - 12 Course #Sections

#Students/

Avg.#

#Sections #Students/

Avg. #

#Sections #Students/

Avg. #

ELA 3* 31/10.3 2 49/24.5 2 39/19.5 20.8

Math 3* 31/10.3 2 49/24.5 2 39/19.5 20.3

Science 2 31/15.5 2 49/24.5 2 39/19.5 20.5

Social St. 2 31/15.5 2 49/24.5 2 39/19.5 21

Spanish 1 23 N/A

French 1 25

* An additional section was added to accommodate the requirements of students with disabilities, thus distorting the

average class size. (Note: Class size information provided by principals or superintendents.)

Table 5-9

Average Class Sizes in Westfield Grades 6 – 8

Grade 6 Grade 7 Grade 8 E2CCB

Avg.Grs.

7 - 12 Course #Sections

#Students/

Avg.#

#Sections #Students/

Avg.#

#Sections #Students/

Avg.#

ELA 3 52/17.3 3 46/15.3 3 45*/15 20.8

Math 3 52/17.3 3 46/15.3 3 44**/14.7 20.3

Science 3 52/17.3 3 47/15.7 3 56/18.7 20.5

Social St. 3 52/17.3 3 47/15.7 3 56/18.7 21

Spanish 1 21 N/A

French 1 14 N/A

* 10 students are in 9th

grade classes; ** 10 students are in a 9th

grade class. At grade 8, other fluctuations in class

size are impacted by students with disabilities who are in self-contained classes.

Please note that the average class sizes listed here for the reporting districts in the E2CC

BOCES region are reported class sizes for grades 7 - 12, so the numbers may be somewhat

distorted when examining only grades 7 and 8. Consolidating the districts could allow for some

economies of scale in staffing the middle school.

Student Achievement

The goal for all students is to achieve at a level of proficiency that will allow them to

achieve at the next grade level. Assessment scores recorded are Level 1, Not Meeting Learning

Standards; Level 2, Partially Meeting Learning Standards; Level 3, Meeting Learning Standards;

Level 4, Meeting Learning Standards with Distinction. To determine proficiency, the percentage

of scores at Levels 3 and 4 are added together to provide the proficiency level of all students at a

given grade level. It must be noted that the level of rigor and part of the content of the

46

assessments have changed each year for the last three years, making a year-to-year comparison

of test results difficult.

Table 5-10

Student Achievement Data NYS Test Data 6-8 for 2012

(% Scoring at Levels 3 and 4)

Brocton Westfield

# Taking

Exam

#

Proficient

%

Proficient

# Taking

Exam

#

Proficient

%

Proficient

ELA 6 51/52 20 38.5% 49 34 60.4%

ELA 7 38/39 17 43.6% 60 38 63.3%

ELA 8 49/49 23 46.9% 53/54 34 63%

MATH 6 50/52 17 32.7% 49 41 83.7%

MATH 7 39 14 35.9% 60 46 76.7%

MATH 8 58/60 36 60% 54 31 57.4%

With the exception of 8th

grade math, the results on the assessments are markedly higher

for Westfield students than for Brocton students. Since Academic Intervention Services (AIS)

must be provided in some way to all students who are not performing at proficiency, there is a

higher cost of instruction, either in time or money, in Brocton.

High School Grades 9 – 12

When interviewed during the focus group meetings, members of the school community

and the taxpayers noted great pride in their schools. They often cited specific academic areas of

strength. Also noted, especially by student groups and parents, was the concern about loss of

programming in academics, extra-curricular programs, and athletics. People often mentioned the

importance of athletics as a community event, and they spoke with pride of the music programs,

the school plays, and several specific academic and extra-curricular programs. In both

communities, the high schools in particular play a role as gathering place and provider of

entertainment opportunities.

School Schedules

A comparison of the high school schedules used in both districts reveals that there would

have to be changes in the event of a merger. Westfield uses a block schedule at the High School,

while Brocton has a traditional schedule.

47

Curricular Programs and Texts

Student programs were reviewed by examining the data provided on the Course

Comparison Charts. Please note that Y = year-long courses and S = semester-long courses.

Table 5-11

High School Course Offerings 2012 – 2013

English, Social Studies, Foreign Language

Course Brocton Westfield

Total

Sections

Total

Students

Year/

Semester

Total

Sections

Total

Students

Year/

Semester

English 9 2 41 Y 3 53 Y

English 10 2 44 Y 3 59 Y

English 11 3 39 Y 4 61 Y

English 12 2 37 Y

JCC English 2 2 31 Y

JCC English 1 2 39 S

Journalism 1 1 14 S

Journalism 2 1 14 S

Advanced Journalism 1 1 5 S

Advanced Journalism 2 1 5 S

Mythology 1 1 14 S

Mythology 2 1 13 S

Global History 1 2 41 Y 3 56 Y

Global History 2 2 45 Y 4 65 Y

US History/Government 11 3 39 Y 4 60 Y

Government 2 29 Y 2 41 Y

Economics 1 7 Y 3 57 Y

We The People 1 16 S

Psychology 2 34 Y

Psychology 1 1 6 S

Psychology 2 1 6 S

Sociology 1 20 S 2 34 Y

Spanish 1 1 21 Y 3 54 Y

Spanish 2 1 14 Y

Spanish 3 1 21 Y 1 22 Y

French 1 1 13 Y 0

French 2 1 20 Y 0

French 3 1 9 Y 1 8 Y

Advanced French (French 4) 1 5 Y

Intro To Language (6th grade) 2 39 Y

Conversational Spanish 1 6 Y

Latino Culture 1 4 Y

French (8th grade) 1 25 Y 1 14 Y

Spanish (8th grade) 1 23 Y 1 21 Y

48

Table 5-12

High School Course Offerings 2012 – 2013

Math and Science

Course Brocton Westfield

Total

Sections

Total

Students

Year/

Semeste

r

Total

Sections

Total

Students

Year/

Semester

Algebra 2 27 Y

Algebra Lab 3 27 Y

Pre Algebra 1 15 Y

Integrated Algebra 2 28 Y 3 56 Y

Integrated Algebra Lab 4 56 Y

Geometry 2 27 Y 1 8 Y

Applied Math 1 3 Y

Integrated Geometry 3 44 Y

Algebra and Trigonometry 1 14 Y

Integrated Algebra 2/Trig 2 21 Y 2 38 Y/S

Pre-Calculus 2 19 Y

Calculus 1 1 16 S

Calculus 2 1 15 S

Calculus 1 11 Y

Statistics 1 10 S

Problem Solving 1 10 S

Living Environment 3 70 Y

Living Environment Lab 2 32 Y 4 70 Y

Earth Science 4 32 Y 3 63 Y

Earth Science Lab 2 41 Y 4 63 Y

Chemistry 2 25 Y 2 26 Y

Chemistry Lab 2 25 Y 2 26 Y

Physics 2 25 Y 1 16 Y

Physics Lab 1 21 Y 2 16 Y

Animal Behavior (DL-Out) 1 21 Y 1 9 S

Anatomy 1 19 Y

Oceanic/Atmospheric Study 1 16 Y

Everyday Physical Science 1 17 Y

Biotechnology Techniques 1 18 Y

Vet/Animal Science 1 18 Y

Environmental Science 1 13 Y

Bio Science 1 11 Y Advanced Biology 1 7 Y Astronomy 1 28 S

49

Table 5-13

High School Course Offerings 2012 – 2013

Art, Music, Health, Electives, Alternative Education

Course Brocton Westfield

Total

Sections

Total

Students

Year/

Semeste

r

Total

Sections

Total

Students

Year/

Semester

Studio In Art 2 23 Y 2 43 Y

Watercolor Paint 1 12 Y

Creative Crafts 1 8 S

Drawing/Advanced Drawing 1 20 Y

Ceramics 1 8 S

Oil Painting 1 12 Y

Graphic Design 1 2 18 Y

Graphic Design 2 1 11 Y

Intro To Photography 1 8 S

Music In Our Lives 1 24 Y

Senior Band 1 35 Y 1 51 Y

Senior Chorus 1 39 Y 1 113 Y

Voice 5 64 Y

Musicians Studio 1 19 Y

Music Theory 1 2 18 Y

Music Theory 2 2 6 Y

Music Theory 2 1 9 S

Health 4 68 Y

History of Yankees (DL-Out) 1 4 S

Web Page Design 1 10 Y

Sport Management 1 (DL-Out) 1 11 S

Sport Management 2 (DL-Out) 1 10 S

Yearbook and Digital Design 1 6 Y 2 40 S

Personal Computer Applications 3 47 Y

Career/Fiscal Management 4 80 Y

World of Technology 2 28 Y

Drawing and Design 1 9 Y

Video/Radio Production 1 16 Y

CAD 2 25 Y

Cooking 1 3 29 S

Cooking 2 1 15 S

Holocaust 1 5 S 1 7 S

50

Table 5-14

High School Course Offerings 2012 – 2013

BOCES Career and Tech

Course Brocton Westfield

Total Sections Total

Students

Year

or ½

Total

Sections

Total

Students

Year

or ½

Auto Mechanic 1 0 1

Auto Body 1 0 0

Criminal Justice 1 0 2

Conservation 1 2 1

Cosmetology 1 2 0

Construction Tech 1 0 0

Culinary Arts 1 7 0

Health Assisting 1 0 2

Welding/Metal Fabricating 1 1 0

Small Animal Science 1 3 1

Auto Mechanics 2 2 1

Auto Body 2 0 1

Criminal Justice 2 1 2

Conservation 2 3 1

Cosmetology 2 3 1

Construction Tech 0 2

Culinary Arts 2 2 4

Health Assisting 2 2 1

Welding/Metal Fabricating 2 0 1

Small Animal Science 2 1 0

Information Technology 0 1

Total Enrollment 29 22

(Information provided in the tables above came from guidance counselors, high school principals, and/or

superintendents.)

A merger of the two districts would result in increased opportunities for students in both

districts. There are courses offered in one school and not in the other that would enhance

educational opportunities for students. Brocton offers courses in journalism, mythology,

conversational Spanish, Latino culture, three or more years of Spanish and French, pre-calculus,

statistics, problem solving, bioscience, advanced biology, astronomy, creative crafts, ceramics,

drawing and design. Westfield offers English 12, JCC English 1 and 2, We the People, anatomy,

oceanic/atmospheric study, everyday physical science, biotechnology techniques, vet/animal

science, environmental science, watercolor painting, drawing/advanced drawing, oil painting,

graphic design, introduction to photography, music in our lives, voice, musicians studio, music

51

theory 1,2,3, webpage design, personal computer applications, career/fiscal management, world

of technology, video/radio production, CAD, cooking 1,2. (NOTE: Distance learning classes

are not listed for either district since they are already available to all districts that participate in

distance learning.)

At the high school level, students in both districts could have access to Advanced

Placement courses in addition to Jamestown Community College courses. Currently, student

enrollment in some elective courses in each high school is at an extremely low level, and should

more budget cuts take place, these electives would likely be eliminated. Westfield Academy has

already lost its agriculture program, much to the dismay of the many grape growers and other

farmers in the region who have relied on some graduates in this program coming right out of

high school.

Members of the District Advisory Committee were especially interested in comparing the

districts’ programs in art, music and physical education. Below are findings from this

comparison.

Music and Art

Westfield has eliminated its art program in grades K and 1, but it offers a much more

extensive music and art program at the secondary level. A merger would increase and stabilize

music and art opportunities for students in both districts. There is one concern that would need

to be addressed by a merged district—travel time of music and art teachers. It could be

necessary for music and art teachers to travel between Brocton and Westfield since these

teachers currently teach at more than one level; however, the facilities are only eight miles apart,

so this is not a bothersome issue.

Other High School Program Opportunities

Both school districts currently offer students the opportunity to earn college credits

through Jamestown Community College (JCC), a factor that many parents signaled as important.

One parent from Brocton reported that her child had earned enough college credits to enter JCC

as a sophomore, thus saving a year’s tuition payments. However, according to another parent,

52

not all colleges accept JCC credits, so it would behoove each district, whether there is a merger

or not, to investigate at least the possibility of having students enroll in Advanced Placement

courses either through distance learning or through web-based instruction. The 3-1-3 option, that

two Brocton seniors are enrolled in, provides a year of college credit through SUNY Fredonia. It

appears that this is the last year of that program in both districts.

If the two districts were to merge, there could be honors sections in all of the core

curriculum areas (English, math, social studies, science) since each high school class (freshman,

sophomore, junior, and senior) would have enough students enrolled to allow this advantage to

high achieving students.

Alternative Education

Both districts also provide an alternative education option for students who are not

successful in the regular school setting. Westfield’s program is housed in the Laughlin Building

(formerly the Wayside Building) that is across the parking lot from its high school, while

Brocton sends its students to a BOCES program.

Table 5-15

Brocton Alternative Education

Program

Location

Grade

Level

Number

Enrolled

Percent by

Grade Level

# Males # Females

BOCES 7 2 4% 1 1

8 1 3% 1 0

9 4 9% 4 0

10 4 8% 3 1

11 1 4% 1 0

12 1 5% 0 1

Table 5-16

Westfield In-District Program

Program

Location

Grade

Level

Number

Enrolled

Percent by

Grade Level

# Males # Females

Laughlin

Building

7 1.5 (1 F.T., 1 ½

T.)

3% 1.5 0

8 2 3% 2 0

9 6 9.6% 4 2

10 6 9.3% 6 0

11 2 2.9% 2 0

12 0 0% 0 0

The percentage of students identified for alternative education is similar in the high schools.

53

Career and Technical Education offerings are listed Table 5-14 under Program Offerings.

Table 5-17

CTE Enrollment at BOCES

Grade

Level

Number

Enrolled

Percent by

Grade Level

# Males # Females

Brocton 11 16 43% 8 8

Brocton 12 15 38% 8 7

Westfield 11 15 22% 9 6

Westfield 12 7 11% 3 4

Neither district provides in-school vocational programs, so both districts send their

students to BOCES for career and technical education. There is a significantly higher percentage

of students from Brocton attending BOCES vocational programs. There is an equitable balance

between males and females in the programs. Since all of the BOCES programs attended by

students from Westfield and Brocton for Career and Technical Education (CTE) will be held at

the LoGuidice Center in Fredonia starting in 2013-14, transportation would not be an issue for

these students.

Extra-Curricular Programs

These programs provide students with opportunities to explore various interest areas, to

develop social and life skills that often can’t be taught during the regular school day, and to

spend time productively with their peers. In communities where there are few recreational

outlets for students, an extra-curricular program is vital to students and their families. Students

interviewed in the focus groups cited their appreciation for these offerings, and many stated that

they feared losing more of them in future budget cuts.

54

Table 5-18

Extracurricular Activities Comparison

Activity Brocton Gr. Lev. Count Westfield Gr. Lev. Count

National Honor Society X 9-12 15 X 9-12 18

HS Student Council X 9-12 8 X 9-12 21

MS Student Council X 6-8 25

Newspaper X 9-12 18

Ski Club X Shared 10 X 6-12 60-65

SADD X 9-12 10

Intramurals (see Athletics)

Yearbook (“Activity” in WACS) X 9-12 18 X 9-12 25

FFA X 7-12 12

Runners Club X 6-12 22

Drama Club X 9-12 25

All School Play X 9-12 25

High School Musical X 9-12 60 X 9-12 80

Middle School Musical X 6 - 8

Environmental Club X 9-12 18

Environthon X(unpaid) 9-12 18 X 9-12 10

Jazz Band X 9-12 15 X 7-12 20

Pep Band X 6-12 30

High School Band X 9-12 39

Middle School Band X 6-8 49

5th Grade Band X 5 22

Marching Band X 9-12 51

Key Club X 9-12 15

Builders Club X 6-8 18 - 25

Westwinds Choral Group X 9-12 35

High School Chorus X 9-12 30 X 9-12 112

Grades 7-8 Chorus X 7-8 67

Grade 6 Chorus X 6 45

We the People X 12 16

Middle School Musical X 6-8 20 - 30

Academic Teams X 9-12 10 to 15

Varsity Club X 9-12

Community Service WAVE X 9-12 256

School to Work X 9-12 20

Total Number Offered 12 28

It is informative to note the substantial advantage that Westfield students now have in the

area of extracurricular programming. Students from both districts would benefit from a merger

since each would have new opportunities.

55

Physical Education and Athletics

Both districts have had to work with other districts and with each other to combine sports

teams in order to continue providing the programs. The districts’ enrollments are not large

enough to field complete teams in all sports in which students wish to participate. Also, the costs

of maintaining some teams are becoming more and more prohibitive in light of other required

expenditures.

Interestingly, when interviewing those students who are currently on combined teams, the

WNYESC study team learned that the students have no problems with being on merged teams,

and this has given most of them the confidence to consider a school district merger as a positive

move. They are pleased with the new friends they have made, and they chose jerseys or

uniforms that reflect both districts. They have not fought “the mascot wars”, but because of the

status of current combined teams, it would appear that the students will not be the ones fighting

those wars. This is a credit to the maturity level of those student-athletes.

Students frequently said in the focus groups and in the District Advisory Committee

meetings that social media, such as Facebook, Twitter, e-mail, and texting have solidified

friendship groups that began on athletics teams. Most students welcome the opportunity to make

new friends and “start a new school history.”

56

Table 5-19

Athletic Programs Comparison

Sport Brocton Westfield

# Students Grade Levels # Students Grade Levels

Football: Combined Teams

Varsity 28 students TOTAL - Grades 10 - 12

Junior Varsity 22 students TOTAL - Grades 7 - 10

Soccer: Combined Teams

Girls Varsity 25 students TOTAL - Grades 10 - 12

Girls Modified 13 students TOTAL - Grades 7 - 9

Boys Varsity 17 students TOTAL - Grades 10 - 12

Boys Modified 18 students TOTAL - Grades 7-9

Volleyball:

Girls Varsity 13 9-12 9 10 - 12

Girls Junior Varsity 10 9-12 10 9-10

Boys Varsity and JV Cut

Swimming:

Girls Cut 6 9-12 At CLS

Boys Cut

Golf: 17 (B and G) 7-12 At CLS

Girls N/A

Boys Cut

Basketball:

Girls Varsity 10 10-12 13 10-12

Girls Junior Varsity 8 8-10 13 8-10

Modified (girls) 27 6-8

Modified 9 6-8 Cut

Boys Varsity 12 10-12 10 10-12

Boys Junior Varsity 11 8-10 13 8-10

Boys Intramural 21 6-8

Modified 12 6-8 Cut

Tennis:

Girls Cut Cut

Boys Cut 20 7-12 CLS at

WACS

Spring Track:

Girls 23 7-12

Boys 34 7-12

Modified

Indoor Track: At FCS

Girls

57

Boys 3 7-12

Wrestling: At RCS

Varsity 14 9-12

Modified 4 7-8

Bowling: (co-ed) (CUT)Offered by Booster Club Cut

Girls

11

9-12

Boys 9-12

Baseball:

Varsity 11 10-12 28 9-12

Junior Varsity 12 8-10 Cut

Softball:

Varsity 12 10-12 31? 9-12

Junior Varsity 16 8-10 Cut

Cheerleading: (CUT) Offered by Booster Club Cut

ATHLETIC DIRECTOR

(FTE)

Stipend

($4,062)

.25FTE

(Data supplied by high school principals and superintendents)

What seems significant in the table above are the number of lines where the word “Cut”

appears (15); the number of lines indicating that a sport is no longer offered by the school but by

an outside group (2); the number of sports now offered at other districts than Westfield or

Brocton (5); and the number of Westfield/Brocton combined teams (6). It is also notable that

Brocton will soon be opening its renovated pool, thus creating the possibility that a swimming

team could be reinstated, most likely through a combined team. The districts have been

unequivocal in their desire to maintain an athletics program for students that keeps the maximum

number of different sports opportunities available. They have done it mostly through merging

sports programs with other districts, and the move has been successful, especially for the

students. Some parents noted that if the districts consolidated, there would be too much

competition for playing time on different teams, but the students did not see this as a barrier.

They want to be on good teams, and increased competition would seem to benefit this desire.

58

Budget Cuts

Members of the District Advisory Committee were most interested in learning what the

districts had already cut in terms of staff positions, athletics, and extra-curricular activities. The

list below provides staff cut information.

Table 5-20

ACADEMIC PROGRAM CUTS For BROCTON AND WESTFIELD

Brocton Westfield

Cuts in 2010-11:

6.5 Teachers (.5 is Technology Teacher)

8 BOCES Programs (Co-ser Programs)

Cuts in 2009-10:

1 Elementary Teacher

1 Elementary Kindergarten Teacher

1 Elementary Computer Teacher

1 Elementary Library Teacher

1 High School English Teacher

1 Teacher Assistant

1 School Resource Officer

1 Home School Coordinator

1 Water Safety Instructor

2 Cleaners

1 Public Relations Person (BOCES co-ser)

1 Computer Tech Person (Contracted)

1 Teacher Aide

1 AIS Teacher

1 Business Teacher

1 Spanish Teacher

1 Physical Education Teacher

1 School-to-Work Coordinator

Restored one Elementary Teacher for 2012-

2013 school year

Computer lab teacher

.5 Art Teacher

Music Teacher

.17 Language Teacher

.25 PE Teacher

.5 Science teacher

(Data supplied by each district’s business officials)

Textbooks

When comparing the lists of textbooks that the districts submitted, a reviewer would find

few of the same texts in use in both districts. This may not be a serious barrier as NYS is

currently on the path to moving from a NYS Regents program of assessment to Partnership for

59

Assessment of Readiness for Career and College (PARCC) assessments. These assessments are

scheduled for ELA and Algebra (for now) in early June of 2014. In addition, in 2014 the "old

Regents" exams will also be offered in these areas. The New York State Board of Regents has

not yet adopted PARCC, but it appears that this will occur as soon as the assessments are

developed. There will have to be continued focus on curriculum and alignment issues, as well as

intra- and inter-grade curriculum work.

Instructional technology

A review of instructional technology information was accomplished through interviews

with the technology coordinators in each district, and the results of a questionnaire completed by

each of them (see below).

Table 5-21

Brocton – Westfield Feasibility Study

Technology

Brocton Westfield

Network Operating System Active Directory Active Directory

E-mail system Lotus Notes Lotus Notes

Phone system Centrix Samsung

Standards for office users (eg., MS

Office 2010, MAC 04)

Currently converting all PC

users to MS Office 2010

MS Office 2010

Percentage Macs/PCs 25% Mac 75% PC 10% Macs, 90% PC

Units in classrooms All classrooms have at least 3

computers for student use and

one teacher computer.

Currently all students in grades

4 – 12 have a net book

(laptops) with Verizon internet

access 24/7

Each classroom has a document camera, a

Smart or Star board, a teacher laptop; and a

computer for the IA board. Some rooms

have student workstations

Portable (mobile) labs 2 2

Stationary labs 6 2 in Business Dept., 1 in Tech/Art wing. 1 in

secondary, 1 in elementary; 1 in each library

(6)

Smartboards (Interactive Boards) Currently being installed in all

classrooms

Each classroom has a Smart or a Star board

I-Pads 0 1 set of 20 in science; 1 set of 20 in 3rd

grade; 1 set of 5 in Title I program and 1 (5)

in Special Education

E-readers 0

24 e-readers in the library

60

Responders (for multiple choice

questions)

0 2Know Responders – all Title and Special

Ed rooms. A set of 30 for each grade level

(K-5) and each subject (6-12), plus two sets

of 30 to sign out.

E-mail for students? No students in Lotus notes

some students use G-mail

All students 6-12 have email accounts

Music Department uses …. Mac Mac

Art Department uses…. Mac Mac

Distance Learning 1 DL room 1 DL room

Portable video conferencing units 1 1

Grading program Power School Power School

Live in-school TV announcements?

Who is in charge?

Yes

Communications class

Funding for technology:

Local budget

BOCES

Grants

2.6 of the annual Budget Mostly BOCES

Security cameras

Who is in charge?

Yes

Technology Office

Yes

Maintenance

AV Equipment Repair Technology office

Staffing:

Technology Coordinator

Technicians (district/BOCES)

Technology Coordinator

BOCES Senior Tech. 2 days

per week

Part-time Technology Coordinator;

BOCES Tech. 5 days a week

The network operating systems and the e-mail systems are identical, as is the use of both

PC’s and Macintoshes for instructional purposes. Both districts also use PowerSchool for

grading, for attendance, for scheduling, and for many other administrative tasks. Both districts

currently use distance learning for one or more elective courses. Distance learning and other

forms of remote learning through technology deserve a great deal more study and consideration

especially at the high school level.

Westfield has adopted I-Pads, e-books, and electronic responders into their instructional

programs. With the exception of electronic responders, these devices are currently used by many

students outside of school, and deserve more attention and use in all school districts.

The wireless network used in Brocton is provided by Verizon, which also has given

laptop computers to all students in grades 4 – 12. Westfield maintains its own wireless network,

and all secondary students have their own e-mail accounts, while students in Brocton do not.

61

Student Achievement

The table below displays results of the 2012 administrations of Regents exams in both

school districts.

Table 5-22

2012 Regents Results, Grades 9 – 12

January, June, August Administrations

Course

Brocton

Westfield

#

Taking

Exam

65% - 84%

85% - 100%

%

Passing

#

Taking

Exam

65% - 84%

85% - 100%

%

Passing

# % # % # % # %

English 45 25 56% 14 31% 87% 59 27 45.8% 29 49.2% 95%

Int. Algebra 57 37 65% 5 8.8% 73.8 66 46 69.7% 6 9.1% 78.8

Geometry 24 17 70.8 5 20.8% 91.6 62 41 66.1% 10 16.1% 82.2

Global Hist. 66 20 30% 10 15% 45% 76 41 54% 11 14.5% 68.5

US History 48 17 35.4 17 35.4% 70.8 61 25 41% 34 55.7% 96.7

Living Env. 40 22 55% 12 30% 85% 58 30 51.7% 26 44.8% 96.5

Earth Sci. 37 20 54% 15 40.5% 94.5 50 23 46% 22 44% 90%

Chemistry 29 20 69% 6 20.7% 89.7 33 18 54.6% 3 9.1% 63.7

Physics 16 11 68.8 2 12.5% 81.3 18 11 61.1% 6 33.3% 94.4

Reg. French 8 3 37.5 5 62.5% 100 N/A

Reg. Span. 22 13 59% 5 22.7% 81.7 N/A

Alg.2/Trig 23 9 39% 4 17% 56% 35 16 45.7% 2 5.7% 51.4

(Data compiled from NYSED Data Warehouse reports)

A review of these test results shows a few significantly higher results in one district or the

other, including higher results in Brocton in chemistry (24 points higher), and higher results in

Westfield in global history (23 points higher) and U.S. history (26 points higher). All other

results are within 10 points of each other. Overall, Westfield students demonstrate slightly

higher mastery level scores, averaging 28% mastery overall, versus Brocton’s 20.2% level of

mastery overall.

Other factors that impact student success include serious discipline incidences, resulting

in suspension from the classroom (ISS) or school (OSS), and attendance. 2012 data from each

district is displayed below.

62

Table 5-23

Suspensions/Attendance

Suspensions/

Attendance

Brocton Westfield

More

than one

# % More

than one

# %

ISS* 11 36 N/A 6 24 N/A

OSS** 2 16 N/A 0 16 N/A

Attendance

Rate 94.32% 94.2%

* In-school suspension ** Out of school suspension

The data indicate that Brocton has more repeat “offenders”, as well as more cases

deemed by their staff to be serious disciplinary actions. Attendance rates in Brocton and in

Westfield are almost identical, with Brocton’s being slightly higher. NYS considers a 95%

attendance rate desirable.

Graduation Results and Post- Graduation Outcomes

The first table below provides the opportunity to compare Brocton and Westfield in terms

of graduation percentages and the types of diplomas awarded.

Table 5-24

High School Graduation Data 2012 (2008 Cohort)

Brocton Westfield

# % # %

Cohort Enrollment 53 100% 82 100%

Total Graduates 45 84.9% 69 84.1

%

Local Diplomas 1 2% 5 7%

Regents w/o Advanced

Designation

28 62% 29 42%

Regents w/Adv. Desig. 13 29% 35 51%

IEP Diplomas 2 4% 0 0%

Still enrolled 3 6% 7 8.5%

Transferred to

AHSEPP/HSEPP*

3

3.7%

Dropped Out 6 11% 3 3.7%

Unknown Outcome 0 0% 0 0%

* Approved High School Equivalency Preparation Program/High School Equivalency

Preparation Program

63

A comparison of results reveals that the only significant differences are in the percentage

of students who graduate with advanced designation on their high school diplomas, the

percentage of students who graduated with local diplomas (reserved for those students with

IEPs), and the percentage of drop-outs. Advanced designation indicates that a higher percentage

of students in Westfield graduated with 4 units of ELA and social studies, and 3 units of Regents

level math and science, plus one or more units of a Language Other Than English (LOTE).

The table below reveals self-reported data collected from graduating seniors while in

school. Please note that all of Brocton’s graduates reported their plans, while 71 seniors in

Westfield’s graduation group of 69 did so.

Table 5-25

2012 GRADUATE PLANS

Brocton # % Westfield # %

4 Yr. College 10 22% 22 31%

2 Yr. College 22 49% 34 48%

Other Post-Sec. 0 0 3 4%

Military 4 9% 2 3%

Employment 9 20% 8 11%

Adult Services 0 0 2 3%

Plan Unknown 0 0

Other Known Plan 0 0

A higher percentage of Westfield’s students reported planning to continue their education

following high school graduation (83% W., 71% B.). It is possible that Brocton’s higher

percentage of students seeking employment immediately is a reflection of the district’s higher

percentage of low socio-economic status students as evidenced by free and reduced lunch counts.

The last table in this series is provided through the WNYRIC (Western New York

Regional Information Center) College Enrollment and Graduation Overview database, which is

based on the National Student Clearinghouse data. Please note that the data displayed is for the

students who graduated one year earlier than in either of the tables above. These are the

graduates of 2011, reported in 2012.

64

Table 5-26

POST GRADUATION OUTCOMES – 2011

Brocton 45 grads # % Westfield 66 grads # %

Students enrolled in

college in Fall 2011

42

91%

46

70%

2-yr college

enrollment 29 63% 24 36%

4-yr college

enrollment 10 22% 22 33%

Private college 7 15% 13 20%

Public college 32 70% 33 50%

In-State 38 83% 37 56%

Out-of-State 1 2% 9 14%

Students who planned

on attending 2 year

school vs. those who

did

29

planned

21 did

72%

37

planned

24 did

65%

Students who planned

on attending 4 year

school vs. those who

did

10

planned

10 did

100%

18

planned

22 did

122%

2010 grads retained in

college after 1 year 71% 67%

In 2 year school (same

students as above) 62% 50%

In 4 year school (same

students as above) 38% 77%

In this case, the percentage of students actually attending college from Brocton exceeds

the percentage from Westfield. This type of information will vary each year, but it is significant

to note the high percentage of Brocton students who actually attended college in the 2011-12

school year. The second year retention rate for 2010 graduates is also significant, although four

(4) year college students from Westfield fared better than did four (4) year students from

Brocton. The reverse was true for two (2) year college students. This data is important when

evaluating the over-all program success of high schools.

Student Placement

A review of the number of students who are educated in and outside of each school

district in the table below reveals both special education data and information about students

65

whose families choose not to send them to public schools in their district. Additionally, “504”

refers to the plan created for students who need special assistance in learning, but who do not

meet the criteria for special education services. All students classified for special education have

an individualized education plan and the plan identifies the placement and services they receive.

In Brocton, there are two special education teachers in 12:1:1 self-contained classes in the

elementary school, and there are two consultant teachers. In the middle school/high school, there

is one 8:1:1 self-contained class, and there are two special education teachers in self-contained

classrooms for ELA and math.

In Westfield, there are no self-contained special education classrooms in the elementary

school. The most severely challenged special needs students are sent to Chautauqua Lake where

they receive their specialized instruction. In the high school, there are self-contained classes for

students identified as requiring special education in ELA and math.

Table 5-27

Special Education, 504 And Other Student Placement Data

Brocton Westfield

Disability # % # %

Autism 9 1

Deafness 0 0

Deaf-Blindness 0 0

Emotionally Disturbed 5 3

Hearing Impaired 2 0

Learning Disabled 54 44

Mentally Retarded 0 1

Multiple Disabilities 4 4

Ortho. Impairment 0 0

Other Health Issues 12 33

Speech/Lang Impair. 21 11

Traumatic Brain Injury 1 0

Visually Impair/Blind 2 0

Total 117 22% 97 13%

Grade

(If Ungraded, Place Similar

To Age Peers)

# Sp. Ed.

504 # % 504

#Sp. Ed.

504 # % 504

K 5 1 3 3

1 7 1 5 4

2 11 0 1 7

66

3 9 2 9 12

4 8 0 6 10

5 9 2 11 10

6 10 7 6 7

7 6 5 10 4

8 15 5 9 4

9 12 5 9 1

10 6 3 10 6

11 11 3 13 4

12 8 4 5 2

Total 117 38 7% 97 74 10%

Special Education

Self-contained

In-district classes

12 23 6

BOCES 38 38 10

Private/residential 1 1 0

Students Schooled Out-of-

District

Home Schooled 26 15

Parochial 8 0

Other Districts 0 1

Alternative Education 3 0

The most notable piece of data in the table above is the large percentage of students in

Brocton who are identified as needing special education services. According to the Elementary

School principal who is also the Director of Special Education, the district has implemented

Response to Intervention (RtI), a NYS mandated intervention program designed to reduce the

number of identified students, at all levels (elementary, middle school, high school). The

number of students identified as in need of special education services will be a number to watch,

since NYS closely monitors districts that have more than 12.5% identified students. There may

be discussion at the state and federal level about capping reimbursements for special education

students at 12.5% of the total school population, but to our knowledge this has not happened yet.

Some parents and teachers in both districts expressed a belief that the students with

disabilities were greatly assisted by their special education program which resulted in students

with disabilities graduating from high school. Support staff in Westfield lamented the loss of

self-contained classes in the elementary school, fearing that losing classes at this level would

67

adversely impact the program at the secondary level. Note that this is a perception, not

necessarily a reality.

It is unlikely that many of the out-of-district educated students would change plans and

return to the district. If a few did, there would be no significant impact on class size or facility

needs.

There would have to be substantial study and planning to provide for consistency and

alignment of practices in providing special education, speech and supplemental services to

students should the districts merge.

68

Chapter 6

Fiscal Condition of the Districts

There are two dominant reasons for pursuing a consolidation study. One is the

improvement of educational opportunities for students, and the second is maintaining or reducing

the cost of providing those opportunities. The past two years have proven particularly difficult

for small school districts since NYS aid to education has been dramatically reduced, and a law

called Chapter 97 of 2011 Laws (Part A-Property Tax Cap) has limited the amount that can be

raised from local property taxes. This dramatic conflict between the need for improved

educational opportunities, increasing costs, and reduced revenues is leading many districts to

investigate school consolidations, also known as mergers.

Throughout the study the consultants have used each district’s five-year budget

projections to inform the communities and the District Advisory Committee about the anticipated

status of expenditures and revenues for the next five years. In both the focus groups and the

District Advisory Committee, participants reiterated that the major goal for a merger study was

to improve educational offerings and opportunities for children, and achieve tax relief in both

districts. As many community members said during the focus group meetings, “We are not

getting the bang for the buck.” “We are paying more, but we are losing programs and teachers.”

Although Brocton and Westfield are currently experiencing a decline in enrollments, fund

balances and reserves, they are also seeing increases in spending for payrolls and benefits.

As a part of the study, the District Advisory Committee examined voting results for

school budgets over the past 10 years. Westfield has had ten (10) years of voter support for the

yearly school budget, while Brocton has had nine years of support. The level of support for the

budgets is almost identical, with each averaging above 60% “yes” votes per year. This also

shows the support for the boards of education and the districts’ administrators. The one year that

the Brocton budget failed was after an unsuccessful merger vote.

69

Table 6-1

Brocton-Westfield Ten Year Budget Vote Results

Brocton Westfield

Years Yes No Yes No

2012 456 397 317 212

2011 443 254 305 118

2010 718 249 265 187

2009 241 160 305 152

2008 303 201 305 144

2007 216 166 346 151

2006 303 216 299 182

2005 290 140 270 124

2004 197 241 326 172

2003 329 241 309 231

10 Year Ave 350 215 305 167

Approval % 62% Yes 65% Yes

Each school district’s voters have approved capital projects over the last 15 years.

Westfield’s last vote was in 2003, and Brocton’s voters approved capital projects in 2000, 2003,

2006 and 2011. The facilities at the Brocton site reflect the expenditures that have been made,

and this will be highlighted in the facilities section.

The next table illustrates the fund balance situation in each district. Over the past 10

years, the districts had been spending down their fund balances. The two districts used to

maintain substantial fund balances appropriate to the law, but except for one year in each district,

the fund balances have slowly been reduced since 2007. The current level of expenditures in

each district will result in no remaining fund balance no later than at the end of the 2016-17

school year. Both districts have contractual commitments that are greater than the anticipated

revenues can support without major tax increases.

70

Table 6.2

Fund Balances 2007-2017

Years Brocton Westfield

2007-2008 $2,044,640 $3,640501

2008-2009 $1,844,294 $3,306,377

2009-2010 $1,425,822 $3,776,655

2010-2011 $1,681,265 $3,907,021

2011-2012 $2,612,842 $3,180,813

2012-2013 $2,152,842 $2,605,813

2013-2014 $1,9313,312 $2,490,073

2014-2015 * $1,799,260 $2,248,822

2015-2016 * $1,368,412 $1,867,478

2016-2017 * $643,086 $986,212

2017-2018 * $-(375,0190) $-(171,570)

Both districts have made substantial reductions in expenditures over the past three years,

totaling over $1.2 million for each. Both schools have been eliminating staff and programs, and

they have been using fund balances to offset their increasing costs. As one taxpayer said, “You

can’t continue on a path of self-destruction.”

Tables 6-3, 6-4, and 6-5 show revenues, expenditures, and fund balances, illustrating

declining revenues over the next five years, and dramatically increasing expenditures, especially

in the areas of employee benefits and contractual expenses. There is also a row under Revenues

that displays Merger Operating Incentive Aid (OIA) starting in 2013-14 that would result if the

voters decided to merge/consolidate the districts This aid can be divided by a new board of

education into the categories of Program Improvement, Tax Abatement, and/or Capital/Reserves.

These spreadsheets provide the data that is found in the bar graphs in Tables 6-8 through 6-12.

Table 6-3

71

2007-08 2008-09 2009-10 2010-11Brocton Westfield IF Combined Brocton Westfield IF Combined Brocton Westfield IF Combined Brocton Westfield IF Combined

Revenues

Local Sources

Real Property Taxes and tax items A1001 2,343,462 4,465,873 6,809,335 2,482,329 4,236,760 6,719,089 2,509,911 4,235,610 6,745,521 2,850,281 4,261,052 7,111,333

STAR Reimbursement from NYS A1085 997,188 1,196,724 2,193,912 925,142 1,071,826 1,996,968 960,904 1,064,179 2,025,083 1,082,676 1,027,297 2,109,973

Levy for Tax Rate Calculation 3,340,650 5,662,597 9,003,247 3,407,471 5,308,586 8,716,057 3,470,815 5,299,789 8,770,604 3,932,957 5,288,349 9,221,306

Payment In Lieu of Taxes A1081 - 5,491 5,491 - 9,516 9,516 -

Interest & Penalties on Late Taxes A1090 2,845 11,224 14,069 9,108 10,451 19,559 9,892 13,983 23,875 7,741 14,076 21,817

Charges for Services AT2399 44,216 19,079 63,295 16,364 3,659 20,023 9,697 631 10,328 7,845 317 8,162

Use of Money and Property AT2499 143,732 150,314 294,046 88,968 66,548 155,516 81,772 22,030 103,802 89,755 17,612 107,367

Sale of Property and Compensation for LossAT2699 - 1,309 1,309 - 8,500 8,500 - 14,304 14,304 2,481 573 3,054

Miscellaneous AT2799 98,702 166,823 265,525 285,231 158,044 443,275 269,000 197,023 466,023 298,079 163,277 461,356

New Building Aid - Brocton

State Sources AT3999 9,172,007 8,224,357 17,396,364 9,639,604 8,636,448 18,276,052 9,306,003 8,557,965 17,863,968 8,702,374 8,274,553 16,976,927

Merger Incentive Operating Aid A3101

Total State Aid 9,172,007 8,224,357 17,396,364 9,639,604 8,636,448 18,276,052 9,306,003 8,557,965 17,863,968 8,702,374 8,274,553 16,976,927

Federal Sources AT4999 37,034 37,034 - - 469,247 549,095 1,018,342 237,047 257,899 494,946

Interfund Transfers AT5059 149,277 149,277 - - - - - - -

Total Revenue and Other Sources 12,988,463$ 14,241,194$ 27,229,657$ 13,446,746$ 14,201,752$ 27,648,498$ 13,616,426$ 14,654,820$ 28,271,246$ 13,278,279$ 14,016,656$ 27,294,935$ 27,229,657$ 27,648,498$ 28,271,246$ 27,294,935$

Appropriated Fund Balance (Budget Only) N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Total Revenues and Other Sources AT5999 12,988,463$ 14,241,194$ 27,229,657$ 13,446,746$ 14,201,752$ 27,648,498$ 13,616,426$ 14,654,820$ 28,271,246$ 13,278,279$ 14,016,656$ 27,294,935$

Enrollment 634 807 1,441 647 826 1,473 605 758 1,363 581 744 1,325

Total REVENUES Per Enrolled Pupil $20,487 $17,647 $18,896 $20,783 $17,193 $18,770 $22,506 $19,334 $20,742 $22,854 $18,840 $20,600

Taxes Per Enrolled Pupil $3,696 $5,534 $4,725 $3,837 $5,129 $4,561 $4,149 $5,588 $4,949 $4,906 $5,727 $5,367

State Aid Per Enrolled Pupil $14,467 $10,191 $12,072 $14,899 $10,456 $12,407 $15,382 $11,290 $13,106 $14,978 $11,122 $12,813

Property Full Value $161,374,236 $259,510,331 $420,884,567 $159,324,545 $270,720,250 $430,044,795 $159,172,667 $282,361,554 $441,534,221 $163,007,027 $283,431,908 $446,438,935

Full Value Per Enrolled Pupil $254,533 $321,574 $292,078 $246,251 $327,748 $291,952 $263,095 $372,509 $323,943 $280,563 $380,957 $336,935

Expenditures

General Support AT1990.0 1,559,482 1,516,722 3,076,204 1,688,933 1,719,008 3,407,941 1,720,168 1,674,414 3,394,582 1,507,609 1,653,073 3,160,682

Instruction, Administration & ImprovementAT2999.0 6,875,183 7,497,321 14,372,504 7,196,252 7,474,492 14,670,744 7,478,568 7,634,718 15,113,286 6,613,803 7,355,497 13,969,300

Pupil Transportation AT5999.0 405,421 643,338 1,048,759 413,349 614,724 1,028,073 421,387 544,266 965,653 436,219 600,846 1,037,065

Community Services A8060.0 3,958 11,000 14,958 1,704 11,000 12,704 - 11,000 11,000 - 11,000 11,000

Employee Benefits AT9098.0 2,225,787 2,776,970 5,002,757 2,337,995 2,713,055 5,051,050 2,456,647 2,875,220 5,331,867 2,569,404 2,890,598 5,460,002

Debt Service

Debt Service Principal AT9798.6 1,300,937 900,000 2,200,937 1,355,805 925,000 2,280,805 1,374,613 960,000 2,334,613 1,345,000 1,230,000 2,575,000

Debt Service Interest AT9798.7 683,818 145,375 829,193 634,493 115,703 750,196 583,513 330,635 914,148 532,295 165,800 698,095

Subtotal Debt Service 1,984,755$ 1,045,375$ 3,030,130$ 1,990,298$ 1,040,703$ 3,031,001$ 1,958,126$ 1,290,635$ 3,248,761$ 1,877,295$ 1,395,800$ 3,273,095$

Total OPERATING Expenditures 13,054,586$ 13,490,726$ 26,545,312$ 13,628,531$ 13,572,982$ 27,201,513$ 14,034,896$ 14,030,253$ 28,065,149$ 13,004,330$ 13,906,814$ 26,911,144$

Other Sources/Uses

Interfund Transfer AT9951.0 35,468 35,468 18,563 18,563 - 18,507 18,507

Total Expenditures and Other Uses 13,090,054$ 13,490,726$ 26,580,780$ 13,647,094$ 13,572,982$ 27,220,076$ 14,034,896$ 14,030,253$ 28,065,149$ 13,022,837$ 13,906,814$ 26,929,651$

26,580,780$ 27,220,076$ 28,065,149$ 26,929,651$

Enrollment 634 807 1,441 647 826 1,473 605 758 1,363 581 744 1,325

Operating Expenses Per Enrolled Pupil $20,591 $16,717 $18,421 $21,064 $16,432 $18,467 $23,198 $18,510 $20,591 $22,383 $18,692 $20,310

Excess (Deficiency) of Rev. over Exp. (101,591) 750,468 648,877 (200,348) 628,770 428,422 (418,470) 624,567 206,097 255,442 109,842 365,284 648,877$

Prior Period Adjustment - (337,535) (337,535) 2 (962,894) (962,892) (2) (154,289) (154,291) 1 20,524 20,525

Fund Balance July 1 of Prior Year 2,146,231 3,227,568 5,373,799 2,044,640 3,640,501 5,685,141 1,844,294 3,306,377 5,150,671 1,425,822 3,776,655 5,202,477

Fund Balance June 30 2,044,640$ 3,640,501$ 5,685,141$ 1,844,294$ 3,306,377$ 5,150,671$ 1,425,822$ 3,776,655$ 5,202,477$ 1,681,265$ 3,907,021$ 5,588,286$

Table 6-4

72

2011-12 2012-13 2013-14 2014-15Brocton Westfield IF Combined Brocton Westfield IF Combined Brocton Westfield IF MERGED Brocton Westfield IF MERGED

Revenues

Local Sources

Real Property Taxes and tax items A1001 3,203,266 4,261,903 7,465,169 3,203,267 4,388,553 7,591,820 3,267,332 5,543,045 8,810,377 3,332,679 5,653,906 8,986,585

STAR Reimbursement from NYS A1085 1,110,054 1,037,490 2,147,544 1,196,319 1,045,805 2,242,124

Levy for Tax Rate Calculation 4,313,320 5,299,393 9,612,713 4,399,586 5,434,358 9,833,944 3,267,332 5,543,045 8,810,377 3,332,679 5,653,906 8,986,585

Payment In Lieu of Taxes A1081 - - -

Interest & Penalties on Late Taxes A1090 14,294 13,121 27,415 8,500 8,500 - -

Charges for Services AT2399 22,459 23,363 45,822 3,903 3,903 - -

Use of Money and Property AT2499 89,424 12,323 101,747 72,600 72,600 - -

Sale of Property and Compensation for LossAT2699 28,440 80 28,520 - - -

Miscellaneous AT2799 323,758 116,164 439,922 239,000 203,750 442,750 292,261 207,825 500,086 295,183 211,982 507,165

New Building Aid - Brocton 1,215,996 1,215,996 1,215,996 1,215,996

State Sources AT3999 9,118,579 7,188,073 16,306,652 9,530,971 7,639,764 17,170,735 10,957,120 7,792,559 18,749,679 11,285,833 7,948,410 19,234,243

Merger Incentive Operating Aid A3101 2,612,141 2,612,141

Total State Aid 9,118,579 7,188,073 16,306,652 9,530,971 7,639,764 17,170,735 12,173,116 7,792,559 22,577,816 12,501,829 7,948,410 23,062,380

Federal Sources AT4999 67,914 219,049 286,963 - - - -

Interfund Transfers AT5059 - - - -

Total Revenue and Other Sources 13,978,188$ 12,871,566$ 26,849,754$ 14,254,560$ 13,277,872$ 27,532,432$ 15,732,709$ 13,543,429$ 31,888,279$ 16,129,691$ 13,814,298$ 32,556,130$ 26,849,754$ 27,532,432$ 31,888,279$ 32,556,130$

Appropriated Fund Balance (Budget Only) N/A 0 0 0 0 555,000 555,000 0 535,000 535,000

Total Revenues and Other Sources AT5999 13,978,188$ 12,871,566$ 26,849,754$ 14,254,560$ 13,277,872$ 27,532,432$ 15,732,709$ 14,098,429$ 31,888,279$ 16,129,691$ 14,349,298$ 32,556,130$

Enrollment 556 735 1,291 534 727 1,261 537 711 1,248 529 716 1,245

Total REVENUES Per Enrolled Pupil $25,141 $17,512 $20,798 $26,694 $18,264 $21,834 $29,297 $19,829 $25,552 $30,491 $20,041 $26,150

Taxes Per Enrolled Pupil $5,761 $5,799 $5,782 $5,999 $6,037 $6,020 $6,084 $7,796 $7,060 $6,300 $7,897 $7,218

State Aid Per Enrolled Pupil $16,400 $9,780 $12,631 $17,848 $10,509 $13,617 $22,669 $10,960 $18,091 $23,633 $11,101 $18,524

Property Full Value $168,887,632 $285,072,764 $453,960,396 $190,038,677 $303,327,692 $493,366,369 $198,521,695 $312,011,684 $510,533,379 $207,439,972 $320,960,333 $528,400,305

Full Value Per Enrolled Pupil $303,755 $387,854 $351,635 $355,878 $417,232 $391,250 $369,687 $438,835 $409,081 $392,136 $448,269 $424,418

Expenditures

General Support AT1990.0 1,487,238 1,645,578 3,132,816 1,614,760 1,710,666 3,325,426 1,725,496 1,727,773 3,453,269 1,760,006 1,745,050 3,505,056

Instruction, Administration & ImprovementAT2999.0 6,434,594 7,486,305 13,920,899 7,290,518 7,455,281 14,745,799 6,919,765 7,567,110 14,486,875 7,058,160 7,680,617 14,738,777

Pupil Transportation AT5999.0 460,202 577,059 1,037,261 575,012 670,611 1,245,623 602,458 684,023 1,286,481 620,532 697,704 1,318,236

Community Services A8060.0 24 11,000 11,024 1,750 11,000 12,750 - 11,000 11,000 - 11,000 11,000

Employee Benefits AT9098.0 2,766,795 3,347,038 6,113,833 3,237,982 3,518,745 6,756,727 3,542,889 3,744,038 7,286,927 3,897,178 3,977,790 7,874,968

Debt Service

Debt Service Principal AT9798.6 1,400,000 345,000 1,745,000 1,545,330 355,000 1,900,330 2,648,929 365,000 3,013,929 2,438,929 375,000 2,813,929

Debt Service Interest AT9798.7 492,666 137,431 630,097 444,200 131,569 575,769 514,702 115,225 629,927 486,938 103,388 590,326

Subtotal Debt Service 1,892,666$ 482,431$ 2,375,097$ 1,989,530$ 486,569$ 2,476,099$ 3,163,631$ 480,225$ 3,643,856$ 2,925,867$ 478,388$ 3,404,255$

Total OPERATING Expenditures 13,041,519$ 13,549,411$ 26,590,930$ 14,709,552$ 13,852,872$ 28,562,424$ 15,954,239$ 14,214,169$ 30,168,408$ 16,261,743$ 14,590,549$ 30,852,292$

(677,845)

Other Sources/Uses

Interfund Transfer AT9951.0 5,091 5,091 5,008 5,008 - -

Total Expenditures and Other Uses 13,046,610$ 13,549,411$ 26,596,021$ 14,714,560$ 13,852,872$ 28,567,432$ 15,954,239$ 14,214,169$ 30,168,408$ 16,261,743$ 14,590,549$ 30,852,292$

26,596,021$ 28,567,432$ 30,168,408$ 30,852,292$

Enrollment 556 735 1,291 534 727 1,261 537 711 1,248 529 716 1,245

Operating Expenses Per Enrolled Pupil $23,456 $18,435 $20,597 $27,546 $19,055 $22,651 $29,710 $19,992 $24,173 $30,741 $20,378 $24,781

Excess (Deficiency) of Rev. over Exp. 931,578 (677,845) 253,733 (460,000) (575,000) (1,035,000) (221,530) (115,740) 1,719,871 (132,052) (241,251) 1,703,838

Prior Period Adjustment (1) (48,363) (48,364) - - -

Fund Balance July 1 of Prior Year 1,681,265 3,907,021 5,588,286 2,612,842 3,180,813 5,793,655 2,152,842 2,605,813 4,758,655 1,931,312 2,490,073 6,478,526

Fund Balance June 30 2,612,842$ 3,180,813$ 5,793,655$ 2,152,842$ 2,605,813$ 4,758,655$ 1,931,312$ 2,490,073$ 6,478,526$ 1,799,260$ 2,248,822$ 8,182,364$

Table 6-5

73

2015-16 2016-17 2017-18Brocton Westfield IF MERGED Brocton Westfield IF MERGED Brocton Westfield IF MERGED

Revenues

Local Sources

Real Property Taxes and tax items A1001 3,399,333 5,766,984 9,166,317 3,467,319 5,882,324 9,349,643 3,536,665 5,999,970 9,536,635

STAR Reimbursement from NYS A1085

Levy for Tax Rate Calculation 3,399,333 5,766,984 9,166,317 3,467,319 5,882,324 9,349,643 3,536,665 5,999,970 9,536,635

Payment In Lieu of Taxes A1081 - - -

Interest & Penalties on Late Taxes A1090 - - -

Charges for Services AT2399 - - -

Use of Money and Property AT2499 - - -

Sale of Property and Compensation for LossAT2699 - - -

Miscellaneous AT2799 298,135 216,221 514,356 310,116 220,546 530,662 323,873 224,957 548,830

New Building Aid - Brocton 1,215,996 1,215,996 1,215,996 1,215,996 1,215,996 1,215,996

State Sources AT3999 11,624,408 8,107,379 19,731,787 11,882,114 8,269,526 20,151,640 12,143,521 8,434,917 20,578,438

Merger Incentive Operating Aid A3101 2,612,141 2,612,141 2,612,141

Total State Aid 12,840,404 8,107,379 23,559,924 13,098,110 8,269,526 23,979,777 13,359,517 8,434,917 24,406,575

Federal Sources AT4999 - - -

Interfund Transfers AT5059 - - -

Total Revenue and Other Sources 16,537,872$ 14,090,584$ 33,240,597$ 16,875,545$ 14,372,396$ 33,860,082$ 17,220,055$ 14,659,844$ 34,492,040$ 33,240,597$ 33,860,082$ 34,492,040$

Appropriated Fund Balance (Budget Only) 515,000 515,000 0 0 0 0 0 0

Total Revenues and Other Sources AT5999 16,537,872$ 14,605,584$ 33,240,597$ 16,875,545$ 14,372,396$ 33,860,082$ 17,220,055$ 14,659,844$ 34,492,040$

Enrollment 524 713 1,237 500 737 1,237 493 736 1,229

Total REVENUES Per Enrolled Pupil $31,561 $20,485 $26,872 $33,751 $19,501 $27,373 $34,929 $19,918 $28,065

Taxes Per Enrolled Pupil $6,487 $8,088 $7,410 $6,935 $7,981 $7,558 $7,174 $8,152 $7,760

State Aid Per Enrolled Pupil $24,505 $11,371 $19,046 $26,196 $11,221 $19,385 $27,098 $11,460 $19,859

Property Full Value $216,816,012 $330,182,418 $546,998,430 $226,673,486 $339,687,041 $566,360,527 $237,037,284 $349,483,651 $586,520,935

Full Value Per Enrolled Pupil $413,771 $463,089 $442,198 $453,347 $460,905 $457,850 $480,806 $474,842 $477,234

Expenditures

General Support AT1990.0 1,795,206 1,762,501 3,557,707 1,831,110 1,780,126 3,611,236 1,867,732 1,797,927 3,665,659

Instruction, Administration & ImprovementAT2999.0 7,199,323 7,795,826 14,995,149 7,343,310 7,912,764 15,256,074 7,490,176 8,031,455 15,521,631

Pupil Transportation AT5999.0 639,148 711,658 1,350,806 658,322 725,890 1,384,212 678,072 740,409 1,418,481

Community Services A8060.0 - 11,000 11,000 - 11,000 11,000 - 11,000 11,000

Employee Benefits AT9098.0 4,286,895 4,224,818 8,511,713 4,715,585 4,480,757 9,196,342 5,139,988 4,891,660 10,031,648

Debt Service

Debt Service Principal AT9798.6 2,620,000 390,000 3,010,000 2,695,000 265,000 2,960,000 2,780,000 275,000 3,055,000

Debt Service Interest AT9798.7 428,148 91,125 519,273 357,544 78,125 435,669 282,192 70,175 352,367

Subtotal Debt Service 3,048,148$ 481,125$ 3,529,273$ 3,052,544$ 343,125$ 3,395,669$ 3,062,192$ 345,175$ 3,407,367$

Total OPERATING Expenditures 16,968,720$ 14,986,928$ 31,955,648$ 17,600,871$ 15,253,662$ 32,854,533$ 18,238,160$ 15,817,626$ 34,055,786$

Other Sources/Uses

Interfund Transfer AT9951.0 - - -

Total Expenditures and Other Uses 16,968,720$ 14,986,928$ 31,955,648$ 17,600,871$ 15,253,662$ 32,854,533$ 18,238,160$ 15,817,626$ 34,055,786$

31,955,648$ 32,854,533$ 34,055,786$

Enrollment 524 713 1,237 500 737 1,237 493 736 1,229

Operating Expenses Per Enrolled Pupil $32,383 $21,020 $25,833 $35,202 $20,697 $26,560 $36,994 $21,491 $27,710

Excess (Deficiency) of Rev. over Exp. (430,848) (381,344) 1,284,949 (725,326) (881,266) 1,005,549 (1,018,105) (1,157,782) 436,254

Prior Period Adjustment - - -

Fund Balance July 1 of Prior Year 1,799,260 2,248,822 8,182,364 1,368,412 1,867,478 9,467,313 643,086 986,212 10,472,862

Fund Balance June 30 1,368,412$ 1,867,478$ 9,467,313$ 643,086$ 986,212$ 10,472,862$ (375,019)$ (171,570)$ 10,909,116$

74

The balance sheets below from 2008-2012 demonstrate the two districts’ financial status

without incentive aid. There is a slight increase in assets in both districts due to state and federal

fund increases, and there is a slight increase in unrestricted and restricted cash balances.

Liabilities over the same period in both districts also increase, primarily due to increased costs in

the retirement system obligations.

Under Fund Equity, you will note that by 2011-12, both assigned and unassigned fund

balances started to decline, and this continues until 2017-18 when our projections show a

negative balance for that line. Neither single nor combined districts would be financially stable

in light of looming expenditures and restricted revenues without merger incentive aid and a

restructured school system. Both districts are similar in their budgeting practices, and without a

merger and changes the current practices will prove unsustainable in the future.

Table 6-6

75

2008-09 2009-10 2010-11

Brocton Westfield IF Combined Brocton Westfield IF Combined Brocton Westfield IF Combined

BALANCE SHEET:

ASSETS:

Cash- Unrestricted 282,108 817,074 1,099,182 (331,526) 823,181 491,655 416,959 1,166,650 1,583,609

Cash- Restricted 926,668 2,482,179 3,288,847 529,756 2,928,400 3,458,156 532,492 2,744,289 3,276,781

Accounts Receivable 2,687 31,515 31,515

Due from other Funds 620,201 69,774 689,975 745,148 69,774 814,922 455,748 69,774 525,522

Due from State and Federal 338,862 563,633 902,495 520,234 626,560 1,146,794 461,591 697,673 1,159,264

Due from Other Governments 223,895 - 223,895 458,359 458,359 366,824 366,824

Total Assets 2,391,734$ 3,935,347$ 6,204,394$ 1,953,486$ 4,447,915$ 6,401,401$ 2,233,614$ 4,678,386$ 6,912,000$

6,327,081$ 6,401,401$ 6,912,000$

LIABILITIES:

Accounts payable 917 917 42,961 42,961 -

Accrued Liabilities 130,976 130,976 132,056 132,056 117,744 117,744

Bond Interest & Matured Bonds Payable 28,127 28,127 137,244 137,244 62,608 62,608

Due to Other Funds - - -

Due to Retirement Systems 415,547 600,843 1,016,390 352,647 534,016 886,663 434,605 708,757 1,143,362

Total Liabilities 547,440$ 628,970$ 1,176,410$ 527,664$ 671,260$ 1,198,924$ 552,349$ 771,365$ 1,323,714$

1,176,410$ 1,198,924$ 1,323,714$

FUND EQUITY:

Reserved for:

Workers' Compensation 25,000 25,000 - -

Unemployment Insurance 26,500 100,000 126,500 298,146 298,146 272,098 272,098

Retirement Contribution Reserve 120,000 546,000 546,000 666,000 666,000

Insurance 250,000 250,000 250,000 250,000 250,000 250,000

Tax certiorari 15,000 252,179 267,179 74,254 74,254 46,191 46,191

Employee Benefit Liability 376,520 1,760,000 2,136,520 328,528 1,760,000 2,088,528 328,529 1,510,000 1,838,529

Capital Reserve - - -

Debt Service 483,648 483,648 201,228 201,228 201,228 201,228

Other - - 2,735 2,735

Restricted Fund Balance 926,668 2,482,179 3,288,847 529,756 2,928,400 3,458,156 532,492 2,744,289 3,276,781

Assigned:

Appropriated to Next Year's Budget 550,000 250,000 800,000 550,000 250,000 800,000 550,000 595,000 1,145,000

Encumbrances 27,681 - 27,681 172 172 4,483 567,732 572,215

Assigned Fund Balance 577,681 250,000 827,681 550,172 250,000 800,172 554,483 1,162,732 1,717,215

Unassigned:

Undesignated 339,945 574,198 914,143 345,894 598,255 944,149 594,290 - 594,290

827,681$ 800,172$ 1,717,215$

Total Fund Balance 1,844,294$ 3,306,377$ 5,030,671$ 1,425,822$ 3,776,655$ 5,202,477$ 1,681,265$ 3,907,021$ 5,588,286$

1,844,294$ 3,306,377$ 5,150,671$ 1,425,822$ 1,681,265$

Total Liabilities and Fund Equity 2,391,734$ 3,935,347$ 6,207,081$ 1,953,486$ 4,447,915$ 6,401,401$ 2,233,614$ 4,678,386$ 6,912,000$

GENERAL FUND

Table 6-7

76

2010-11 2011-12

Brocton Westfield IF Combined Brocton Westfield IF Combined

BALANCE SHEET:

ASSETS:

Cash- Unrestricted 416,959 1,166,650 1,583,609 710,517 1,036,446 1,746,963

Cash- Restricted 532,492 2,744,289 3,276,781 1,434,428 2,362,145 3,796,573

Accounts Receivable 9,882 10,387

Due from other Funds 455,748 69,774 525,522 541,452 63,718 605,170

Due from State and Federal 461,591 697,673 1,159,264 234,211 703,080 937,291

Due from Other Governments 366,824 366,824 314,107 - 314,107

Total Assets 2,233,614$ 4,678,386$ 6,912,000$ 3,244,597$ 4,175,776$ 7,400,104$

6,912,000$ 7,420,373$

LIABILITIES:

Accounts payable - 1,944 1,944

Accrued Liabilities 117,744 117,744 133,164 133,164

Bond Interest & Matured Bonds Payable 62,608 62,608 47,092 47,092

Due to Other Funds - -

Due to Retirement Systems 434,605 708,757 1,143,362 496,647 947,871 1,444,518

Total Liabilities 552,349$ 771,365$ 1,323,714$ 631,755$ 994,963$ 1,626,718$

1,323,714$ 1,626,718$

FUND EQUITY:

Reserved for:

Workers' Compensation - 300,000 300,000

Unemployment Insurance 272,098 272,098 200,000 242,287 442,287

Retirement Contribution Reserve 666,000 666,000 591,000 591,000

Insurance 250,000 250,000 250,000 250,000

Tax certiorari 46,191 46,191 400,000 18,858 418,858

Employee Benefit Liability 328,529 1,510,000 1,838,529 330,225 1,260,000 1,590,225

Capital Reserve - -

Debt Service 201,228 201,228 204,203 204,203

Other 2,735 2,735 -

Restricted Fund Balance 532,492 2,744,289 3,276,781 1,434,428 2,362,145 3,796,573

Assigned:

Appropriated to Next Year's Budget 550,000 595,000 1,145,000 460,000 575,000 1,035,000

Encumbrances 4,483 567,732 572,215 113,267 243,668 356,935

Assigned Fund Balance 554,483 1,162,732 1,717,215 573,267 818,668 1,391,935

Unassigned:

Undesignated 594,290 - 594,290 605,147 - 605,147

1,717,215$ 1,391,935$

Total Fund Balance 1,681,265$ 3,907,021$ 5,588,286$ 2,612,842$ 3,180,813$ 5,793,655$

1,681,265$ 2,612,842$

Total Liabilities and Fund Equity 2,233,614$ 4,678,386$ 6,912,000$ 3,244,597$ 4,175,776$ 7,420,373$

GENERAL FUND

77

Table 6-8

Merger aid would be of substantial benefit to a new district in the area of fund balances. By 2017-18, single districts would be

insolvent, whereas a merged district would see a substantial positive fund balance.

78

In Table 6-9 below, it appears that Brocton will receive much more in state aid based on enrollment and wealth than Westfield

will be allocated. What is not included in this graph are the declining enrollment numbers that are substantially greater in Brocton

than in Westfield. By 2017-18, state aid based on enrollments and wealth will increase by 87% in Brocton and 12% in Westfield

because there are fewer students over whom to spread the wealth. Thus, the cost per child is much greater in Brocton than in

Westfield.

Table 6-9

79

In Table 6-10 we examine the full value per student and see that Westfield’s value is about $70,000 different in 2007 and

the trend continues until the projected years where Brocton and Westfield are very similar. The decreasing enrollment in

Brocton is reflecting the increasing per student cost. Incentive aid helps both districts equalize by 2017-18.

Table 6-10

80

Table 6-11 indicates an increase in expenditures per pupil of 79% in Brocton, whereas Westfield shows a slower increase in

expenditures per pupil and a slower decline in enrollments over the same time. As a merged district the expenditures per pupil are

mid-way between the current figure for Westfield and Brocton, bringing it in line with the NYS average from 2010 of $26888. (This

is the most recent figure available.) Table 6-11

81

Table 6-12

* Without ANY Operating Incentive Aid. PLEASE NOTE: This table illustrates what would happen with OIA.

With OIA, the tax rate for a combined district could be lower than either Brocton’s or Westfield’s as single districts.

82

On Table 6-13 on the next page, percentages of OIA are calculated, showing that if 40%

of the aid were used to reduce taxes, both districts would have tax rates lower than their current

full value rates.

83

Table 6-13

New York State Merger Incentive Aid

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

F.V. TAX RATE Projected Full Value Tax Rate

Brocton 23.15$ 22.29$ 21.76$ 21.23$ 20.72$ 20.21$

Westffield 17.92$ 17.77$ 17.62$ 17.47$ 17.32$ 17.17$

If Combined 19.93$ 19.53$ 19.24$ 18.96$ 18.68$ 18.40$

Incentive Op Aid.

2,612,141$ Full Value Tax Rate AFTER Op. Incentive Applied

261,214 10% 19.01 18.75 18.48 18.22 17.95

522,428 20% 18.50 18.25 18.00 17.76 17.51

783,642 30% 17.99 17.76 17.53 17.29 17.06

1,044,856 40% 17.48 17.26 17.05 16.83 16.62

1,306,071 50% 16.97 16.77 16.57 16.37 16.17

1,567,285 60% 16.46 16.28 16.09 15.91 15.72

1,828,499 70% 15.94 15.78 15.62 15.45 15.28

2,089,713 80% 15.43 15.29 15.14 14.99 14.83

2,350,927 90% 14.92 14.79 14.66 14.53 14.39

2,612,141 100% 14.41 14.30 14.18 14.07 13.94

-$ F.V. Tax Reduction from Op. Incentive Applied

261,214 10% (0.51) (0.49) (0.48) (0.46) (0.45)

522,428 20% (1.02) (0.99) (0.96) (0.92) (0.89)

783,642 30% (1.53) (1.48) (1.43) (1.38) (1.34)

1,044,856 40% (2.05) (1.98) (1.91) (1.84) (1.78)

1,306,071 50% (2.56) (2.47) (2.39) (2.31) (2.23)

1,567,285 60% (3.07) (2.97) (2.87) (2.77) (2.67)

1,828,499 70% (3.58) (3.46) (3.34) (3.23) (3.12)

2,089,713 80% (4.09) (3.95) (3.82) (3.69) (3.56)

2,350,927 90% (4.60) (4.45) (4.30) (4.15) (4.01)

2,612,141 100% (5.12) (4.94) (4.78) (4.61) (4.45)

Table 6-14

84

GEN Year

GEN Date 11-Oct-2012 16-Mar-2012

District Number: 062301 062901

LINE Brocton Westfield Combined

PART VI: CALCULATION OF INCENTIVE OPERATING AID FOR REORGANIZED DISTRICTS

2006‐07 SELECTED OPERATING AID (FROZEN 15-FEB- 2007) 75 3,322,017 3,208,335 6,530,352

2009-10 APPROVED OPERATING EXPENSE (2010-11 AOE ENT 53) 76 10,314,956 10,972,320

AID LIMIT (.95 * ENT 76) 77 9,799,208 10,423,704

2011-12 INCENTIVE OPERATING PERCENT 78 0.4000 0.4000

UNLIMITED INCENTIVE AID (ENT 67 * ENT 70) 79 1,328,806$ 1,283,334$

AID PLUS UNLIMITED INCENTIVE (ENT 75 + ENT 79) 80 4,650,823$ 4,491,669$

LOSS DUE TO LIMIT (ENT 80 ‐ ENT77, MIN 0) 81 -$ -$

2011-12 INCENTIVE OPERATING AID (ENT 79 ‐ ENT 81, MIN 0, RND) 1,328,806$ 1,283,334$ 2,612,140$

PART IV: STATE SHARING RATIOS FOR 2011-12 AID CALCULATIONS Combined

2008 ACTUAL VALUATION 43 159,324,543$ 270,720,250$ 430,044,793$

2009-10 TOT WEALTH PUPIL UNITS (TWPU) 44 868 927 1,795

ACTUAL VALUATION PER TWPU (ENT 43 / ENT 44) 45 183,553$ 292,039$ 239,579$

PUPIL WEALTH RATIO (ENT 45 / $599,500) 46 0.30600 0.48700 0.39900

PUPIL WEALTH RATIO * .50 (ENT 46 * 0.50) 47 0.15300 0.24300 0.19900

2008 ADJUSTED GROSS INCOME 48 57,400,531$ 77,695,019$ 135,095,550$

ADJUSTED GROSS INCOME / TWPU (ENT 48 / ENT44) 49 66,129$ 83,813$ 75,262$

ALTERNATE PUPIL WEALTH RATIO (ENT 49 / $172,800) 50 0.38200 0.48500 0.43500

ALTERNATE PUPIL WEALTH RATIO * .50 (ENT 50 * 0.50) 51 0.19100 0.24200 0.21700

COMBINED WEALTH RATIO (CWR) (ENT 47 + ENT 51) 52 0.344 0.485 0.416

SELECTED SHARING RATIO:

CWR * 1.230 (ENT 78 * 1.230) 53 0.42300 0.59600 0.51100

FORMULA 1 SHARING RATIO (1.370 - ENT 53, MIN 0, MAX .900) 54 0.90000 0.774 0.859

CWR * 0.640 (ENT 52 * .640) 55 0.22000 0.310 0.266

FORMULA 2 SHARING RATIO (1.000 - ENT 55, MIN 0, MAX .900) 56 0.78000 0.690 0.734

CWR * 0.390 (ENT 52 * 0.390) 57 0.13400 0.189 0.162

FORMULA 3 SHARING RATIO (0.800 - ENT 57, MIN 0, MAX .900) 58 0.66600 0.611 0.638

CWR * 0.220 (ENT 52 * 0.220) 59 0.07500 0.106 0.091

FORMULA 4 SHARING RATIO (0.510 - ENT 59, MIN 0, MAX .900) 60 0.43500 0.404 0.419

SELECTED SHARING RATIO

(HIGHEST OF ENTS 54 ,56, 58 OR 60, MIN 0, MAX .900) 61 0.90000 0.774 0.859

2011-12

GENERAL FORMULA AID OUTPUT REPORT - Merger Incentive

This table demonstrates how the merger incentive aid is calculated, and how the state aid

ratio changes. The combined wealth ratio in Brocton increases from .344 to .416, while

Westfield decreases from .485 to .416. However, the aid ratio in Brocton decreases from .90 to

.859, while Westfield increases from .774 to .859. Basically, each district gains if a merger takes

place and a new district is created.

Table 6-15

85

86

Table 6-16

BASIC

Formula Aid

2006-07

COMBINED

GEN Reports Aid%

ESTIMATED

Incentive Aid 10% 20% 30% 40%

1 2013 - 14 6,530,352 40% 2,612,141$ 261,214$ 522,428$ 783,642$ 1,044,856$

2 2014 - 15 6,530,352 40% 2,612,141$ 261,214 522,428 783,642 1,044,856

3 2015 - 16 6,530,352 40% 2,612,141$ 261,214 522,428 783,642 1,044,856

4 2016 - 17 6,530,352 40% 2,612,141$ 261,214 522,428 783,642 1,044,856

5 2017 - 18 6,530,352 40% 2,612,141$ 261,214 522,428 783,642 1,044,856

6 2018 - 19 6,530,352 36% 2,350,927$ 235,093 470,185 705,278 940,371

7 2019 - 20 6,530,352 32% 2,089,713$ 208,971 417,943 626,914 835,885

8 2020 - 21 6,530,352 28% 1,828,499$ 182,850 365,700 548,550 731,399

9 2021 - 22 6,530,352 24% 1,567,284$ 156,728 313,457 470,185 626,914

10 2022 - 23 6,530,352 20% 1,306,070$ 130,607 261,214 391,821 522,428

11 2023 - 24 6,530,352 16% 1,044,856$ 104,486 208,971 313,457 417,943

12 2024 - 25 6,530,352 12% 783,642$ 78,364 156,728 235,093 313,457

13 2025 - 26 6,530,352 8% 522,428$ 52,243 104,486 156,728 208,971

14 2026 - 27 6,530,352 4% 261,214$ 26,121 52,243 78,364 104,486

15 2027 - 28 6,530,352 0% -$ - - - -

$24,815,338 $2,481,534 $4,963,068 $7,444,601 $9,926,135

ESTIMATED 14-YEAR MERGER INCENTIVE OPERATING AID

Merger Year

Total Incentive Aid

The table shows that there is a 40% increase in operating aid during the first five years.

From then until 2026-27, this incentive aid decreases by 4% each year until the operating aid

incentive expires. In order to maintain the benefits of cost savings achieved through merger, the

new district’s board of education would have to carefully monitor expenses and use part of the

OIA to create a reserve and capital reserve fund.

87

Table 6-17

STATE AID INCENTIVE TO MERGED DISTRICTS:

1.

2.

98.00%

District BLD4 or HNSBAR 130% Limit Before Merged

Brocton 0.979 1.272 0.980 0.021

Westfield 0.906 1.177 0.980 0.094

Local Share

0.021

OPERATING INCENTIVE. Additional % of 2006-07 GEN (General Formula Aid Calculation) starting at 40% for 5 years, then decreasing by 4% per year for the next 9 years so that

year 14 receives no Incentive Merger Aid. [Ed. Law §3602, 14, c,d,e,f & j]

BUILDING INCENTIVE. Additional 30% of the HIGHEST of the Former School Districts' (Vote Date) Building Aid Ratio, capped at 95% (98%) for any NEW project approved within

10 years of the official date of Reorganization. Remaining Debt of former Districts becomes aided at the Highest (Vote Date) Aid Ratio of the former Districts, but is not eligible for the

additional 30%. [Ed. Law §3602, 14, c (vi)]

0.0000.0100.0200.0300.0400.0500.0600.0700.0800.0900.100

Brocton Westfield Merged

Local Share 0.021 0.094 0.021

BUILDING PROJECT LOCAL SHARE

This table shows that the amount of building aid available to a consolidated district would be 97.9%, the same rate that Brocton now

has. As a single district, Westfield has 90.6% building aid for capital projects.

88

Table 6-18

Bonded Debt

Service

Estimated

Building AidLocal Share

2012-13 1,901,401 1,676,473 224,928

2013-14 3,163,631 2,868,546 295,085

2014-15 2,925,867 2,868,546 57,321

2015-16 3,048,148 2,868,546 179,602

2016-17 3,052,544 2,868,546 183,998

2017-18 3,062,192 2,868,546 193,645

2018-19 3,067,724 2,868,546 199,178

2019-20 1,160,799 1,448,068 (287,269)

2020-21 1,161,195 1,402,345 (241,150)

2021-22 1,175,618 1,356,623 (181,005)

2022-23 1,183,356 1,356,623 (173,267)

2023-24 1,194,054 1,356,623 (162,569)

2024-25 1,202,413 1,356,623 (154,210)

2025-26 1,208,822 1,356,623 (147,801)

2026-27 783,142 1,356,623 (573,481)

2027-28 772,200 1,356,623 (584,423)

2028-29 140,627 (140,627)

2029-30 140,627 (140,627)

2030-31 140,627 (140,627)

2031-32 140,627 (140,627)

2032-33 140,627 (140,627)

2033-34 140,627 (140,627)

TOTALS 30,063,105$ 31,375,150$ (1,312,044)$

Brocton Central School District

Current Debt Service to Maturity including, Bonded Debt,

2011 Capital Project, estimated Building Aid and resulting

Local Share

As of December 1, 2012

89

Table 6-19

Current

Bonded Debt

Service

Building Aid Local Share

2012-13 481,569 551,504 (69,935)

2013-14 480,225 551,504 (71,279)

2014-15 478,388 551,504 (73,117)

2015-16 481,125 551,504 (70,379)

2016-17 343,125 495,804 (152,679)

2017-18 345,175 440,105 (94,930)

2018-19 351,925 440,105 (88,180)

2019-20 348,225 440,105 (91,880)

2020-21 349,080 440,105 (91,025)

2021-22 349,168 440,105 (90,937)

2022-23 348,615 440,105 (91,490)

2023-24 352,240 440,105 (87,865)

2024-25 0 0 0

TOTALS 4,708,859$ 5,782,554$ (1,073,695)$

Westfield Central School District

Current Debt Service to Maturity including,

Bonded Debt, estimated Building Aid and

resulting Local Share

As of December 1, 2012

Currently each district is bringing debt to the merger project. Brocton’s debt is

$31,000,000, and Westfield’s is $4,700,000. Under existing NYS law, both districts will receive

more building (capital project) aid than actual debt expense as illustrated in Tables 6-18 and 6-

19. If Westfield and Brocton merge, the new district will have an aid ratio of 97.9%, which will

benefit Westfield since their current rate is 90.6%. Brocton is currently at 97.9%. The debt

service that both districts bring to a merged district would have no negative impact on taxes.

90

After the District Advisory Committee reviewed the financial data and discussed the

financial implications for these two districts, the Committee strongly stressed a conservative

budgeting approach if a merger is to be successful for at least 15-20 years. Almost all Committee

members believed that the merger would provide the students of both communities with better

opportunities and choices for education. They expressed the need to lower contractual

commitments, including post- retirement health care options; to increase staff contributions for

health care benefits; and to create a new contract that will be fair to all staff but allow the new

district to grow. The Committee asked that a sample cost savings projection be included in the

study. Readers will find the cost of leveling up teacher salaries in Appendix G. Other budget

information about cost savings can be found throughout the report.

91

Chapter 7

Transportation

Brocton Central School District currently provides its own transportation and transports

almost all students in the district. It employs a full-time director of transportation who oversees

the bus garage, routing, drivers, 19A certification, and buses. It also employs a mechanic who

does the majority of the work on the fleets. There are ten salaried bus drivers, whose pay is

based on a six hour day. The district also employs four bus aides who are paid hourly and

considered full-time employees. The drivers and aides belong to the same bargaining unit with a

contract that expires in June of 2014.

The bus garage is a relatively new structure, built in 2005. The building has two work

bays with lifts and sixteen bays for parking (the entire fleet parks inside). Two of the bays are in

use by the maintenance department for its equipment. Currently, the district utilizes a ten year

replacement program; each used bus is traded in for a new one at the end of a 10 year period of

use. The fleet consists of sixteen buses: eleven full-size and five smaller. The chart below

reflects information in summary about the Brocton bus fleet.

Table 7-1

Bus # Year

Made

Model Make Capacity Wheel

Chair

Condition Mileage

58 1993 IH Thomas 66 0 Fair 121747

67 1998 IH Thomas 66 0 Fair 84700

72 2003 FS65 Thomas 66 0 Good 102697

73 2003 FS65 Thomas 66 0 Good 110452

74 2007 C2 Thomas 66 0 Good 85746

75 2007 C2 Thomas 66 0 Good 61727

76 2007 C2 Thomas 66 0 Good 94216

77 2007 C2 Thomas 66 0 Good 84550

78 2005 GMC Thomas 28 0 Good 142886

79 2006 IC-BE Chevrolet 8 0 Good 60684

80 2011 IC-BE IC 24 1 Excellent 24799

92

81 2012 IC-CE IC 66 0 Excellent 14901

82 2012 IC-CE IC 66 0 Excellent 12144

83 2012 IC-CE IC 66 0 Excellent 15329

84 2012 Type A TransTech 21 1 Excellent 12078

85 2012 Caravan Dodge 6 0 Excellent 42645

The district conducts two morning and two afternoon bus runs, each run using six buses.

The first morning run picks up all 7-12 grade students, and the second morning run picks up all

elementary students. This same routine is used for return of students to home in the afternoon.

Middle and high school students are returned home first, followed by the elementary student bus

run. The buses are currently running at sixty to seventy percent of maximum capacity for riders.

Buses also transport students to the LoGuidice BOCES Center for career and special education,

to Chautauqua Lake Central School District for special education, and to a private school in

Buffalo. An afternoon bus run to the LoGuidice Center is shared with the Westfield Central

School District. The following chart summarizes the Brocton routine bus runs.

Table 7-2

Square

Miles

# Bus Runs Avg Students

per Run

Time on bus(min)

Length of bus

route(miles)

Brocton 35.84 Elementary

6 AM runs

6 PM runs

High School

6 AM runs

6 PM runs

Elementary

33

High School

45

Elementary

Shortest=35

Longest=45

High School

Shortest=35

Longest=65

Elementary

Shortest=12

Longest=20

High School

Shortest=13

Longest =18

It should be noted that the Brocton School District utilized a computerized routing

program to design the bus routes for the district. This program works in conjunction with the

district’s student management system to create the most efficient routes before routes are

reviewed for any necessary minor changes.

The Westfield Central School District also conducts and maintains its own transportation

system. It employs a Head of Transportation to oversee the busing system, who also works as a

93

bus mechanic as well as planning the bus routes for the district, overseeing transportation

employee payroll, and management and training of bus drivers.

The district employs nine full time bus drivers who work 4.5 to 5 hours per school day.

They are paid actual hours as per the time clock and are not represented by a union or

organization. They do have a two year contract that expires in June of 2014. The district also

employs one full time mechanic who follows the same contract as the drivers.

The bus garage has been recommended by the Head of Transportation to be replaced as

part of the district’s five year plan. This recommendation would have to be included in the next 5

year plan to be done. He believes that the building is in deteriorating condition, and nearing the

end of its life expectancy. Based on photos of the space, it would appear that buses could be

parked there for several more years. The structure contains twelve bays where twelve buses can

be parked. There are two bays for maintenance, and one of these contains a lift. There also is a

separate pole building in which one bus, a truck, and a staff vehicle are housed.

The district has a fleet of thirteen vehicles: 8 full sized buses, and five smaller buses.

Three of the smaller buses are wheel chair accessible and compatible. Buses are replaced on a

ten year schedule. One large bus or two smaller buses are replaced each year. The buses are

replaced by new ones on a trade-in basis. Below is a chart containing information about the

Westfield School District bus fleet.

Table 7-3

Bus # Year

Made

Model Make Capacity Wheel

Chair

Condition Mileage

72 2003 All American BB 66 0 Good 115667

73 2005 Microbird Ford/BB 18 1 Good 135072

74 2005 All American BB 66 0 Good 88575

75 2006 Microbird Ford/BB 30 0 Good 77850

76 2006 Microbird Ford/BB 30 0 Good 82540

77 2007 All American BB 66 0 Good 64320

78 2008 All American BB 66 0 Good 54360

94

79 2008 Microbird Chevy/BB 18 1 Good 82162

80 2009 All American BB 66 0 Good 42139

81 2010 All American BB 66 0 Good 48906

83 2011 BE IH 24 1 Good 17985

84 2012 All American BB 66 0 Good 18350

85 2013 CE IH 60 0 Good 3928

The district provides separate bus runs for the elementary and middle/high school

students. There are seven runs in the morning to pick up middle/high school students and 6 runs

in the afternoon to return students home. The elementary runs consist of 6 in the morning for

pickups, and 6 in the afternoon for returns home. There is also a daily round trip run to and from

Chautauqua Lake Central School for special education, a daily round trip run to transport seniors

to and from Hewes BOCES, and a daily round trip run for juniors to/from the LoGuidice

BOCES. It should be noted that during the 2013-2104 school year, all students participating in

BOCES programs will attend the LoGuidice Center in Fredonia.

Since the Westfield school building is located in the village of Westfield, there are a

number of students who live in proximity to the school, and therefore walk to school. This will

have to be taken into consideration if new bus routes are developed for a merged school district.

The buses average 50 percent load capacity on typical runs. The following chart illustrates a

summary of Westfield School District’s routine bus runs.

Table 7-4

Square

Miles

# Bus Runs Avg Students per

Run

Time on bus

( minutes)

Length of bus route

(miles)

Westfield 41.86 Elementary

6 AM runs

6 PM runs

High School

7 AM runs

6 PM runs

Elementary

29

High School

29

Elementary

Shortest=40 Longest=45

High School

Shortest=40

Longest=45

Elementary

Shortest=14

Longest=20

High School

Shortest=13

Longest =22

95

An important factor to consider when designing bus routes for a combined district is the

number of students who currently walk or get to school by alternate methods in both school

districts. Presently in the Westfield district, there are approximately 100 students who walk in

grades kindergarten through fifth grade and approximately 200 students who do not ride the bus

in grades six through twelve. In Brocton, almost 100% of the students ride the district

transportation to and from school. Presently, both districts have one way bus runs that average

35 to 45 minutes in length. It is a recommendation of the District Advisory Committee that bus

runs be no more than 60 minutes long. The Westfield School District has a current policy that

bus routes are prohibited from crossing any railroad tracks. This policy will have to be taken

into consideration if a merger takes place.

96

Chapter 8

Facilities

It must be noted that there is a short distance between the two school districts’ facilities

of only eight miles. The total square miles combined for the two districts would be 77.72,

smaller than the following districts in Chautauqua County: Cassadaga CSD, Chautauqua Lake

CSD, Sherman CSD, and Clymer CSD. Both school districts are housed in K-12 buildings

which have distinct wings for at least two of the levels of instruction.

Brocton Central School District

The school facilities for the Brocton Central School District are located on 38.46 acres of

land at the intersection of 138 West Main Street (US Route 20) and School Street in the Village

of Brocton (Town of Portland). All grade levels Pre-K through 12 are housed at this location, as

is the transportation facility.

The original two-story 50,000 square foot building was constructed in 1939. It is

designed in the neoclassical style with Colonial Revival influences and handsomely constructed

of brick and cast stone. The gable roof structure over the central core of the original building has

at its peak a large cupola.

The expansion of the building occurred in 2003 and included 47,100 square feet for

additional classroom space, a gymnasium, locker rooms, a lobby and concession area. This

project also included the construction of a 16 bay bus storage and maintenance facility. In 2005,

there was a capital project that involved the replacement of windows throughout the building and

masonry restoration of the original 1939 building.

The school site has the following outdoor facilities:

2 softball fields

1 baseball diamond

97

3 tennis courts

1 basketball court

1 football/soccer field with bleachers and a press box (new)

In 2008 the district’s architect, Harrington Sandberg Architecture & Engineering, P.C.,

worked with district administrative staff and Building and Grounds personnel to prepare a Five

Year Capital Facilities Plan for the district. As of this date most of the work that was described in

the 2008 Five Year Capital Facility Plan has been included in the current $16,000,000 project

approved by voters in 2011.

Westfield Academy and Central School District

The Westfield Academy and Central School District is located in the southwestern region

of New York State in Chautauqua County. The district located in the Village of Westfield, the

Town of Westfield, and a portion of the Town of Portland. The main campus is located in the

Village. The campus is comprised of three buildings, all located on this site. The Main building

houses the Board of Education, administration, and grades Pre-k through 12th

grade. The campus

also includes the Laughlin Building (Wayside) and the transportation facility.

Westfield Academy and School District facilities were first constructed in 1954.

Additions and/or major renovations to the main building were made in 1957, 1996 and 1998.

The Building and Condition Survey has been used to compile the information on Table 8-

1. The district playgrounds and athletic fields on the main campus include the following:

1 playground

4 tennis courts

1 baseball field

1 softball field

1 football /soccer field

1 cinder track

98

The fields are all in need of upgrading. The cinder track has been de-certified for

interscholastic use.

The overall district rating is satisfactory, according to the 2011 Facilities Report. The

five year plan created in 2011 by the district’s architects, Habiterra Associates, described no

capital projects for the succeeding two years. Then in 2013-14, a renovation is planned in the

main building and athletic fields, including the following:

roof replacement on the press box

new drainage at softball and baseball fields

drainage improvement for the tennis courts and football field

drainage by the creek

re-grading and leveling of the playing fields

installation of new ceiling insulation and new lights

revision or replacement of the heating system valves and piping

upgrading kitchen equipment

painting of the canopy

addition of a security camera for the security system

replacement of main entrance door and windows

installation of new valves for hot water piping systems

replacement of all backboards in High School gym

upgrading of motors

addition of high school bleachers

Year 4 will be focus on upgrading the student drop off areas in front of the school

reconstruction of parking lots, and repair of masonry work to the building

Year 5 will focus on the main building

Installation of outside new all-weather track, bleachers, fields and playground

Replacement of the auditorium ceiling

Addition of air conditioning

Repairs to the floor tile

Work will also be done at the Laughlin Building (Wayside) and Bus Garage

99

The cost of the work to be done over the three years is estimated at $7,200,000.

Westfield’s building aid is currently established at 90.7%, so local taxpayers would have to

contribute 9.3% of the total cost of renovations.

In the last renovation project in 1998, classrooms were added to the building, and the

architect designed a space that included stairwells and structural support to add another eight to

ten classrooms over the new addition.

100

Table 8-1

Brocton Central (2008)* and Westfield Academy (2011)*

Brocton

Main Building - 138 West Main St.

Enrollment - 534 Students (as of October 2012)

Total Square Feet - 187,800

Classrooms – 62

Student Capacity-1291-

Elementary K- 6: 689

Secondary 7 – 12: 602

History of Main Building

Original Building 1939 - 50,000 Square Feet

Addition One 1952 - 9,000 Square Feet

Addition Two 1955 - 30,000 Square Feet

Addition Three 1966 - 40,000 Square Feet

Addition Four 1990 - 11,700 Square Feet

Addition Five 2003 - 47,100 Square Feet

Useful Life of the Main Building- 50+ years

Value - $33,668,270.

Utilities – water, gas, municipal electric

Press Box

Built 2003 – 192 Square Feet

Useful Life – 50+ Years

Value – $17,698.

Bus Garage

Original Building – 2003 – 14,200 Square Feet

Useful Life – 50+ Years

Value – $2,402,778.

Westfield Academy

Main Building - 203 East Main St.

Enrollment - 723 Students (as of October 2012)

Total Square Feet - 183,928

Classrooms - 71

Student Capacity-1383-

Elementary K-6:644

Secondary 7 – 12: 739

History of Main Building

Original Building 1954 - 125,874 Square Feet

Addition One - 1957 - 30,600 Square Feet

Addition Two- 1996 - 12,500 Square Feet

Addition Three - 1998 - 14,954 Square Feet

Useful Life of the Main Building- 50 years

Value - $36,500,000.

Utilities – water, gas, municipal electric

Laughlin (Wayside) Building-205 East Main St

Original Building - 1950 – 4,620 Square Feet

Enrollment – 40 Students

Useful Life – 30 Years

Value- $925,000.

Bus Garage

Original Building – 1954 – 7,285 Square Feet

Useful Life – 20 Years

Value – $1,500,000.

* Data for both districts provided by the current Five Year Facility Plans

101

Review of the Facilities

Members of the District Advisory Committee were invited to walk through each building

prior to two of the meetings. The committee members were surprised by both of the schools’

main buildings and the amount of space available for student learning. The overall impressions

were discussed by the committee. It was noted that the Brocton facilities were completing their

second major renovation in the past 10 years, whereas Westfield is planning to start work in

2013-2016 on numerous projects (as described previously).

Brocton’s most recent project cost $16,000,000 to add classrooms, redesign cafeteria

facilities, replace a swimming pool, add weight and conditioning rooms, upgrade the heating,

electrical and water systems, add air conditioning, add a state of the art, music recording studio,

redesign the music and nursing complexes, as well as update classrooms in science and the lab

areas. These major changes are perceived by committee members as making the learning

environment student centered and student friendly.

Committee members noted that Brocton’s new pool facility can serve as a community

swimming center, as can the weight room, yoga and dance studio. Air conditioning makes the

building well suited for year-round use, perhaps an important factor in light of a state proposal to

extend the school day and year. The average size of elementary classrooms is slightly larger in

Brocton than those in Westfield, and the Brocton Elementary School has a distinct entrance. In

both districts, there is no physical distinction between the middle school and the high school

classroom sizes. Brocton’s bus garage is relatively new (2003), and Westfield’s, built in 1954, is

in need of renovation.

As discussed earlier, Westfield is a district that has used a more conservative approach

due to difficult budgets and a desire to maintain tax rates. They have held off on major

renovations possibly because their building aid is 90.7%, thus requiring local taxpayers to

contribute up to 9.3% of the cost of renovations. They also tried to preserve programs rather

than divert funds to capital improvements. Brocton, on the other hand, receives 97.9% aid for

renovations (capital projects) and they were able to use EXCEL aid to fund the 2.3% local

contribution, thus avoiding any tax increase at all for their most recent capital project. Westfield

102

currently has about $126,000 remaining in EXCEL aid to offset the 9.3% local share needed for

a renovation project. It is likely that taxpayers would have to approve a building project that

involves a tax increase if they are to renovate their facilities before any new construction.

Westfield’s facilities are clean and well maintained, but their facilities are not as up-to-

date as Brocton’s. They anticipate proposing a major renovation project to the voters to start in

2014.

The art and music facilities in both districts caused conversation within the District

Advisory Committee. Staff in each district completed the Facilities Reports which follow.

Table 8.2

BROCTON ART FACILITIES

PROGRAM High School Middle School Elementary

School

High School

Art

Room Number(s) 218 Same Room 195 168

20 Apples

Room Size:

Dimensions 45 x 22 43 x 22 22x30

Square Footage 990 946 660

Maximum # of students

that can safely fit in

room

30 30 30 30

Student Work Storage

Area (Yes/No)

Yes

Please describe 16 x 16

Equipment storage

(Y/N)

Y – 10 x 16 Y – 15 x 9

Faculty Offices No No No No

103

Table 8.3

WESTFIELD ART FACILITIES

PROGRAM High School Art Middle School Elementary

School

H.S. Art

Room Number(s) 194 190 114 196

Room Size: 3 clsrms HS/MS

Dimensions 35’10” x 24 35 x 29 37 x 23 35 x 25

Square Footage 862 1,029 855 951

Photo Lab Size 18 x 14

Graphics Lab Size 10 x 12 15 MACS

Pottery/Kiln Room Size 11 x 10

Maximum # of students

that can safely fit in

room

25 25 25 25

Student Work Storage

Area (Yes/No)

Yes Yes Yes

Please describe Labeled storage

bins

Labeled storage

bins

Labeled

storage bins

Equipment storage

(Y/N)

Yes No Yes Yes

Please describe 18 x 8 12 x 6 18 x 8

Faculty Offices No No No No

The Westfield art facilities are more extensive than those in Brocton. They accommodate

a variety of art media and possibilities for course offerings that are not currently available in

Brocton. In the most recent renovation project, Brocton did not address any changes to the art

rooms.

Table 8-4

BROCTON MUSIC FACILITIES

PROGRAM CHORUS BAND ORCHESTRA JAZZ

BAND

Room Number 143 145

Room Size:

Dimensions 24’ x 38’ 78 x 32

Square Footage 912 sq. ft. 2400 sq. ft.

Ceiling Height 10 ft. 10 ft.

Room Design (tiered or

flat)

Flat Tiered

104

Maximum # of

musicians that can

safely fit in room

70 70

Instrument storage

(Yes/No)

Guitar racks Yes

Please describe Excellent Storage

Equipment storage

(Y/N)

N Y

Please describe In-room

Practice Rooms:

Number of rooms 0

Dimensions 0

Faculty Offices:

Number of rooms 1

Dimensions 8’ x 4’

Square Footage 32 sq ft.

Auditorium:

Stage dimensions 37’ x 21’ of usable

space

Square Footage 777 sq. ft.

Fly Space (Yes/No) None available

Number of rails?

Wing space width 8’

Maximum # of

musicians that can

safely fit on stage

70

Audience seating

capacity

450

Table 8.5

WESTFIELD MUSIC FACILITIES

PROGRAM CHORUS BAND ORCHESTRA JAZZ

BAND

Room Number 153 151

Room Size:

Dimensions 45’4” x 37’2” 46’10” x 53’ 2”

Square Footage 1,225 sq ft 2,300 sq ft

Ceiling Height 12’8” to clouds 12’8” to clouds 21’ to ceiling

Room Design (tiered or

flat)

From risers From risers

105

Maximum # of

musicians that can

safely fit it room

Instrument storage Yes 11’3” x 11’4”

Storage room

Individual locked

cages

Please describe Left side of Room On outside walls

Equipment storage

Yes

35’ x 11’11”

Please describe Prop storage Rm

154 behind stage

Practice Rooms: #155 #156 #157 #158

Number of rooms 1 1 1 1

Dimensions 14’9” x 9’4” 8’8” x 6’7” 6’7” x 7’ 11” 17’ x 14’4”

Faculty Offices: #153 #151

Number of rooms 1 1

Dimensions 13’8” x 13’4” 11’10” x 10’4”

Square Footage

Stage Aud

Auditorium: #149

Stage dimensions 18’ x 41’ 73’5” x 69’3”

Square Footage 2,050 sq. ft. 5,184 sq. ft.

Fly Space - Yes Yes

Number of rails?

Wing space width 23’10” x 19’6”

Both sides of stage

Maximum # of

musicians that can

safely fit on stage

85

Audience seating

capacity

615

Changing rooms wing

space as looking at

stage

Left Side Right Side

Dimensions 41’6” x 5’9” 9’10” x 6’4”

Storage Rm 152 behind

chorus and band rooms

17’11” x 18’

Both districts are proud of their music facilities. Westfield’s facilities are larger than

those in the newly renovated music complex in Brocton. It is also notable that the Westfield

auditorium seats 165 more people than does Brocton’s auditorium.

106

Table 8-6

BROCTON

PHYSICAL ED.

High School Middle School Elementary School

Room Number(s) 1 Large New Gym Fitness Center 1 Large gym

Room Size:

Dimensions 98 x 108 78 x 96

Square Footage 10,584 7488

Ceiling Height 30’8” 24’9”

Maximum # of students

that can safely fit in

gym

1,000 750

Student Lockers used?

(Yes/No)

Yes Yes

Equipment storage Yes Yes

Please describe Two 12 x 12 areas Two 20 x 12 areas

Faculty Offices: 2 2

Dimensions 10 x 15 10 x 20

Square Footage 150 200

Other Information:

Annual budget for

materials, supplies,

equipment

Equipment: $8,400

Materials/Supplies:

$9,817

ATHLETICS Playing Fields: New

football field, 1 baseball

field, 1 softball field

NO TRACK Practice fields for

soccer, football, 3

outdoor tennis courts, 2

outdoor basketball

courts

Dimensions All are regulation NYSPHSAA size

Spectator seating New aluminum football bleachers, new lights, new press box

Student Locker Rooms 2 team locker rooms inside with doors leading outside;

Team room and Storage – 30 x 30

Annual Maintenance

Budget

Changes each year – around $50,000

Annual Equipment and

Supplies Budget

$54,000

Annual Travel Budget $8,000

WESTFIELD

PHYSICAL ED.

PROGRAM

High School Middle School Elementary School

107

Room Number(s) HS/MS Gym ½ Gym Elementary Gym

Size:

Dimensions 85’05”x101’07” 69’07”x44’04” 50’04”x30’07”

Square Footage 9100 3038 1750

Ceiling Height 29’05” 21’02” 15’05”

Maximum # of students

that can safely fit in

gym

950 120 60

Student Lockers used?

(Yes/No)

Yes Yes No

Equipment storage Yes Yes Yes

Please describe 9’7”x54’3” 5’1x19’4” 4’x7’

Faculty Offices: Boys Girls K-12 (Rm183)

Dimensions 15’x10’3” 15’x10’04” 14’x17’8”

Square Footage 154.5 156 249.2

Other Information:

Annual budget:

materials, supplies,

equipment

$2,428.00 Total K-12

ATHLETICS

Varsity Football Field, 2 regulation Soccer Fields, Varsity Baseball Field,

Varsity Softball Field, a 400 meter 6- lane Track with all field event areas

except pole vault, and 4 regulation tennis courts, all on District property. We

also rent two regulation soccer fields from the Village, located at North Lake

Complex; thus 4 soccer fields

Dimensions ALL NYSPHSAA

REGULATION SIZE

Track is 1/4 Mile

Long, 6 lanes,

Cinders, Regulation

Size

Spectator Seating Football Bleachers seat

900 people

Student Locker Rooms Boys Locker Room-

36’06”x23’

Locker Drying Room-

11’01”x10’

Boys Team Room-

24’01”x10’04”

Team Room Drying

Room- 10’02x10’06”

Girls Locker Room-

36’06”x17’05” &

15’03”x6’02”

Locker Drying Room-

11’07”x10’11”

Girls Team Room-

26’09”x27’02”

Annual budget for

maintenance

$56, 077

Annual budget for $16,530.00

108

equipment and supplies

Annual budget for

travel

$11,980.00

It would be difficult, if not impossible, to fit the student bodies from both districts into

the Westfield indoor physical education facilities for routine instruction. Brocton has two full

sized gyms, better practice and playing facilities for the major sports, new bleachers, lights, and

press box. It has also added a large fitness room, and a yoga/dance area with smart board

technology.

Table 8-7

Brocton Westfield

Operation of Plant $ 696,012.00 $ 842,894.00

Staff

Equipment

Contracts/others

Utilities

Materials and supplies

BOCES

Maintenance $ 40,254.00 $ 67,401.00

Non-Instructional Staff

Contractual

Material and supplies

Operation and Maintenance Sub Total **$736,266.00 $ 910,295.00

** This does not include the new cost from renovations that may increase the utilities and maintenance in Brocton

Square Feet per Facility Brocton Westfield

Main Building 187,800 183,928

Laughlin Building: 4,620

Bus Garage: 14,700 7,285

Brocton Westfield

Classrooms 64 70

Brocton Westfield

Cost per Sq. Ft Educational Facilities $ 3.92 $ 4.83

109

Brocton Westfield

Elementary Sq Ft 80,160 63,447

High School Sq Ft 63,433* 61,048

* Pool is 7850sq ft., so Brocton's "other" building space is 55,583 sq.ft.

Brocton Westfield

Cost Savings for Elementary K-5 $ 314,265.62 $ 306,317.15

Cost Savings for High School 6-12 $ 248,687.76 $ 294,734.97

Brocton Westfield

Classrooms for K-6 33 36

Classrooms for 7-12 31 34

Total rooms 64 70

Brocton Westfield

Student Population K-6 281 352

Student Population 7-12 253 371

TOTAL Student Population 534 723

Brocton Westfield

Student Capacity SED K-6 689 644

Student Capacity SED 7-12 602 739

Total Student Capacity 1291 1383

Merged District Merged District

Total

population # of classrooms

needed

K-6 Average 20 Students per classroom 633 32

7-12 Average 20 student per classroom 624 31

Based on the information provided by each district’s architects, either facility would have

the capacity to house the entire student body. However, “housing” the entire student body does

not mean that each space is appropriately configured to make this possible at this time. If either

building were to be selected as the single site for a new district, significant renovations would be

necessary.

110

The chart above also indicates the savings that could accrue if parts or all of a facility

were not used. Members of the District Advisory Committee realize that parts or all of the

buildings must be closed, and provided the following recommendations as possible future uses:

Medical facilities or offices

Rehabilitation site for the hospital

Apartments or assisted living spaces for senior citizens

Office space for government agencies or professionals

A mini-outlet mall (retail space)

Community center

Move the public library to the existing school library

Bank (Laughlin Building)

It is important to note that any school property sold to a private buyer would be placed

back on the tax rolls, thus generating income for the community.

111

Chapter 9

Contracts

School districts are a service oriented operation with approximately seventy

percent of their operating costs allocated to the cost of labor.

The cost of labor is broken down into two distinct parts - wages and benefits. In

a school district those wages and benefits are defined by the contracts that are negotiated

between the Board of Education and the various bargaining units representing district

staff. Most staff are represented by collective bargaining agreements, while certain

individuals are compensated based on individually negotiated contracts between

themselves and the district.

It should be noted that contracts between municipalities or government entities

are regulated in New York State by the Taylor law as well as statutes in education and

Civil Service law. Table 9-1 presents a side by side comparison of the major provisions

of the teacher contracts currently in place in each district.

The consolidation of two districts into one centralized district would entail the

negotiation of new labor agreements between the consolidated staff and the new entity.

Existing contracts would remain in place until successor agreements are negotiated,

while ultimately new agreements would need to be reached. In order to provide a

framework or “jumping off” point for those discussions it is critical to compare the

current agreements already in place in each of the districts considering the consolidation.

It should be noted that the contract the Brocton Teachers’ Association is

currently working under is the 2008-2010 agreement that was recently amended by a

settlement agreement that adjusted certain provisions. This agreement will expire at the

end of the current fiscal or school year.

112

Generally speaking the contracts are similar in in their structure. Wages and

benefits are defined. Sick time and leave structures are similar. Grievance procedures

and the work calendars are very similar.

While a new contract would be required between the consolidated district and

teaching staff the differences in the contract variations are not so significantly different

that they should be an impediment to the successful negotiation of that new contract.

Please note in Table 9-1 a comparison of the major provisions found in each

district’s teacher contract. Both use the same medical health plans with similar coverage

rates. Brocton has somewhat higher costs for teachers hired after 2005 and after 2008.

Other similarities can be found in their vision and dental insurance coverage rates, life

insurance amounts, health insurance opt-outs, section 125 plans, personal leave,

bereavement leave, jury duty, sabbatical leave, work calendar, summer activities and

sick leave.

Contractual differences can be found in the maximum number of days

allowed for accumulated sick leave, leave buy back at retirement, professional service

increments, retirement health awards, retirement incentives, severance benefit, medical

leaves, teacher work day and lunch duty assignments. Again, there are far more

similarities in major categories than there are differences.

113

Table 9-1

Brocton and Westfield Teacher Contract Comparison

Item Brocton Westfield

Duration 2008-2010 Amended to 2013 2011-2013

Recognition All teaching personnel except

administrators

All teachers excluding

Superintendent of schools and

Principals

Negotiation Procedures Alterations by mutual

agreement. Negotiations are to

commence by March 15th in

last year of contract

Alterations by mutual

agreement. Amendments must

be presented by last day of

February in last year of

contract

Health Insurance Chautauqua County School

Districts Medical Health Plan

For hires before 7/1/2008

Traditional Plan

85% Family Coverage

90% Individual Coverage

After 7/1/2008

82% Family Coverage

82% Individual Coverage

Traditional Co-Pay $200/$400

Hires after 6/1/2005 must be in

POS or PPO plan or pay

difference between POS/PPO

and Traditional plan

Chautauqua County School

Districts Medical Health Plan

86% Family Coverage

90% Individual Coverage

Prescription Card $5/$10 Co-Pay $5/$10 Co-Pay

Vision Insurance For hires before 7/01/2008

90% Individual Coverage

85% Family Coverage

Hires after 7/01/2008

82% Individual Coverage

82% Family Coverage

90% Individual Coverage

90% Family Coverage

Dental Insurance For hires before 7/01/2008

90% Individual Coverage

85% Family Coverage

Hires after 7/01/2008

82% Individual Coverage

82% Family Coverage

86% Family Coverage

90% Individual Coverage

114

Table 9-1 Teacher Contract Comparison (cont’d)

Item Brocton Westfield

Life Insurance District provide $15,000 Group

Life

District provide $15,000 Group

Life

Option for teacher to purchase

up to $35,000 more through

Section 125 Plan

Medical Insurance Fund N/A Up to $200 reimbursement for

medical, dental, optical or

prescription related expense for

any teacher not in the dental

plan

Health Insurance Opt-Out $2.000 if at least 8 members opt

out otherwise an amount equal

to $200 times number of

members

opt out reduced by 12.5% if

employee elects to continue

dental and optical benefit

$2,000 to a 105H plan

Section 125 Plan District established $3,000 limit District established $3,000

limit

Sick Leave 15 days per year.

10 of the days may be taken for

"immediate" family, 3 may be

used for "other" family

1 additional for 2012-13 only

14 school days per year. Can

be taken for personal or family

illness.

Maximum Accumulation 190 days excess days

reimbursed at 1/400th of salary

for each day

Unlimited

Leave Buy Back at Retirement N/A 185 day cap.

Professional Service Increment Upon age 50 employee may

receive payments over 3 or 5

years for 1/180th of their pay

time up to a maximum of 190

accumulated sick days times

40% Credit days are deducted

from accumulated sick days

N/A

115

Table 9-1

Teacher Contract Comparison (cont’d)

Item Brocton Westfield

Retirement Health Award Minimum 12 years’ service.

Receive 1/200th annual salary

time 40% of accumulated sick

days

Individual Coverage at 92% - 1

month for each accumulated

sick day to maximum of 185

days

Family Coverage at 88% - 1

month for each two

accumulated sick days to a

maximum of 185 days

For employees hired after

06/30/1994 deductible changes

to $200 Individual/$400

Family and prescription co-pay

will be $5/$10?$$25

Retirement Incentive Teachers hired before June 1,

2005 with at least 7 years’

service to district and 20 in

retirement system or eligible to

retire without penalty receive

$12,000 stipend.

Alternative incentive for those

who work beyond their no

penalty date but retire within 4

years of that date. The

incentive is up to $5,000 in

matching contributions to

members 403(b) plan

N/A

Severance Benefit 2 months of insurance

continuation if member is laid

off

1 year of medical coverage

available at teacher cost if

subject to reduction in force

Personal Leave Allows for 3 sick days to be

used as personal days with

written permission from

administration

Allows for 3 sick days to be

used as personal days with

written permission from

Superintendent

116

Table 9-1

Teacher Contract Comparison (cont’d)

Item Brocton Westfield

Sick Leave Bank All instructional employees

with 1 year experience in

District and with 12

accumulated days must join

bank and contribute 2 days.

Eligible for 30 days after 30

consecutive use of sick days.

After 30 day waiting period

may apply for another 30 days

from bank, after another 30 day

waiting period may apply for

another 30 days from bank,

may apply for a final 30 days

after another 30 day waiting

period. Employee may use

accumulated sick days or un-

paid leave during waiting

periods

Requires 2 day contribution for

enrollment.

Requires 1 day contribution for

any year where balance falls

below 300 total days.

Eligible after 30 consecutive

sick days and exhaustion of

sick leave.

Maximum benefit of 140 days

or days remaining in bank

whichever is less.

General Personal Leave of Absence Written request to

Superintendent for Board of

Education Authorization

Available for Tenured teachers

after request in writing. Will

not count towards seniority or

salary credit

Leave and Absence Without Pay Up to 1 year for family care. If

employee works 1/2 year or 1

semester they will be credited

for full year of service upon

their return to the district

General unpaid leave submitted

in writing to Superintendent

subject to Board Approval.

Granted at discretion of

Superintendent for 1st and Last

week of school or prior and

subsequent to Christmas or

Easter breaks

Medical Leave N/A Requires Doctor

recommendation. Maximum

leave 1 year. Teacher will not

accrue seniority or salary

credit.

117

Table 9-1

Teacher Contract Comparison (cont’d) Item

Brocton

Westfield

Child Care Leave without Pay Four semester maximum in

addition to partial semester

when condition commences

no seniority credit unless

employee woks 1/2 year or one

semester, then they will be

credited for full year

First year following birth,

adoption or foster placement.

May not exceed 2 years.

Leave taken in semester

periods. Health insurance will

continue for first 12 weeks but

no seniority accumulation or

salary scale credit.

Bereavement 4 working days for immediate

family

3 working days for immediate

family

1 day for others.

Additional 2 days allowed for

spouse, child parent or parent-

in-law

Jury Duty Service not deducted from any

accumulated leave

Any payments received for

service beyond mileage and

meal allowance to be paid to

district

Service not deducted from any

accumulated leave

Conference Days Up to 3 days per year for

teacher to attend conference

N/A

Sabbatical Leave After 7 years of service and

minimum of 30 hours achieved

beyond Bachelor’s degree.

Will receive half pay with an

obligation to work 2 years or

repay prorated amount for time

less than 2 years

After 7 years’ service, district

may grant 1 year at half pay,

receive health insurance at

regular contribution rate, will

advance on salary schedule.

Obligation to work 2 years or

repay prorated amount for time

less than 2 years

Summer Curriculum, Adult

Education, Home Tutoring

.075 times Extra-Curricular

index value.

.075*376.07 or $28.21 per hour

Remuneration of $23.00 per

hour of actual participation.

Proposals for curriculum study

submitted by teachers through

Superintendent and approved

by Board. All non-tenured

must attend a minimum of 2

days at summer curriculum

rate during probationary

period.

Table 9-1

118

Teacher Contract Comparison (cont’d) Item

Brocton Westfield

Non-Tenured Due Process N/A Disciplined in accordance with

Education Law

Teacher Observation and Evaluation Teacher observations in

accordance with Districts

APPR Plan.

2 formal and 2 resulting

observations for probationary

members

at least 1 observation every 5

years for tenured members

copy of report to given to

employee within 10 working

days

Teacher observations in

accordance with Districts

APPR Plan. Additionally:

Non-Tenured teachers will

have at least one evaluation per

semester and a written

evaluation presented to teacher

within 10 school days of lesson

observed, no evaluations first

two or last two weeks of school

Work Calendar Maximum 185 days

In 2012-13 185th day shall

consist of 7 additional hours of

professional development.

As of June 30, 2013 total days

to be 185

Maximum 185 days

Teacher Work Day 7 hour work day

half day without students at end

of first semester for teacher

recordkeeping

7:45 AM to 3:15 PM

Middle/High teachers limited

to 6 class periods or 3 block

periods per day. Teacher may

agree to exceed limit.

Supervision Every instructional employee to

be present of assemblies of

student body and supervise

their respective group

Middle/High foyer supervision

from 7:20 AM to 7:35 Am up

to 5 times per year.

Elementary bus supervision

from 3:15 PM to 3:30 PM up

to 5 times per year

Lunch Duty All members receive 30 minute

duty free lunch

Middle and High school

teachers may be assigned duty

Cafeteria Aides N/A District will proved to allow

teacher 30 minute period free

from pupil responsibilities

Parent-Teacher Conference Days 1 hour open house

2 parent conferences with 3

hours during the day and 3

hours during the evening

One full working day after first

student evaluation period.

At least one additional day

during non-instructional time.

Agreed upon between staff and

principal with final approval of

Superintendent

119

Table 9-1

Teacher Contract Comparison (cont’d)

Item Brocton Westfield

In-service Day 1 in-service day 2 consecutive days may be

scheduled in week before

Labor Day. After 11:00 AM

on staff opening day.

In-service Day Credit 15 class hours equals 1 credit

hour

Only available for hours

earned in 1995/96 paid at rate

of $156

Memorial Day N/A Friday before memorial Day

will be day off for Teachers

and students

Elementary Close Out Schedule N/A Friday of next to last week will

be 1/2 day for students.

Last day of school is report

card day ad day immediately

preceding will be 1/2 day for

students

Association Meeting Time Up to 12 days allocated

annually for Association.

Unused days can accumulate to

24 at the conclusion of a year

with a maximum available of

36 days Association can use

and additional 5 days beyond

the allocated 12 if they

reimburse district for substitutes

and related payroll costs

Up to 8 days for President and

representatives of Association.

Will not be deducted from any

accumulated leave time

Summer Activities 1/200th of teaching salary for

each day worked

Paid hourly base on 1/200th of

teaching salary divided by 7.

Rate cannot exceed $32 per

hour

Grievance Procedure Last step is binding arbitration Last step is binding arbitration

Binding Arbitration as Alternative to

3020a Procedure

N/A Teacher has option of binding

arbitration or 3020a procedure

if brought up on charges. May

also waive rights to either

procedure and opt for a hearing

with Board of Education

Abolishment of Position N/A 60 calendar day notice when

reasonably possible

Chaperoning .2 times Extra-Curricular index

value.

.2*376.07 or $75.34

Teachers may be required to

chaperone 1 event annually

without compensation. Paid

chaperones $85 per event

120

The salary schedules for each district were very similar. The schedules were

based on each teacher having earned a bachelors’ degree, and with continued experience

the teachers’ remuneration would increase.

In Table 9-2 there is approximately a $4,000 per year higher salary for Westfield

teachers in years 1-6, $5,000 in years 7-9 and a $1,000 difference in years 10-17.

Table 9-2

Teacher Salary Schedule

BROCTON

WESTFIELD

BA Step 1 or A $35,168 $37,600

BA Step 2 or b $35,974 $38,100

BA Step 3 or C $36,168 $38,600

BA Step 4 or D $36,986 $39,600

BA Step 5 or E $37,762 $40,600

BA Step 6 or F $38,792 $41,700

BA Step 7 or G $39,834 $43,900

BA Step 8 or H $40,802 $45,000

BA Step 9 or I $42,778 $46,200

BA Step 10 or J $44,869 $47,300

BA Step 11 or K $46,644 $48,500

BA Step 12 or L $48,448 $51,000

BA Step 13or L $51,088 $53,500

BA Step 14 or M $53,528 $56,000

BA Step 15 or N $56,371 $60,600

BA Step 16 or O $59,850 $67,600

BA Step 17 or P $67,872 $67,600

BA Step 18 $70,094 $67,600

BA Step 19 $76,663 $67,600

BA LONGEVITY @ 20 $76,663 $72,600

BA LONGEVITY @ 25 $76,663 $79,600

Table 9-3 below includes the addition of a stipend for earning a masters’ degree

as well as increased earnings for graduate hours attained. Both districts cap earnings for

graduate hours at a maximum of sixty hours. It should be noted that Westfield offers

increases in salary for longevity for 20 and 25 years of service.

Readers should also note about a $3,000 higher salary in Westfield on the

Master’s degree + 30 hours scale at years one, five and ten, while being nearly even at

step 15. At the top step, the $4,000 higher pay in Westfield has returned. The same

pattern, as found in the MA + 30 hours, repeats in the MA + 60 hours salary schedule

121

(similar at step 15 with $3,000-$4,000 higher Westfield rates at steps 1, 5, 10 and top

step).

In table 9-4 below, stipends for selected co-curricular activities are listed. The

number of positions and total pay-out differs fairly significantly between the two

districts, with Westfield offering the greater number of organizations and staff positions.

Table 9-3

Teacher Salary Schedule w/ Master’s Degree

BROCTON $600

$70 PER HOUR MAX OF 60

WESTFIELD

$780

$52 PER HOUR MAX OF 60

STIPEND FOR MASTERS

GRADUATE HOURS

MA+30HRS STEP 1 OR A $37,868

$40,940

MA+30HRS STEP 5 OR E $40,462

$43,940

MA+30HRS STEP 10 OR J $47,569

$50,640

MA+30HRS STEP 15 OR N $59,071

$59,340

MA+30HRS TOP STEP $79,333

$83,440

MA+60HRS STEP 1 OR A $39,968

$42,500

MA+60HRS STEP 5 OR E $42,562

$45,500

MA+60HRS STEP 10 OR J $49,669

$52,200

MA+60HRS STEP 15 OR N $61,171

$60,900

MA+60HRS TOP STEP $81,433

$85,000

Table 9-4

Teacher Co-Curricular Salary Schedule

SELECTED ACTIVITIES BROCTON

WESTFIELD

MUSICAL DIRECTOR $1,542

$4,828

YEARBOOK ADVISOR $1,128

$3,635

STUDENT STORE ADVISOR $940

$1,326

SENIOR CLASS ADVISOR $1,154

$1,579

NATIONAL HONOR SOCIETY $978

$445

FFA ADVISOR

$1,326

AFS ADVISOR

$445

VOCAL MUSIC

$445

MARCHING/PEP BAND $752

$878

CHORAL DIRECTOR

$1,326

DISTRICT NEWSLETTER

$2,838

COMMUNITY SERVICE

$1,688

COMMUNITY EDUCATION

$1,688

DEPT. CHAIRS

$1,688

ATHLETIC DIRECTOR $4,062

$1,688

TITLE I COORDINATOR $3,874

TOTAL ACTIVITIES 38

52

TOTAL COST ALL ACTIVITIES $43,966

$57,337

122

Table 9-5 offers a comparison of stipends paid to athletic coaches. There is a

disparity in regard to the number of incremental steps required to reach the maximum

stipend level. It takes seven years to reach the top increment in Brocton while in

Westfield it requires five years. The stipends are listed from initial stipend to maximum

amount at the top step. Despite having two fewer steps, Westfield still is paying its

workers at a higher rate of pay.

Table 9-5

ATHLETIC STIPENDS

BROCTON

WESTFIELD

SEVEN STEPS

FIVE STEPS

VARSITY FOOTBALL $3159 TO $4062

$4038 TO $5232

ASSISTANT FOOTBALL $2407 TO $3309

$2349 TO $3012

FOOTBALL MOVIES N/A

$452 TO $581

SOCCER $2407 TO $3234

$4038 TO $5232

MODIFIED SOCCER N/A

$2056 TO $2634

VARSITY BASKETBALL $3159 TO $4062

$4038 TO $5232

JV BASKETBALL $2369 TO $3272

$2765 TO $3532

JH BASKETBALL $1805 TO $2708

$2056 TO $2634

BOYS' VOLLEYBALL N/A

$1057 TO $1371

VARSITY BOYS' VOLLEYBALL $1203 TO 1655

N/A

JV BOYS' VOLLEYBALL $827 TO $1279

N/A

VARSITY GIRLS' VOLLEYBALL $2407 TO $3309

$3514 TO $4463

JV GIRLS' VOLLEYBALL $1655 TO $2557

$2084 TO $2701

VARSITY WRESTLING N/A

$4038 TO $5232

ASST. WRESTLING 7TH/8TH

GRADE N/A

$2639 TO $3425

TRACK $2482 TO $3385

$3080 TO $3860

TRACK CO-COACH N/A

$2084 TO $2701

VARSITY BASEBALL $2482 TO $3385

$3080 TO $3860

JV BASEBALL $1692 TO $2595

$2084 TO $2701

VARSITY SOFTBALL $2482 TO $3385

$3080 TO $3867

JV SOFTBALL $1692 TO $2595

$2084 TO $2701

TENNIS $1579 TO $2482

$2084 TO $2701

GOLF $1579 TO $2482

$2084 TO $2701

FOOTBALL CHEERLEADER N/A

$1202 TO $1555

WINTER CHEERLEADER N/A

$1451 TO $1791

V CHEERLEADER

(Basketball/Football) $1655 TO $2557

N/A

JV CHEERLEADER

(Basketball/Football) $978 TO $1880

N/A

JH CHEERLEADER

(Basketball/Football) $827 TO $1279

N/A

ANNOUNCER/TIMER/SCORER N/A

$81

BASKETBALL SHOT CLOCK N/A

$41

123

In table 9-6 below we compare the salary scale for Teacher Assistants. Teacher

Assistants are part of the Brocton Teacher Association agreement while the Westfield

Teacher Assistants are part of the Westfield Instructional Support Staff Association. The

most significant difference between the two agreements is that the Brocton agreement

requires thirteen years of experience to reach the top step or maximum wage while in

Westfield the Teacher Assistant will reach the maximum after just two years. In other

words, it takes a Brocton Teacher Assistant 13 years of service to earn the hourly rate

reached by Westfield Teacher Assistants after 3 years. Indeed this is a striking

difference in compensation levels.

In the area of Non-Instruction or support services, the greatest inconsistency

between the Brocton and Westfield school districts is the number of contracts each

district has negotiated for their respective support staffs.

In the Brocton Central School District there are five different labor agreements

between various members of staff and the district. They include the secretary and

clerical staff, the custodial and maintenance staff, the transportation staff, the food

Service staff as well as a special Memorandum of Agreement with teacher aides in the

Table 9-6

Teacher Assistants

BROCTON WESTFIELD

TEACHER

CONTRACT

INSTRUCTIONAL

SUPPORT CONTRACT

STEP 1 OR PROBATIONARY $12.05 $11.07

STEP 2 OR AFTER PROBATION $12.43 $12.76

STEP 3 $12.80 $16.69

STEP 4 $13.16 N/A

STEP 5 $13.54 N/A

STEP 6 $13.91 N/A

STEP 7 $14.28 N/A

STEP 8 $14.64 N/A

STEP 9 $15.01 N/A

STEP 10 $15.39 N/A

STEP 11 $15.75 N/A

STEP 12 $16.12 N/A

STEP 13 $16.49 N/A

STEP 14 $17.64 N/A

124

district. The Westfield Central School District has one agreement that encompasses all

the above groups. While the Brocton agreements have many similarities there are subtle

differences between them as well as the associated sections in the Westfield agreement.

Table 9-7 highlights the major sections of the agreements and offers

comparisons. It should be noted that four of the five Brocton agreements will expire at

the end of this fiscal year. In general, where there are differences, there are higher rates

and benefits through the Westfield District.

125

Table 9-7

BROCTON SECRETARIAL

ASSOCIATION BROCTON TEACHER

AIDES MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Recognition Clerical Teacher Aides

Custodians, Cleaners and Maintenance

Drivers, Aides and Monitors All members of food service helpers unit

All District support staff engaged in clerical, bus driving, custodial services or handling of food.

Negotiation Procedures

Alterations by mutual agreement. Amendments must be presented by April 1st in last year of contract with required response by April 22nd

N/A Alterations by mutual agreement

Alterations by mutual agreement. Amendments must be presented by April 1st in last year of contract with required response by April 22nd

Alterations by mutual agreement. Amendments must be presented by March 2nd in last year of contract

Longevity N/A N/A N/A N/A N/A $200 for 5 years to $700 for 35 years

Full versus Part Time

8 hour day 40 hour week 12 month year

N/A 25 or more hours per week for Full Time status

For hires before 7/1/2011: 4 trips or 3 hours per day For hires after 7/1/2011: 4 trips or 4 hours per day

25 or more hours per week for Full Time status

Full time is 6 hours or more per day or 30 or more hours per week. Bus Drivers defined as full time.

Clothing Allowance

N/A N/A N/A N/A $100 per year for appropriate lunch room uniforms (may include footwear)

N/A

126

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER

AIDES MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Health Insurance

85% for Family Coverage 85% for Individual Coverage

N/A 85% for Family Coverage 85% for Individual Coverage

85% for Family Coverage 85% for Individual Coverage

For hires before 7/1/95 working 6 or more hours per day - 85% family & 90% individual coverage For hires after 7/1/95 working 6 or more hours per day - 805 for family & 85% for individual coverage

85% for Family Coverage 90% for Individual Coverage

Plan Type Chautauqua County School Districts Medical Health Plan For hires before 7/1/2007 Traditional Plan 85% Family Coverage 85% Individual Coverage After 7/1/2007 hires placed in POS or PPO plan 85% Family Coverage 82% Individual Coverage Hires after 6/1/2005 must be in POS or PPO plan or pay difference between POS/PPO and Traditional plan

N/A New Employees after 7/1/1998: 80% for Family Coverage 80% for Individual Coverage

New Employees after 7/1/2003: 70% for Family Coverage 70% for Individual Coverage

New employees after 7/1/08 must enroll in POS for first 3 years then may enroll in PPO or Traditional plans

Health Insurance Opt-Out

For any employee hired before 07/06/06: $2000 for complete opt-out $1750 if Dental & Vision taken

N/A N/A N/A $2000 contributed to a 105h plan

Health Deductible

$200/$400 for Traditional plan N/A $200/$400 for Traditional plan

$200/$400 for Traditional plan

$200/$400 for Traditional plan $200/$400 for Traditional plan

127

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER AIDES

MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Vision Insurance

85% for Family Coverage 85% for Individual Coverage

N/A 85% for Family Coverage 85% for Individual Coverage For new hires after 7/1/1998: 80% for Family Coverage 80% for Individual Coverage

85% for Family Coverage 85% for Individual Coverage For new hires after 7/1/2003: 70% for Family Coverage 70% for Individual Coverage

For hires before 7/1/95 working 6 or more hours per day - 85% family & 90% individual coverage For hires after 7/1/95 working 6 or more hours per day - 805 for family & 85% for individual coverage

90% for coverage of District selected plan

Prescription Card

$5/$10 Co-Pay N/A $5/$10 Co-Pay $7/$15/$35 Co-Pay $5/$10 Co-Pay $7/$15/$35 Co-Pay

Life Insurance

District provide $10,000 Group Life

N/A District provide $10,000 Group Life for Full Time staff

District provide $10,000 Group Life for Full Time staff

District provide $10,000 Group Life for staff covered by health insurance

District provide $15,000 Group Life Option for teacher to purchase up to $35,000 more through Section 125 Plan

Medical Insurance Fund

Available for Members, no District contribution

N/A N/A N/A N/A Up to $200 reimbursement for medical, dental, optical or prescription related expense for any teacher not in the dental plan

Dental Insurance

85% for Family Coverage 85% for Individual Coverage

N/A 85% for Family Coverage 85% for Individual Coverage For new hires after 7/1/1998: 80% for Family Coverage 80% for Individual Coverage

85% for Family Coverage 85% for Individual Coverage For new hires after 7/1/2003: 70% for Family Coverage 70% for Individual Coverage

For hires before 7/1/95 working 6 or more hours per day - 85% family & 90% individual coverage For hires after 7/1/95 working 6 or more hours per day - 805 for family & 85% for individual coverage

Full time employee may purchase through Districts' carrier.

128

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER AIDES

MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Sick Leave 1 sick day for each completed month of service May be taken for personal illness or illness in immediate family

10 sick days per year

1 and 1/3 day for each completed month of service to a maximum of 16 days per year. May be taken for personal illness or an illness in the family May be taken in 1 hour increments

For Drivers: 1 day for each completed month to a maximum of 10 days per year. May use for personal illness and/or a maximum of 5 days per year for family illness Unused days are allowed to accumulate For Monitors: 3 days per year No accumulation allowed

1 sick day for each completed month of service to a maximum of 10 per year May be taken for personal illness or illness in immediate family

1.2 days per working month of year for 10 month staff to a max of 12 days. 1.17 days per month for 12 month staff to a max of 14 days. 1 additional day if employee has perfect attendance May be taken for personal illness or illness in immediate family

Maximum Accumulation

180 Days 160 Days 185 Days 75 Days 160 days 220 Days

Sick Leave Bank

N/A N/A N/A N/A N/A Requires 2 day contribution for enrollment. Requires 1 day contribution for any year where balance falls below 60 total days with a maximum allowed of 120 days. Eligible after 30 consecutive sick days and exhaustion of sick leave. Maximum benefit of 30 days.

Personal Leave

Allows for 3 sick days to be used as personal days with written permission from Superintendent

3 paid Business leave days Unused days added to accumulated sick days

Allows for 3 sick days to be used as personal days with written permission from Superintendent May be used in 1 hour increments

Allows for 2 sick days to be used as personal days with written permission from Superintendent

3 paid Business leave days Unused days added to accumulated sick days

Allows for 4 sick days to be used as personal days with written permission from Superintendent

129

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER

AIDES MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF ASSOCIATION

DURATION 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

VACATION 14-18 4 holidays dependent on student attendance

15-17 2 holidays dependent on student attendance

14-15 1 holiday dependent on other unit attendance

N/A 14-15 1 holiday dependent on other unit attendance

14 - Custodial Staff 13 - Full time instructional staff 12 - Cafeteria staff 5 - Full time Bus Drivers and Monitors, teacher Aides and Assistants

HOLIDAYS 6 days after 1 year 11 days after 2 years 16 days after 7 years 21 days after 10 years Employees hired before 5/7/1985 receive an extra 10 days per year to use during winter and spring vacations Employees have option to buy back up yo 10 days per year At retirement employee may be reimbursed for up to 45 unused vacation days.

N/A 40 hours for more than 11 but less than 12 months of service 80 hours for more than 12 but less than 78 months of service 120 hours for more than 78 continuous months of service 136 hours for more than 120 months of continuous service 144 hours for more than 180 months of continuous service 152 hours for more than 204 continuous months of service 160 hours for more than 216 continuous months of service. Vacation may be taken in any hourly increment.

N/A N/A Office and Clerical Staff Custodial Workers Groundsmen Mechanics Helper Building Maintenance Mechanic 1 week after first full year 2 weeks after completion of 2 full years 3 weeks after completion of eighth full year 4 weeks after completion of twelfth full year

SNOW DAYS

N/A If no snow days are used Aides will be paid for 2 days

Staff required to work will receive an extra vacation day for each snow day worked.

Monitors will be compensated for up to 4 snow days per year

Day off with pay when school is closed

Clerical & Building staff required to work will receive an extra vacation day for each snow day worked.

130

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER

AIDES MOA AGREEMENT

BROCTON CSEA AFSCME LOCAL

1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Bereavement 5 days for immediate family. 3 days for other family with days 2 & 3 deducted from accumulated sick leave

3 days for immediate family 1 day for other family

3 days for immediate family

3 days for immediate family 1 day for other family

3 days for immediate family 1 day for other family

3 working days for immediate family 1 working day for other subject to Superintendent approval 2 additional days allowed for spouse, child parent or parent-in-law

Jury Duty No deduction from accumulated leave

N/A N/A No deduction from accumulated leave

No deduction from accumulated leave

Chaperoning N/A N/A N/A N/A N/A Same rate as Teachers agreement

Evaluations N/A N/A N/A N/a All employees at least 1 time per year to a maximum of 2 times in a year. No limit for probationary employees.

Substitute Calling N/A N/A N/A N/A $10 per day for staff responsible for making calls

Call-In Pay N/A N/A 2 hours pay for any member asked to return to work after regular shift

N/A N/A N/A

Medical Leave Up to 1 year dependent on Board approval

N/A N/A N/A Up to 1 year dependent on Board approval

N/A

In-service Day N/A 1 Day provided by District

N/A Required attendance if Superintendent determines program appropriate

Paid for in-service days except for 2 days per year when they will not be required to be in attendance. Paid for all in-service days when teachers being served

N/A

131

Table 9-7

BROCTON SECRETARIAL ASSOCIATION

BROCTON TEACHER AIDES

MOA AGREEMENT

BROCTON CSEA AFSCME

LOCAL 1000

BROCTON TEAMSTERS LOCAL 264

BROCTON FOOD SERVICE HELPERS

WESTFIELD INSTRUCTIONAL SUPPORT STAFF

ASSOCIATION

Duration 2007-2013 2012-2013 2009-2013 2011-2014 2012-2013 2012-2014

Retirement Health Benefit

For any hire before 7/1/1995 stipend in the amount of daily rate of pay for 1/4 of the total accumulated sick days to a maximum of 45 days

N/A For hires before 7/1/1995 stipend in the amount of daily rate of pay for 1/4 of accumulated sick days to a maximum of 60 days. For the purpose of this calculation the maximum number of accumulated sick days allowed is 240 days. For any hire after 7/1/1995 stipend in the amount of daily rate of pay times 1/4 of accumulated sick days to a maximum of 30 days. For the purpose of this calculation the maximum number of accumulated sick days allowed is 200 days.

For hires before 7/1/1996 stipend in the amount of daily rate of pay for each accumulated sick day to a maximum of 40 days.

For any hire before 7/1/1995 stipend in the amount of daily rate of pay for 1/4 of the total accumulated sick days to a maximum of 40 days

N/A

Retirement Stipend

$5,000 Stipend For any hire before 2/18/2007 with 15 years seniority in District and eligible for penalty free NYS pension.

N/A N/A N/A N/A

Grievance Procedure

4 steps final step: Final Arbitration

N/A 4 steps, Final step: Final Arbitration

3 steps, Final step: Final Arbitration

4 steps final step: Final Arbitration

N/A

132

The following tables provide comparisons between staff members providing similar

services.

Teacher Aides

Table 9-8 compares the wage rates of the teacher aides in each district. In the

Brocton Central School District it requires nineteen years of service before a teacher

aide reaches the top or twentieth step. Conversely, in Westfield it only takes the teacher

aides two years to reach the top step. This has created a major compensation difference

between the two districts.

Clerical and Office Staff

Table 9-9 compares the clerical wage rates between the Brocton and Westfield

school districts. It should be noted that the Brocton wage rates were presented in an

annualized salary format. For purposes of comparison the rates were converted to an

hourly equivalent by presuming a 260 day year and 7.5 hour days. The Westfield rates

Table 9-8

Teacher Aides

BROCTON WESTFIELD

TEACHER AIDE

ASSOCIATION

INSTRUCTIONAL

SUPPORT CONTRACT

STEP 1 OR PROBATIONARY $8.24 $10.40

STEP 2 OR AFTER PROBATION $8.53 $11.07

STEP 3 $8.80 $13.85

STEP 4 $9.08 N/A

STEP 5 $9.36 N/A

STEP 6 $9.65 N/A

STEP 7 $9.95 N/A

STEP 8 $10.27 N/A

STEP 9 $10.59 N/A

STEP 10 $10.93 N/A

STEP 11 $11.28 N/A

STEP 12 $11.65 N/A

STEP 13 $12.04 N/A

STEP 14 $12.41 N/A

STEP 15 $12.81 N/A

STEP 16 $13.24 N/A

STEP 17 $13.72 N/A

STEP 18 $14.14 N/A

STEP 19 $14.55 N/A

STEP 20 $14.84 N/A

133

range from a probationary beginning rate to a final rate earned after two years’ service.

In a reversal of the previously addressed salaries/hourly rates, in this position the

Brocton members are better compensated in each of the positions listed.

Table 9-9

CLERICAL

BROCTON WESTFIELD SECRETARIAL

ASSOCIATION * INSTRUCTIONAL SUPPORT

ASSOCIATION **

Guidance Secretary $14.84 $12.05 to $19.56

Elementary Secretary $21.70

Elementary (K-5) Clerk $11.35 to $$16.90

High School Secretary $12.30 $12.05 to $19.56

District Secretary $21.97 $13.43 to $22.75

Purchasing Clerk $19.13

Senior Account Clerk

$12.75 to $21.65

Maintenance Secretary $12.30

Account Clerk $21.70

Accounting Technician $12.05 to $19.56

Office Assistant $9.42 to $13.47

* Converted to hourly equivalent using 260, 7.5 hour days ** Range from probationary rate to rate after two years’ service

Custodians, Cleaners and Other Support Staff

Table 9-10 compares the rates for custodians, cleaners as well as other staff such

as maintenance mechanics and groundsmen. It should be noted that unlike comparisons

in previous tables the staff in Brocton reach the top step sooner than their counterparts

in the Westfield Central School District. While the rates in Brocton are clearly higher,

they do not approach the differences between the two districts, evidenced in the clerical

table.

Table 9-10

Custodians, Cleaners & Other Support Staff

BROCTON WESTFIELD

CSEA AFSCME

LOCAL 1000

INSTRUCTIONAL

SUPPORT CONTRACT

CUSTODIAN:

PROBATIONARY $12.46 $10.67

AFTER PROBATION $17.38 $14.12

THIRD YEAR N/A $18.83

CLEANER:

PROBATIONARY $11.38 $9.98

AFTER PROBATION $16.00 $12.39

THIRD YEAR N/A $16.04

134

GROUNDSMAN:

PROBATIONARY $12.46 $11.35

AFTER PROBATION $17.38 $15.50

$22.63 THIRD YEAR N/A

MAINTENANCE MECHANIC:

PROBATIONARY $12.46 $11.35

AFTER PROBATION $17.38 $14.83

THIRD YEAR N/A $19.60

Brocton: Shift differential of $0.37 per hour for regular shifts scheduled for Saturday or Sunday

Brocton: Shift differential also paid for scheduled third shift (11 PM to & AM) or second shift in summer

Transportation Staff

Table 9-11 focuses on the various positions in the transportation segments of

each district. It should be noted that those bus drivers in the Brocton agreement who

are considered full time, are making four trips per day and working at least three or four

hours per day. For comparison those rates were converted to an equivalent hourly rate

by presuming 185 days at 4 hours per day. The comparison will be affected slightly by

the number of drivers driving either three or four hours per day.

Table 9-11A

Bus Drivers

BROCTON WESTFIELD

TEAMSTERS LOCAL #264 INSTRUCTIONAL

SUPPORT CONTRACT

PROBATIONARY $19.28 $14.20

AFTER PROBATION $24.30 $16.47

THIRD YEAR N/A $21.29

EXTRA RUN $13.41 TO $16.72 $21.29 *

MEAL ALLOWANCE

FOR 4 HOURS ON

DUTY

$7.50 TO $8.50 N/A

PART TIME DRIVER $16.76 $14.20 TO $21.29

* Two hour minimum

135

Bus monitors need two years’ service in Westfield to reach top step while in Brocton the rate remains the

same from the first day.

Food Service Staff

Table 9-12 compares the salaries of the food service staff in each district. As in

other areas there is a longer progression to reach the top step in Brocton than there is in

the Westfield District. Ultimately the wage rates at top step are very similar, but

depending on the seniority levels of the Brocton staff there could be a significant cost to

equalizing wage rates in a consolidation scenario.

It should also be noted that Brocton has a half time position for director of food

service at a rate of $20 per hour. The director also serves half time as a cook in the

district.

Table 9-11B

Bus Monitors

BROCTON WESTFIELD

TEAMSTERS LOCAL #264 INSTRUCTIONAL

SUPPORT CONTRACT

PROBATIONARY $11.51 $9.42

AFTER PROBATION N/A $10.40

THIRD YEAR N/A $12.64

Table 9-11C

Bus Mechanics Helper

BROCTON WESTFIELD

INSTRUCTIONAL

SUPPORT CONTRACT

PROBATIONARY N/A $11.35

AFTER PROBATION N/A $14.83

THIRD YEAR N/A $20.58

136

Table 9-12

FOOD SERVICE

BROCTON WESTFIELD

THE FOOD SERVICE

HELPERS ASSOC., INC.

INSTRUCTIONAL

SUPPORT CONTRACT

COOK/ASSISTANT MANAGER:

PROBATIONARY OR

INCREMENT 1 $12.93 $12.05

AFTER PROBATION OR

INCREMENT 2 $13.43 $13.43

THIRD YEAR OR INCREMENT 3 $13.95 $16.50

INCREMENT 4 $14.47 N/A

INCREMENT 5 $14.98 N/A

INCREMENT 6 $15.50 N/A

INCREMENT 7 $15.96 N/A

INCREMENT 8 $16.44 N/A

FULL TIME (6 HR) CAFETERIA

STAFF:

PROBATIONARY OR

INCREMENT 1 $10.41 $9.98

AFTER PROBATION OR

INCREMENT 2 $11.32 $13.07

THIRD YEAR OR INCREMENT 3 $12.26 $15.28

INCREMENT 4 $13.19 N/A

INCREMENT 5 $14.11 N/A

INCREMENT 6 $15.05 N/A

INCREMENT 7 $15.49 N/A

INCREMENT 8 $15.96 N/A

Administrative Staff

In both the Brocton Central School District and the Westfield Central District

the administrative staffs have individual contracts. The respective superintendents,

business officials and principals in each district have personal agreements between

themselves and their respective districts.

The tables that follow highlight the major sections within each agreement. The

focus in these comparisons is mostly on the financial aspects like wages, benefits and

leave time.

The Superintendent

Table 9-13 compares the various components of the contracts of each

superintendent. The components of each contract are very similar and vary only in

137

terms of amount or quantity. It’s important to restate that a new board of education

would be required to select the superintendent of the new district and a new contract

would follow the board decision. A new district would have to honor the contracts of

each current superintendent even if neither person is selected as the superintendent of

the new district. Since the contract of the Brocton superintendent expires on June 30,

2014, there would be no pay or benefits owed to him. The Westfield superintendent’s

contract expires one year later, so if he is not selected as the new superintendent, his

contract for that year would still be honored.

Table 9-13

Superintendent

BROCTON WESTFIELD

TERM June 30. 2014 June 30, 2015

COMPENSATION $115,000 $117,000

105 (h)

ACCOUNT

$2,000 Annual contribution N/A

HEALTH

INSURANCE

82% for Family or

Individual coverage

Includes Dental, Vision and

Prescription plan

90% for Family or

Individual coverage

Includes Dental, Vision and

Prescription plan

MEDICAL

INSURANCE

FUND

N/A $1,000 Per year contribution

for unreimbursed medical

costs

LIFE

INSURANCE

District will contribute

$1,000 annually for the

purchase of a $120,000 face

value policy

$1,000 Per year contribution

towards premium

EVALUATION Annually Annually

HOLIDAYS 14 Holidays 14 Holidays

VACATION 30 Vacation Days

Can carry over 10 days

Can be reimbursed for 10

unused days at a per diem

rate of 1/240th of annual

salary

20 Vacation Days

Can carry over 5 days

Can be reimbursed for 5

unused days at a per diem

rate of 1/220th of annual

salary

SICK LEAVE Base of 50 days

14 days per year as of July 1

Base of 50 days

15 days per year as of July 1

PERSONAL

LEAVE

Base of 3 days

3 days per year

5 Days per year - deducted

from Sick Leave

138

SICK LEAVE

RETIREMENT

CONVERSION

Maximum of 100

Accumulated sick and or

personal days at the rate of

50% of 1/240th of annual

salary

Maximum of 185 Days at

the rate of 1/220th of annual

salary for health insurance

premiums

BEREAVEMENT 5 Days 5 Days

RESIGNATION 60 Day notice upon

completion of 2 years’

service

60 Day notice

Business Official

Table 9-14 compares the contracts of the school business officials from each district.

The provisions are very similar with the notable exception that the Brocton business

official who will receive medical coverage for life with the district contributing eighty

percent of the costs. This is partially offset by the disparity in base pay between the two

officials.

Table 9-14

Business Official

BROCTON WESTFIELD

TERM June 30, 2011 June 30, 2013

COMPENSATION $66,830 $100,966

LONGEVITY N/A From $200 per after 5 years

to $600 after 30 years

HEALTH

INSURANCE

Chautauqua County School

Districts Medical Health

Plan

90% Coverage

Traditional Plan deductible

$200/$400

Same as Teachers Plan

Chautauqua County School

Districts Medical Health

Plan

86% Family Coverage

90% Individual Coverage

PRESCRIPTION

CARD

$5/$10 Co-Pay $5/$10 Co-Pay

VISION

INSURANCE

90% Coverage 90% Individual Coverage

90% Family Coverage

DENTAL

INSURANCE

90% Coverage 86% Family Coverage

90% Individual Coverage

MEDICAL

INSURANCE FUND

$1,000 Per year contribution

for unreimbursed medical

costs

$500 Per year contribution

for unreimbursed medical

costs

403(b)

CONTRIBUTION

N/A $1,200 Annually

LIFE INSURANCE $10,000 life policy N/A

EVALUATION Annual N/A

139

HOLIDAYS 16-18

2 Days dependent on student

attendance

14 Holidays

VACATION 30 Vacation days per year.

Can defer up to 20 days for

12 months

25.5 Vacation Days

Can carry over 5 days

Can be reimbursed for 9.5

unused days at a per diem

rate of 1/220th of annual

salary

SICK LEAVE 13 days per year as of July 1 15 days per year as of July 1

PERSONAL LEAVE 3 Days 3 Days per year - deducted

from Sick Leave

SICK LEAVE

RETIREMENT

CONVERSION

180 Days

Conversion of 50% of days

for payment of health

insurance

185 Days

Conversion of 1 month

health insurance for each

day of sick leave for

individual coverage

For family coverage it's 2

days for each month of

coverage

RETIREMENT

MEDICAL

80% For lifetime coverage

for employee and spouse as

long as spouse is alive and

they remain married

N/A

BEREAVEMENT 5 Days 5 Days

RESIGNATION 60 Day notice 60 Day notice

Principals

Tables 9-15 and 9-16 compare the provisions for the respective principals of

each district. In each district the elementary principal also has responsibility for

overseeing the Special Education needs of the district.

In regard to the comparison of the secondary principals, the principal in

Westfield is currently compensated at a higher rate and has a somewhat richer benefit

package. The Westfield principal also serves as the district Title I officer and receives a

stipend for those duties. In Brocton the Title I duties fall under the teachers agreement

within the co-curricular activities section of the agreement.

The contracts for the elementary principals by comparison do not have as much

variation.

140

Table 9-15

Secondary Principal

BROCTON WESTFIELD

TERM August 31, 2013 June 30, 2013

COMPENSATION $71,700 $82,353

HEALTH

INSURANCE

82% for family coverage

includes Dental and Vision

coverage

100% for Family or

Individual coverage

Includes Dental, Vision and

Prescription plan

MEDICAL

INSURANCE

FUND

$1,000 Per year

contribution for

unreimbursed medical costs

$500 Per year contribution

for unreimbursed medical

costs

TITLE I OFFICER N/A $2,500 Annually

403(b)

CONTRIBUTION

N/A $1,000 Annually

LIFE

INSURANCE

$10,000 Life policy N/A

EVALUATION Annual N/A

HOLIDAYS 16-18

3 Days dependent on

student attendance

14 Holidays

VACATION 20 Vacation Days

Can convert unused days to

sick days

Can be reimbursed for 10

unused days at a per diem

rate of 1/240th of annual

salary

35 Vacation Days

Can carry over 5 days

Can be reimbursed for 7

unused days at a per diem

rate of 1/220th of annual

salary

SICK LEAVE Base of 20 days

13 days per year

maximum of 200 days

Base of 151.5 days

15 days per year as of July

1

PERSONAL

LEAVE

3 Days per year

Unused days converted to

sick days

3 Days per year - deducted

from Sick Leave

SICK LEAVE

RETIREMENT

CONVERSION

N/A 185 Days

Conversion of 1 month

health insurance for each

day of sick leave for

individual coverage

For family coverage it's 2

days for each month of

coverage

BEREAVEMENT 5 Days for immediate

family 4 days for extended

family

5 Days

141

Table 9-16

Elementary Principal/Special Ed. Director

BROCTON WESTFIELD

TERM June 30, 2012 June 30, 2013

COMPENSATION $72,720 $75,000

HEALTH

INSURANCE

Chautauqua County School

Districts Medical Health

Plan Includes Dental and

Vision

85% Coverage

Traditional Plan deductible

$200/$400

86% for Family Coverage

90% for Individual

Coverage Individual

coverage Includes

Dental, Vision and

Prescription plan

MEDICAL

INSURANCE

FUND

$1,000 Per year

contribution for

unreimbursed medical costs

$500 Per year contribution

for unreimbursed medical

costs

LIFE

INSURANCE

$10,000 Life policy N/A

EVALUATION Annual N/A

HOLIDAYS 16-18

3 Days dependent on

student attendance

14 Holidays

VACATION 20 Vacation Days

Can convert unused days to

sick days

Can be reimbursed for 10

unused days at a per diem

rate of 1/240th of annual

salary

20 Vacation Days

Can carry over 5 days

Cannot accumulate more

than 25 days in any one

year

SICK LEAVE 13 days per year

Maximum of 200 days

Base of 50 days

15 days per year as of July

1

PERSONAL

LEAVE

3 Days per year 3 Days per year - deducted

from Sick Leave

SICK LEAVE

RETIREMENT

CONVERSION

N/A 185 Days

Conversion of 1 month

health insurance for each

day of sick leave for

individual coverage

For family coverage it's 3

days for each month of

coverage

BEREAVEMENT 5 Days 5 Days

142

Head Custodian

In the Brocton Central School District the head custodian has an individual

contract. Table 9-17 below highlights its major provisions. There is not an equivalent

position listed in the Westfield contracts.

Table 9-17

Head Custodian

BROCTON WESTFIELD

TERM June 30, 2012 N/A

COMPENSATION $44,882 N/A

SAFETY

COORDINATOR

$3,310

HEALTH

INSURANCE

Chautauqua County School

Districts Medical Health

Plan Includes Dental and

Vision

85% Coverage

Traditional Plan deductible

$200/$400

N/A

LIFE

INSURANCE

$10,000 Life policy N/A

HOLIDAYS 13-14

1 Day dependent on student

attendance

N/A

VACATION 10 Vacation Days after 12

month service

18 days after 83 months

service

N/A

SICK LEAVE 13 days per year

Maximum of 160 days

N/A

PERSONAL

LEAVE

3 Days per year

Unused days converted to

sick days

N/A

BEREAVEMENT 3 Days for immediate

family 1 day for other

family

N/A

143

Table 9-18

Transportation

BROCTON WESTFIELD

TITLE Director of Transportation Head Bus Driver

COMPENSATION $42,610 $54,862

HEALTH

INSURANCE

CCSDMHP at 85%

district paid Same as teachers

RETIREMENT

Daily rate per up to

40 sick days

district paid

$100 per up to 100 sick

days

HOLIDAYS 16 days per year 14 days per year

VACATION

18 days per year

Carry over of 5 to

maximum of 20 15 days per year

SICK LEAVE

13 days per year

Maximum 160 days

15 days per year

Maximum of 185 days

PERSONAL

LEAVE

3 days 3 days from sick leave

BEREAVEMENT 3 days per family member 5 days per family member

5 years($200)

10 years ($250)

15 years($300)

20 years ($400)

LONGEVITY

NA

WORK HOURS “as necessary” 9 hours per day

LIFE

INSURANCE $10,000 Group NA

144

Table 9-19

Senior Building Maintenance Mechanic

BROCTON WESTFIELD

COMPENSATION

$45,882

$3,310 School Safety

Coordinator Stipend $59,000

HEALTH

INSURANCE

CCSDMHP at 85%

district paid Same as teachers

RETIREMENT NA

HOLIDAYS 16 days per year 14 per year

VACATION

10 days after 12 months

18 days after 83 months 20 days

SICK LEAVE 13 days per year 15 days per year

PERSONAL

LEAVE 3 days per year

3 days per year from sick

leave

BEREAVEMENT 3 days per family member 5 days per family member

5 years ($200)

10 years ($250)

15 years ($300)

20 years ($400) LONGEVITY

WORK HOURS “as necessary” 8.5 hours per day

WORK YEAR 12 months 12 months

Table 9-20

School Nurse

BROCTON WESTFIELD

COMPENSATION

Covered by teacher

contract $49,434 + 10 summer days

HEALTH

INSURANCE As per teacher contract Same as teachers

RETIREMENT As per teacher contract

$100 per day for up to 100

sick days

HOLIDAYS As per teacher contract Teacher days

VACATION As per teacher contract NA

SICK LEAVE As per teacher contract 14 days per year

PERSONAL

LEAVE As per teacher contract

4 days per year from sick

leave

BEREAVEMENT As per teacher contract 5 days per family member

LONGEVITY

As per teacher contract

$3000 after 25 years

WORK HOURS As per teacher contract 7.5 hours per day

WORK YEAR As per teacher contract 185 days per year

145

Table 9-21

Cook Manager

BROCTON WESTFIELD

COMPENSATION $20 per hour $40,000

HEALTH

INSURANCE

Food Service Helpers

Association*

$350 for special evening

events

RETIREMENT

Food Service Helpers

Association *

HOLIDAYS

Food Service Helpers

Association* Same as teachers

VACATION

Food Service Helpers

Association* NA

SICK LEAVE

Food Service Helpers

Association* 14 days per year

PERSONAL

LEAVE

Food Service Helpers

Association*

3 days per year from sick

leave

BEREAVEMENT

Food Service Helpers

Association*

5 days per year per family

member

5 years($200)

10years ($250)

15 years ($300)

20 years ($400) LONGEVITY

Food Service Helpers

Association*

WORK HOURS

4 hours per day as Director

4 hours per day as cook 8.5 hours per day

WORK YEAR

10 calendar months +

4 summer weeks at 4 hours

per day 185 days *.5 Manager/.5 Cook - Both positions’ benefits are pro-rated at 50% under

food servicer helper contract for 2012-13.

.

146

Chapter 10

Brocton CSD and

Westfield Academy and CSD Staffing

Since 2009, the two school districts have reduced the level of services and the number of

employees due to budgetary constraints and current taxation regulations for public employers.

Brocton has reduced over $1,112,820 in many areas, including 22 staff reductions, retirement

incentives, athletics, BOCES services and co-curricular activities. Westfield Academy reduced

$1,170,128 in similar areas over the same time period. Westfield reduced 6.75 teachers, 2.5

support staff, electives, athletics offerings, equipment, building repairs and BOCES services.

These staff reductions have cut high school program offerings for students in both districts, and

some class sizes have increased. This has limited programs for both college-bound and work-

bound students. One of the major reductions that both members of the District Advisory

Committee and focus group members lamented was the agriculture program in Westfield, which

was supported by the local agricultural community.

Tables 10-1 through 10-5 demonstrate that a merger of the two districts could create staff

reductions in the core content areas. In grade 6 there are five elementary teachers for a total of

96 students. If there were 20 students in a class, one staff position could be reduced, at a cost

savings of about $70,000 (includes benefits). Even with reduced staffing, Academic Intervention

Services (AIS) could still be provided to 75% of the 6th

grade student body, certainly not a

necessity.

Other core areas that could see staff reductions are ELA (2 positions), math (2 positions),

social studies (3 positions), physical education (.3). Maintaining some or all of these positions

would allow a newly merged district to offer an increased number of electives, something that

the students who were interviewed, stated would be a positive advantage of a merger. If all

teacher positions were reduced, there would be an estimated savings of $622,000 (includes

benefits).

147

Table 10-1

ELA/AIS Current

merge

staff

Number of

periods

available to

teach

@week.

6pd x 5

days= 30pds

Avg.

class

size

Projected

enrollment

est.

enrollment

2014-15

Grade 6-

12, 679

Number

of

sections

Round

up >5,

down

<5

Number

of

periods

needed

per

week to

teach

these

sections

Number

of

teachers

needed

for ELA

Number

of staff

members

to be

added or

reduced

Staff and

periods

available.

5 elem-

entary

certified

teachers

150 periods

per week

Grade 6 –

ELA

20 96 4.8 24

Grade 6 –

AIS

150 periods

per week

10 75 7.5 38

Staff and

periods

available.

7- ELA

Certified

teachers

for 7-12

grade.

210 Periods

a week for

7-12 ELA.

Grade 7 20 87 4.4 22

Grade 8 20 84 4.2 21

Grade 9 20 106 5.3 27

Grade 10 20 103 5.2 26

Grade 11 20 85 4.3 21

Grade12 20 96 5 24

Total

Periods

needed for

6th grade

5 62 2.5

Total

Periods

needed for

7-12 grade

28 140 5 -2

148

Table 10-2

Math Current

merge staff

Number of

periods

available to

teach / week

6pd. x 5days

=30pds

Average

class

size

Projected

enrollment

est. enrollment

2014-15

Grades 6-12,

679

Number

of

sections

Round

up >5,

down<5

Number

of

periods

needed

per

week to

teach

these

sections

Number

of

teachers

needed

for

Math

Number

of staff

members

to be

added or

reduced

Staff and

periods

available

5

Elementary

certified

teachers

150 periods

per week

Grade 6 -

Math

150 periods

per week

20 96 4.8 24

Staff and

periods

available

7.5 - Math

Certified

teachers for

7-12 grade

.

210 Periods a

week for 7-

12 Math.

Grade 7 20 87 4.4 22

Grade 8 20 84 4.2 21

Grade 9 20 106 5.3 27

Grade 10 20 103 5.2 26

Grade 11 20 85 4.3 21

Grade12 20 96 5 24

Total

Periods

needed for

6th grade

5 62 2.5

Total

Periods

needed for

7-12 grade

28 140 5 -2.5

149

Table 10-3

Social

Studies

Current

merge staff

Number of

periods

available to

teach/ week

6pd. x 5days

=30pds

Average

class

size

Projected

enrollment

Est.

enrollment

2014-15

Grades 6-

12, 679

Number

of

sections

Round

up >5,

down<5

Number

of

periods

needed

per week

to teach

these

sections

Number

of

teachers

needed

for Social

Studies

Number

of staff

members

to be

added or

reduced

Staff and

periods

available

5

Elementary

certified

teachers

150 periods

per week

Grade 6 –

Social

Studies

150 periods

per week

20 96 4.8 24

Staff and

periods

available

7.5 – S.S.

Certified

teachers for

7-12 grade

210 Periods

a week for

7-12 Social

Studies

Grade 7 20 87 4.4 22

Grade 8 20 84 4.2 21

Grade 9 20 106 5.3 27

Grade 10 20 103 5.2 26

Grade 11 20 85 4.3 21

Grade12 20 96 5 24

Total

Periods

needed for

6th grade

5 62 2.5

Total

Periods

needed for

7-12 grade

28 140 5 -2.5

150

Table 10-4

Science Current

merge staff

Number of

periods

available to

teach / week

6pd x 5days

=30pds

Average

class size

Projected

enrollment

est.

enrollment

2014-15

grades

6-12, 679

Number

of sections

Round

up >5,

down <5

Number of

periods

needed per

week to

teach these

sections

Number

of

teachers

needed

for

Science

Number of

staff

members to

be added or

reduced

Staff and

periods

available.

5

elementary

certified

teachers

150 periods

per week

Grade 6 –

Social

Studies

150 periods

per week

20 96 4.8 24

Staff and

periods

available

8.5 –

Science

Certified

teachers for

7-12 grade

210 Periods

a week for

7-12

Science

Grade 7 20 87 4.4 22

Grade 8 20 84 4.2 21

Grade 9 20 106 5.3 27

Grade 10 20 103 5.2 26

Grade 11 20 85 4.3 21

Grade12 20 96 5 24

Total Periods

needed for 6th

grade

5 62 .8 .

Total Periods

needed for 7-

12 grade

28 140 8 -.5

151

Table 10-5

Physical

Education

(PE)

Current

merge staff

Number of

periods

available to

teach/

week

6pd x

5days

=30pds

Average

class

size

Projected

enrollment

est.

enrollment

2014-15

grades 6-12,

679

Number

of sections

Round

up >5,

down<5

Number

of

periods

needed

per week

to teach

these

sections

Number

of

teachers

needed

for PE

Number

of staff

members

to be

added or

reduced

Staff and

periods

available

5

elementary

certified

teachers

150 periods

per week

Grade 6 150 periods

per week

25 96 4 19

Staff and

periods

available

4–PE

Certified

teachers for

7-12 grade

210

Periods a

week for

7-12

Science

Grade 7 30 87 3 15

Grade 8 30 84 3 14

Grade 9 30 106 4 18

Grade 10 30 103 3 17

Grade 11 30 85 3 14

Grade12 30 96 3 16

Total Periods

needed for 6th

grade

4 19 .64 .

Total Periods

needed for 7-

12 grade

19 94 3 0

152

In Table 10-6 below, the reader will find a Phase 1 and 2. Phase 1 first uses Brocton

Elementary for grade PreK-3, and Westfield for Pre-K-5. In the second chart labeled Phase 2, in

2016-17 Grades Pre-K-5 will be located in one facility with average class sizes as follows: K-1:

18 per classroom; Grade 2: 20 per class; Grades 3 – 5: 22 students per classroom. These

numbers reflect an average of the many possibilities suggested by the District Advisory

Committee members, and the WNYESC team’s professional opinion. During Phase 1 and 2 the

district can reduce 3 elementary staff members and maintain the class sizes that the District

Advisory Committee suggested.

Table 10-6

Phase 1 New District K-5

Brocton

Elementary 2014-15

Grades

Elementary

Certified Teaching

Staff

Average class

size

Projected

enrollments

Number of

Classes

Number of

Teachers

Needed

Average

Class Size

194

K 3 18 42 3.0 3 14

Grade 1 3 18 45 2.5 3 18

Grade 2 3 20 58 2.9 3 20

Grade 3 2 22 49 2.2 2 22

Staffing Totals 11 10.9 11

Westfield

Academy

Grades

Elementary

Certified Teaching

Staff

Average class

size

Projected

enrollments

Number of

Classes

Number of

Teachers

Needed

Average

Class Size

380

K 3 18 65 3.6 4 18

Grade 1 3 18 47 2.6 3 18

Grade 2 3 20 48 2.4 3 20

Grade 3 2 22 53 2.4 3 22

Grade 4 4 22 83 3.8 4 22

Grade 5 4 22 84 3.8 4 22

Staffing Totals 19 18.62 21

In 2012-13, there are a total of 33 elementary teachers (grades K-5) in the two districts. Using recommended

class sizes and projected enrollments, the new district would need 32 teachers, a decrease of one teacher in phase 1.

153

Table 10-6 (cont’d)

In phase 2, using 2016-17 projected enrollments and a single elementary facility, the new district would need

29 teachers elementary teachers, one less than in 2014-15.

Phase 2 Grades K-5 in a New District - 2016-17 Estimated Enrollment

Grades

Merge

Elementary

Certified

Teaching Staff

Average

class size

2016-17

Projected

enrollments

Number of

Classes

Number of

Teachers

Needed

Average

Class Size

586

K 6 18 99 5.50 6 18

Grade 1 6 18 92 5.11 5 18

Grade 2 6 20 108 5.40 5 20

Grade 3 4 22 101 4.59 5 22

Grade 4 4 22 94 4.27 4 22

Grade 5 4 22 92 4.18 4 22

Staffing Totals 30 29.06 29

154

Table 10-7

Brocton and Westfield Staffing

Brocton Westfield

K-5 Staff 14 21

6-12 Staff 19 33.5

Physical

Education/Health

3 3.5

Library 1 1

Music 3 4

Art 2 2.5

Psychologist 1 1

Teacher Aides 12 5

Nurses 1 1.5

Speech 1 1

AIS 2 4

Guidance 1 2

Teacher Assistant 4 12

Special Education 7(see note) 8

Bus Drivers 10 9

Food managers 1 1

Bus Aides 2

District Clerk 1 1

Director Transportation 1 1

Head Custodians 1 1

Mechanics/Utilities 1 1

Cafeteria workers 6.5 3.5

Clerical 7 6

Cleaners 5.5 1

Ground 1 1

Custodians 3 6

Technology Coordinator 1 1

Treasurer .25 .25

Business officials 1 1

Business Staff 2 1.5

Total Staff 111.75 134.25

155

Table 10-8 indicates the current number of administrative positions and those that could be

eliminated if a school merger were to occur.

Table 10-8 Administrative Chart Position Brocton

FTE

Westfield

FTE

Brocton/Westfield

FTE

If Merger

(FTE)

Estimated Savings/

Costs (includes

benefits)

Superintendent 1 1 2 1 -$155,000

Director of

Curiculum and

Instruction

0 0 0 .6 BOCES

Position+$55,000-

BOCES Aid

$20,000

Business

Administrator

1 1 2 1 -$100,000 BOCES

BUS.

OFFICE(CBO)

Director of

SP.ED, CSE,

Grants, Title 1

.4 1 1.4 1 -$25,000.

High School

Principal

1 1 2 1 -$120,000.

Asst. K-12

Principal

0 .4 .4 1 +$90,000

Middle School

Principal

0 0 0 0 $0

Elementary

Principal

1 1 2 1 -$110,000

Athletic

Directors

.Stipend .25 .5 .5 0

Building and

Grounds

1 1 2 1 -$28,000

Head Bus

Driver/Director

of Transportation

1 1 2 1 -$60,000

Food Service 1 1 2 1 -$30,000

Director of

Technology and

CIO

1 .5 1.5 1 -$51,000

Psychologist 1 1 2 1 -79,000

Guidance 1 1.5 2.5 2 -$38,000

Nurse 1 1.5 2.5 2 -$22,000

Librarian 1 1 2 2 0

Treasurer .25 .25 .5 .20 -$5,000

Board Clerk .25 .25 .5 .25 -$5,000

All Positions +

BOCES

11.9 FTE 13.65 FTE 25.55FTE 18.55 FTE -$640,000.

Estimated Savings

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Chapter 11

Key Findings and Recommendations

It is the expectation of the New York State Educational Department that, as a result of the

merger feasibility study, the consultants will make specific recommendations on those areas

impacted by a possible merger of the Brocton and Westfield School Districts. The WNYESC

study team members have accepted this responsibility with an understanding of community

members’ concerns for restoring and improving educational programming at a cost affordable to

taxpayers. These recommendations would be offered to a new board of education should the

voters of both districts approve the centralization into a new school system. The WNYESC study

team wishes to make it very clear that none of these recommendations are binding on a new

board of education, but constitute a starting point for extensive discussions with community

members, staff and parents leading to governance and policy making decisions. We would,

however, strongly suggest to both of the existing boards and to a newly elected school board,

should the merger move ahead, that the recommendations below be followed for the first three to

five years in order to build confidence with the communities that the recommendations that they

approve on October 9, 2013 are respected by the new board of education. Concerns have been

expressed by community members that a newly elected board could ignore the study and its

recommendations.

The WNYESC study team recognizes that it is impossible to please all of people all of

the time. The recommendations that follow are based on data, both qualitative and quantitative,

and reflect the guidance provided by the focus groups and District Advisory Committee. Again,

not all members of the public were in total agreement. These recommendations reflect majority

opinions of the public and the complete consensus of the WNYESC study team, balanced with

quantitative data.

As one member of the District Advisory Committee wrote in the final homework

assignment given to them, “This is not about which town is better, nor is it about which “school”

is better. It is about how we can literally save the educational system in two floundering school

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districts by consolidating them into one self-sufficient and productive one. We really need to

take the bull by the horns so to speak and decide exactly what we are looking for in our school

district. We are starting with two extremely similar districts that already fit seamlessly on a few

different fronts. We need to start from that aspect if we really expect to make any headway at

the onset of this endeavor.”

According to one focus group interviewee, “We cannot afford to lose a generation of

students due to our inertia. The time for action is now.” Time after time, we heard people decry

the loss of student programs, the increase in taxes, and the continuing loss of control over

increasing expenditures and declining revenues. If so many people are concerned about the

future of education in Brocton and Westfield, it would seem that now is the time to act to change

the situation.

RECOMMENDATION 1: That the Brocton Central School District and Westfield

Academy and Central School would benefit from a merger, and that the boards of

education, the State Education Department and its Commissioner, as well as the

residents, approve a merger option.

Finding 1: Both districts are faced with declining revenues (state aid and more

limited ability to increase local taxes), As shown in Chapter 6, both districts will

be out of cash reserves by 2016-17 and unable to pay their debts.

Finding 2: There has been an on-going reduction in student programs and

opportunities. Expectations for graduates have never been higher, whether

students continue their education or proceed to employment or the military.

Continuous program reductions will only lead to inadequate school systems that

fail to prepare students for their future. (see Chapter 5)

Finding 3: The population of the community and its schools continue to decline.

Brocton has lost 11.5% of its population and 16% of its student enrollment since

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the 2007-08 school year. Westfield likewise has lost 7.5% of its population and

10% of its student enrollment in the same period. In pure numbers, that five year

period has seen a decline of 100 students in Brocton and 84 students in Westfield.

The fewer students there are in a high school class, the fewer program

opportunities can be offered. In addition, the cost per child increases as population

declines. (see Chapters 4 and 6.)

Finding 4: Prospects for the improvement in the revenue picture are dim unless

the districts merge and take advantage of operating incentive aid (OIA/merger)

aid, which is available for 14 years. (Please see Chapter 6, Tables 6.3, 6.4,

6.5)Districts continue to be negatively impacted by two factors: the Gap

Elimination Adjustment (state aid cut to balance the state budget in 2008), as

those dollars have not been restored, and Chapter 97 of the Laws of 2011, Part A,

the Property Tax Cap. At least for the foreseeable future, more and more New

York State School districts will struggle to find revenues to apply to ever

increasing mandated expenditures, UNLESS they merge and then receive

Operating Incentive Aid.

Finding 5: Expenditures in mandated and non-mandated categories have seen

major increases. Staff salaries and benefits have combined with state retirement

costs and health insurance premiums to create much higher costs than the

revenues have been able to cover. Only re-negotiated contracts with all

employees can alleviate this situation. (Chapters 6 and 9)

Finding 6: By consolidating the two districts and reducing the number of

buildings needed for instruction, it will be necessary to reduce staff as shown in

Chapter 10, pages 146 – 153. Finding savings in the area of personnel is critical

to the financial future of the district.

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RECOMMENDATION 2: That when negotiating new contracts for the merged district,

the new board of education should start from scratch rather than level up from one

contract to another.

Finding 1: Given the current economic climate and uncertain financial future for

all school districts in New York State, it is not possible to continue on the same

path with the same level of contractual agreements. Current contractual benefits

such as post-retirement health benefits, the percentage of employee share of

health insurance premiums, and the current salary schedules, need to be

negotiated to be fair and to be within the boundaries of affordability for this new

district.

Finding 2: Please reference Chapters 6, 9 and 10 to learn the details of the results

of leveling up. Currently, both districts have senior staff. In fact, Westfield

teachers cited the statistic that they are the most senior staff in Chautauqua

County, and are well-experienced teachers who work hard. Brocton too has a

senior staff, earning also near the top of the pay schedule. When analyzing

leveling up, it was found that it would cost $242,000 annually to meet all

contractual obligations at the highest level. This cost does not include any

increases in health insurance costs, or retirement system costs. It would be

inappropriate to spend 10% of incentive aid per year for leveling up.

Finding 3: An early retirement incentive would result in very limited savings due

to the PEL (preferred eligibility lists) that exist. Brocton has excessed over 20

staff members in the last three years, so those staff members would be recalled at

their step, resulting in limited savings as compared to bringing in new teachers,

which is usually the assumption when retirement incentives are provided.

RECOMMENDATION 3: That when negotiating new contracts, the new board strongly

consider a longer school day.

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Finding 1: There is a correlation between the time allotted to academic

instruction and student outcomes. (See Chapter 5 for student achievement results)

Finding 2: There is a higher expectation for the teacher workday in Westfield, so

time will be an issue in negotiations. Aligning student time for learning will be

easier since the school day schedule in each district is fairly close. (See Chapter 5)

RECOMMENDATION 4: That both transportation centers remain in use to house

buses during Phases 1 and 2. Brocton’s bus garage would house buses for the north and

east bus runs, and would be used for all maintenance work. The Westfield bus garage

would be used in Phases 1 and 2 for storage of buses for south and west bus runs, and

possibly house maintenance and buildings and grounds vehicles. District storage needs

would be assessed to determine a future use of this building, if any.

Finding 1: As stated in Chapters 7 and 8, the Brocton bus garage was constructed

in 2006 and has updated equipment for mechanical repairs. It has enough bays to

house the Brocton fleet of buses. By maintaining the Westfield bus garage in

Phases 1 and 2, there would be fewer dead-head miles per route, thus saving

unnecessary miles for transportation and for keeping mileage lower on the buses.

(See Chapters 7 and 8)

RECOMMENDATION 5: The current use of two bus runs (one for elementary and one

for secondary) should continue for the foreseeable future.

Finding 1: High school students cited the importance of having a “late” bus

(actually the elementary run) to allow students to stay after school for activities,

homework help, and some athletics, and still have transportation home

Finding 2: Some parents cited a fear of having young children on the same bus as

middle school/high school students. Rather than argue this point at this time,

maintaining two runs is preferred.

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Finding 3: There would not be a substantial added cost to maintain two runs with

90% transportation aid available.

Finding 4: The new board may wish to consider using a shuttle bus from the

Brocton building to Westfield for students in grades 4-5 who live on the north and

east sides. The bus routing system would help to determine if this would be the

most efficient and most timely option. The Director of Transportation, building

principal, and parents would be helpful in looking at this option for Phase 1 only.

RECOMMENDATION 6: The new board of education should determine a new

transportation policy for the district which they believe to be safe, fair and equitable for

each of the K-12 grades, specifying the distance, if any, for walkers. It is expected that no

bus run will be greater than 60 minutes, and most would be less than 45 minutes.

Finding 1: Brocton has only 1 child who walks to school, whereas Westfield has

close to 200 walking per day. During Phases 1 – 3, a single district policy would

have to be developed. District Advisory Committee members held different

opinions about using the NYS recommended limits for walkers vs. providing

transportation for all students. They almost all agreed that house-to-house pick-

ups in villages would not be advisable. The new district would create bus pick-up

points for clusters of students, except in the rural areas.

Finding 2: Brocton currently uses a computerized bus routing system that

maximizes efficiency. This will make the routing of buses much more efficient

and economical.

RECOMMENDATION 7: In addition to the reduction of one superintendent, there

should be a transition to a Central Business Office (CBO) under BOCES, thereby making

these services eligible for additional state aid. Further reductions would impact one

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elementary principal and one high school principal. There would also be a reduction of

one business official, business office staff, and some clerical positions.

Finding 1: When grade levels are combined in one facility, more administrative

positions can be eliminated. For a more complete discussion of the possibilities,

please see Chapter 10, especially Table 10-8 (Administrative Chart).

Finding 2: The consultants have carefully reviewed the staffing levels in both

districts. A merged district creates an opportunity for efficiencies within the

personnel area, as well as an opportunity to address the needs of students within

the new organization.

RECOMMENDATION 8: Based on the number of students in Brocton in Phases 1-2,

the disciplinary duties of administrators, the APPR teacher evaluation requirements,

budgeting and transportation responsibilities, scheduling events, dealing with parent and

personnel issues, overseeing instruction in the building, and the goal of accelerating the

school academic improvement process, it would be important that the new board add the

position of K-12 assistant principal.

Finding 1: During these phases, the assistant principal’s duties would include

discipline for all grade levels as well as the work of assisting the principal with

other administrative duties. The elementary principal in Westfield would assist

with administrative duties in Brocton Elementary School also, and would be in

charge of all elementary instruction.

RECOMMENDATION 9: That there be employed one BOCES K-12 curriculum and

staff developer to hasten and deepen the instructional focus in the new district. In

particular, attention would be given to the areas of elementary language arts and

mathematics. While there would be a greater emphasis at the elementary level, assistance

would also need to be given to the secondary staff for the same purpose, especially at the

middle level.

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Finding 1: Currently, the two districts use different textbooks to guide

instruction. Decisions must be made by teachers to select new textbooks, and to

align report cards and the process of evaluating learning. There must also be

great attention paid to the use of data to drive instruction and to best practices in

classroom instruction. In addition, there must be attention paid to reducing the

number of students classified as in need of special education services through

improved first teaching and supplemental instruction for struggling readers and

math students. To do all of this, a staff and curriculum developer who

understands the NYS Core Learning Standards and is knowledgeable about best

instructional practices, and who has excellent skills in the area of facilitation is

required for at least five years.

Finding 2: Student achievement is in need of improvement. (See Chapter 5)

RECOMMENDATION 10: That there be employed a Director of Pupil Services to deal

with several areas of concern identified through the study process.

Finding 1: There is currently a high indentification rate of students in need of

special education services in Brocton. An administrator to focus on the issues

surrounding the high number of special education placements and to guide the

work of the special education teachers could be instrumental in remediating this

problem. The person in this position would also coordinate the Committee on

Special Education (CSE) process, and would be responsible for grants and federal

programs. (See Chapter 5). The expanded responsibilities for this position justify

a full-time position.

RECOMMENDATION 11: That the services involving 1.6 staff working currently as

part time between the two districts in the area of technology be changed to create a 1.0

full time position responsible for educational technology programs.

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Finding 1: A new district needs only one director of technology, but there will be

a need for two technicians since there is so much more use of multiple

technologies today.

RECOMMENDATION 12: In other areas of personnel there would be a restructured .5

FTE position of Director of Athletics; that the number of psychologists be reduced from

2.0 to 1.0 FTE; that the guidance staff be reduced from 2.5 to 2.0 FTE and assigned to the

secondary level with the employment of a new 1.0 FTE position of school social worker

assigned to the elementary level; that one cafeteria manager, one transportation director

and one head custodial position all be eliminated.

Finding 1: Brocton currently has a person paid via stipend for athletic director,

and Westfield has a .25 FTE position for the job. A single part-time athletic

director with a .5 FTE position will serve the new district well.

Finding 2: Reducing the number of school psychologists as district employees

then allows the new district to contract with BOCES for additional services if

needed.

Finding 3: It has been noted in focus groups and by District Advisory Committee

members that the population of the two districts is changing in terms of socio-

economic status. By reducing guidance staff, there is an opportunity to insert a

social worker to work at the elementary level with families. This is often a way to

encourage parents to become more involved with their children’s education at

many levels.

Finding 4: Once the districts are combined, it would be possible to determine if

there are any redundant positions.

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RECOMMENDATION 13: That the new superintendent of the district make, as a

priority, a review of staffing levels for clerical, custodial, mechanics, buildings and

grounds, food service and transportation positions, based on the number of staff

employed. During Phases 1 – 3 there can be reductions in each area.

RECOMMENDATION 14: That the new district reduce health services (nurse) by .5

FTE, board clerk by 1.0 FTE and treasurer by 1.0 FTE.

Finding 1: Currently, the positions of board clerk are incorporated into other

positions in the business offices. The duties of a board clerk could be assigned to

the superintendent’s secretary or to the business official as a separate stipend.

Finding 2: There is need for only one full time Registered Nurse in each building.

RECOMMENDATION 15: That at both the elementary and secondary buildings a

support staff member be employed/ reassigned to provide additional building security for

students and staff.

Finding 1: In Phases 1 – 2, security procedures must be the same in all buildings.

Finding 2: Recent events have created new levels of concern for student safety.

RECOMMENDATION 16: That the new Operating Incentive Aid (OIA) that comes to

a newly merged district be allocated by the new board as follows:

40% to reduce taxes

35% to improve student programs and address personnel costs

25% to reserve funds for providing greater long term financial stability,

and to use for the 2% local share of any future capital projects.

Finding 1: There will be no shortage of requests and identified needs for this type of

state aid. The new board should secure the consultant services of a financial advisor

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to make sure that the district uses these dollars wisely and most effectively to

maximize the long term benefits of these dollars. The percentage allocation comes

after a thorough evaluation of the districts’ educational and financial status. (See

Chapters 5 and 6)

RECOMMENDATION 17: In order for the new board to maintain legally a capital

reserve fund from 25% of the operating incentive aid, the voters must approve the

establishment of a capital reserve account. The board yearly has the right then to put up

to 25% of the OIA into this account. This money is then available to cover the local

share of any capital project (2%), and to provide savings for future needs as determined

by the voters.

Finding 1: Any board of education needs to be a good steward for the

preservation of its buildings, and funds should be allocated just for that purpose.

Finding 2: Building incentive aid is only available for the first ten years of the

new district’s existence.

RECOMMENDATION 18: There should be a review of all secondary courses to make

sure that they reflect SED requirements and student needs. The new board should

strongly consider the reinstatement of any electives reduced already as well as the

implementation of new electives. There should be strong consideration given to the

reinstatement and immediate expansion of a variety of Advanced Placement (AP) classes.

As mentioned previously, the Agriculture Program should be given strong consideration

for reinstatement. All courses, current and new, should have a minimum of eight to ten

students enrolled before they are implemented. General class sizes at the secondary level

should average 20 students, based on our review and District Advisory Committee

recommendations. Courses affiliated with two and four year colleges should also be

examined for student access. (See Chapter 5)

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Finding 1: Students in focus groups and on the District Advisory Committee

cited a strong desire for more challenging courses, for more diversity in electives,

and for the reinstatement of lost programs.

Finding 2: The first priority for using incentive aid should be to create better

academic opportunities for students to achieve at higher levels. A look at the

instructional programs and secondary courses would be critically important.

RECOMMENDATION 19: There should be a thorough and deliberate assessment of

building needs in the new district. A capital project should be proposed to meet those

needs. Planned well, the project should not require any local funding to cover costs.

Finding 1: The rationale for this recommendation lies in Chapter 8 and in the

current Five Year Facility Plans for both districts, found in the Appendix.

Finding 2: The phase-in plan for the use of school buildings is designed to allow

the new district’s leaders and board of education to assess building needs and plan

appropriately for them.

RECOMMENDATION 20: There should be annual student enrollment projections to

monitor any district changes.

RECOMMENDATION 21: As a new district and as soon as possible, all staff should

organize into whatever formal bargaining units reflect their needs. The bargaining

process should immediately begin with the new school board. (See Chapter 9)

RECOMMENDATION 22: That there be a nine member board of education for the

new district.

Finding 1: A nine member board of education will provide a better opportunity

for the two communities to have their voices heard. Ideally, both districts will

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have four board members elected from their respective communities, and one at-

large board member.

RECOMMENDATION 23: The WNYESC study team strongly promotes a three phase

multi-year plan to use parts of both buildings in the beginning, and then eventually phase

into a single building. This would address some of the concerns heard in focus group and

committee meetings, including the fear of loss of community identity; the unknown

future of existing buildings; the transportation of young students to a facility that is not

yet known to parents; and the lack of acceptance of anything that is not in “my”

community. There is also a major competing concern that the new district could not

afford to maintain two education sites over the long run. The financial reports support

this concern. Also, the towns, villages, the Westfield Hospital, businesses, and

professionals would have time to analyze the value of moving into a partially or totally

closed school building.

Phase 1:

In Phase 1 and for a three year period, that the students be organized as follows: Pre-

K – 3 in Brocton; Pre-K – 5 in Westfield and grades 6-12 in Brocton.

Phase 2:

In Phase 2 and for a two year period, that all elementary students K-5 be housed in

Westfield.

Phase 3:

In Phase 3 there will be created one building, using existing facilities which may

require renovations to be educationally more appropriate, OR the construction of a

new facility mid-way between existing facilities.

Finding 1: Approximately 100 elementary children walk to school in the Village

of Westfield. They would continue to be able to do so under this recommendation.

Currently, all Brocton students except one are transported, so there is little impact

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on the transportation of elementary students, except for grades 4 and 5. The

transportation routing system will determine the fastest, cheapest way to move

students to Westfield for these grades.

Finding 2: Currently, Westfield Academy’s physical education and sports

complex facilities cannot meet the needs of a 6-12 program. Brocton has two full

size gyms, a swimming pool, a weight room and a fitness room, and a dance and

yoga studio. All can be instructional sites for physical education.

Finding 3: Due to the number of athletic teams, the fields in both districts would

be required for use. A new soccer area would need to be created, along with a new

track complex in the Westfield District. Varsity and junior varsity football, varsity

baseball and varsity softball programs would be located in Brocton. The junior

varsity baseball and junior varsity softball programs would be in Westfield.

Finding 4: The Agriculture Program should be considered for re-instatement at

the Westfield building as a half-day program. Students would be transported to

and from Brocton. A future site could be developed at the site of a full K-12

facility.

Finding 5: The Internal Suspension and Alternative Education programs should

be retained but relocated to the Brocton High School. The Laughlin Building

should be closed and then sold, leased, or demolished.

Finding 6: With the BOCES Career and Technical Education (CTE) programs

moving to the LoGuidice site, there will be shorter bus runs for the high school

CTE participants from the Brocton facility.

Finding 7: In order to use staff the most efficiently, the middle and high school

levels must be kept together at one site. Currently there are 11 cross-over

teachers in Brocton, and 18 in Westfield. This means that this many teachers

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have assignments at more than one level of instruction, including middle and high

school. It would not be cost efficient to divide the middle level from the high

school because the staffing costs would be too high.

Finding 8: The Brocton site can house all students in grades PreK-3 and 6-12 in a

student centered updated building. The only exception to this conclusion is the

appropriateness of the computer labs, which need a significant upgrade for current

and future student use IF lab instruction is needed. Current practice indicates that

mobile computer carts are more practical than transporting students to a lab.

Finding 9: The layout of classrooms in the Westfield building lends itself to be a

much better configuration academically for an elementary program.

Finding 10: In Phase 2, having all elementary students in the same school will

allow for the development of a much stronger curriculum and instructional

program. The excellent teaching practices of elementary teachers can be more

easily shared with new hires and their current colleagues. There will be a greater

articulation of skills under the Common Core requirement if all elementary staff

are together. In Phase 1, all fourth and fifth grade teachers will have this

opportunity.

Finding 11: In Phase 3, combining all elementary and secondary students will

maximize the opportunities for the use of the state incentive aid for board

priorities. Desirable class sizes can be created and maintained, while realizing

staff reductions in those areas in which multiple teachers had to be retained to

staff classrooms in two buildings.

Finding 12: Almost all members of the District Advisory Committee said that the

location of the building was secondary to the quality of the program offered to

students. In other words, where the school is placed is far less important than the

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education the students can receive there. These people after several months of

studying the data concluded that location does not matter.

Finding 13: Long-term cost savings will result from converting to one facility,

thus extending the better use of operating aid incentive. Those on the District

Advisory Committee who came from the business community strongly supported

the one school option.

Finding 14: Within the first ten years of a new district, you must use the building

aid incentive to maximize aid.

Finding 15: The new board of education will have experience with the new

district in order to make the best decision about the use of existing buildings vs.

the creation of a new site to meet the learning needs of 21st century learners.

Also, the communities will have had time to become acclimated to using facilities

in the “other” village, thus dispelling some of the myths that currently surround

the communities. The new board will also have data about current and projected

enrollments to support a decision of this magnitude.

Finding 16: Savings to be derived from closing buildings:

From closing Westfield High School: $294,735 (est.) for maintenance and

utilities per year.

From closing Brocton Elementary School: $247,602 (est.) for partial closing

per year for maintenance and utilities.

Savings in Phase 1, per year, are estimated at $542,337 for closing these two buildings.

Savings in Phase 2, per year, are estimated at $522,282 for closing all of Brocton Elementary and

opening rooms at Westfield to accommodate all elementary school students. Total savings for

Phases 1 and 2 are $2,129,000 estimated.