Facing budget problems and falling enrollment , how would the candidates to be Duval County’s next schools superintendent decide whether to close schools , and which ones?
The Duval County School Board asked about that and a stack of other subjects in a letter last month to the six people the board named semifinalists for the job (one dropped out, so there are five now).
The contenders gave their answers last week and the board will consider them when it meets Tuesday at 2 p.m. to choose finalists to succeed Superintendent Dana Kriznar .
Considered so far: To plan feeder patterns for Jacksonville schools, administrators figured in these closings
The next superintendent should be on the job before the board decides, maybe around September, what to do about a consultant’s suggestion to close dozens of schools and consolidate others .
The school district posted full texts of the candidates’ answers on a webpage about the superintendent search. But it’s not quick reading, given that the full answers could be as much as 500 words per person.
For people wanting the highlights, the Times-Union trimmed each candidate’s answer to 250 words or less, printed below in the order the school district used to present the responses.
The School Board's question
"Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum. If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan? Additionally, how would you incorporate community feedback into your decision-making process?"
"...Strategically realigning an existing budget or facility plan to cover potential shortfalls requires thoughtful planning, communication, and effective decision-making. Reprioritizing someone else’s plan involves reflective consideration and collaboration. Below are principles I have utilized…:
Assess the Plan (Existing Budget and 15 Year Plan): … Evaluate to determine if current allocations and plans align with the district’s mission, values, and strategic outcomes. …
Assess the Context: Consider factors such as decreasing student enrollment, population shifts, class size, organizational goals, district history, and resource/revenue availability. …
Identify Priorities: Prioritize student needs, academic programs, and essential services. …
Analyze For Trade-Offs: Be honest and transparent; not all is possible, and everything cannot be accomplished. Review and determine if there is overlap between the budget and the referendum language that can be utilized to an advantage. Establish if categorical funds may be utilized before impacting the general fund. …
Engage Stakeholders: Communicate with the people who created the plan you are reprioritizing and those impacted by your decisions. Seek input on budget priorities and potential changes. … Involve the board, teachers, staff, parents, and community members in regular cadence of meetings and updates.
Explore Cost-Saving Measures: Determine and consider efficiencies …Evaluate contracts and vendor agreements for cost-effectiveness.
"Propose All Changes Respectfully:Present the rationale for reprioritization with openness to feedback and adjustment … Make it known and acceptable to revisit priorities.
"Focus on Equity and Fairness: Ensure and demonstrate that changes consider the needs of all stakeholders. …"
Finding a superintendent: Do-over of Duval schools' superintendent search draws 21 applicants; cuts start next week
"… As Superintendent, I would begin with independent audits of the budget and facilities. It is critical that an independent audit of the fiscal solvency of the district and the condition and need of facilities to provide accurate and up to date information. This information allows for actions that align the district budget and prioritize projects in the 15 Year Facility Plan. The resulting actions can mitigate declines in student enrollment and actually lead to increases, by providing state of the art facilities to promote safety and inclusion resulting in equitable outcomes for students.
"…[C]urrent costs for rehabilitation, maintenance and new construction are vital to guiding the work. This information allows me to prioritize maintenance over further erosion, because maintenance is much cheaper than rehab or new construction. As superintendent this is critically important in developing a new Facility Master Plan by partnering with the Independent Citizens' Oversight Committee. … [I]t’s important to gather information from students, teachers and staff and members of the community in order to incorporate their priorities into the budget and facility plans.
"As Superintendent, I recognize that the budget is an indication of our values and our facilities are a reflection for the public. My work as Superintendent focusing on student learning requires engaging the district in a rigorous and robust budget process that is inclusive and transparent. A process which aligns our facilities, personnel and community resources creating a great school district and ensures the public continues to trust and invest in the DCPS."
"Fundamentally, I believe that we, the school district and School Board, should represent the values and wishes of the community in which we serve. …
"Our community needs to understand the issues facing our district and it is our responsibility to have a clear and transparent process for understanding, review, and decision-making. The recent third-party report on enrollment and information on boundary options and potential school closures are helpful points for the community to understand. While seeking to listen and understand, we need to recognize that there will be differing opinions and perspectives. By listening and considering differing ideas, it will allow us to consider alternative solutions. ...
"As a part of our transparent process, shared across our district and community, we will need to analyze and consider all the data to drive our decision-making. As we revise our “15 Year Facility Plan” we will need to prioritize projects based on need and impact, recognizing the escalating construction costs and limitations on funding. The six factors that were used to propose prioritization of projects in the February 13, 2024, Board Workshop, are a great starting point for consideration and discussion. Using data to drive our decision-making, not emotion, we can leverage the expertise inside and outside of our district and community to make the best decision for the future of our students. …
"I recognize that we must act and that not doing anything is not a solution or option. I am willing and able to have these difficult conversations …"
"… I will be committed to addressing these issues head on with a strategic, data-driven approach that balances fiscal responsibility with the educational needs of our students. I will also work diligently to ensure we do everything we can to take care of our impacted employees. …
"My first action will be to conduct a thorough review of our current and projected expenditures against the backdrop of changing enrollment. …
"I will begin working closely with the CFO and other stakeholders to implement zero-based budgeting practices where every dollar spent is justified back to our core functions that directly impact student achievement…
"… I will review our current financial models and work with the CFO and other stakeholders to develop new robust financial forecasting models…
"A clear, collaborative, and transparent methodology is essential to the reprioritization of the 15-Year Facility Plan.
"… [I]t is essential that I work in partnership with the board, district staff, and community stakeholders to develop a clear and consistent methodology … [that] will:
Incorporate input from parents, teachers, students, and community leaders.
Define clear prioritization criteria on safety, educational impact, class size, programing, cost efficiency, legal compliance, parity, and resource adequacy.
Align the project prioritization with the district’s strategic educational goals and financial capabilities, ensuring that every decision supports our overarching mission of enhancing student learning and well-being.
Establish a process for regular review and adaptation of the prioritization methodology.
"… I am committed to involving community stakeholders in our budgeting and facility planning processes…"
Cheryl Proctor , deputy superintendent for instruction and school communities, Portland, Oregon
"… My approach to addressing these challenges and revising the Duval County Public Schools Master Facility Plan would involve a multi-faceted strategy aimed at fiscal responsibility and community engagement.
"Firstly, regarding budget alignment and consolidation of schools, I would conduct a thorough review of our current facilities, considering enrollment trends, operational costs, and educational outcomes. Through this evaluation, I would identify opportunities for consolidation … This process would involve collaboration with stakeholders, including parents, teachers, and community members, to ensure that any decisions reflect the best interests of students and the community as a whole.
"Regarding the revision of the facility plan, I would prioritize projects based on several factors, including urgency, impact on student learning, and alignment with our educational goals. … I would work to scale projects appropriately based on their start dates, considering the projected 3% compounded increase per year. This approach would allow us to make informed decisions that maximize the effectiveness of our resources while staying within budgetary constraints.
"To address funding challenges, I would explore various options, including taking advantage of returning debt capacity and extending the bond payback period beyond 2036 by issuing additional bonds. Additionally, I would consider increasing the use of millage allocated to the Master Facility Plan, under financial advisement. …
"Community feedback is essential in shaping decisions that impact our students and families. … By actively seeking input from the community, we can ensure that our decisions are informed by the perspectives and priorities of those we serve. …"
This article originally appeared on Florida Times-Union: What did Duval County superintendent candidates tell the School Board about closing schools?
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