Discipline is an integral part of the learning process. We need classrooms to be distraction free whether it be cellphones, attire, or behaviors. We must require that students follow the handbook guidelines and take personal responsibility for infringements. There needs to be an atmosphere promoting personal pride in demonstrating good citizenship. We need teachers to enforce discipline and for the administration and the parents to support the teachers in this endeavor.
We also need discipline on behalf of the school administrators and the school board. This starts with student first or education first budgeting. The budget should consider first core services composed of English, math, science, and social studies curriculums and current salaries for staffing for core interests only. Then consideration should be given to non-core and support services such as art, music, physical education, electives. Also, this tier would include debt, bussing, and maintenance. The next level would be athletics, clubs, and extracurriculars. The last level should be employee concerns such as raises and benefits. All expenditures need to be clearly displayed for the public and in layman’s terms. Education is for the children and administrators must use taxpayer’s dollars responsibly.
An additional item of administrator and school board discipline is good stewardship. There needs to be good stewardship in maintaining the district facilities. Buildings do not decay overnight, and necessary maintenance needs to be done on an ongoing basis. It is not the age of the building, but the maintenance of the building that determines viability. When school bonds have failed more than once, it is time to think of an alternative plan. The community has strongly voiced their opinion. While inflation has skyrocketed, the community’s salaries have not kept pace. It may be time to look for other viable options. Do we need another independent assessment of the current buildings to evaluate what can be done in a financially responsible way to revive the buildings? If still not able to be salvaged, do we need to look at purchasing other existing structures and see if they can be modified to meet school needs rather than embark on new construction? We may need for to communicate with our state representative regarding funding changes at the state level for remodeling versus rebuilding. We may need to look at alternative funding for school projects. We may need to address community businesses and former alumni to provide donations while adhering to state regulations regarding donations. Community businesses have a vested interest in students as they are future employees. Donations/fundraisers can provide alumni a way to give back to their alma mater. Before we ask for any additional funds be it donations, levies, or bonds, we must make sure we can demonstrate to the public that we are fiscally responsible. If new schools are built, we need to be certain that those schools are not above capacity just a few years later. We need to make sure we have used expert guidance on redistricting and facility requirements before we spend millions of dollars on new schools.
We also need discipline in determining the number of administrators that we employ. Across the nation, since 2000, there has been an 88% increase in administrative staff and a 37% increase in principals and assistant principals. At the same time there has only been an 8% increase in teachers and students. How can this be justified? In FY 2021per enrollment was 9,36 students. In FY 2022, enrollment was decreased to 7,938. In Northwest School District, while decreased in number from FY 21 to FY 22, there are still 133 administrators per student with an average salary of $98,617 (state average is 117 with average salary of $89,019). (Data from CUPP report). Is this necessary?