In 2003, 2004, and 2004, the district was building Pfaff Elementary, Strayer Middle School, and renovating the Freshman Center to accommodate an enrollment increase of 1,198 students between 1989 and 2005. According to the March 17, 2000 Feasibility Study conducted by DWKCB, Inc. Architects, in 2000, the district was 999 students above capacity based on PDE guidelines. Click HERE to see the information regarding capacity vs. growth. Enrollment was projected to continue to increase. Required staffing for this increase of students is reflected in the budgets as well. The following is a table of budget increases for the past 12 years.

1998 2.44% 1999 1.71% 2000 4.36% 2001 4.18% 2002 4.63% 2003 8.56%

2004 14.40% 2005 9.98% 2006 2.13% 2007 1.59% 2008 3.79% 2009 3.19%

It would seem logical that for every 25 or so students, staffing would increase by one teacher. For example, 100 new students would require 4 new teachers, an increase in staff proportional to increase in students, which in turn, would be reflected in a similar increase in costs or percentage of budget increase. Unfortunately, thinking about staffing in this simple manner would not be accurate. There are factors which require more than the 1 per 25 ratio. For example, if some of the 100 students were special education, one or more special education teacher would need to be hired. Most SE classes have a mandated limit of 15 students per class, with some as low as 6 students per teacher and teacher aide, depending on the severity of the disability. (They will also require an additional classroom.) English as a Second Language programs also have strict guidelines regarding class size and number of hours of instruction. Keep in mind that at a certain point, not only is the classroom teacher needed, but as enrollment grows, so does the need for special area teachers such as physical education, art, library, music, computers, etc. (There also may be a need for additional classrooms, gyms, labs, etc.) The same applies to nurses, counselors, and psychologists following case load mandates and guidelines. With the advent of No Child Left Behind, which requires additional academic support for students who need help in addition to the regular classroom, the need increased for reading specialists, instructional support teachers, assessment specialists, social workers, and more. Keep in mind, the district also had to hire food service workers, nursing assistants, custodians, and administrators to manage the enrollment increase.

Each year each school district in the state is required to employ a certified public accountant to conduct an independent audit of the district’s accounting practices and procedures. This is referred to as the CAFR (Comprehensive Annual Financial Report). Each year, the accountants who complete the audit make a presentation at an open public meeting of the board of education to present their management report on their findings. The State Department of Education’s Division of Finance reviews this audit annually. In addition to the financial review, PDE also conducts audits of regular and special program compliance, certifications, Federal Programs compliance, alternative educations, student achievements, and more. All audits have been clean with no findings.

All residents of QCSD have a stake in the outcome of the district budget, whether or not they have children in the school system. Not only does the school budget affect property taxes, but strong local schools enhance the quality of life in a community and can make a town more attractive to prospective homebuyers and business investors. In addition, strong schools help homeowners retain, and in our district, improve the market value of their properties. More importantly, quality public schools provide children with the opportunities they need to succeed and take their place as productive citizens. Public schools for our country’s youth are a moral and civic imperative.