Focus Group - Minutes - 2026.10.06

 

               

 

 

 

The focus group used a multivoting process to prioritize 21 recommendations down to their top 5 from the group.  A definition of the multivoting process is located at this link:  Multivoting Process.  Only members of the Focus Group committee vote, the superintendent does not vote.

 

The Focus Group went through a series of 3 votes.  The first vote narrowed the recommendations down to 15 from 21.  The second vote took the 15 recommendations down to 10.  On the third vote the 10 recommendations were narrowed down to 5.  The process and recommendations will be presented to the EBF Board of Directors at their October monthly meeting occurring on Monday, October 19 at 6:00 pm.

 

Before the conclusion of the meeting a Focus Group member stated that there are studies that recognize when an education center is closed it will be harmful to the community.  He would like the EBF Board of Directors to consider the long-term ramifications to the community of any education center’s closing.

 

Top 5 Recommendations when the list was narrowed down to 10

1. Consolidate PK–6 students into one elementary building.
   
   1.  Operate Eddyville Elementary as PK–6, with the Jr-Sr High School continuing to serve grades 7–12.
2. Establish a minimum enrollment standard for maintaining a class section.
   
   1. Develop a consistent minimum number of students necessary to maintain an elementary section rather than making the decision on a case-by-case basis.
3. Align EBF staffing levels with Iowa school districts serving a similar number of elementary students.
   
   1. Use the Focus Group's staffing comparison data as a benchmark and work toward a staffing level that is more consistent with comparable districts. The minutes specifically reference approximately 35 positions supporting K–6 certified classroom positions in the comparison data.
4. Establish enrollment triggers that require Board/administrative review.
   
   1. Create predetermined enrollment thresholds that trigger a review of staffing, sections, attendance centers, or other operational changes.
5. Commit EBF to a maximum of three elementary sections per grade level (PK–6).
   
   1. The district would establish three sections as the maximum number of elementary sections and develop a process for responding when enrollment requires more than three sections. This was specifically identified in both documents.

 

Top 10 Recommendations when the list was narrowed down to 15

1. Consolidate PK–6 students into one elementary building.
   
   1.  Operate Eddyville Elementary as PK–6, with the Jr-Sr High School continuing to serve grades 7–12.
2. Commit EBF to a maximum of three elementary sections per grade level (PK–6).
   
   1. The district would establish three sections as the maximum number of elementary sections and develop a process for responding when enrollment requires more than three sections. This was specifically identified in both documents.
3. Establish a minimum enrollment standard for maintaining a class section.
   
   1. Develop a consistent minimum number of students necessary to maintain an elementary section rather than making the decision on a case-by-case basis.
4. 10. Align EBF staffing levels with Iowa school districts serving a similar number of elementary students.
   
   1. Use the Focus Group's staffing comparison data as a benchmark and work toward a staffing level that is more consistent with comparable districts. The minutes specifically reference approximately 35 positions supporting K–6 certified classroom positions in the comparison data.
5. Reduce administrative and director costs to reflect declining enrollment.
   
   1. Evaluate administrative and director positions, including potential restructuring or reductions.
6. Develop an early-retirement strategy as one component of staff reductions.
   
   1. Evaluate whether an early-retirement incentive or strategy could assist the district in reducing personnel costs while managing the impact on current employees.
7. Consider an alternative 5–8 junior-high model.
   
   1. Study a configuration in which:
      
      1. Jr-Sr High School serves grades 9–12
      2. Eddyville Elementary becomes grades 5–8
      3. Blakesburg and Fremont serve PK–4
8. Reduce teaching staff costs to reflect declining enrollment.
   
   1. Develop a plan to reduce teaching positions as enrollment declines, using appropriate district policies and contractual procedures.
9. Establish a timeline for action when enrollment or financial trigger points are reached.
   
   1. Rather than simply identifying a problem, establish when analysis, recommendation, and Board action should occur after a trigger point is reached.
10. 3. Establish enrollment triggers that require Board/administrative review.
    
    1. Create predetermined enrollment thresholds that trigger a review of staffing, sections, attendance centers, or other operational changes.

 

 

Top 15 Recommendations when the list was narrowed down to 23

1. Commit EBF to a maximum of three elementary sections per grade level (PK–6).
   
   1. The district would establish three sections as the maximum number of elementary sections and develop a process for responding when enrollment requires more than three sections. This was specifically identified in both documents.
2. Establish a minimum enrollment standard for maintaining a class section.
   
   1. Develop a consistent minimum number of students necessary to maintain an elementary section rather than making the decision on a case-by-case basis.
3. Consolidate PK–6 students into one elementary building.
   
   1. Operate Eddyville Elementary as PK–6, with the Jr-Sr High School continuing to serve grades 7–12.
4. Establish a timeline for action when enrollment or financial trigger points are reached.
   
   1. Rather than simply identifying a problem, establish when analysis, recommendation, and Board action should occur after a trigger point is reached.
5. Align EBF staffing levels with Iowa school districts serving a similar number of elementary students.
   
   1. Use the Focus Group's staffing comparison data as a benchmark and work toward a staffing level that is more consistent with comparable districts. The minutes specifically reference approximately 35 positions supporting K–6 certified classroom positions in the comparison data.
6. Establish enrollment triggers that require Board/administrative review.
   
   1. Create predetermined enrollment thresholds that trigger a review of staffing, sections, attendance centers, or other operational changes.
7. Reduce administrative and director costs to reflect declining enrollment.
   
   1. Evaluate administrative and director positions, including potential restructuring or reductions.
8. Develop an early-retirement strategy as one component of staff reductions.
   
   1. Evaluate whether an early-retirement incentive or strategy could assist the district in reducing personnel costs while managing the impact on current employees.
9. Reduce teaching staff costs to reflect declining enrollment.
   
   1. Develop a plan to reduce teaching positions as enrollment declines, using appropriate district policies and contractual procedures.
10. Consider an alternative 5–8 junior-high model.
    
    1. Study a configuration in which:
       
       1. Jr-Sr High School serves grades 9–12
       2. Eddyville Elementary becomes grades 5–8
       3. Blakesburg and Fremont serve PK–4
11. Require a financial impact analysis for each major structural recommendation.
    
    1. Before recommending a significant change, determine the anticipated impact on staffing, transportation, facilities, operating costs, enrollment, and the district's future financial position.
12. Increase district sharing of positions with other school districts.
    
    1. Actively seek opportunities to share administrative, director, instructional, and other positions with neighboring districts. The minutes specifically identify administrative and director positions as areas for additional sharing opportunities.
13. Establish a Reduction-in-Force strategy for use when necessary.
    
    1. Ensure the district has a clearly understood process for reducing staff when enrollment and financial conditions require reductions that cannot be accomplished through attrition, retirement, or other means.
14. Develop a financial forecast showing the effect of recommended reductions.
    
    1. Create a multi-year financial forecast demonstrating what the district's financial position would look like if the identified reductions are implemented. The Focus Group specifically requested this analysis.
15. 7. Establish one building for each elementary grade configuration.
    
    1. Create a model in which students are grouped by grade levels/buildings, such as:
       
       1. Eddyville Elementary PK–2
       2. Blakesburg and/or Fremont serving upper elementary grades
       3. Specific grade configurations to be determined through additional analysis.

This corresponds with the “all grade sections in the same building” model identified in the recommendation document.

 

 

The list of the starting 21 recommendations is below.

 

A. Enrollment and Class-Section Guidelines

1. Commit EBF to a maximum of three elementary sections per grade level (PK–6).
The district would establish three sections as the maximum number of elementary sections and develop a process for responding when enrollment requires more than three sections. This was specifically identified in both documents.

2. Establish a minimum enrollment standard for maintaining a class section.
Develop a consistent minimum number of students necessary to maintain an elementary section rather than making the decision on a case-by-case basis.

3. Establish enrollment triggers that require Board/administrative review.
Create predetermined enrollment thresholds that trigger a review of staffing, sections, attendance centers, or other operational changes.

4. Establish a timeline for action when enrollment or financial trigger points are reached.
Rather than simply identifying a problem, establish when analysis, recommendation, and Board action should occur after a trigger point is reached.

B. Elementary School Configuration

These should be treated as separate voting choices, because they represent fundamentally different models.

5. Maintain the current three-elementary-school structure.
Continue operating Eddyville, Blakesburg, and Fremont as elementary attendance centers, while making staffing and operational reductions necessary to align with enrollment.

6. Consolidate PK–6 students into one elementary building.
Operate Eddyville Elementary as PK–6, with the Jr-Sr High School continuing to serve grades 7–12.

7. Establish one building for each elementary grade configuration.
Create a model in which students are grouped by grade levels/buildings, such as:

• Eddyville Elementary PK–2
• Blakesburg and/or Fremont serving upper elementary grades
• Specific grade configurations to be determined through additional analysis.

This corresponds with the “all grade sections in the same building” model identified in the recommendation document.

8. Consider an alternative 5–8 junior-high model.
Study a configuration in which:

• Jr-Sr High School serves grades 9–12
• Eddyville Elementary becomes grades 5–8
• Blakesburg and Fremont serve PK–4

This is identified as Alternative 1 in the existing recommendation list.

9. Consider a two-elementary-building model.
Study a configuration in which:

• Jr-Sr High School serves grades 7–12
• One elementary building serves PK–3
• A second elementary building serves grades 4–6

C. Staffing and Personnel

10. Align EBF staffing levels with Iowa school districts serving a similar number of elementary students.
Use the Focus Group's staffing comparison data as a benchmark and work toward a staffing level that is more consistent with comparable districts. The minutes specifically reference approximately 35 positions supporting K–6 certified classroom positions in the comparison data.

11. Reduce teaching staff costs to reflect declining enrollment.
Develop a plan to reduce teaching positions as enrollment declines, using appropriate district policies and contractual procedures.

12. Reduce administrative and director costs to reflect declining enrollment.
Evaluate administrative and director positions, including potential restructuring or reductions.

13. Increase district sharing of positions with other school districts.
Actively seek opportunities to share administrative, director, instructional, and other positions with neighboring districts. The minutes specifically identify administrative and director positions as areas for additional sharing opportunities.

14. Develop an early-retirement strategy as one component of staff reductions.
Evaluate whether an early-retirement incentive or strategy could assist the district in reducing personnel costs while managing the impact on current employees.

15. Establish a Reduction-in-Force strategy for use when necessary.
Ensure the district has a clearly understood process for reducing staff when enrollment and financial conditions require reductions that cannot be accomplished through attrition, retirement, or other means.

D. Transportation and Operational Costs

16. Establish minimum student participation requirements for activity transportation routes.
Require a minimum number of participating students before an activity bus/route operates. This was specifically discussed in the August meeting.

17. Evaluate whether the district still needs to provide an activity bus.
Determine whether the activity bus remains necessary given participation levels, cost, and available transportation alternatives.

18. Review district vehicle allocation and employee vehicle use.
Evaluate the number, purpose, and cost of vehicles assigned to district employees.

E. Financial Analysis Before Major Decisions

19. Require a financial impact analysis for each major structural recommendation.
Before recommending a significant change, determine the anticipated impact on staffing, transportation, facilities, operating costs, enrollment, and the district's future financial position.

20. Develop a financial forecast showing the effect of recommended reductions.
Create a multi-year financial forecast demonstrating what the district's financial position would look like if the identified reductions are implemented. The Focus Group specifically requested this analysis.

21. Require staffing and facility analysis before selecting an elementary school model.
For each proposed configuration, identify the number and type of administrative, teaching, and classified positions required and the resulting financial impact. The minutes specifically request presentations analyzing employee allocation and district costs under the different elementary configurations.

 

 

 

Scott Williamson

Superintendent Eddyville-Blakesburg-Fremont CSD