Services: Community Engagement

On more than one occasion, we’ve bridged the gap among individuals, civic groups and business/other interests in the Greater Orlando community on key policy issues to procure successful results.

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Case Study: Orange’s Half-Penny Sales Tax Has Redone 132 schools, Built 64

By LESLIE POSTAL | lpostal@orlandosentinel.com | Orlando Sentinel

PUBLISHED: January 6, 2023 at 1:53 p.m. | UPDATED: January 6, 2023 at 8:00 p.m.

Almost 20 years ago, the Orange County school district demolished the old Orlo Vista Elementary School, a 1952 campus reliant on rundown portables and plagued by leaky sewer pipes.

With money from a new half-penny sales tax, Orange County Public Schools built a replacement campus and heralded the start of the largest school construction spree in Florida, one that will continue at least for another two years.

County voters first approved the extra sales tax in 2002, agreeing to pay more for many purchases so the district could replace or overhaul 136 aging campuses and build new ones to meet the needs of a rapidly growing student population. It was one of the largest local school tax initiatives to go to voters in U.S. history, the Orlando Sentinel reported at the time.

The sales tax, bumped up to 6.5% with that vote, didn’t go a far as hoped, however, paying to fix or replace 94 schools on that initial list. But voters agreed in 2014 to continue the tax for another decade so the renovation and building could continue, too.

OCPS is now working on the last schools on that original list, its four technical college campuses that are slated to be completed in 2023, 2024 and 2026. Since 2003, the sales tax has raised more than $3.9 billion and the district has renovated or replaced 132 schools and opened 64 new ones, including five that opened in August.

“This community has long been supportive of public education,” said Dick Batchelor, the former state lawmaker and consultant who lead the public campaign to pass both tax initiatives. “Every new school is a testament to the widespread support of the public.”

Without the extra half-penny tax, Batchelor added, “what you would have had is schools falling down.”

The Orange County School Board has not yet discussed whether to ask voters to consider another sales tax extension in 2024.

Board member Pam Gould, who has been on the board since 2012, said that decision could hinge on whether the state, which has cut state funds for school construction in the past decade, shifts course in coming years.

But Gould said there is no doubt the local sales tax has made OCPS’ construction program the envy of districts across Florida and the country, where many school administrators can do no more than respond to crises, such as failing roofs and broken air conditioners.

OCPS, on the other hand, has money to both build new campuses — 11 more are to open in the next seven years, including the district’s 23rd high school — and to maintain ones already constructed while also looking at “value added” components like technology and collaborative learning spaces, she said.

“Can great things happen in crappy buildings? Yes,” Gould said. But parents, students, employees all feel better on campuses that aren’t plagued by problems and new schools in “every part of the county” are a selling point to the public, she added.

Between 2011 and 2019, there were 130 new public schools built in Florida and 51, or 39%, were built in Orange County, according to Tindale Oliver, a consulting firm that has helped the district with school planning. No other Florida district had built more than six schools in that time period.

The sales tax money helped build new schools in some of the county’s fastest-growing areas where lots of new residents meant a need for more schools, including east Orange, the Lake Nona area and, most notably, Horizon West in the southwest corner of the county. Three of the new 2022 schools were built in Horizon West.

Gould, whose district includes Horizon West, said some residents wish new schools could open even faster. But the number of new schools opened with the tax money is “astounding,” she said, and those funds are “allowing us to keep pace with growth.”

OCPS’ enrollment has grown by more than 29,000 students in the past 13 years, state figures show. It has more than 191,000 students on district-run campuses.

With its sales tax money, the district also built new campuses to replace long-standing schools that had outlived their buildings, from West Orange High School to Union Park Middle School to Dr. Phillips Elementary School. Others, like Winter Park High School and Windermere Elementary School, got significant overhauls, also paid for with sales tax money.

Orlo Vista Elementary, off Kirkman Road, was the poster child for the sales tax campaign, with the school board holding a press conference about the tax in the school’s rain-soaked portables in February 2002.

A month later, a backed up septic tank and broken cast-iron pipes under the 50-year-old school meant raw sewage floated up between floor tiles in one hallway and the whole school smelled.

The new Orlo Vista campus, the first completed solely with sales tax money, opened in 2004.

With its construction boom, OCPS also reduced its use of portable classrooms, though they remain in play, as even with the sales tax money the district cannot build schools as fast as new students arrive. This year, about 1,250 are in use across the district while in 2002 there were about 3,600.

Getting the sales tax on the 2002 ballot was a messy process, marked by political squabbles and fierce debates about how to balance the need for additional schools with the need to replace or renovate aging campuses.

Batchelor, a Democrat, asked a Republican, the late Congressman Lou Frey, to co-chair the the committee that was pushing for the the initial 2002 sales tax. That bipartisan support, plus the backing of key political leaders and business and community groups, from home builders to the PTA, helped the tax pass, he said.

So did the district’s decision to create an committee of outside experts — one that still operates today — to help review construction projects, Batchelor said. Former superintendents Ron Blocker and Barbara Jenkins were committed to keep projects moving and within budget, he said.

Plus, he added, the sales-tax campaign at its core was about “trying to provide a safe learning environment for our kids,” and that resonated with the public.

The 2002 tax passed with 59% of the vote, and the 2014 extension passed with 64% of the vote.

Thanks to taxpayers, OCPS has “beautiful, updated schools in every part of the county,” said Lauren Roth, a district spokesperson. “There aren’t a lot of places that can say that.”

lpostal@orlandosentinel.com

Orlo Vista Elementary School in Orlando, pictured above in April 1999 and below on January 5, 2023. The new replacement campus, opened in 2004, was the first Orange County Public Schools built solely with money raised by a half-penny sales tax voters

Joe Burbank/JohnRaoux
Orlo Vista Elementary School in Orlando, pictured above in April 1999 and below on January 5, 2023. The new replacement campus, opened in 2004, was the first Orange County Public Schools built solely with money raised by a half-penny sales tax voters approved in 2002.

Willie J. Allen Jr./Orlando Sentinel
Kelly Park School in Apopka, Fla., Thursday, Jan. 5, 2023. The school was one of five new schools that opened in 2022, funded in part with money from Orange County's half-penny sales tax first approved by voters in 2002. (Willie J. Allen Jr./Orlando Sentinel)

Case Study: Dick Batchelor Run for the Children

The Dick Batchelor Run for the Children is Orlando's longest running 5k!

About this Event

The 33rd Annual Dick Batchelor Run for the Children 5k benefits The Howard Phillips Center for Children & Families, part of Arnold Palmer Hospital for Children. Proceeds from the run help support child abuse prevention and treatment, early intervention services for children with developmental delays and free healthcare for uninsured teens.

Case Study: Change 4 Kids 2002

As a board member of the Orlando Regional Chamber of Commerce, I recognized that the public school system had two main construction challenges. First, the Orange County Public School System had so many students that they needed to build 50 new schools, but had only enough money to build 25 schools. There was no dedicated funding source to build the other 25 schools, to accommodate the needs of all students. Second, and as important to me, there were about 136 schools that were in some state of disrepair, some minor, some very major, including some that needed to be totally replaced. A good number of these schools also happened to be in some of the poorest districts.

After six referendum efforts had failed to generate some level of taxation to support public schools, I volunteered to create and lead Change 4 Kids. This effort engaged, in the broadest sense of the word, the communities at large to garner support for a half-penny sales tax in Orange County. I raised more than half a million dollars for the campaign, but this was not a solo effort. Working with myriad organizations and people to engage the community, we brought together hundreds of individuals representing hundreds of organizations. In doing so, we were able to get the business community, the civic community, the school system, the parent-teacher organizations (PTAs), and labor unions – as a disparate a group as you could define – to set aside their differences and focus on this one need for the children.

In fact, at our first meeting we had the Associated General Contractors and the Associated Building Contractors, but we also had the Building Trade Union and the Teachers Union. My approach was simple: “Look, we’re going to set aside our differences and focus on this one need for the children. I guarantee you, when the polls close on September the 10th at 7 p.m., you can go back to fighting each other. This referendum has to pass.”

The real success here was getting these very divergent communities to be engaged – keeping in mind that only 25 percent of the people in Orange County have kids in public school. But we were able to bring these very different groups together, including labor unions with business organizations, teachers with parents, political leaders, and the communities at large who had no children in public school, to demonstrate the absolute need that, short of a half-penny sales tax, these schools would continue to fall down.

Ultimately, the referendum passed with almost 60 percent of the vote, and, once passed, the half- penny sales tax was projected to raise more than $2 billion to construct new schools and refurbish old schools. That year, the Orlando Sentinel named me “Central Floridian of the Year” for my successful efforts.

Today, Orange County Public Schools and its capital program are the envy of the State of Florida thanks to the compassion and leadership of Dick Batchelor.
— BILL SUBLETTE, Chair, Orange County School Board

Case Study: CEHN

My concern for children and the children's well-being also extends into environmental matters, specifically as they impact children’s health. For instance, I serve as vice-chairman for a national group called Children’s Environmental Health Network, a group that identifies environmental factors that inordinately impact children (such as lead, mercury, asthma, and endocrine disruptors) and seeks to draft appropriate preventative legislation and rules to protect them.

Recently, we worked with the Environmental Protection Agency (EPA) to adopt more protective environmental standards and policies, specifically those dealing with air and/or water pollution and dangerous levels of chemical exposures. Because of our efforts, we were able to get a Presidential Executive Order from the White House creating an Office of Children’s Health Protection within the EPA at the national level.

I also served as Chairman of the Florida Environmental Regulatory Commission (ERC) from 1991 to 1997. In that role, working with other members of the commission, we adopted more stringent rules protective of the environment, specifically those dealing with water and air quality that affect everyone’s health and well-being. The ERC also adopted rules and standards dealing with landfill designs and wetlands protection, among others. One of the most important rules we put in place was to regulate the mercury content in the Florida Everglades, protecting the fragile environment from excess damage.

Case Study: Children and Youth Cabinet

Because of my longtime involvement as a child advocate, I was appointed by former Governor Charlie Crist to the Governor's Cabinet on Children and Youth, a statutorily created body. That role offered a significant forum to continue advocating for children's needs.

As a member of the Cabinet, I was very vocal on the need to increase funding for children's programs in such a way that the funding would be cost-avoidance in nature – the children should get the services earlier in life, so as to mitigate against more serious costs later on.

For the past 30 years I have also sponsored a 5K run to support the Howard Phillips Center, raising more than $1.3 million to treat abused children in Central Florida.

Case Study: Domestic Violence Commission

Another passion of mine is assisting victims of domestic violence. Because of that passion, for a number of years I have co-chaired and continue to co-chair the Domestic Violence/Child Abuse Commission – a group that makes recommendations to improve services to victims of abuse and to reduce the number of cases of domestic violence and child abuse.

As a commission, we recognized the extraordinary number of domestic violence cases and related homicides in Central Florida. Together, we decided that Orange County needed domestic violence courts to hear the growing number of cases we were seeing and, with my help, we successfully advocated for the creation of four domestic violence courts in the 9th Judicial Circuit. Once the domestic violence courts were in place, we began to see a reduction in the extraordinary backlog of cases in both the civil and criminal courts, allowing these cases to be heard sooner and with greater specialized attention.

In addition to co-chairing the DV/CA Commission, I also serve on the Advisory Board of Harbor House of Central Florida, a domestic violence shelter for abused women and children, and Court Watch, an advocacy group that monitors the courts on behalf of domestic violence victims. Statewide, I continue to be involved as a board member with Florida Children's First, a statewide child advocacy group focusing on the needs of children in foster care, and I continue to do pro-bono lobbying, locally and in Tallahassee, to secure funding for these groups and other programs that deal with domestic violence and child abuse.