I have been deeply engaged in the discussions surrounding the potential decommissioning of our schools. After attending numerous data-gathering meetings over the past year, I am left with more questions than answers. The most pressing concern is the specter of layoffs. Let me be clear: layoffs are not an option. The Guam Department of Education (GDOE) is already grappling with severe staffing shortages in critical roles that directly impact our schools. We are short on paraprofessionals, school aides, nurses, teachers, and even principals across the district. The notion of saving money through personnel cuts is not only impractical but downright reckless.
The reality is that our staffing shortages are poised to worsen in the coming months, as many dedicated employees approach retirement in December, with more following at the end of the school year. Roughly 130 teachers are on the old plan, and they may be working long enough for the last pay raise to account for their three highest years. Parents have rightly raised concerns about the supervision and safety of students in combined schools. I ask them: Is your child adequately supervised now?
We must prioritize our people over our buildings. Before contemplating job cuts, we need to understand the true cost savings of closing a school. We lack comprehensive answers. We must examine potential savings from cutting utilities like power and water, and we need detailed, school-by-school financial analyses, excluding temporary classrooms. Temporary buildings, constructed in the ’90s and some in the 2000s, were never meant to be permanent. These structures lack proper insulation, driving up cooling costs and posing a risk during typhoons. The hidden costs of replacing damaged textbooks, equipment, and computers must be considered. Would removing these temporary structures reduce utility costs and right-size our schools? We need these figures to make informed decisions.
Our schools suffer from decades of neglect. The privatization of custodial work has left a void. For years, GFT has requested a cost analysis of outsourcing custodians. We fought hard against this change, but the decision-makers at the time chose to forgo hiring more custodians. This move not only impacted figures on paper but also resulted in the loss of full-time jobs with benefits, pushing former employees into welfare programs—a hidden cost we cannot ignore. A robust, in-house maintenance team could provide emergency coverage in cafeterias or playgrounds, fix leaks promptly, and deter theft and vandalism through creative shift planning. Salaries and hourly wages do not capture these hidden benefits.
Since 1995, we have lost over a thousand students to DODEA, charter schools, and the high cost of living, prompting families to seek more affordable places and better job opportunities. While it may make sense to close some classrooms and buildings, we must ask ourselves if this is enough. Since the 1990s, we have built new schools, added high schools, and are on the brink of rebuilding another. It is time for a hard look at our infrastructure and priorities.
Together, we must demand transparency, accountability, and commitment to our students, staff, and community. We cannot afford to make hasty decisions that compromise the quality of education and the well-being of those who depend on it. Let us stand united in our pursuit of a brighter future for our schools.
In Solidarity,
Tim Fedenko