Clarkstown Central School District Clarkstown Central School - - PowerPoint PPT Presentation

Clarkstown Central School District

Clarkstown Central School District

Guiding Principles

2016-2017 2017-2018

2016-17 vs. 2017-18 Revenue Budget

1.9% Tax Levy Increase

Prior Year Special Ed Reserve Alloc.

2017-2018

2016-17 Total Budget

ERS/TRS, Workers Comp, BOCES & Other Reductions

Payroll Increases Health Care Premium Increases Large Bus Replacement New Technology Lease Additional Staffing Add'l Security AM Hours Athletics Special Education Placements Add'l Professional Development Add'l Textbooks Special Ed Administration Total Budget Capital Projects

Reductions 2016-17 to 2017-18:

• ERS/TRS: $1,825K decrease

ERS 15.5% to 15.3% TRS 11.72% to 9.8%

• Aligned to Actual

BOCES Officials $200K decrease Workers Comp/Dental $105K decrease Debt Service $68K decrease Unemployment $300K decrease Other Misc. Expense $82K decrease

2016 16-17 17 vs. 2017 17-18 18 Expense Budget

Increases 2016-17 to 2017-18:

• Payroll Increases:

2.0% CPI Step Increases Lane Movement

• Healthcare Premium Increases:

15% Premium increase

• Additional Security Hours:

1 hour morning coverage in Elementary Schools

2017 17-18 18 Ca Capital Project Exp xpense Bu Budget

Item Cost Doors (External) $250,000 6 Tennis Courts (South HS) $300,000 Auditorium Audio and Lights (South HS, Festa) $250,000 Water Fountain (Bottle Filler Station) $100,000 Design Lab (North HS) $80,000 Design Lab Technology (North HS) $200,000 Radio Studio (South HS) $50,000 Pool Deck $50,000 Paving $300,000 Walkways $300,000 ADA $225,000 Ventilation Upgrades $500,000 Building Automation Systems $300,000 Secondary Electrical Service $500,000 $3,405,000

Age of Vehicles # of Vehicles in Fleet Big Buses Vans Vehicles Over 20 years old 2 2 Vehicles Over 15 years old 36 19 17 Vehicles Over 10 years old 49 35 14 Vehicles Over 5 years old 25 12 13 Vehicles Under 5 years old 26 2 23

1% 26% 36% 18% 19%

Age of Entire Fleet

Vehicles Over 20 years old Vehicles Over 15 years old Vehicles Over 10 years old Vehicles Over 5 years old Vehicles Under 5 years old

Large Bus Replacement

Fiscal Year Total Enrollment # of Large Bus Routes # of Van Routes 2014-15 8892 179 137 2015-16 8654 180 144 2016-17 8561 180 147

Ad Additi tion

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al T Technol

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Lease ase $ $250K

Age # % <1 Year 1,872 30.3% 1 Year 1,581 25.6% 2 Years 56 0.9% 3 Years 866 14.0% 4 Years 170 2.8% 5 Years 856 13.9% >5 Years 771 12.5% 6,172 100.0% Electronic Devices

Leased Qty Purchased Qty Lease 2016 1500 1500 Lease 2015 1473 1473 Lease 2012 1286 325 Lease 2011 1097 1097 4395

Currently two 4 year leases in process: 2011 & 2015 2012 & 2016

Ath Athleti tics

Additional Coaches in existing programs= 2.0

• Winter Track Assistant at both high schools
• Team has more than 100 participants spread
• ver a number of different events

Additional Coaches in returning programs= 2.0

• Tennis at FFMS
• Interest of more than 50 students per team

Additional Coaches in new programs= 3.0

• Winter Cheer, Fall and Winter dance at SHS
• Program exists as a club at SHS, Team at NHS
• Change to a Team will provide opportunity for competition

Addit dditio iona nal C l Cla lassroom St Staffing ing Addit dditio iona nal St l Stude udent nt P Pla lace cement nts

Staffing Changes

• Anticipated change in sections due to enrollment at Elementary level= -2.0
• Increases in staffing based on changing mandates, services and needs of

students= +8.8

• Related Service Providers (0.6)
• Special Education Teachers (6.7)
• English as New Language Learners (1.0)
• Services to Students requiring a therapeutic environment (0.5)

Student Placements

• Costs of Placements for students outside of district continue to increase
• Significant impact of students moving into school district requiring high cost

services

Positive Core

Im Improvin ving th the In Instr tructio ctional l Core

“For any positive impact on student learning to take place, changes in any single element of the instructional core must be accompanied by corresponding changes in the other two elements. There are 3 ways to increase student learning and performance. 1. Increase the knowledge and skill of teachers; 2. Change the content; 3. Alter the relationship of the student to the teacher and the content.”

• ---- Richard Elmore

Content Teacher Student Professional Development Textbooks Technology

Shift in Title for Recent Job Posting

• Current: Executive Director of Pupil Personnel Services
• New: Assistant Superintendent of Special Education and

Pupil Personnel Services & an additional Supervisor of Special Education Rationale: The Assistant Superintendent for Special Education and Pupil Services will be a visionary leader who is able to balance time between curriculum, programs, services and instruction for Students with Disabilities as well as operational leadership. Based on the current staffing of the department, leaders are challenged to spend the appropriate amount of time as visionary, instructional leaders due to the magnitude of “operational” responsibilities.

Special Education Department Staffing

Enrollment in 2015-16 = 8,115 14.7% Classification Rate in 2015-16

How-To Guide: Guidelines for Co-Teaching in Texas - A collaborative project of the Texas Education Agency and the Statewide Access to the General Curriculum Network

Phase 1

• Create special education study group to examine current programs and current models of co-teaching

throughout the district

• Meet with every principal to uncover strategies that have worked as well as challenges.
• Identify target population which may benefit from co-teaching (i.e. students with disabilities, English

language learners, Gifted/Talented, etc.)

• Articulate a mission and vision for co-teaching with study group.
• Recruit personnel for special education leadership positions.
• Students are placed by need into future placements.

Phase 2

• Identify schools and participants for implementation.
• Work with principals to identify pairings for 2017-18 and provide clarity of roles and responsibilities.
• Establishing baseline of student performance and devising outcomes for the first school year.

Phase 3

• Provide professional development for district and school principals
• Provide professional development for teachers and other staff; co-teachers experience joint training.

PLANNING PHASE 2016-17

Phase 4

• Administration to address logistical issues (e.g. Scheduling of students, teacher planning time, etc.)
• Provide opportunities for co-teachers to chart a future direction together (i.e. Having a shared belief/vision

regarding co-teaching; finding a planning time and using it effectively; deciding how to address specific student needs during co-teaching; determining how to resolve conflicts with co-teaching partners; exploring the six approaches of co-teaching (how/when to implement them); establishing classroom routines and behavior management; articulating student expectations (performance and procedures); sharing teaching styles and preferences; and determining grading procedures and accountability.)

Phase 5

• Administration visits co-teaching classes regularly and coach teachers for fidelity of implementation.
• Administration meets regularly with teachers to review student performance and provide supports.
• Continue needed professional development.
• Provide assistance for struggling co-teaching partnerships.
• Evaluate co-teaching program effectiveness using student achievement outcomes and plan revisions.
• Gather additional evaluation data, including other measures related to students and perceptions of

stakeholders.

• Analyze the year’s progress and make adjustments for the 2018-19 school year.

IMPLEMENTATION PHASE 2017-18

How-To Guide: Guidelines for Co-Teaching in Texas - A collaborative project of the Texas Education Agency and the Statewide Access to the General Curriculum Network

Su Summary

“How do we meet the needs of students in a fiscally responsible manner?”

• Provide support for programs, resources,

training for staff and services to children

• Draft budget within tax cap (1.9%).

No anticipated use of reserves

• No program cuts. No staff cuts.

Questions ?