Educate the Sutton community on the annual budget process Provide - - PowerPoint PPT Presentation

 Educate the Sutton community on the annual

budget process

 Provide a five year overview  Provide the Sutton community with an

• pportunity to ask questions regarding the

budget

 Seek community input on next steps

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Total Increase between 2011-2015: $913,454 (6.2%)

School

• l Committee

tee Actua ual

FY2011 FY2012 FY2013 FY2014 FY2015 14,696,401 14,721,802 14,618,597 15,035,973 15,609,855

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Total Actual Increase between 2011-2015: $1,096,221 (37%) *Anticipated Increase for 2016: $223,645

Actuals FY2011 Actuals FY2012 Actuals FY2013 Actuals FY2014 Actuals FY2015

Anti tici cipated ted

FY2016

Instruction: Special Education 2,437,588 2,919,310 3,097,078 3,244,458 3,364,625 3,449,889 Out of District Tuition 560,413 528,110 645,436 647,065 729,597 867,978 TOTAL TAL 2,998,001 998,001 3,447,420 447,420 3,742,514 742,514 3,891,523 891,523 4,094,222 094,222 4,317,867 317,867*

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Central Office 3%

Instruction 70%

Transportation/ Health Services 11% Operations/Maintenance 11% Employee Retirement 0% Tuitions Out 5%

FY2016 16 Budge get

 On a $15,000,000 budget, approximately $12,000,000

represents personnel

 One percent of increase equals $120,000  On average, total salaries have increased annually

approximately $250,000 to $400,000

 Exception: Union concession delayed pay increase for

91 days in 2013

 Restructure of health care benefits in 2014 and 2016

allowed increased funding from the town in excess of $400,000

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Actual FY2011 FY2012 FY2013 FY2014 FY2015

Anti tici cipa pated ted

FY2016

Chapter 70 State Aid 5,075,229 5,102,475 5,163,355 5,201,680 5,239,230 5,276,480 Town

Contribution

7,801,554 7,801,544 7,834,014 8,359,014 8,660,014 9,100,393 Other Funding Sources 1,819,618 1,817,783 1,621,228 1,475,279 1,710,611 1,791,221 TOTAL TAL 14,696,401 ,696,401 14,721,802 ,721,802 14,618,597 ,618,597 15,035,973 ,035,973 15,609,855 ,609,855 16,168,094 ,168,094 Actual Increase 25,401 (103,205) 417,376 573,882 558,239 0.2%

• (0.7)%

2.9% 3.8% 3.6%

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Chapter 70 is the Commonwealth’s School Funding Statute A district’s Chapter 70 aid is determined in three basic steps:

1.

It defines and calculates a fo foun undat datio ion budget get, an adequate funding level for each district, given the specific grades, programs, and demographic characteristics of its students.

2.

It then determines an equitable local cal contri

• ntribut

butio ion, how much of that “foundation budget” should be paid for by each city and town’s property tax, based upon the relative wealth of the community.

3.

The remainder is funded by Chapter 70 (c70) state e aid aid.

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 A report by MassBudget gathered data from the state’s 328

• perating districts and analyzed key trends found across

each.

 The study found that most districts hire far fewer regular

education teachers than the foundation budget sets as the adequate number. The education funding formula does not reflect increased health insurance and special education costs, forcing most districts to compensate with funds that would have supported hiring regular education teachers.

 The

foundation budget estimate

• f

statewide district spending on special education and health insurance falls short by over $2 billion.

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Total Increase in Chapter 70 Funding from 2011–2015: $164,000(3%) Less than 1% per year *Anticipated Increase in Chapter 70 Funding for 2016: $37,250 NOTE: In 2008, Sutton received $5,245,542 in Chapter 70 Funding.

Actual Funded FY2011 FY2012 FY2013 FY2014 FY2015

Anti tici cipated ted

FY2016

Chapter 70 5,075,229 5,102,475 5,163,355 5,201,680 5,239,230 5,276,480*

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Total Increase in Town Contribution from 2011–2015: $858,460 (11%) Virtually all of the increases have occurred over the last two years, in part, due to health care concessions by all town employees. *Anticipated Town Contribution for 2016: $440,379

Actual Funded FY2011 FY2012 FY2013 FY2014 FY2015

Anti tici cipated ted

FY2016

Town Contribution 7,801,554 7,801,544 7,834,014 8,359,014 8,660,014 9,100,393*

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4,500,000 5,000,000 5,500,000 6,000,000 6,500,000 7,000,000 7,500,000 8,000,000 8,500,000 9,000,000 9,500,000 FY11 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Chapter 70 FY14 & FY16 – restructure health insurance and will continue Town Contribution

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Actuals FY2011 Actuals FY2012 Actuals FY2013 Actuals FY2014 Actuals FY2015 Budget et FY2016

Lunch 33,436 33,926 34,588 22,363 Tuition 150,000 150,450 90,000 60,905 60,000 7,000 Athletics 5,206 11,205 Building Use 10,000 275 School Choice 316,848 556,879 547,356 289,687 536,415 438,272 Preschool 40,000 40,000 50,000 50,000 50,000 70,000 Sports Fees 85,000 85,000 105,000 99,386 111,200 141,300 After Care 92,607 103,215 89,081 100,000 100,000 140,000 Circuit Breaker 161,122 178,288 199,000 339,172 255,573 360,000

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Actuals FY2011 Actuals FY2012 Actuals FY2013 Actuals FY2014 Actuals FY2015 Budget et FY2016

Parking Fees 9,000 Summer Camp 10,000 Gifts & Donations 17,225 10,740 Bus Fees 60,655 60,655 60,655 61,000 90,000 115,000 TOTAL TAL REVOL OLVING 949,668 9,668 1,208,413 208,413 1,175,680 175,680 1,022,788 022,788 1,225,619 225,619 1,312,517 312,517

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Actuals FY2011 Actuals FY2012 Actuals FY2013 Actuals FY2014 Actuals FY2015 Budget et FY2016

Kindergarten 69,900 55,600 46,050 45,850 42,037 41,680 Title I 40,000 38,336 35,132 53,761 70,910 69,000 Early Childhood 16,129 17,712 17,674 17,284 17,652 17,000

• Spec. Ed.

Allocation 332,266 349,822 346,692 335,596 332,991 328,000 Teacher Quality 21,402 23,024 ARRA 196,067 ARRA Early Child 3,820 SFSF 27,246 Jobs Bill 184,522 147,900 TOTAL TAL GRAN RANTS TS 869,950 9,950 609,370 9,370 445,548 5,548 452,491 2,491 484,992 4,992 478,704 8,704

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Actuals FY2011 Actuals FY2012 Actuals FY2013 Actuals FY2014 Actuals FY2015 Budget et FY2016

TOTAL REVOLVING ACCOUNTS 949,668 1,208,413 1,175,680 1,022,788 1,225,619 1,312,517 TOTAL GRANTS 869,950 609,370 445,548 452,491 484,992 478,704 TOTAL TAL REVOL OLVING ACCOU COUNTS TS & GRAN RANTS TS 1,819,618 819,618 1,817,783 817,783 1,621,228 621,228 1,475,279 475,279 1,710,611 710,611 1,791,221 791,221

 Restructured the middle school  Restructured high school  Concessions in negotiations with the two unions, STA and SESA  Reduced staffing  Increased sports fees  A variety of other cost cutting measures  Increased the use of one-time revolving funds, which have now

been nearly depleted

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Professiona

• nal Staff Reducti

uctions ns

FY2011-FY2012 9.0 FTE FY2013 5.0 FTE FY2014 6.8 FTE FY2015 1.0 FTE FY2016 2.2 FTE 24.0 FTE

Using an average salary of $50,000 x 24 positions equals a reduction of 1.2 million dollars.

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200 400 600 800 1,000 1,200 1,400 1,600 1,800 2005 2010 2011 2012 2013 2014 Pupils

Enrollment Trend by Grade Span

9-12 7-8 K-6

1,587 1,520

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1,663

Grade Leve vel Total Students dents Average rage Class Size

Grade K 83 21 Grade 1 102 26 Grade 2 93 23 Grade 3 115 23 Grade 4 109 22 Grade 5 130 26 Grade 6 121 24 Grade 7 123 24 Grade 8 118 24 Grade 9 114 19 Grade 10 114 19 Grade 11 101 19 Grade 12 115 19 TOTAL L STUDEN ENTS: TS: 1,438 1,438

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Projection of Kindergarten students in FY2017 is 80.

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FY2 Y2017 017 FY2 Y2018 018 FY201 019

Total Salary Increase 364,000 408,000 377,000 Total Expense Increase 66,000 116,000 136,000 430,000 524,000 513,000

Projection Assumptions:

• Estimated contract negotiations
• Actual contract increases
• Expenses increase 1%
• Estimated Special Education tuition

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New Foreign Language Teacher 50,000 Visual Media Teacher (TV Studio) 50,000 General Supplies to 2015 levels 50,000 Textbooks (Annual $100K Budget) 55,000 Additional Academic Support (SCEL & ELEM) 100,000 Eliminate Fees (Sports, Buses) 220,000 TOTAL 525,000

Items ms to Cons nsider der

FY2 Y2017 017 FY2 Y2018 018 FY2 Y2019 019

Projected Budget Increase 430,000 524,000 513,000 Projected Loss of One Time Revenue 300,000 100,000 5,000 Estimated Funding Increase Required 730,000 624,000 518,000

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 Cannot count on substantial increases from state or

federal government

 The only direct way to eliminate the budget gap is

through local funding, or

 A proposition two and half override  For every $100,000 of override spending, the averag

rage e single le family ily propert erty* y* real estate tax would increase approximately $26 $500,000 override = increase approx. $130 $1,000,000 override = increase approx. $260

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*Using ng $325, 25,186 186 as the average rage single gle family propert rty value.

 Without a solution, services will continue to be cut.

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 Continue to fine tune budget projections throughout

year

 Meeting with Fincom  Continue to work with Town  Acquire clear revenue projections from Town and State  Hold additional informational sessions

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