FY 2019 Budget Presentation January 31, 2018 It Has to Begin and - - PowerPoint PPT Presentation

FY 2019 Budget Presentation January 31, 2018

It Has to Begin and End with “The Student We Want to Graduate”

• I. Graduates Westerly High School College and/or Career Ready;

prepared for success in whatever comes next

• II. Whatever “comes next” is of their choosing

Strengthening Core Instruction & the Systems of Support that Ensure CCR for All WPS Students Improving Educator Effectiveness and Building Leadership Capacity Maximizing Organizational and Fiscal Efficiencies

STRENGTHENING CORE INSTRUCTION & THE SYSTEMS OF SUPPORT THAT ENSURE COLLEGE AND CAREER READINESS FOR ALL WPS STUDENTS

• Ensuring that ALL Students have access to challenging, engaging and

relevant courses and content

• Ensuring that ALL students and their teachers have quality,

standards-aligned curricular materials

• Providing an array of research-based interventions for students who struggle

and enriching accelerated learning opportunities for those who excel

• Infusing technology, current research-based and data-driven instructional

approaches so as to prepare ALL students for success in postsecondary life regardless of the path(s) THEY choose after graduation

IMPROVING EDUCATOR EFFECTIVENESS AND BUILDING LEADERSHIP CAPACITY

• Recruiting, hiring, training and retaining teachers and leaders of the

highest quality

• Implementing a comprehensive educator induction model and a

program of professional development that supports educators at all levels of experience and expertise

• Establishing clearly articulated expectations for the quality of effort, work

and commitment to the students of Westerly. Supporting educators, while insisting on, the meeting of those expectations

• Leveraging educator evaluation and coaching to facilitate continuous

improvement of both teaching and leadership practice via reflection on practice and impact on learning, goal setting and active engagement in the work of moving our district forward

MAXIMIZING ORGANIZATIONAL AND FISCAL EFFICIENCIES

• Examining all policies, practices and procedures to ensure that they

“make sense” and can be clearly seen as supporting the priorities described above

• Ensuring that all available resources are used to maximum effect and

that their effectiveness is frequently and closely monitored

• Carefully considering all staffing and resource needs through the lens of

how decisions made will impact student learning

• Where necessary, redesigning, restructuring, re-imagining our school

schedules and organizational charts in order better meet the needs of ALL students and to provide the access to rigorous content and the supports they need to be truly college and career ready

Funding Sources

FY2018 General Fund Budget Local Appropriation $(45,710,811) Tuitions Preschool $ (67,150) Tuition From Other Districts $ (76,000) Transportation Revenue $ (3,400) Community Service Revenues $ (240,220) Rental Income $ (115,604) Miscellaneous $ (3,396) Unrestricted Grant in Aid $ (8,851,953) Medicaid Reimbursement $ (1,172,500) $ (56,241,034)

Funding Sources FY2018 Grant Allocations RIDE - Title I $ 566,571 RIDE - Title II $ 131,742 RIDE - Title III (Westerly)* $ 6,928 RIDE - IDEA Part B $ 958,160 RIDE - IDEA Special Education Preschool $ 27,773 RIDE - COZ $ 24,500 Education Exchange - Adult Education $ 47,358 United Way (3/1/17-2/28/18) $ 35,000 RI Commerce - P-Tech (7/1/16-6/30/18) $ 200,000 RI DOH - Parents as Teachers (10/1/16-9/30/17) $ 83,993 $ 2,082,025

Known Cost Drivers Staffing and Contractual Obligations Health Insurance Benefits Supplies and Materials Transportation Costs Utilities Facilities and Maintenance

Known Unknowns OOD determinations and Tuition rates Health Insurance Cost Fluxuations Transportation (Fuel) Costs Utilities Price Fluctuations Unanticipated Facilities and Maintenance Contingencies

Historical through FY 18

Where We Start

Principals and Directors are initially instructed to plan for level funding (FY18 levels for FY19).

They are also pressed for continual improvement of results (i.e. improved opportunities and

• utcomes for students)

We look for opportunities to reallocate resources Only where no such opportunities exist do we seek additions

Salaries (Contractual Obligations)

Includes: Step and Lane Increases Advanced Degrees Longevity Medical Coverage Dental Insurances Retirement Contributions 47.62 million worth of the 56 million budget proposal provides for salaries and benefits of the 571 staff members: an increase of 2.78 million in FY19 . $1.6 million of that increase is contractually mandated.

+1,600,000

Special Education

All positions, materials and contracted services (including out of district placements) are Individual Education Plan (IEP)-driven Our goal always is to meet the needs of all learners in the Least Restrictive Environment (LRE). This means in district, using the staff we have in place to the maximum extent possible. It does, sometimes, mean contracting for additional services (psyc., OOD, nursing etc.)

OOD Placements currently represent approximately 2.5 million dollars of the Operating Budget Anticipate a decrease in the number of students in OOD (by at least 1), we are leaving the line as is in anticipation of tuition increases. Needed adjustments can be made at a later date. Any additional staff and/or programs proposed are in an effort to better meet the needs of WPS students in district, thereby lessening the the need for OOD placements E.Q. When does it make fiscal sense to create new positions or programs as opposed to OODs?

Changes to Special Education Budget

Reallocation

With a student in the Transition Academy (ages 18-21) “aging out”, the 1.0 FTE nurse assigned to the student is no longer required The 70k in the FY18 Budget will be reallocated to Psychological Services. This line (currently at 30k) supports evaluation testing, consultations with outside agencies and direct therapeutic service delivery to students

Net Impact $0

Known Tuition Increase

We are currently in the second year of a contract for Occupational Therapy Services (OT). The contract calls for an increase of 1.1% 295,000 (2018) to 298,245 (2019)

+ 3,245

New Staffing Requests

The addition of a 1.0 FTE Behavioral Support Teacher This would bring us to 2.0, provide for support of all three elementary schools, and aide in

• ur efforts to both better meet the needs of students in district and make bringing students

back more viable BSTs work directly with students with behavior goals written into the IEP All new WTA positions are budgeted on the assumption of Step 5 with benefits or 94K (based on family HSA)

+94,000

4.0 Contracted Registered Behavior Technicians

One per elementary and one for WMS Highly and specifically trained personnel assigned to work directly with students exhibiting behavioral challenges with the intent of improving

• utcomes, meeting needs through regular education supports and lessening

the need for special education identification and potential OOD placement These are contracted services at 48,600 per position

+194,400

Paraprofessionals

Paraprofessionals are assigned based on IEP decisions only (with the exceptions of those in K and ESL) and are placed by the Director, usually in August, of each year. Exceptions are those who split their time across Kindergarten classes (5.5 district wide), those for ESL programming (4.0 districtwide) and 3 at WHS serving as Restorative Coaches/SSP The total number of IEP-driven paraprofessionals is 63.6 Request is for 2 additional paras for the WHS Transition Academy based on students moving into the program. All 808 para positions are budgeted on the assumption of cost of salary and benefits of 58k

+116,000

Summary (Special Education)

FY18 Special Education Budget 14,329, 884 Reallocation of 70K to Psych. Services New Requests OT Contracted Increase 3,245 BST 94,000 4 RBTs (Contracted) 194,400 Paraprofesionals (2) 116,000

Net impact +407,645

Westerly High School

Career & Technical Education Coordinator, Administrative Certification Required

The prior elimination of an AP position at WHS has put significant strain on WHS. The principal and one assistant are responsible for all discipline, management, Section 504 hearings and conducting educator evaluations In order to provide the instructional leadership needed to improve outcomes and as we create additional pathway opportunities for students and we need to provide the leadership that grows the capacity of our teachers (65 WHS teachers slated to be evaluated in 18-19), we now have less support than required +150,000*

*based on salary w/Masters stipend and family health insurance

Westerly High School

1.0 FTE to support new Medical Pathway at WHS. This position may be filled via transfer, but would still represent an added position @ 94k Medical Pathways program will also require in increase in supplies/materials line of 10k 1.0 FTE Math Remediation Teacher providing targeted,high leverage interventions to students attending WHS and significantly below standard in math. This will allow us to better meet the needs of these students and will be an issue of focus for NEASC visiting teams 94k +198,000

Westerly High School

1.0 FTE Music Teacher/Theatre The WHS music program continues to grow in numbers and quality. WHS is also committed to building a sustained theatre program to include musical theatre The admin is requesting a full time music/theatre teacher to support the program. The position would allow for expansion of performing arts electives and align with our intent of awarding graduation endorsements in the Arts beginning in 2021 +94,000

Westerly Middle School

Request for a Paraprofessional to serve in the Behavior Support Program (BSP)

The Behavior Support Program focuses on positive and social skill development, behavioral support and support in the regular education setting. The program guidelines establish a foundation for each student to meet performance standards (academic and behavioral). The goal is for all students to learn to manage their emotions and behavior in order to achieve academic success Successful implementation of the BSP furthers our efforts to meet the needs of WMS students in district; avoiding special education referrals when regular ed supports meet the need BSP currently utilizes five budgeted paraprofessionals serving approx. 20 students (number fluctuates based on need) Paraprofessional positions (with Family HSA) are budgeted at 58,000 +58,000

Dunn’s Corner, Springbrook, State St. Elementary Schools

2.0 FTE Math Remediation Teachers to provide targeted,high leverage interventions to students significantly below standard in math. Strengthening this system of support will provide for better outcomes and lessen the need for Tier 3 or Special Education referrals 2 x 94,000 = 188,000 The elementary schools are also requesting funding for 15 total days (5 each school ) additional summer clerical assistance. These days, scheduled at the principal’s discretion would address summer registrations, filing,scheduling and other tasks in order to smoothly close out each school year and prepare for teacher and student arrivals in the fall $200.37 per diem X 5 X 3 = 3005.55 +191,005.55

WHS, WMS, Dunns, Springbrook, State Street Summary

WHS AP/CTE Coordinator 150,000 Medical Pathway Teacher 94,000 Math Interventionist ` 94,000 Music/Theatre Teacher 94,000 WMS Paraprofessional for BSP Program 58,000 Elementary Schools 2 FTE Math Remediation Teachers 188,000 5 Days x 3 Schools x 200.37 per diem Clerical Support 3000.55 +681,000.55

Pre-Kindergarten

Pre-K runs morning and afternoon sections staffed by 4 WPS preschool/special education teachers and 7.2 FTE paraprofessionals. Related services are provided by 2 speech and language pathologists, 0.5 FTE school psychologist, 0.6 FTE Social worker, and contract service providers for OT, PT and Music Therapy. The WHS school nurse teacher team supports the preschool. The program serves up to 120 students. (51% typical peers and 49% students with IEPs) Our current enrollment is …. students with IEPs and …… peers. While there is no request for increased staffing, there is a request to increase funding for classroom furniture and supplies totalling $12,948 +12,948

Maintenance

• Yearly Contractual Escalators

○ Waste Management/Disposal Service Contract increasing by 3% from $55,308.96 to $56,968.21 ○ ARAMARK Facilities Contract increasing 1% from $207,999 to $211,687

• Annual Playground Inspections increasing from $1,625.00 per year to $7,080.00 per year (+$5,455.00).

This is due to a change in vendor and service level. This cost will reduce as the vendor becomes more familiar with our structures & less time is needed for inspections

• Decrease the R&M HVAC Budget from $95,000 to $70,000 per year. (- $25,000)

This is based on a two-year trend.

• Increase the R&M Plumbing Budget from $80,740 to $111,000 per year. (+$30,260)

■ Location 2-Yr Avg.

TSCC $29,775.50 Transportation $1,500.00 Bradford $1,031.50 State $14,797.50 DC $11,164.50 Springbrook $4,883.50 WMS $23,197.50 WHS $66,451.50

Maintenance

• Increase Misc. Plumbing & Heating Supplies from $4,000 to $19,050 per year. $15,050 increase.

○ Based on a two-year trend Location 2-Yr Avg. TSCC $5,019.50 Bradford $1,758.00 State $1,556.81 DC $135.00 Springbrook $428.00 WMS $11,536.50 WHS $34,445.00 Facilities is seeking a .012% ($31,127.00) increase for the 2019 Budget +31,127.00

Tower Street Community Center TSCC serves numerous functions and roles

WPS Programming Cosmetology Learning academy Transition academy Before and After School as well as Summer Programming The TSCC also leases space to various non-WPS entities including Bradley, Wood River, Literacy Services and the Church of Westerly The Town of Westerly utilizes office space at TSCC Elimination of position Parent Academy Coordinator (currently vacant)

($35,858.91)

Transportation

The Director is requesting a Second Transportation Dispatcher

Our transportation office generally functions from 5:30 a.m to 5:30 p.m. each day There is currently not enough office staff to address all needs throughout the day and there is no back up in the event of dispatcher absence The person sought for this nonunion role will be licensed driver to be hire at a salary of 43,680 This salary would be offset by not filling one driver and one monitor position(s) Doing so would result in a net savings of 25,000 in salary and benefits Save $25K per year through elimination of driver and aid saving found in salary and benefits

(25,000)

Transportation Department

We are budgeting for an anticipated increase in fuel costs for SY18-19 @ +25k Additional requests: Funding to outfit all buses with GPS 48,000 Annual Support Fee for GPS system 16920 Diagnostic Computer for Fleet Maintenance 8900 FYI - when Transportation “charges” school site budgets for field trips, the amount charged is at a rate far less than actual cost. It is all the same money, but the impact on the transportation budget is not insignificant

73,820 (25,000) +23,200

Technology Department Level Funded at FY18 allocation of $506,502

Professional Development under Curriculum and Instruction

PD funds are being represented as in one category but encompass both district and contractual amounts. This strategy gives us a better accounting of what we are spending on professional development. PD Budget FY19 includes GemsNet science training that was excluded from the FY18 Budget ($43K) GemsNet incurs $3000K increase for FY19 (per multi-year MOU) Reallocate $16K from FY18 budget to Strengthening the Core ($10,000), training for technology department staff ($1500), and an allocation of school location PD funds at $1500/school ($7500) - this represents an increase of $2842 Math Addvantage training for 3 teachers = +2985 from FY18 + $8827

Finance Department

New Position: Finance Assistant $62,238 Necessary for workload and adequate internal controls. +$62,238

Athletics

When comparing stipends paid to coaches across 11 Rhode Island districts, Westerly coaches are compensated at rates significantly lower than those elsewhere. This has negatively impacted the district ability to attract and retain quality personnel; making it impossible in some instances to fill positions. The recommendation from the Athletic Director is a three year plan incrementally close this gap and address this concerns as follows: FY2019 increase to Coaches Stipends line of $35,169 FY2020 increase to Coaches Stipends line of $18,425 FY2021 increase to Coaches Stipends line of $16,100 +35,169

Departments/Locations with no substantive changes for FY19 (i.e. level funded) Curriculum and Instruction (other than PD as discussed) District Administration Human Resources School Committee Superintendent

Potential Issues/Items for Consideration

Other opportunities/potential revenue generators Tutions in Building use fees and associated custodial and utility costs Lease rates at TSSCC Recruit additional tenants Revisit usage agreements with the Town Expanding Before and After School programming out to other school buildings Special ED Contingency Establish revolving fund (target of 300K?) to be used to buttress against unanticipated costs. Any unspent balance rolls over into the next FY year Outsourcing Transportation Services Assuming Self-Managed Food Service

Strengthening Core Instruction & the Systems of Support that Ensure CCR for All WPS Students Improving Educator Effectiveness and Building Leadership Capacity Maximizing Organizational and Fiscal Efficiencies

The proposed budget for FY 2019 aligns with and supports the district’s priorities of Strengthening Core Instruction, Improving Educator Effectiveness and Maximizing Efficiencies by: Providing for needed supports to students with behavioral concerns “in house”. This meets student social emotional learning (SEL) needs, helps student be more “available” for learning and avoids OOD placements when most effectively implemented Providing for systems of mathematics and numeracy support in the same way that Reading Teachers do the same in literacy Providing needed administration level leadership to support safe, orderly and effective learning environments while expanding Career and Technical Education; allowing our teachers to focus on instruction and making our students College and Career Ready Investing (while lowering costs) in technologies which will facilitate the more effective management of our transportation fleet and inform repair and replacement decisions going forward

The FY2019 WPS Budget is the financial component of our plan for improving outcomes and opportunities for ALL learners It Begins and Ends with “The Student We Want to Graduate”