FY 2020 Budget Presentation January 29, 2019
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
Improving Educator Effectiveness and Building Leadership Capacity Strengthening Core Instruction Maximizing & the Systems of Organizational and Support that Fiscal Efficiencies Ensure CCR for All WPS Students
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
Context The Westerly Public Schools serves 2656 students in grades PK-12 54 WPS-eligible students attend charter schools 50 WPS-eligible students are homeschooled 77 WPS-eligible students attend Chariho for Vocational Programming 37 WPS students are in Out of District (OOD) Placements 2 more are in Alternative Placements (RYSE and RI School for the Deaf) 16 WPS students are in the Transition Program 14 Preschool Drive in Speech students The district operates its own transportation services with 34 buses assigned to 102 morning and afternoon routes per day.
Staffing Reductions from SY 17-18 . . 75 Parent Academy Coordinator Library .5 Library Specialist 1.0 Bus Driver 1.0 Bus Monitor 1.0 Custodian 0.6 Social Worker 1.0 Special Education Teacher 1.0 Math Teacher WHS 1.0 Grade 3 Teacher DCS (offset by opening of Grade 4 classroom) 1.0 Grade 3 SES 1.0 Kindergarten Teacher SES 1.0 Grade 1 Teacher SSS .8 IT Field Technician 1.0 Data Analyst 1.0 Director of Technology 1.0 Director of Learning Academy at Tower (formerly an AP at WHS)
New Staff Positions in place for SY 18-19 1.0 Finance/Business Assistant 1.0 Medical Pathways Teacher 1.0 Transportation Dispatcher Prior to the opening of school in September, an additional teacher was also placed in Grade 4 at DCS
Proposed Staff Reductions for FY2020 1.5 Clerical .5 Custodial .6 FTE Teacher
Funding Sources FY2019 General Fund Budget Local Appropriation $(47,543,318) Tuitions Preschool $ (57,375) Tuition From Other Districts $ (81,000) Transportation Revenue $ (3,400) Community Service Revenues $ (237,220) Rental Income $ (120,164) Miscellaneous $ (3,396) Unrestricted Grant in Aid $ (8,764,667) Medicaid Reimbursement $ (1,172,500) $ (57,983,040)
Funding Sources FY2020 General Fund Budget Local Appropriation $(49,874,463) If fully funded Tuitions Preschool $ (57,375) Tuition From Other Districts $ (81,000) Transportation Revenue $ (3,400) Community Service Revenues $ (237,220) Rental Income $ (38,857) Bradley Lease (81k) Miscellaneous $ (3,396) Unrestricted Grant in Aid $ (8,959,033) Anticipated State Aide Medicaid Reimbursement $ (1,272,500) $ (60,527,244)
Funding Sources Assumed FY2020 Grant Allocations (Based Solely on FY2019) RIDE - Title I $ 642,576 RIDE - Title II $ 171,535 RIDE - Title III (Westerly)* $ 7,179 RIDE - Title IV $ 50,095 RIDE - IDEA Part B $ 838,955 RIDE - IDEA Special Education Preschool $ 25,126 RIDE - COZ $ 39,500 United Way (3/1/19-2/28/20) $ 35,000 RI DOH - Parents as Teachers (10/1/19-9/30/20) $ 91,220 $ 2,236,850
Known Cost Drivers Staffing and Contractual Obligations CTE Tuitions Health Insurance Benefits Supplies and Materials Transportation Costs Utilities Facilities and Maintenance (for FY19, 1.9%) - Target of (minimum) 3% within 5 years.
Known Unknowns OOD Determinations and Tuition Rates CTE Enrollments/Tuitions Health Insurance Cost Fluxuations Transportation (Fuel) Costs Unanticipated Facilities and Maintenance Contingencies
Where We Start Principals and Directors are initially instructed to plan for level funding (i.e. FY19 levels for FY20) They are also pressed for continual improvement of results (i.e. improved opportunities and outcomes for students) We look for opportunities to reallocate resources Only where no such opportunities exist do we seek additions
Salaries and Fringe Step and Lane Increases Advanced Degrees Longevity Medical Coverage Dental Insurances Retirement Contributions $49.04 million worth of the $60 million budget proposal provides for salaries and benefits of the 584 staff members: an increase of $1.24 million in FY20. Of this, $735k is due to increased salary costs, $245k is due to increased pension costs, and $195k is due to increased health insurance costs (includes a projected rate increase of 8%). +1,237,983
Tower Street Community Center WPS Programming Cosmetology - *Relocated to Babcock Hall Fall 2018 Learning Academy - Relocated to WHS Fall 2018 Transition Academy Before and After School as well as Summer Programming The TSCC also leases space to various non-WPS entities including Bradley, Wood River, Literacy Services and the Church of Westerly The Town of Westerly utilizes office space at TSCC
Tower Street Community Center The 2020 budget defunds the District’s commi tment to the Out of School/Before and After School Program ($ 57,547) The budget reduces the WPS commitment to Parents as Teachers by $25,000; from $97,004 to $72,004 Reallocate clerical cost of $71,528 from Tower to Superintendent's Office Reduce clerical support .5 FTE for savings of $39,690 Reduce Custodial Support to Tower to .5 for savings of $52,871 (246, 636)
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, in the setting they would attend without an IEP and using the staff we have in place to the maximum extent possible. It does, sometimes, mean contracting for additional services (RBT, Audiology, Vision, Nursing)
Out of District Placements (OOD) OOD Placements currently represent $2,576,363 of the Operating Budget for 19-20 SY This amount is adjusted based on anticipated student needs for 19-20 SY and an assumed 5% tuition increase New lines are added and amounts re-allocated based on the schools we anticipate students will be attending for the 19-20 SY E.Q. When does it make fiscal sense to create new positions or programs as opposed to OODs?
Changes to Special Education Budget All contracted services have remained the same for FY20 Changes have been made to how we allocate monies to different UCOA codes to more accurately and finitely document how monies are being spent example: - -$5000 has been moved from the Occupational Therapist line to create a new line for Occupational Therapy Equipment -$5,000 has been moved from the Physical Therapist line to create a new line for Physical Therapy Equipment -$200 has been moved from each school’s evaluation line to create a new line for child find screening evaluation tools
Special Education Budget Needs to by program FY19 $14,329,816 FY20 $15,004,899 Again, the changes reflect both 5% anticipated tuition increases and re-allocations
Recommend
More recommend
