FY 2020 Budget Presentation January 29, 2019 It Has to Begin and - - PowerPoint PPT Presentation

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

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

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

• utcomes 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 commitment 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

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

With class sizes relatively static across the elementary grades, there are no requests for additional staff at

• ur elementary schools

The exception is Grade 4 at DCS. The Superintendent is proposing leaving the .4 FTE in place as an additional resource to DCS students and programming The proposed FY20 Budget will also maintain current funding levels for instructional supplies and materials, professional development, field trips, etc.

Westerly Middle School

Request to return second Assistant Principal Position to WMS For SY18-19, the second Assistant Principal position at WMS was transferred to WHS This was done in order to address the void left by the elimination of an AP position at WHS in the FY 19 Budget as well as to support expansion of CTE programs at WHS This move, in turn, left WMS shorthanded and administratively understaffed WMS is reducing a textbook line by 50,000 in part, to offset reinstatement of AP +140,000 Less 50,000

WHS, WMS, Dunns, Springbrook, State Street Summary

Elementary Location Budgets FY19 $15,657,894 FY20 $15,714,975 WMS FY19 $13,984,229 FY20 $14,235,090 WHS FY19 $15,565,177 FY20 $16,413,913 +1,156,678

Westerly High School

While there are no requests for new staff, there are increases for instructional supplies and material for WHS programing, both “traditional” and CTE E.g. Consumables, Lab supplies, Textbooks, Medical Pathways supplies, Culinary Supplies

+77,541

Pre-Kindergarten

Increase in instructional supplies and materials Movement of a .5 PreK from grant funding to Operating Budget in accordance with RIDE corrective action plan

+13,320 supplies +31,231 .5 FTE

Maintenance & Safety Any cost increases are based on trends, scheduled maintenance and repair work and replacement of safety equipment (e.g cameras, lighting) FY19 $5,057,936 FY20 $5,265,644 +207,708

Transportation

There are no new staffing requests . Any change is due to anticipated contractual

• bligations,OOD transportation under ESSA, anticipated costs of fuel, maintenance,

etc. FY 19 $2,952,329 FY 20 $3,042,229

+89,900

Regular Education OOD Tuitions Changes to RI CTE Regulations 2017 Grade 9 students able to enroll in CTE courses FY17 - 5 Grade 9 students enrolled in OOD CTE FY18 - 22 Grade 9 students enrolled in OOD CTE FY19 - 29 Grade 9 students enrolled in OOD CTE FY20 - Projecting 36 Grade 9 students enrolled in OOD CTE New CTE Funding Formula Cost per CTE program $18,297 for Westerly students enrolled as of 2018/19 School Year FY18 $1,828,024 (actual) FY19 $1,661,533 (revised) FY20 $2,658,957 (proposed) FY application process underway +997,424

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 18,425

Potential Issues/Items for Consideration

Other opportunities/potential revenue or savings generators Retirements Health Care (current assumption of 8% increase) Tuitions in; both Special Education and CTE Building use fees and associated custodial and utility costs Revisit usage agreements with the Town Expanding Before and After School programming out to other school buildings Outsourcing Transportation Services (Bids unsealed week of 1/21/19)

Departments/Locations with No Substantive Changes for FY20

Curriculum and Instruction exception being Regular Ed OOD Finance Human Resources School Committee Superintendent other than re-allocation of clerical from Tower Technology

The Proposed Westerly Public Schools FY2020 budget reflects increases driven by contractual

• bligations for salary and benefits across all bargaining units, increased needs and costs of

instructional supplies and materials, investments in facilities maintenance and asset protection, OOD tuitions (both Special Education and Regular Education) and minimal staffing increases.

The proposed budget for FY 2020 aligns with and supports the district’s priorities of Strengthening Core Instruction, Improving Educator Effectiveness and Maximizing Efficiencies by:

Ensuring that ALL students and their teachers have quality, standards-aligned curricular materials Infusing technology, current research-based and data-driven instructional approaches so as to prepare ALL students for success in postsecondary life 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 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

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 FY2020 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”