[PPT] - FY21 Budget Overview May 18, 2020 Agenda I. Vision and Mission PowerPoint Presentation

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FY21 Budget Overview

School Committee May 18, 2020

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Agenda

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I. Vision and Mission II. Strategic Priorities and Goals III. New and Continued Investments

IV. Balancing the Budget

V. Budget Assumptions

VI. FY21 Budget
VII. HPS Budget Trends
VIII. Final Thoughts

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Our students:

Graduate with an additional credential that provides for college and career options

And are:

Effective Communicators
Critical Thinkers
Engaged and Productive

Community Members

Mindful Individuals

HPS Vision - A pathway for every student

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To be the 1st educational choice for Holyoke families by designing multiple pathways where all students graduate prepared to excel in college, career and community leadership.

HPS Mission

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Agenda

Vision & Values
Strategic Priorities and Goals
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY20 Budget
HPS Budget Trends
Final Thoughts

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HPS Strategic Priorities, 2018-2021

Holyoke Public Schools A pathway for every student

High Quality Instruction for All Supporting Empowered Schools Personalized Pathways Engaged Students, Families and Community An Effective and Thriving workforce

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Instructional Leadership Family & Community Engagement Management & Operations Professional Culture

Ensuring every child is successful every day

E Q U I T Y E Q U I T Y

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Instructional Leadership

Dramatically increase grade-level reading and math proficiency for all students

Management and Operations

Students’ academic, social/emotional, and behavioral learning needs are met

through a tiered system of academic, social emotional and behavioral supports. Family and Community Engagement

All families feel empowered and equipped to partner with schools to meet their

children’s needs Professional Culture

Schools are a place where educators and staff continually grow and learn in
rder to achieve exceptional results for all students

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HPS Strategic Goals, SY20-21

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A Deeper Focus on Instructional Core

Teacher Content Students Content: Standards- based curriculum, relevance & rigor, real world connections, sparks curiosity.

Content Students Teacher

Teacher: Continuous learner, demonstrated expertise in content and pedagogy, responsive to student needs, employs culturally relevant and trauma-sensitive practices Student: Actively engages in schoolwork (reading, writing, exploring, communicating, etc.), agents of their own learning (ownership)

The Task

Tasks: Tasks are what students do to learn academic content and

skills. Tasks provide a

structure and an

utcome for learning in
ur classrooms. Tasks are

purposeful and explicitly connected to desired learning (curriculum), they capitalize on students’ funds of knowledge, centers on problem-solving or meaning making.

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Strong Equity Lens

We continually ground ourselves in the following questions:

Ensure that the students/families/staff who need the most get the

most?

Incorporate the voices of those impacted, especially those who have

not been heard historically?

Promote access and inclusion for all students/families/staff,

especially for those who are not being heard?

Reflect and embrace the greater diversity of our students and

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Agenda

Vision & Values
Strategic Priorities
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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Expanded access to full day, high-quality pre-kindergarten for

4-year-olds, including collaboration with local providers

Early College programs focused on students under-

represented in higher education

Increased personnel and services to support holistic student

needs (BRYT program, content-based coaching)

Inclusion/co-teaching for students with disabilities and English

Learners and dual language expansion

Expand access to arts, athletics, and enrichment and strategic

scheduling for common planning time for teachers

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Priority Investments

* * * *

*

In response to stakeholder input and in alignment with our priorities, goals and instructional focus, we have made priority investments in the following areas:

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Key New Investments

Instructional Leadership

Expand Dual Language- grow EN White (3rd grade) and Metcalf (grade 6)

and convert a Kindergarten classroom to DL at Kelly

Expand to grade 7 at Veritas Prep Holyoke (students from Kelly and

Morgan)

Transition Donahue students to STEM for middle school
Provide extra investments to strengthen the newer middle school

programs at STEM, Veritas and Metcalf and phase out the middle school program at Kelly

Hire more EL (4 positions) and Special Education (4.5 positions)

teachers to meet the needs of dual-identified students

Add an additional districtwide Board Certified Behavior Analyst

(BCBA)

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Key New Investments

Instructional Leadership (cont.)

Invest in the implementation of a true “inclusion” model at Donahue School

(1 classroom teacher) and additional consultation/professional development

Adopt Social Studies curriculum (Newsela K-6, newly designed ethnic

studies/civics courses for grade 7 & 8)

Expand the use of Science STEMscopes throughout K-8
Increase professional development and coaching across dual language

programs to improve cohesion/consistency

Add 2 additional arts teachers (Metcalf, Lawrence/Morgan)
Adopt Illustrative math for Algebra and Geometry at HHS
Add a College and Career Counselor at HHS
Introduce iLIT (Literacy) Intervention focused on supporting EL students
Increase staffing to ensure 2 person shops at HHS Dean Campus
Provide level service to schools without cutting school discretionary money

(per pupil allocation stays the same)

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Key New Investments

Management and Operations

Significant investment in social emotional and learning and mental health support:
Brookline Center for Community Mental Health partnership
Curriculum adoption and more extensive training opportunities
Increase security monitoring by adding camera coverage across schools
Replace classroom and hallway rugs at Metcalf
Invest in the upgrading of the new Metcalf Dual Language middle school space
Introduce retro-fit lighting in some schools
Install more water filtration water stations throughout the District
Provide furniture and materials for the opening of new classrooms

Family and Community Engagement

Open more seats in full-day Pre-K programs for special education students
Launch online student registration process

Professional Culture

Strengthen PD and coaching for Pre-Kindergarten teachers
Add 3 new districtwide instructional coaches
Provide funding for our aspiring school leader pipelines

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Sustaining Critical Investments

Class size ratios-
K-2: 20.9 students; 3-5: 21.7 students; 6-8: 23

students

Salary obligations to staff
Student Chromebooks and staff devices
High school redesign: dual enrollment/early college
ffering, work force learning opportunities
Provide level service to schools without cutting school

discretionary money (per pupil allocation stays the same)

3-way middle school sports partnership with Boys and

Girls Club, Play Ball Foundation and Holyoke Public Schools

Support for parent advisory groups, such as the English

Learner (EL) PAC and Special Education PAC

High quality differentiated professional development

course offerings aligned to HPS priorities

Instrumental music partnership with Community Music

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Agenda

Vision & Values
Strategic Priorities and Goals
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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Revenues

Increase of $5,198,601 in the Required Net-School-Spending

which is 5.8% over PY

Represents the first year increase of the Student Opportunity

Act (7-year implementation)

Overall foundation enrollment increased by 29 (HPS

enrollment increased by 109 students)

Charter Reimbursement Increased by $918,302
Use of 1 time revenue in the amount of $3.8 million to avoid deep

cuts to schools this year [COVID Stimulus funding, School Choice (increase of 51 students or $300,000 in SY20-21) and General Fund carryover]

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Expenses

Salaries increases (primarily school based positions) amounted to

$3.1 million or 6.4%

Increased Supplies and Services $1.0 million or 14.4%
Increase in Health/Retirement of $521,000 or 5.6%
SPED OOD tuition on the general fund is increasing $1 million or

23.5%

Increase of Charter/Choice tuition of $1.4 million or 9.8% (SOA is

included in this figure)

Critical new investments to support- full day, high-quality pre-

kindergarten, Early College, support holistic student needs (BRYT program, content-based coaching), special education, EL staffing and arts, athletics, and enrichment programming

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2021 Budget Appropriation Different from Overall Budget

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Considerations When Balancing FY21 Budget

Reviewed all funding sources available and realigned resources to our

priorities

Aggressively reviewed OOD profiles to return some students to HPS

programs

Adjusted staffing allocations across schools to reflect projected enrollment

(district enrollment increased by 109 students) so additional staff is needed

Reviewed high level accounts like Benefits to realize savings
Strategically used on-time to revenue to avoid deeper cuts
We did not want to cut further based on the extensive needs our

students will have upon return to school post-corona

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Agenda

Vision & Values
Strategic Priorities and Goals
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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Budget Assumptions

Final State revenues will be equal to the Governors Budget
The City will meet their required local contribution
Circuit Breaker reimbursement will not be cut
Title I will not be cut
All E-Rate applications will be approved
Enrollment will be consistent with enrollment

used for school staffing allocations

Utility rates will not increase more than estimates as of April 2020
Personnel salary lost time and attrition will be $600,000
Final State assessments will be equal to the Governors budget
Special education out-of-district tuition costs will be consistent with

FY 19 expenses and circuit breaker will be used to offset these costs

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Agenda

Vision & Values
Strategic Priorities and Goals
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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Budget Overview

The majority of the District’s general fund budget comes from state aid

(87.8%), which is combined with local funds and appropriated by the City.

Only 12.2% of the schools net school spending requirement comes

from local taxes. Holyoke is fiscally dependent on the state budget process as evidenced by the illustration on the next slide.

According to latest data published on DESE’s website, Holyoke is 1 of
nly 11 communities in the entire state of MA that is funded either at
r below the minimum net school spending requirement for 2019.
On average, across the state, Districts funded 42% above the net

school spending requirement in FY 2020. If this were possible in Holyoke, this would mean an addition $37 million to our budget.

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Budget Overview

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Budget Overview

District Enrollment Net School Spending LOCAL Contribution CH. 70 Aid % Local Contribution Lawrence 15,367 $ 233,340,242 $11,560,136 $221,780,106 5.0% Springfield 29,553 $ 432,231,054 $41,873,391 $390,357,663 9.7% Holyoke 6,359 $ 92,731,775 $11,318,415 $81,413,360 12.2% Greater Lawrence 1,594 $ 34,191,041 $4,943,092 $29,247,949 14.5% New Bedford 14,257 $ 201,706,181 $31,201,934 $170,504,247 15.5% Athol Royalston 1,771 $ 21,987,094 $3,615,837 $18,371,257 16.4% Chelsea 7,290 $ 112,437,921 $19,918,513 $92,519,408 17.7% Fall River 12,096 $ 175,667,709 $32,851,740 $142,815,969 18.7% Brockton 17,498 $ 255,706,156 $48,112,285 $207,593,871 18.8% Lynn 18,088 $ 269,437,662 $53,396,054 $216,041,608 19.8% Cities with the Lowest Local Contribution in the State of MA

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FY 2021 Budget

Note : Fringe Benefits is

ften associated with

Salaries and wages…if combined HPS spends 62 cents per dollar on

personnel. That would be

77% of the total in-district budget Amounts per Dollar Spent OOD Tuition $0.19 Salaries and Wages $0.49 Supplies and Services $0.08 Transportation and Other $0.08 Utilities $0.02 Other Fringe $0.13 TOTAL $1.00

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Agenda

Vision & Values
Strategic Priorities and Goals
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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Budget Challenges

HPS will likely face challenging times with the impact that COVID-19 will have on our economy. While Holyoke was in a strong position to benefit from the Student Opportunity Act reform, we must now brace ourselves for the possibility

f significant fiscal constraints. Our major cost drivers

continue to be the following:

Salaries for employees
Health Insurance
Charter Tuition
Special Education Out of District Tuition

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Salary Trends

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Trends in Health Care Costs

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Charter Trends

*Note- Initial pre-enrollment projection are much lower than previous years (776 students). Last year, pre-enrollment was 855.

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Out of District Costs

FY17 FY18 FY19 FY20 FY21 Out of District Tuition 6,100,000 $ 6,600,000 $ 7,200,000 $ 8,200,000 $ 8,700,000 $ Ch 70 Revenue (1,584,196) $ (1,628,477) $ (1,589,265) $ (1,738,013) $ (1,831,112) $ Circuit Breaker Revenue (1,263,608) $ (1,415,000) $ (1,400,000) $ (2,063,000) $ (2,063,000) $ TOTAL NET OOD Unfunded 3,252,196 $ 3,556,523 $ 4,210,735 $ 4,398,987 $ 4,805,888 $

OOD LEGACY COSTS

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Agenda

Vision & Values
Strategic Priorities
New and Continued Investments
Balancing the Budget
Budget Assumptions
FY21 Budget
HPS Budget Trends
Final Thoughts

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FY2021 Allocation Request

The Holyoke Public Schools will need 100% of Net School Spending in addition to $3.8 million in other revenue streams to balance the FY21

budget. It is important to

note that the COVID 19 pandemic could have a huge impact on school funding in future years and the District needs to ensure that it is prepared to adapt to potential reductions in revenue.

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Further Adjustments (if necessary)

In the event that Chapter 70 is cut at any point during the 2020-21 school year, HPS must be prepared to make reductions by taking the following steps:

Eliminate Student Opportunity Act investments- full day,

high-quality pre-kindergarten, Early College, support holistic student needs (BRYT program, content-based coaching), special education, EL staffing and arts, athletics, and enrichment programming

Freeze open CO positions and salary increases
Re-examine class size ratios

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Reflection

FY21 Budget is designed to tightly align with our- 4 key

priorities, vision for the instructional core and commitment to equity

Majority of new investments are responsive to input

received during SOA engagement sessions (see slide 11)

HPS has to be ready to pivot quickly depending on state

budget revisions and adjustments

“If you are to overspend do so in educating your children in

grandchildren. This is money well spent. No one, not even

Castro, can take away what you have learned”

- Gonzalo Docal, letter to his grandchildren (1994)

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