Long-Range Planning UPDATE 2018-19 THROUGH 2022-23 1 White Pl - - PowerPoint PPT Presentation

Long-Range Planning

UPDATE 2018-19 THROUGH 2022-23

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Mis ission:

Educate and inspire all students, while nurturing their dreams, so they learn continually, think critically, pursue their aspirations and contribute to a diverse and dynamic world.

Core beli liefs:

We believe that:

• All people have intrinsic value.
• Celebrating and embracing diversity enrich life.
• All people can learn, grow and contribute.
• Every choice matters, and that people are

responsible for their choices.

• Respect, honesty and trust empower.
• When people serve the community, both the

individuals and the community benefit.

• High expectations promote high achievement.

Vis ision:

We aspire to unlock the infinite and unique potential

• f each student, every day.

White Pl Plain ins Ci City ty Sc School Dis Distr trict St Strategic Pl Plan 2

Im Immediate prio iorities: apply sig ignificant focus, res esource and attention

• Provide access to a deliberately designed, rigorous, enriched curriculum that

challenges and meets the needs of each student.

• Reduce the number of chronically absent students.
• Welcome, engage and nurture relationships with our families and community.

Core str trategies: continue to im improve performance

• Increase access to holistic wellness supports for all students so that they are ready to learn.
• Recruit, hire and retain a diverse and talented staff.
• Finalize, approve and implement the master facility plan and multi-year capital project.
• Forge and sustain critical partnerships to increase opportunities available for students.
• Publicly celebrate and highlight student and district successes.

White Pl Plain ins Ci City ty Sc School Dis Distr trict 2018 2018-21 Prio rioritie ies & St Strategies *District Professional development will support our priorities and strategies. 3 3

Why is Planning Important?

Turbulent economy State Aid Tax Cap Federal Tax Code Tax Certiorari Aging Facilities Continued increase of students in poverty Policy Changes:

• Teacher evaluation
• Assessment
• Data Privacy
• Learning Standards

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What it does…

Encourages SDs to be effective & efficient in the management of school resources Encourages the reallocation of resources to maximize student outcomes Critical to maintaining sound fiscal health, while maintaining programs for students Links to multi-year budgets to show decisions necessary to maintain programs and fiscal stability over the long-term Assists administrators & school boards in understanding the long-term impact of decisions made today

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Financial Landscape

CONSERVATIVE ASSUMPTIONS HAVE BEEN DEVELOPED TO GUIDE FUTURE DECISION MAKING

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Revenue Assumptions

Tax Levy Cap Components

Allowable Growth Factor Consumer Price Index is anticipated to be >2%; allowable cap is limited to 2% Tax Base Growth Factor

(real property added to the tax rolls)

1.0113% Payment in Lieu of Taxes (PILOTS) Estimate held flat Property tax rolls do not become final until 3/1 Potential - 2 properties could return to the tax rolls and 4 properties could be removed, pending finalization of Westchester County (IDA)

Note: When property returns to the tax rolls it creates an increase in the levy, when properties are removed it decreases the levy

Capital Levy Exclusion reflects a net increase based on debt service, capital expenditures, state aid and use of debt service reserve – 0.43% Tax Levy Cap 2019-20 estimate at 3.66%, dependent upon final tax rolls Subsequent years have been forecasted with a 2% allowable growth factor and a decrease in the capital levy exclusion due to increase in state aid; all other elements of the calculation have been held flat

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Revenue Assumptions

State & Federal aid have been projected to remain flat at the current budget levels Local resources (other tax items, interest earnings, tuition, etc.) have been projected to remain flat at the current budget levels It is probable that there will be additional revenues in subsequent years but given the economic outlook it is advisable to take a conservative view

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GRADE

2014-15 2015-16 2016-17

2017-18

2018-19 2019-20 2020-21 2021-22 2022-23 2023-24

K 509 515 530 544 517 539 532 508 525 526 1 562 494 529 509 540 512 531 524 500 517 2 530 542 484 528 490 531 501 519 512 489 3 544 522 517 488 519 487 525 495 513 506 4 498 543 513 537 482 518 484 521 492 509 5 541 495 545 530 541 489 523 489 526 497 SC Elementary 157 157 158 140 150 120 104 104 104 104 6 505 537 470 531 524 533 482 515 482 518 7 480 513 541 465 526 524 533 482 515 482 8 474 473 516 549 463 526 524 533 482 515 SC Middle School 109 106 92 96 83 97 97 111 86 75 9 484 482 491 532 566 477 541 539 549 496 10 463 468 472 475 506 547 461 523 521 530 11 463 447 445 476 462 493 533 449 510 508 12 444 461 437 453 482 464 496 536 451 513 SC High School 159 164 154 138 129 114 118 112 124 125

• Alt. High School/SC

132 135 116 133 125 131 131 131 131 131 Total K-12 7,054 7,054 7,010 7,124 7,105 7,102 7,116 7,091 7,023 7,041 Out-Placed 89 97 81 74 60 65 65 64 64 64 Total Enrollment 7,143 7,151 7,091 7,198 7,165 7,167 7,181 7,155 7,087 7,105 CHANGE

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(60) 107 74 2 14 (26) (94) (50) % Change 0.00% 0.11%

• 0.84%

1.51% 1.04% 0.03% 0.20%

• 0.36%
• 1.31%
• 0.70%

WHITE PLAINS CITY SCHOOL DISTRICT BUDGET 2019-2020 CHANGES IN GRADE ENROLLMENT

Projected

(without new housing developments)

Actual

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Expenditure Assumptions

Personnel Costs: Reflected in accordance with the existing bargaining unit agreements Employee Benefits:

• Pension Plan Contributions:
• Teacher’s Retirement System (TRS) – projected to be 9.50%, a decrease from the current

year of 10.55%

• Employee’s Retirement System (ERS) – projected to be 14.60%, a slight decrease from the

current year of 2%

• Actuaries project increases in subsequent years
• Health Insurance – composite rate increase is 4.415%, future increases have been projected

at 7%, similar to industry standards

Tax Certiorari Refunds:

• District is self-funded
• Average yearly refunds are estimated at $6 million per year
• Reserve for Tax Certiorari - based on legal counsel’s estimate of exposure is $57m

Debt Service – remains flat at $9.9 million each year Other Contractual, i.e. utilities, BOCES, property insurance has been estimated at annual increases of 3% to 4%

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Expenditure Assumptions

Security & Safety:

• Provide security at each elementary building
• Additional support on the grounds of the High School

Food Service:

• Reallocate cost of recess monitors to General Fund
• Provide succession plan with addition of an Assistant Director of Food Service to support the

administration of the program.

Transportation:

• Savings $1.6 million
• Significant improvements in operations & communication by bus contractor
• Rates are reasonable within the local region
• Extend current contract at approved Education Law rate

District-Wide:

• Fund Co-curricular club advisors who have been providing services in excess of 1 year
• Provide a New York State Seal of Biliteracy Program Advisor
• Through attrition, provide a higher level of support in Business Office
• Provide additional clerical support in Human Resources

One-time only expenses – evaluated in conjunction with Fund Balance Projections in March, in an effort to reduce taxpayer burden by eliminating from annual budget

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Facility Plan

Continue

Continue to capitalize on any available funds for one- time only projects

Continue

Continue to include in the annual operating budget, minor projects of $2.5 million

Use

Use Capital Reserve for 2019-20:

• Replacement of the turf

fields - HS & HLDS

• Pool renovation
• HS vestibule
• HS Electrical system
• Windows, lintels, and

repointing at HLDS

Plan

Plan to establish a New Capital Reserve in 2019 to defray future taxpayer expense

• The existing capital

reserve was authorized in May 2016 and it is anticipated that it will reach its maximum June 2019

Master

Master Planning Committee has been hard at work looking at the District’s needs over the long-term and will provide

• ptions for the Board to

consider regarding next steps

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Instructional Priorities & Long-Range Planning

WHITE PLAINS CITY SCHOOL DISTRICT JANUARY 14, 2019

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Pre-K Program

• Expand the work of the Pyramid model (grant-funded) to support the

socio-emotional wellness of our students

• Maintain strong working relationships with our community-based

collaborative partnerships

• Continue to develop and nurture home-school connections with

parents and caregivers

• Re-apply for the full-day grant as we are in the final year of our

current grant cycle

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Social and Emotional Learning K-12

• Expand guidance program from grades 6-12 to grades K-12
• School Counselor for the elementary schools
• Create a multi-tiered system of support including:
• Trauma Informed work and Mindfulness
• Nurture partnerships with community agencies
• Conduct a districtwide Climate Survey

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Social and Emotional Learning K-8

• Continue to train new/additional teachers in Responsive Classroom

and Developmental Designs K-8

• Offer Responsive Classroom and Developmental Designs Level 2

trainings to refine and deepen practice

• Provide opportunities for building administrators and teacher leaders

to attend conferences and workshops

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Special Education K-12

• Improve access to general education for students with learning differences
• Continue to expand Integrated Co-Teaching K-12
• K-4 at Mamaroneck Avenue and Ridgeway Elementary Schools
• 6-8 English Language Arts (ELA), Math, Science, Social Studies
• 9-12 support in classes that result in a required Regents
• Expand our Integrated Support Program (ISP) grades 6-12
• Expand to Highlands and White Plains High School
• Review the current provision of programming at the Rochambeau School
• Addition of Music
• Continue to maintain a continuum of self contained programs to support the education of

students within the school district

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ELA/Literacy K-12

• Nurture and expand balanced literacy practices K-5
• Decoding/Fluency/Spelling: Fundations K-3
• Reading and Writing: Teachers College Units K-5
• Assessment: Independent Reading Level Assessment (IRLA) K-6+
• Assessment: Fountas and Pinnell K-5
• Maintain robust classroom libraries with diverse texts
• Provide enhancements at the secondary level
• Shakespeare Artists-in-Residencies in targeted grade levels
• Provide a wide-variety of text selections for independent reading
• Create a thoughtful balance of classic literature and contemporary literature
• Integrate technology tools and resources that support teaching and learning

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Dual Language, English as a New Language (ENL), and World Language K-12

• Evaluate current K-5 program and establish a plan to address any

areas in need of attention

• Support the continued expansion of the Dual Language program at

Church Street School

• Develop Dual Language content area and elective offerings at high

school level to promote Seal of Biliteracy

• Ensure that all students eligible to receive ENL mandated services

are appropriately supported

• Sustain and grow language programs to support the needs and

interests of our students

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Mathematics K-12

• Build content knowledge of elementary teachers
• Offer content-based professional development to K-5 teachers
• Expand support for elementary students
• Facilitate in-class, small group instruction with the addition of Elementary

Math Specialists

• Identify highest quality resources
• Phase in an upgrade to enVision Math 2.0 in grades K-5; K-2 in 2018-2019

and 3-5 in 2019-2020

• Continue to support the implementation of Big Ideas Math in gr. 6-11
• Enhance the course offerings in Dual Language to include a Bilingual Math
• ption in grade 7

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Social Studies K-12

• In the 2018-2019 school year, conduct a review of current K-12 social studies curriculum
• Examine our areas of strength
• Identify any areas in need of attention
• Examine the degree to which we prepare our students to be civically engaged
• Make recommendations for advancement
• Make recommendations to sustain and enhance our successes
• Develop a professional development plan to support teachers in understanding the NYS Social

Studies frameworks, social studies practices, and inquiry-based approaches to teaching content

• Create “real-life learning” opportunities for students to take informed action in response to

rigorous, sustained inquiry in current topics of interest and in alignment with social studies content

• Increase opportunities for dual enrollment courses at the high school for college credit

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Science/Science, Technology, Engineering & Math (STEM) K-12

• Provide engaging options for advanced study in science and engineering for

all students

• Expand Project Lead the Way (PLTW) implementation to provide additional

STEM offerings in K-12

• Completed the expansion of the elementary “Launch” program to include K-5
• Continue to expand the PLTW Engineering and PLTW Computer Science strands
• Introduction of 1/2 year introductory course in computer science
• Expand Earth Science acceleration in grade 8 to include all students
• Explore options for Highlands master schedule to extend instructional periods, increase flexibility,

and promote choice

• Solidify team structure at Highlands to include five teams for grade 7 and grade 8

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Physical Education and Health K-12

• Continue to enhance our practice of integrating multi-disciplinary concepts and themes into our

curriculum; reflect on and refine essential questions and closing activities to encourage critical thinking

• Provide training opportunities for recess monitors and support district-wide wellness initiatives
• Continue implementation of SMART TVs/video technology/iPads etc. to further instruction and

support student learning

• Build capacity, particularly at Highlands, in area of Project Adventure, focusing on higher

element activities

• Expand the use of heart rate monitors at the middle and high school levels
• Purchase updated resources for Health Education courses

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Fine Arts K-12

• Continue to develop and refine course offerings in fine arts across all grade

levels

• Offer a music technology lab and course at WPHS; space could also be used for

non-ensemble music courses, such as guitar and piano

• Offer a music course at Rochambeau
• Hire a 1.0 FTE music teacher for the 2019-2020 school year
• In the future, consider the introduction of dance courses and expansion of

theater courses at the high school to include robust offerings in all four disciplines of fine arts education

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Instructional Technology, Library, and Business Education K-12

• Review, modify, and expand the professional development offerings that support the authentic

engagement and effective integration of technology as a tool to support research-based instructional strategies

• Develop curriculum and instructional materials that support learning goals and cognitively

engage students in authentic problem solving

• Reconfigure/Update computer labs and Library Media Centers to enhance learning spaces for

research and innovation

• Evaluate and enhance the print and digital collections in the elementary Library Media Centers
• Plan for assessment and replacement of computers (hardware and software) in the Business

Education and PLTW computer labs

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Technology K-12

• Offer Summer Training and School Year Coaching for Learner Active Technology Infused Classroom

(LATIC) Cohort 5

• Build capacity for in-district trainers from Cohorts 1 and 2
• Focus on teachers in grades 3-12 for Summer Institute
• Continue the 1:1 iPad initiative in the middle school by expanding to grade 8
• Evaluate and redesign computer labs at the middle and high school levels
• Provide building-wide training for secondary teachers to support an increase in technology

integration over next 5 years

• Transition to a Lower-Hudson Regional Information Center (LHRIC) hosted data center

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Advancement Via Individual Determination (AVID): Building a College-focused Culture Districtwide

• Add second AVID cohort to HS program to include students from AVID

Excel and increase English Language Learner/Former English Language Learner (ELL/FELLs) in Advanced/Honors courses

• Support Highlands in pursuit of National Demonstration Status
• Continue implementation of AVID at George Washington and Post

Road

• Consider adding other elementary buildings

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Forecast

2018-19 2019-2020 2020-2021 2021-2022 2022-2023 Revenues $224,129,658 $225,338,569 $228,567,825 $232,284,724 $236,104,854 Expenditures 224,801,754 222,041,174 230,917,037 240,102,523 249,650,850 Excess/(Deficiency) $(672,096)* $3,297,395 $(2,349,212) $(7,817,799) $(13,545,996)

Estimated Projected Results of Operations for 2018-19 through 2022-23:

• Reflects a VERY conservative outlook based on the

assumptions described

• The District is in STABLE financial condition in the

short-term, and long-term will continue to look for opportunities to find efficiencies in order to protect and build its instructional program in an effort to maintain continuous improvement

• Next Steps - Set Budget Parameters 2019-20:

Similar to prior years, the recommendation is to provide a budget with an increase proportional to the estimated 2019-20 revenue projections

*includes $10 million appropriated from Capital Reserve per Voter Approval in May 2018 Each year includes $6 million in projected tax certiorari payments

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Next Steps

Type of Meeting Topic Date Board of Education Long-Range Plan January 14, 2019 Board of Education Non-Instructional Budget February 11, 2019 Board of Education Instructional Budget February 25, 2019 Finance Council Superintendent’s Preliminary Budget March 4, 2019 Board of Education Superintendent’s Preliminary Budget March 11, 2019 Board of Education Budget Workshop March 18, 2019 Board of Education Budget Adoption April 8, 2019

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