2015-16 Budget

Staffing Changes, Contingency Budget, Revenue (including updated tax cap levy), Use of Fund Balance

April 1, 2015

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Mission-Focused Budgeting

•All students are provided the opportunity and necessary support to engage in relevant, challenging work which contributes to their academic and social growth and development•All staff, teachers, and administrators are part of a larger learning community working together to build collective capacity in order to provide a high-quality, relevant, equitable education for all

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The NYS Budget• State aid

• $1.3 billion year-to-year increase in aid to school districts statewide.• Local aid increases are tied to new APPR teacher evaluation plans. • Gap Elimination Adjustment (GEA) has been partially reduced in 2015-16

and is scheduled to end in 2016-17.

• Teacher evaluations • NY SED will oversee the latest overhaul of the Annual Professional

Performance Review (APPR) for teachers and principals. • Two components to teacher evaluations: student performance on

assessments and classroom observations. The value assigned to each component has not been determined.

• Strict new rules for educators who are rated “ineffective” in two or more consecutive years.

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The NYS Budget• Teacher tenure

• The probationary period for teachers and principals is increased from three years to four years.

• Teachers must have effectiveness ratings of either “Highly Effective” or “Effective” in three out of the four years to qualify for tenure.

• A teacher or principal who is rated “Ineffective” in year four cannot be granted tenure, but can have the probationary term extended by one year.

• Underperforming schools• The budget sets a timeline for schools that are deemed “chronically

underperforming” to improve or face consequences. • Districts would be required to have improvement plans approved by the

State Education Department and meet objectives contained within the plan.• Schools would have one or two years to demonstrate improvement

depending on how long it has been underperforming. Failure to show improvement could result in a school being put into receivership, with control of the school being handed over to a state-designated non-profit.

State Aid Comparison: North Colonie Central School District

2014-15 Actual vs. 2015-16 Adopted Budget

• Foundation aid increased by $41,519. The total for this year is $11,262,886.• Our gap elimination adjustment was $1,082,195. We currently have $1,792,611

left to be restored. • Our reorganization incentive aid decreased by $285,659.• Categorical aids totaled $7,371,238, an increase of $47,918 from 2014-15.• Our grand total for all aids, absent the full day K incentive, was $18,841,124, an

increase of $885,973.• Our full day K incentive amounted to $611,210, bringing the grand total of all aid

to $19,452,334, an increase of $1,497,183 from 2014-2015. In our budget meetings, we have consistently referenced $750,000 as the figure allotted for full day K implementation. This, in fact, may ultimately approximate the aid we receive; however, the number we received today from the state is based on the enrollment projections we sent in to the state.

• This is an 8.75% increase in state aid from 2014-2015. Absent Full Day K aid, the increase is 3.9%.

Proposed Revenue Budget and Revised Tax Cap Levy

See Handouts

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Estimated Tax Cap for 2015-16

Proposed Revenue BudgetReal Property Taxes (at Tax Cap, as revised) 78,567,585 State Aid, including BOCES Aid and Full Day Kindergarten Aid (State Aid runs of 3/31/15, plus Homeless Aid) 19,477,334

Day School Tuition (Menands) 1,400,000

Special Ed Services – Other Districts (6 privates/21 districts/ 65 children) 500,000

Health Services - Other Districts (37 districts/805 students) 400,000 Rental of Real Property (Achievements/daycares) 287,000 Payment in Lieu of Taxes (Shaker Pointe) 103,000

All Other Revenues 998,000

Total Revenue Budget 101,732,919

Summary of Proposed Budget for 2015-16 (as revised 3/31/15)

Estimated Revenue Budget $ 101,732,919

Use of Fund Balance

967,772

Total Estimated Revenues and Use of Fund Balance $ 102,700,691

Total Appropriations Budget $ 102,700,691

Proposed Use of Fund Balance

Unassigned Fund Balance $ 717,772

Reserve for Retirement Contributions (ERS) 200,000

Reserve for Compensated Absences 50,000

Total Proposed Use of Fund Balance $ 967,772

Fund Balance as of June 30, 2014

Fund Balance: Non-spendable, Restricted, Assigned & Unassigned as of June 30, 2014

Total Fund Balance$12,679,297

Non-spendable$11,292

(Items that are pre-paid

expenditures)

Restricted$6,272,521

(Reserved for variouspurposes & includes $470,000* Approp.

for 14-15)

Assigned$3,042,684

($2,685,116* Appropriated for

14-15, plus $357,568encumbrances)

Unassigned$3,352,800

(Limited to 4 percent

of next year’s budget)

* Totals $3,155,116 appropriated for 14-15 budget.

Restricted Fund Balance (Reserves) as of June 30, 2014

Name of Reserve

Balance 6/30/14 Purpose Notes

Workers Compensation

$310,284 To fund unplanned self-insured WC claims

$847,153 in claims at 6/30/14

Unemployment $41,291 To fund self-insured UE claims To cover potential UE claims

Retirement Contributions

$2,514,181 To stabilize the ERS contribution payment

Budgeted to use $320,000 in 14-15 and $200,000 in15-16

Tax Certiorari $750,750 To fund tax certiorari claims $1.558 million in potential claims at 6/2014

Employee Benefits & Accrued Liabilities

$1,455,192 To fund sick and vacation payouts for retiring staff

$3.83 million in total liability at 6/2014, $1.70 million fundable from reserve. Budgeted to use $50,000 in 14-15 & $50,000 in 15-16

Debt $1,200,823 To fund debt service principal and interest

$28.3 million in outstanding principal & interest at 6/2014

Total Restricted Fund Balance

$6,272,521 Restricted for the purposes noted

Projected Fund Balance as of June 30, 2016

Projected Fund Balance as of 6/30/16 as of today

Total Fund Balance at 7/1/14 12.7 million

Projected Loss for 2014-15 - 3.0 million

Projected Total Fund Balance at 6/30/15 = 9.7 million

Budgeted Loss for 2015-16 per Sch. A - 1.0 million

Projected Total Fund Balance at 6/30/16 per current budget proposal = 8.7 million

Sustainability: Scope of the Problem

See projection handouts.

Schedule B: Staffing

Focusing on the Mission

Budgeting for Educational and Fiscal Sustainability

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Focusing on the mission

Student Achievement

Curriculum-Creation

-Alignment-Articulation

Assessment-Inventory of assessment

tools-Balance of assessments

--Analysis of data

Instruction-Identification of best

practices-Professional Development

Curriculum• In ELA, we have new units of study for all grade levels

focusing on reading literature, reading informational texts, and foundational reading skills.

• In ELA, we now have an elementary framework for writing that is aligned with the 7-12 framework with units of study for expository writing, narrative writing, and persuasive writing.

• In Mathematics, we now have a spiraled math curriculum K—6, with clearly articulated progressions and pacing guides.

• In both areas, we have coordination between classroom curriculum and support services provided by remedial and special education teachers.

• In both areas, we now have consistent curriculum expectations across grade levels and across six buildings.

Instruction:“The real shift is not in content, but in pedagogy”--Joe Kavanaugh

• ½ day grade level workshops to accompany the roll out of each new instructional unit in ELA

• ½ day grade level workshops on instructional shifts for mathematics, including the progression from concrete to pictorial to abstract; the use of manipulatives, the use of bar models, the use of tape diagrams, and the use of number bonds

• Ongoing training in using formative assessment data to guide instruction

• After school workshops on topics ranging from close reading to best organizing a math lesson

• Ongoing team meetings and individual support

Assessment• In ELA, the continued use of the reading

benchmarks, the addition of a new spelling/word study pre-assessment inventory aligned with the Common Core, development of on-demand writing prompts with corresponding rubrics for the three purposes for writing at each grade level.

• In mathematics, common chapter tests, middle of the year skills check, and end of year skills check.

• In mathematics, data analysis and information aligned to students progress with specific common core standards.

Elementary Curriculum, Instruction, and Assessment: A living, breathing model• Curriculum, instruction and assessment is at the heart of what we do in a

school district. The three-legged stool is an apt metaphor. If any one area is underdeveloped, the stool does not have a solid foundation.

• We have more students in grades K through 6 and more buildings than in all the high school and yet we have less support for curriculum, instruction, and assessment.

• Each principal has done the best he or she can with the four conference days a year and limited grade level meetings throughout the year to try to push forward curriculum development across 6 buildings.

• We are in an ongoing state of change, with students who need us to help them reach the ever-higher standards. We cannot simply wait for four meetings a year to try to change curriculum or align instructional practices across six buildings.

• This simply is not enough time, nor is it enough attention on the critical business of schooling.

• To that end, we are proposing that we keep four coaches who can be responsible for curriculum coordination, instructional professional development, and assistance in assessment design in the four core subject areas.

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Budgeting for Educational and Fiscal Sustainability

Using Attrition to Achieve Sustainability(Potential Savings Pool)

Potential Budgeted Savings (Retirements) • SHS Art• SHS SS• Anticipated teacher retirement• Director IT • SJHS Hall Principal• Assistant Director of Pupil Services• Assistant Superintendent of Business

Total: $999,000

Using Attrition to Achieve Sustainability(Potential Savings Pool)

Plus• Replace maintenance retirement with Maintenance Mechanic

Other (“Non-Attrition” Savings)• Reduced PE staffing need for full day kindergarten .4 to .1-

net savings=$22,000• Reduce summer curriculum spending from the general

fund=$43,000• Eliminate subscription to Test Wiz=$46,000• Eliminate the request for a part-time dispatcher in

transportation. Use existing budgeted staff to meet this need. =$19,000

• Base budget assumes keeping 6 instructional coaches. We are recommending a reduction to 4.

Actions: Using Attrition to Achieve Sustainability

• Do not replace the Director of Information Technology

• Reorganize IT into three areas: classroom implementation, data and information services, and infrastructure, hardware, and software support.

Net Savings: $174,000

Actions: Using Attrition to Achieve Sustainability

• Replace SJHS Hall Principal• Honor an internal transfer request to SJHS Hall

Principal. • Internal transfer to Hall Principal at SHS. Replace

that position internally with entry level Dean from existing internal administratively certified teacher pool

• SHS to shed .8 teaching FTE to offset Dean’s salary. • All CTE 7-12 including Business Department

supervised by one individual.

Total Net Savings: $85,000

Actions: Using Attrition to Achieve Sustainability

• Move current PPS supervisor to Assistant Director of PPS

• Do not replace the supervisor position.• Redistribute PPS responsibilities. • Department of Physical Education to

assume Health Education with the establishment of the position of Supervisor PE and Health

Net Savings: $142,000

Actions to Achieve SustainabilityTotal Savings • Director of IT-Net Savings: $174,000• Assistant Director of Pupil Services-Net Savings: $142,000• Shaker Junior High School Hall Principal-Net Savings: $85,000• Replace maintenance retirement with Maintenance Mechanic-

Net Savings: $27,000• Reduced PE staffing need for full day kindergarten .4 to .1- net

savings=$22,000• Reduce summer curriculum spending from the general

fund=$43,000• Anticipated breakage teacher retirement=$66,000• Elimination of Test Wiz Subscription=$46,000• Forego addition of Part-time Dispatcher=$19,000

Total=$624,000

Actions to Achieve Sustainability: Redistribution of Pupil Services

Responsibilities (Option 1)• Pupil Services will eliminate one administrative

position.• In order to provide supervision for the range of

departments under the umbrella of Pupil Services, the department will be streamlined.

• Where and when logical, departments will be moved to a site-based management model.

Pupil Services will retain: (Option 1)• CPSE• Elementary Special Education

Programs (23)• Junior High School Special

Education Programs (7.25)• Shaker High School Special

Education Programs (19)• Goodrich Special Education

Programs (1.5)• DOL Special Education Programs

(6.1)• Siena Special Education Program

(1)• Extended School Year Program• Outside Placements• TVI (1)

• Occupational Therapy (8)• Physical Therapy (3)• Speech Therapy (13.6)• Psychological Services (10.4)• Teacher Assistants (21)• Teacher Aides (117.5)• Special Education Interns (13)• Psych Interns (16)• Elementary Remedial/Alternate

Math (9)• Elementary Remedial Reading

(15)• Transition Services• Summer School (Pre K—8)

Shaker High School will assume: (Option 1)

• Goodrich Alternative Education (1.5)• Remedial Reading (2)• Guidance Department (7)• Student Assistance Counselor (1)• RISE Program (1 + 1TA)• PIIP Program (1 + 1TA) • ENL (2)• Nurses (2)• (Reserve the possibility of a 7-12 guidance

supervision model)

Shaker Junior High School will assume: (Option 1)

• Remedial Reading (2.4)• Guidance Department (4)• Student Assistance Counselor (1)• REACH Program (1)• ENL (1)• Nurse (1)• (Reserve the possibility of a 7-12 guidance

supervision model)

Elementary Principals will assume: (Option 1)

• Guidance Counselor (1)• ENL Teacher (1)• Nurse (1)

Elementary Principals will coordinate across six elementary buildings (Option 1)

• Counselors• ENL Services• LEP• Librarians (lead librarian in place)• Nurses (lead nurse in place)• Instructional Technology

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Actions to achieve sustainability: (Option 2)

• Option 2 is currently under discussion and review.

• Option 2 entails replacing the Pupil Services administrative retirement.

• Currently, multiple options are under consideration. A final recommendation will be presented no later than April 16.

• The final recommendation will not impact the use of fund balance (budget neutral).

Additional Shifts: (Both Options 1 and 2)

• K-12 Health will move to a newly reconfigured Physical Education, Athletics, and Health department.

• Residency, Home Instruction, and Foreign Exchange Services will move to an enhanced Registrar’s Office, functioning as a home-school liaison.

• 4 elementary coaches will work as coordinators of K-6 curriculum and professional development in consultation with elementary principals and with the content-specific support provided by high school supervisors

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Updates• Revised Schedule B: Proposed Staffing Changes (3/31/15)• Revised Schedule F: New Program and Initiatives (3/31/15)• Schedule G: Other: (This schedule represents alternative

sources of funding for programs or additional savings that have been achieved through reductions or reduced rates)• $50,000 to fund summer curriculum development through the Title

II/III Federal Grant Programs• $46,000 to eliminate the Test Wiz service from BOCES• Revised science supply costs achieved without program impact of

$20,000• Funding of the portion of an instructional coach position through the

Title II Federal Grant Program: $38,000• Savings of $35,000 achieved through a new contract with NYSMEC

Contingency Budget

Contingency Budget• If a budget staying at or within the tax levy cap fails to

get more than 50% yes votes:• District can go directly to Contingency Budget• District can re-submit for a second vote

• If it passes: same as if passed on first attempt• If it fails: District goes to Contingency Budget

• Any proposed budget exceeding the tax cap requires a supermajority of 60%

Contingency Budget• Must not include non-contingent items such as:

• Salary increases for non-instructional, non-unionized employees

• New equipment• Public use of school buildings except where there is

no cost to the district• Non-essential maintenance• Capital Expenditures, except in an emergency

Contingency Budget

• Tax Levy for 2015-16 budget is limited to the 2014-15 tax levy amount• $76,293,329• No exclusions• No 2% growth• No tax base growth factor

What’s next?

Budget committee meeting schedule: March 2: Preliminary Budget OverviewMarch 5: Maintenance & Interfund TransfersMarch 9: Debt service, EnrollmentMarch 16: Equipment, TechnologyMarch 19: New programs and initiatives, including Full Day Kindergarten and ENL, Summer CurriculumApril 1: Staffing Changes, Contingency Budget, Revenue (including updated tax cap levy), Use of Fund Balance

April 13: Further discussion and optional voting by Board of Education

April 16: Voting by Board of Education

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