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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 schools50 WPS-eligible students are homeschooled77 WPS-eligible students attend Chariho for Vocational Programming37 WPS students are in Out of District (OOD) Placements2 more are in Alternative Placements (RYSE and RI School for the Deaf)16 WPS students are in the Transition Program14 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 Specialist1.0 Bus Driver1.0 Bus Monitor1.0 Custodian0.6 Social Worker1.0 Special Education Teacher1.0 Math Teacher WHS1.0 Grade 3 Teacher DCS (offset by opening of Grade 4 classroom)1.0 Grade 3 SES1.0 Kindergarten Teacher SES1.0 Grade 1 Teacher SSS
.8 IT Field Technician1.0 Data Analyst 1.0 Director of Technology1.0 Director of Learning Academy at Tower (formerly an AP at WHS)
New Staff Positions in place for SY 18-19
1.0 Finance/Business Assistant1.0 Medical Pathways Teacher1.0 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 fundedTuitions 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 AideMedicaid 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 DegreesLongevity Medical CoverageDentalInsurancesRetirement 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 2018Learning Academy - Relocated to WHS Fall 2018Transition 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 our 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 obligations,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 Regulations2017 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 CTEFY19 - 29 Grade 9 students enrolled in OOD CTEFY20 - Projecting 36 Grade 9 students enrolled in OOD CTE
New CTE Funding FormulaCost 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
RetirementsHealth Care (current assumption of 8% increase)Tuitions in; both Special Education and CTEBuilding use fees and associated custodial and utility costsRevisit 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 OODFinance Human ResourcesSchool CommitteeSuperintendent other than re-allocation of clerical from TowerTechnology
The Proposed Westerly Public Schools FY2020 budget reflects increases driven by contractual obligations 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 materialsInfusing 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 monitoredCarefully 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”