Policy Advice to the Governor Northeastern University Open Classroom October 13, 2010 Charlie Lyons Superintendent-Director

Policy Advice to the GovernorNortheastern University

Open Classroom

October 13, 2010

Charlie Lyons Superintendent-Director

Top Five Suggestionsregarding

Career and Vocational Technical Education

1. Continue funding Chapter 70 as a priority and address issue of adequacy


Fiscal Realities

• The state decreased Chapter 70 aid in FY 10 by 2%, but used federal stimulus funds to keep districts at foundation. Growth aid, down payment aid and minimum aid was eliminated. In Fiscal year 11, Chapter 70 aid to districts was level funded plus $25 per pupil

• One time revenues (federal stimulus and state stabilization funds) were used to maintain Chapter 70

• The Executive Branch and the Legislature recognize the legal importance of the foundation budget as the means to determine equitable funding for schools

• Capital and transportation costs are not part of the foundation budget.

What is Chapter 70?

Chapter 70 is the Commonwealth’s school funding statute. The program seeks to ensure adequate and equitable school funding for all Massachusetts public pupils. It defines and calculates an adequate funding level for each district, given the specific grades, programs, and demographic characteristics of its students. It then determines how much of that “foundation budget” should be paid for by each city and town’s property tax, based upon the relative wealth of the community. The remainder is funded by Chapter 70 state aid.

Districts receive different levels of chapter 70 aid, because their community ability to pay differs

FY10 chapter70 & sfsf as percentage of foundation

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

• Foundation budget: the Commonwealth’s calculation of an “adequate” spending level for a district.

• Determination of “target local share” based upon a community’s “aggregate” property valuation and residents’ income. Calculate annual increments to get a community’s total required contribution closer to its target.

• Apportion the required contribution among the districts to which the community belongs

• Aid makes up the difference between a district’s required contribution and its foundation budget.

Chapter 70: Four Basic Steps

2,619

3,239

24,671

23,618

12,307

8,674

4,337

8,071

6,473

6,827

6,786

3,393

0 5,000 10,000 15,000 20,000 25,000

PK/Half Day K

Kindergarten-Full

Elementary

Junior/Middle

High School

Limited English PK/Half Day K

Limited English Full T ime

Vocational

Special Ed-In School

Special Ed-Tuitioned Out

Low Income Elem

Low Income Secondary

FY10 Foundation Rates Per Pupil

State Average= $9659 per pupil

• Aggregate Property Value: Jan 1 2008 Equalized Valuation., Multiplied by .2961 percent, yields $ of effort from based upon property wealth.

• Aggregate resident income: 2006 income for all residents, as reported on state income tax forms, multiplied by 1.4977 percent, yields $ of effort based upon income.

• These are the unique percentages which yield exactly half of total statewide local target contribution from property value, and half from income.

• Combined effort yield = sum of effort from property value and income.

• Target local contribution = combined effort yield as percentage of town’s total foundation budget, capped at 82.5%. In FY10, 108 of 351 communities are capped.

• Target local share= combined effort yield as percentage of foundation, or 82.5%, whichever is lower

• Target aid share = 100% minus target local share. If a district’s local share is, for example, 70 percent, the aid share will be 30%.

Determine Target Contribution and Local/State Share

Reaching the Targets Over Time

• contribution and aid targets first defined for FY07• Expected five-year phase-in• At full phase-in no community would be required to

spend more than its target contribution

Instructional spending

• Between FY02 and FY07, instructional spending increased at half the rate of inflation.

• As a share of total spending, it declined from 61% to 55%.

50.0%

52.0%

54.0%

56.0%

58.0%

60.0%

62.0%

FY02 FY03 FY04 FY05 FY06 FY07

Instructional spending as percent of total, FY02 to FY07

“Actual” Net School Spending

• Computed each year from each district’s End of Year Financial Report

• Includes operating expenditures• Includes municipal indirect costs such as

insurance, maintenance and administration• Excludes non-appropriated funds such as

grants and revolving funds• Excludes capital spending

MASS recommended changes to Foundation Budget phased in over a period of years to achieve

Adequacy - $1.2 billion in FY 09

• Lower elementary class sizes from 22 to 20

• Lower middle school class sizes from 25 to 22

• Moved assumed special ed by another .25%

• Continue to use inflation for foundation budget

• Adjust health insurance costs to reflect reality (off by $700 million)

• Increase allowance for low income ($150) and English language learners ($175)

• Increase foundation to reflect actual teacher salaries by at least $4500 per pupil (salaries now $5000 more)

• Reflect actual nurses salaries

Shawsheen Budget & Assessments

Town %

Year Total Budget Revenues Assessments Increase

FY06 $ 19,505,416 $ 3,674,457 $ 15,830,959FY07 20,323,903 4,321,082 16,002,821 1.09%FY08 21,803,628 5,339,679 16,463,949 2.88%FY09 23,129,435 6,606,352 16,523,083 0.36%

FY10 23,129,435 6,606,352 16,523,083 0.00%FY11 23,404,453 6,881,370 16,523,083 0.00%


Shawsheen’s Assessment Cost Per Pupil to member towns

Increase %

Year Student # Assessment Per Pupil Per Pupil

2006 1232 $ 15,830,959 $ 12,850 2007 1238 16,002,821 12,926 0.59%2008 1254 16,463,949 13,129 1.55%2009 1264 16,523,083 13,072 -0.44%2010 1276 16,523,083 12,949 -0.95%2011 1310 16,523,083 12,613 -2.59%


Total School District Per Pupil ExpendituresBedford Billerica Burlington Tewksbury Wilmington Shawsheen

FY 05 12,622 9,606 11,679 8,173 9,131 16,151

FY 06 13,495 9,866 12,081 8,608 9,593 16,263

% 6.6% 2.7% 3.4% 5.3% 5.1% 0.7%

FY 07 14,539 10,451 12,805 9,143 10,029 17,140

% 7.7% 5.9% 6.0% 6.2% 4.5% 5.4%

FY 08 14,634 11,166 13,023 10,084 10,340 17,756

% 0.7 6.8% 1.7% 10.3% 3.1% 3.6%

FY 09 15,879 12,060 13,862 10,321 11,436 18,531

% 8.5% 8% 6.4% 2.4% 10.6% 4.4%

4 year% inc 25.80% 25.55% 18.69% 26.28% 25.24% 14.72%


Total School District Per Pupil Expenditures


FY10 Net School Spending as compared to foundation budgets




2. Health Care costs are the greatest barrier to adequately funding schools.

Incentivize local solutions by amending Chapter 70


• From fiscal years 2002 to 2007, total spending remained flat relative to inflation

• On average, health insurance spending grew by 74.3%

• Health Insurance doubled in 84 school districts

• Instructional spending grew by 13%, only half the inflation rate over the same period

CRITICAL ISSUES

STRATEGIES/

ACTIONS

SUCCESS INDICATORS

RESPONSI-BILITY

TIME

LINE

RESOURCES

3. Health Care Costs

Evaluate different health care plans and establishment of wellness plans to control spiraling health care costs.

Continue to support employees to lead healthy lifestyles.

Select mutually agreed upon health care plan that meets the needs of employees and is fiscally sound and responsible.

Use of Wellness Center and other resources currently offered by SVTHS.

Superintendent-Director and Insurance Advisory Committee

Wellness Center Coordinator/

Business Manager

Short term

Short Term

Collective Bargaining

District Funds

Consultant

Wellness Center/Support Program/

Counseling

Shawsheen Tech’s strategic plan was unanimously approved by the School Committee in November of 2005.

2. To review the existing health care plans offered at Shawsheen Valley Technical High School, through the Insurance Advisory Committee process, and to examine the cost and benefits of providing an alternative health care plan that may enhance benefits to members and also reduce costs. The collaboration process will begin in October 2005 and end at the conclusion of collective bargaining agreements in the Spring/Summer, 2006.

Goal and Objective # 2 of Superintendent-Director Charles Lyons, 2005-06 school year, approved by the

School Committee.

• School District accepted Sect. 18 of Ch. 32b (retirees eligible for Medicare Parts A & B as well as Medex)

• Change from Master Health Plus to Blue Care Elect PPO

• Increase co-pays for ER, Prescriptions, and Dr. visits

• Salaries increased 2.75% - 3.00% - 3.25%

Collective Bargaining Agreement Met Fiscal Reality in May 2006


• Yearly Health Screenings including glucose, cholesterol, and blood pressure

• Built a state-of-the- art Wellness Center

• Constant training on how to use Blue Cross Blue Shield On Line

• Estate Planning• Expanded Employee

Assistance Program• After school Zumba

and Weight Watchers Programs

• Built a first class child care center for staff


• Weight Watchers at Work – 37 participants lost 500 pounds in 2007/2008

• Yoga and Wednesday afternoon Zumba Classes• CPR and First Aid• Before and after-school workouts in a state of

the art fitness facility with staff sauna and staff shower rooms

• Staff water aerobics @ 6 AM three days per week


• Total Yearly Claims to date have been less than $2.866 spent in FY 06

• There has been no increase in Health Insurance Costs to District and employees since FY 06

• Providing wellness opportunities to staff coupled with sharing information on how to control health care expenses, has allowed all to become seasoned health care consumers


• Prescription drug use and costs reduced from $473 thousand to $328 thousand in one year

• Total Claims reduced from $2.866 million to $2.073 million in one year

• Retired teachers remained part of GIC and part of claim reduction reflected younger hires


• Governor Patrick encourages communities and school districts to join the Group Insurance Commission (70% union support needed for future changes).

• Mr. Baker would provide communities with same plans design authority used by the GIC shifting $100 million in costs from employer to employees


• Change Chapter 70 formula to incentivize controlling the costs of health care to cover 70% of average state wide costs per pupil within the formula. If a community or district spends above 70% of average – it gets no more aid.

• Encourages Local Town Managers, Superintendents of Schools, and Unions partly responsible for controlling health care expenditures to provide for other benefits and programs.




3. Learn from the successes of Regional VT (CVTE) school districts


RVT Schools formed in the 60’ & 70’s

• 85% construction paid by state/federal grants beginning in the 1960’s through 1977. 26 regional districts formed serving over 79% of Massachusetts communities.

• 50% operational support from state and 100% transportation reimbursement produced these independent newly formed entities.

• Distinct mission and free from most political urban influence (from appointments to unions).


Student Success Indicators

Drop Out Data

2002-03 1.2% 2003-04 0.9%

2004-05 1.5% 2005-06 0.8% 2006-07 0.2% 2007-08 1.3% 2008-09 0.5%

Drop Out Data

2002-03 1.2% 2003-04 0.9%

2004-05 1.5% 2005-06 0.8% 2006-07 0.2% 2007-08 1.3% 2008-09 0.5%

Average Daily Attendance

2003-04 93.8% 2004-05 94.5% 2005-06 95.2%

2006-07 95.5%2007-08 95.6%2008-09 95.9%2009-10 96.5%

Average Daily Attendance

2003-04 93.8% 2004-05 94.5% 2005-06 95.2%

2006-07 95.5%2007-08 95.6%2008-09 95.9%2009-10 96.5%


2008 Graduation Rate Report 4 year report (percentages)


Shawsheen MCAS English Performance


Shawsheen MCAS Math Performance


Percent of disabled MCAS test takers in 2009


Percent of students scoring advanced or proficient in 2010 MCAS


Median Student Growth Percentiles in MCAS for 2010







4. Measure other institutions using similar student outcomes as used in

CVTE programs


How Do we measure success in CVTE programs

• Work related employment• College/post secondary enrollment• 1 year follow up and a 5 year follow up on

graduate employment

Why Not measure other high schools, community colleges, and colleges and work

force development programs in a similar fashion?


ACR AUTOMOTIVE AUTO BODY BUSINESS

16 – 10 – 6 (4) 14 – 8 – 3 (4) 13 – 8 -1 (2) 24 – 17 – 8 (1)CARPENTRY COSMETOLOGY CULINARY DIESEL

19 – 13 – 5 (6) 18 -15- 0 (1) 27 – 23 – 6 (1) 6 – 2- 2 (0)DRAFTING ELECTRICAL ELECTRONICS GRAPHIC ARTS

18 – 16 – 4 (4) 24 – 14 – 12 (5) 12 – 6 – 4 (2) 14 – 8 – 2 (2)HEALTH INTERNET MACHINE SHOP MASONRY

25 – 23 – 7 (5) 19 – 15 -6 (3) 9 – 6 – 4 (4) 9 – 6 – 3 (0)METAL FAB PLUMBING COMMERCIAL ART

13 – 8 – 1 (1) 17- 17 – 8 (6) 23 – 17 – 2 (1)

SVTHS CO-OP Education PlacementWeek of October 11, 2010

1st # total of enrolled / 2nd # eligible / 3rd # placed / ( # ) = last year

Total Number of Students Placed 84 (52)

My Two Daughter’sSt. Joe’s University 2002

• 869 degrees awarded• 71 Psychology• 382 from the Haub School

of Business (92 in Marketing and 80 in Food Marketing)

• 60 BA’s in English• 8 BA’s in Mathematics• 4 BA’s in Physics

UMass Amherst 2003

• 5046 degrees awarded• 1564 from College of

social & Behavioral sciences

• 987 from the College of Humanities & Fine Arts

• 283 from the College of Engineering

• 92 from the School of Education


When Racing to the Top – Know where you are headed. Some suggestions

• One Common Core curriculum doesn’t fit all. Less than 50% will graduate from college – allow others to develop skills and competencies to succeed in a 21st century economy

• Substituting MCAS for end of course tests and a college readiness exam might not measure competency as required by law

• It’s about Jobs, the economy, and a meaningful life. Craftsmen and technicians are not second class citizens………




5. Modernizing CVTE programs


We can provide high quality CVTE schools if











New Life Sciences Center at the Shawsheen Valley Technical High SchoolMSBA Facilities Subcommittee Meeting 5/12/10






Existing Facility• 260,000 SF Vocational High School, Billerica, MA, Constructed in 1972

• Enrollment of 1300 students Serving (5) Communities including;

• Numerous Recent Building Upgrades including;

• Building is Structurally Sound and Overall Facility is Well Maintained


• EPDM Roofing• HVAC Rooftop Equipment• Fitness Center• Day Care Facility for Staff Members• Complete Window and Exterior Door Replacement

• Billerica• Burlington • Bedford• Wilmington• Tewksbury


Existing Building Challenges

• Revitalize 12,000 SF of Underutilized Educational Space

• Insufficient Existing Area within School for Expanded Curriculum to

Meet Career Training for the 21st Century



Proposed Area for Renovation• Existing Diesel Shop Totals 12,000 SF with Mezzanine

• Existing Shop Enrolls 25 Students, Proposed Renovations and Addition will Be

Occupied by more than 115 Students.

• Open Floor Area Allows for Flexible Partition Layout

• High Roof Structure Provides Sufficient Space for Mechanical Equipment and

High Ceilings

• Open Exterior Parking Lot Adjacent to Shop Allows 2,000 SF Addition for New

Multi-tiered Classroom and New Entrance.

• Minimal Existing Rooftop Equipment Allows for Installation of New Skylights

• Renovation Area Remote Location Allows for Easy Segregation from

Remainder of Existing Building





Documents

Policy Advice to the Governor Northeastern University Open Classroom October 13, 2010 Charlie Lyons Superintendent-Director