Schenectady Budget April 10

7/28/2019 Schenectady Budget April 10

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2013-14 BUDGETBOE Meeting4/10/13


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Budget Target2013-14 Appropriations $ 165,736,055

2013-14 Revenue $ 155,685,598

The Gap $ 10,050,457

Add 1% Levy increase $ 522,034Fund Balance $ 2,000,000

Amount to Reduce = $ 7,528,423

Add 1% Levy increase = $522,034

2013-14 Target Budget = $158,207,632

Increase = $ 2,171,977

% Increase = 1.39%


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Aid Category 2012-13 GF

Budget

2012-13 GF

Actual

2013-14

Budget

Change

From Budget

General Purpose Aid $65,986,724 $65,990,973 $69,221,667 $3,230,694

Foundation Aid 72,990,701 72,994,950 73,213,934 218,984Gap Elimination Adjustment ($7,003,977) ($7,003,977) (3,992,267) 3,011,710

Expense-Based Aids 25,410,677 25,997,223 $25,787,019 376,342

Building Aid 8,391,482 8,672,727 8,628,574 237,092

Transportation Aid 6,740,558 6,763,064 6,763,064 22,506

BOCES Aid 2,698,728 3,103,942 2,685,614 (13,114)

Private Excess Cost Aid 4,380,700 4,128,423 4,380,700 0

Public Excess Cost Aid 3,199,209 3,329,067 3,329,067 129,858

Instructional Materials Aid 1,054,260 1,056,009 $1,050,845 (3,415)

Computer Software Aid 144,439 155,867 155,387 10,948Library Materials Aid 66,380 65,031 64,831 (1,549)

Textbook Aid 636,964 628,634 627,295 (9,669)

Hardware & Technology Aid 206,477 206,477 203,332 (3,145)

Total $92,451,661 $93,044,205 $96,059,531 3,607,870

Spec Ed Student deduct ($200,000) ($200,000) 3,407,870


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Revenue 2012-13 GF

Budget

2013-14

Budget

Change

From 12-13

Tax Levy $52,203,479 $52,203,479 $0

PILOTS 2,275,815 2,364,436 88,621Interest/Penalty on Taxes 910,000 $730,000 ($180,000)

Utility Tax 2,560,000 $2,370,000 ($190,000)

Local revenue 465,000 385,414 ($79,586)

Refund Prior Year Expense 400,000 400,000 $0

ERATE reimbursement 300,000 383,000 83,000

Gifts & Donations 135,000 25,000 $(110,000)

Other Revenue 550,000 606,461 56,461

Transfer Grants 300,000 300,000 0

Federal Aid 509,700 792,700 283,000

Total Non-State Aid $60,608,994 60,560,490 ($48,504)

Fund Balance $3,175,00 $2,000,000

Total Revenue $156,035,655 $158,420,021 $3,559,366


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Special Education ShiftsCost Savings $700,000

What does this mean?

Approximately 42 students currently placed in out-of-districtprograms will return to district (six classrooms)

Implications Reduction in tuition payments to out-of-district placements

Increase in district staffing

Training required for staff Classroom Management

Functional Behavior Assessments

Behavior Intervention Plans

Monitoring progress

Crisis management

Habilitative Services

Transition planning for students and families


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Special Education ShiftsCost Savings

$900,000


Reduction of 97 paras district-wide and 2.5 CSE Chairs

Implications

Reduction of both individual and shared paras Reduction of program paras

Reorganization of the Special Education office toward buildingbased services

Increase in specialist staff (Reading Specialists, Behavior

Specialists, School Psychologists) Training for staff providing specialized services

Training for teachers and paras in classroom management andintervention skills

Training for building staff in CSE processes


7/32

Superintendent Hearings

Cost Savings

$30,000


Elimination of use of consultants acting as HearingOfficers for Superintendent Hearings

Implications

Increased time commitment for DLT to conduct Hearings

Better follow through with building level staff toimplement systemic changes


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Increase Class Size

Cost savings

$1,224,000


Reduction of 17 FTE elementary classroom teachers K-2 maximum class size will be 25 students

3-6 maximum class size will be 30 students

Implications

Increase in grade level splits (ex. split)

Larger class sizes at the elementary level


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Change to ESL Centers

Cost Savings

$220,000


Decrease in travel stipends Reduction of 3 teacher FTEs (including BOCES)

Implications

Students will not attend their neighborhood school

Siblings of ESL students do not attend ESL Center if theydo not qualify for ESL Services

Once a student tests out of ESL, the student returns tohis/her home school.


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Increase Medicaid Billing / ComplianceCost Savings

$300,000


Increase in accountability for service providers

All prescriptions must be in place by September 1st

All service providers must have caseloads in place by the start of the school year

Initial observations for all students on caseload must take place within the first week ofschool

Implications

Processes and procedures must be monitored and enforced

All IEPs must be entered and uploaded to Cleartrack for providers review on or before thefirst day of school

Session notes must be signed within four working days after the service has been rendered

Transportation for eligible Students with Disabilities must be sent to transportation providersprior to the first day of school

Nursing services for classified students during the school day must be clearly stated on theIEP in order for Medicaid reimbursement

Out of district service providers must follow Medicaid compliant processes and procedures

Train newly hired staff prior to the start of the school year


11/32

UPK TransportationCost Savings

$125,000


144 students served at SCSD sites

231 students served at Community-based sites

1 full day class and 1-A.M and 1-P.M. class at Early ChildhoodCenters

1- A.M. and 1-P.M. class at Lincoln Elementary School tocompliment the full-service grant

Implications

Reduction of 2.5 teacher FTEs

Reduction of 2.5 paraprofessional FTEs

Fewer students receiving full day pre-k (36 )


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End Small Lease @ EllisCost Savings

$8,500


Central Registration will be relocated to an in-district location

Will remain on a public transportation route

Implications

Families first experience with the district will be in a districtlocation

A district location is more accessible for families.

Health Services will be referred to Ellis; however, the NurseNavigator will not be on site.


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Increase GrantsCost Savings

$25,000 (already committed)What does this mean?

Development officer will have the ability to effectively andaggressively pursue all eligible grants for the SCSD

Additional revenue for the SCSD will likely exceed the costsavings if grants are aggressively pursued

Increase in programming for students which would otherwisenot be possible

Implications

Sustainability of programs funded by grants once the grantends

Increase Development Officer to full-time status to pursueadditional grant funding. This is an increase of .20 FTE.


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Supplemental Funds(Magnet Schools)Cost Savings

$36,000


There will be a reduction in supplemental funds for the two city-wide magnet schools.

There will be no supplemental funds for the two neighborhoodmagnet schools.

Implications

Fewer enrichment opportunities for our students attending city-wide and neighborhood magnet schools.

Fewer resources available to support the magnet theme.


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Middle School 7 Period Day

Cost Savings $640,800What does this mean? Advanced and Enrichment level courses will be offered at MPMS

adding rigor, depth, and complexity in order to nurture and developadvanced academic potential.

Academic Intervention Services will be redefined. There will be a shiftfrom a scheduled course to a push-in model. Music and art will be reduced to mandated levels. Health instruction will move from 7th grade to 6th grade. Studio in Art will be offered after school. World Language will be offered to all 7th and 8th grade students.Implications Reduction of 8.9 FTEs


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Non-Mandated Program Cuts(Initially)

Cost Savings $1,510,000


Change music and art to one time per week for 30 minutes at the

K-6 level

Implement scheduling efficiencies for instrumental lessons

Instructional programs stay intact at a reduced level, including theTIE program at the elementary level and instructional support forSHS classes.

Implications Reduction of 8 FTE music teachers

Reduction of 6.5 FTE art teachers

Reduction of 6 FTE librarians


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Non-Mandated Program Cuts(Last Time)Cost Savings $1,120,000


Reduce music at K-6 to 40 minutes one time per week

Reduce art at K-6 to 40 minutes one time per week


Instructional programs stay intact at a reduced level, including theTIE program at the elementary level and instructional support forSHS classes.

Implications Reduction of 4.5 FTE music teachers

Reduction of 2.2 FTE art teachers



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Non-Mandated Program Cuts(Current Proposal)Cost Savings

$620,000


Eliminate art and music at the kindergarten leveI


Instructional programs stay intact at a reduced level

Implications


Reduction of 1.8 FTE for art

Reduction of 1.8 FTE for music for K level

Reduction of 1.5 FTE for music efficiencies for instrumentallessons


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Share Fine Arts Coordinationwith ProctorsCost Savings

$35,000

What does this mean? Partnership with SCSD and Proctors

Shared responsibility for Fine Arts coordination

Implications Reduction in dedicated services to the district


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Reductions in Athletics

Cost Savings

$12,654


Reduction in payment (rate) for turf supervisionImplications

Track will remain supervised and open to the community


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Elimination of Plato Credit RecoveryProgramCost Savings

$171,500


Students will receive intervention and/or credit recoverythrough other strategies and courses.

Implications

Reduction of 1.0 FTE @ SHS

One less option for students needing credit recovery forgraduation

Currently used with students at SAMSS


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Reductions in Instructional SupportCost Savings

$600,000


Elimination of 3 in-resident positions

Elimination of 3 district instructional coaches

Elimination of .5 TLC at FDR

Reduce Supply Budgets by 25%

Implications

Decrease in support for elementary principals

Decrease in instructional and curricular support

Decrease in supplies and materials


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SHS - Zero Hour and Program and SupportReductions

Cost Savings

$480,000


Limited reduction of Zero Hour as it directly impacts electives of highly

desirable programsElimination of 2 High School Guidance Counselors

Adjust Lab Offerings to required time reduce 3.0 science FTE

Reduce 3 Non-mandated paraprofessionals

Implications

Continues to Support Options for students

Increased Caseload

Decrease in instructional, curricular and building time and support


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Medical Insurance

Projected Savings $360,000

District currently uses a commission based fee structurefor its Medical Insurance broker services. Savings will beachieved by moving to a flat fee structure and other planadministrative changes, with no change to plan design.


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TransportationCost Savings$125,000

What does this mean? All in-district bus contracts were included in a RFP this spring The change is the bus contractor only - no bus route impact A current bus contractor will expand their role in the district so now only 1 bus

contractor will handle all in-district big bus runs No change in service or routes from this RFP

Implications This will be pure savings and will lower expenses for future contracts All in-district big buses will be handled by one vendor This allows us to leverage economies of scale by using one vendor We will still have 3 bus vendors for district runs so redundancy is in place


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Operations & Maintenance Overtime

Cost Savings

$15,000

What does this mean? Fewer funds available for overtime or special projects

Implications

Criteria for overtime approval will become more stringent Special projects may take longer to schedule and

complete

Summer work schedule will become tighter


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Energy Savings

Cost Savings

$600,000


Reduction in the district-wide utility budget 3 year agreement was signed after a new cooperative bid

We are locked in at this lower rate until April 30, 2015

Implications Energy conservation and reduction plans need to be developed and

implemented to ensure usage does not increase


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Copiers

Cost Savings$25,000

What does this mean? Numerous contracts have been re-negotiated to more favorable terms

Reduced contract lease costs Eliminated copy overage costs in new leases Reduced the number of copiers in the district

Implications

Some copiers have been re-deployed to replace expiring copierleases Fewer copiers in the district Increased use of the Copy Center where our cost per copy is lowest Increased potential for Copy Center Revenue from other

organizations


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Close one School

Cost savings

$233,000


Reduction of 1 administrator Reduction of 1 custodian, 1 cleaner, and 1 secretary

Reduction of .5 nurse

Implications

Increase in students in neighborhood elementary schools Larger class sizes at the elementary level in

neighborhood schools


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Reorganization of District Office

Cost savings

$160,000


All District Offices will be relocated to one building in orderto share more services.

Reduction of 4 staff positions

Implications

Increase in shared roles


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Area of Reduction Amount

Special Education Shifts $1,600,000

Reduce non-mandated programs $620,000

Increase Class Size $1,224,000

MS 7 Period Day $640,800

Reduce Instructional Supports $600,000

Reduce Zero Period HS Supports $480,000

Change Management of Health Insurance $360,000

Change to ESL Centers $220,000

Increase Medicaid Billing / Compliance $300,000

Superintendent Hearings $30,000

UPK Transportation $125,000

Reduce Energy Usage $600,000

End Small Lease $8,500

Share Fine Arts Coordination with Proctors $35,000


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Area of Reduction Amount

Increase Grants $25,000

Transportation $125,000

Reorganize Central Office $160,000

Close one school $233,000

Athletics $12,654O&M $15,000

PLATO $171,500

Copiers $25,000

Supplemental Funds (Magnets) $36,000

Increased Revenue $212,352

Total $7,858,806

Documents

Schenectady Budget April 10