December 10, 2013. A Commitment to Link Planning & Budgeting: Planning Phase ◦ Input from...
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Transcript of December 10, 2013. A Commitment to Link Planning & Budgeting: Planning Phase ◦ Input from...
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A Commitment to Link Planning & Budgeting:
Planning Phase
◦ Input from stakeholders◦ Focus groups: parent and staff input ◦ Focus on Goals and Priority Areas in a long-term strategic way
Budget Development Phase◦ All district expenses◦ Development of recommendations:
Priority additions and investments Alignment of grant resources Reductions and efficiencies
NPS 2014-15 Budget Development Process
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Community and Focus Group Input
Common themes emerged when participants were asked what they value most about Norwalk Public Schools:
Norwalk’s dedicated teachers and staff Our district’s diversity The availability of extra-curricular activities and after-school
programs Our strength in Music and Arts Special Education resources The integration of community resources unique to Norwalk World Language programs
4
Participants recommended the following as top priorities to consider for the 2014-15 budget:
Changing the culture to ensure all students achieve at high levels Preparing students for post-secondary education and careers School safety and security Better equity in resource distribution Support for implementing Common Core State Standards Funding for extra-curricular activities and after-school programs Continued investment in technology, including resources to
support teachers in using new tools Enhancing the role of libraries Special education resources Identifying new sources of revenue, such as corporate
partnerships and grants
Community and Focus Group Input
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Mission and Vision
Mission: To transform the learning environment for students and staff, creating a student-focused culture that motivates, challenges and supports every individual student to his or her highest levels of achievement.
Vision:All students will graduate prepared to reach their highest potential for college, career and life-long success in a globally competitive society.
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Our Primary “Change Levers”
Create a culture of accountability where high expectations and standards are known, and undergird our behavior and actions.
Build the knowledge, skills and capacity of teachers and school leaders.
Assure that all students are “on track” to meet or exceed learning expectations by the end of Grade 3.
Provide the systems, structures and tools necessary.
Create a new PreK through College and Career (Grade 14/16) mindset.
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Our Primary Goal
To close the Achievement GAP by 2020 and assure that all students, regardless
of race, ethnicity or economic circumstances, are meeting high
standards.
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Goals
1. Children are ready to enter Kindergarten.
2. Students meet the goal level in 3rd Grade reading.
3. Children demonstrate Mastery in CCSS Mathematics.
4. Norwalk students demonstrate Mastery in CCSS ELA.
5. ELL students will meet/exceed State Annual Measurable Achievement Objectives.
6. Norwalk’s schools reach higher performance.
7. Norwalk students graduate from high-school “College and Career Ready.”
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Focus Areas and Priorities
1. Build Greater Accountability Against High Expectations and Standards
• Shared Mission, Vision and Values
• Goals, metrics and performance expectations guide our work
• Professional standards aligned with new evaluation systems
• Annual “School Quality” reviews
• Publicly report on progress and recognize our accomplishments
• New school and student “Dashboards”
• Quality control and implementation of all curriculum and instruction
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Focus Areas and Priorities
2. Build the Knowledge, Skills and Capacity of Teachers and Leaders• Common Core State Standards (K-3 Literacy Emphasis)
• Personalized Learning
• ELL
• Special Education
• Cultural Diversity
3. Improve and/or Transform the Learning Environment for All• Library redesign
• Briggs HS turnaround
• NEASC Accreditation for NHS & BMHS
• Middle to High School transition and alignment
• Expanded use of Technology
• Design and development of new programs (Early College HS, Magnet Schools and International Baccalaureate programs)
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Focus Areas and Priorities
4. Special Education • Quality control and PPT decision making
• CREC report analysis and response
5. Improve or Build the Systems and Structures Necessary to Support our New Learning Environment• Human Resources: Recruitment, selection and hiring of staff,
commitment to diversity, operational excellence
• Financial and Resources Management: Advance school-based resource management practices
• Curriculum and Instruction: Quality control and Common Core implementation
• Data Systems: Student information, HR management, and more
• School Master Schedule Enhancements: maximize time for learning
• Facility Utilization Plan
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Focus Areas and Priorities
6. Build Partnerships and a New Pre-K through Grade 14/16 Mindset for Students and Parents• Increase access to Pre-K and quality early learning
• Pursue new strategies to engage with parents, especially at Pre-K through Grade 3
• Expand access to after-school and summer learning
• Expand access to mentors
• Assure children’s health needs are met
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2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015*10,700
10,750
10,800
10,850
10,900
10,950
11,000
11,050
11,100
11,150
11,200
10,883
11,074
11,095
11,05711,078
11,172
TOTAL ENROLLMENT
Enrollment Trends: Total Enrollment
Enrollment based on 10/1 data
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2009/2010 2010/2011 2011/2012 2012/2013 2013/20140
1,000
2,000
3,000
4,000
5,000
6,000
4,261
4,7444,998
5,263
5,456
TOTAL FREE & REDUCED LUNCH
43%45%
49%
Enrollment Trends:Free & Reduced Lunch Eligibility
Enrollment based on 10/1 data
39%
48%
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2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 -
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
76.97 75.73 71.40
64.20 65.40 62.50
Central Office FTE
Central Office FTE’s
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ECS Funding and Enrollment
CONNECTICUT DISTRICT REFERENCE GROUP (DRG): H
DISTRICT 10/01/2013 Enrollment
% Free & Reduced Lunch
ECS Funding ECS $ Per Enrollment
13/14 Operating Budget
ECS % of Operating
Budget
ANSONIA 2,355 67% $16,106,868 $6,839 $28,000,000 58%DANBURY 10,549 51% $27,294,245 $2,587 $118,295,291 23%DERBY 1,501 54% $7,535,221 $5,020 $16,163,663 47%EAST HARTFORD 6,456 67% $46,063,573 $7,135 $87,266,419 53%MERIDEN 8,118 70% $57,915,330 $7,134 $99,608,340 58%NORWALK 11,078 49% $10,999,197 $993 $162,271,863 7%NORWICH 3,463 76% $34,694,767 $10,019 $70,535,212 49%STAMFORD 15,908 46% $9,834,019 $618 $245,072,949 4%WEST HAVEN 5,952 59% $44,209,129 $7,428 $85,134,756 52%
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Proposed budget assumes a 3.6% increase from City of Norwalk
State ECS funding remains at approximately 7% of total operating budget
Carryover of all unencumbered Alliance funds
Surplus Medicaid revenue is included
Grant funding remains consistent at approximately $21Million
Revenue Assumptions for 2014/2015
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Salaries are in accordance with collective bargaining agreements
Health insurance based on projections reflects a 4% increase
Affordable Care Act requires $5.25 per month, per member, or $220,000
Per Pupil Allocation to schools remain consistent with prior years: $85 for HS, $74 for MS, $71 for Elementary
Increases in both out-of-district tuition and consulting services for Special Education students (Projected increase 4.1%)
Transportation increases based on contractual obligation (4.5% annual contractual increase to First Student. Additional vans for Special Education and additional bus increase overall year over year increase to 9.5%.)
Expense Assumptions for 2014/2015
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Salaries62%
Benefits22%
Special Ed Tuition & Consult-ing Ser-vices6%
Trans-portation
4%
Utilities2%
Facilities Maintenance1%
HS Athletics1% Per Pupil Allocation
1%
Other1%
SalariesBenefitsSpecial Ed Tuition & Consulting ServicesTransportationUtilitiesFacilities MaintenanceHS AthleticsPer Pupil AllocationOther
FY 14/15 Key Expense Drivers
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2014/2015 Budget SummaryObject FY 13/14 Budget FY 14/15
Recommend Budget
% Increase
Salaries (100) $100,866,008 $104,614,705 4%
Benefits (200)* $35,541,583 $36,895,679 4%
Professional & Technical Services (300) $3,762,517 $3,689,356 -2%
Property Services (400) $2,586,126 $2,541,531 -2%
Other Services (500) $13,303,710 $14,093,399 6%
Supplies and Materials (600) $5,792,408 $5,777,908 0%
Equipment (700) $313,014 $366,571 17%
Other Objects (800) $106,497 $139,235 31%
Total Operating Expenses $162,271,864 $168,118,385 3.60%
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Increase to FY 14/15
NFT Salary Increase $3.10M
Other Bargaining Group Increases $1.50M
Benefits $1.40M
Redesign Funds $0.87M
Other Increases $0.75M
Transportation $0.60M
Special Education Accounts $0.30M
Technology $0.20M
Excess Medicaid Funds $(0.35)M
Grant Re-allocation $(1.27)M
Reductions $(1.26)M
Total $5.84M
Where the Money Goes
* Includes salary and wage increases, reductions in IDEA grant moving costs to local budget, communications director, FY 13/14 additional class size aides, housemasters restored to 12 months after original FY 13/14 base budget.
*
**
**Includes legal fees, MS intramurals, supplies, equipment, memberships, travel, athletic insurance, substitutes, facilities.
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Maintains low class sizes for K-5 students: $400,000
Maintains sports and athletics: $1.1 Million
Increases funds for Middle School intramural sports: $100,000
Increases funds for Special Education: CREC recommendations and reorganization/redesign: $245,000
Increases funds for Human Resources Department redesign, reorganization, staff recruitment/diversity hiring and systems improvement: $285,000
Plan and Budget Highlights
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Establishes one-time fund to create a Facility Utilization Plan: $100,000
Refocuses grant and foundation funds to phase in the assignment of a full-time Curriculum and Instruction Site Director at each K-5 school, with key responsibilities to include:
Common Core SS K-3 Literacy emphasis Supervision and evaluation
Grant funds are targeted to support professional development for Board-approved priorities
Advances Board priorities for Technology, Communication, Library redesign, and Astronomy and Science Center
Plan and Budget Highlights
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Eliminate 6 positions, three of which are vacant
Reallocate Alliance and other grant funding sources to support ELL services, Curriculum and Instruction Site Directors, and Grants Department
Generate savings in facilities accounts through the use of more in-house work and vendor changes
Reduction in supplies accounts based on historical trends
Budget Reductions & Reallocations
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The Superintendent’s recommended FY 14/15 budget is for an operating increase of 3.6% over FY 13/14.
In order to move forward, we have taken a multi-year approach to investing in the Norwalk Public Schools. These investments will be highlighted in a variety of areas over the course of a few years. Funding for changes will come from state, local and private sources.
This budget will address the CREC Report, move Norwalk forward with implementing Common Core, strengthen early literacy, address class size concerns among the community, and strengthen central services.
Summary
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A combination of budgeting, strategy and forecasting over a multi‐year period
Multi-Year Models institutionalize the idea of long-range thinking to combine budgeting with strategic ideas and decisions
Increases understanding of key expense drivers
For larger organizations, financial planning plays an integral role in forming estimated budget assumptions, long-range planning, strategic decisions
What is a Multi-Year Model?
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Salaries for NFT re-opener remains at existing scale
Place holder for GWI % for all unsettled contracts
Meets collective bargaining requirements
Health Insurance increases at an annual premium rate of 5% per year, as more employees migrate to HSA plans
All level of grant funding remains the same
Per Pupil Allocation remains at $85 for High School, $74 for Middle Schools, $71 for Elementary Schools
Student enrollment will increase 1% per year starting 2014
Multi-Year Model Assumptions
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Out-of-district tuition for Special Education students increases 4.0% per year, with out-of-district students increasing 3% per year
Maintains existing levels of supplies and services with only slight add-backs based on current budget submissions
Maintains local commitment to new Curriculum and Instruction Site Directors
No additional positions added in future years, except reserve teacher per year starting in 2014/2015 to account for higher projected enrollment
Multi-Year Model Assumptions
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Multi-Year Projection
Category FY 13/14 FY 14/15%
Change
FY 15/16
% Chang
eFY 16/17
% Chang
e
Salaries & Wages
$100,866,008 $104,614,705 4% $109,376,515 4.6% $113,141,313 3.4%
Benefits $35,541,583 $36,895,679 4% $38,794,183 5.1% $40,236,155 3.7%
Professional & Technical Services
$3,762,517 $3,689,356 -2% $4,325,997 17.3% $4,487,635 3.7%
Property Services
$2,586,126 $2,541,531 -2% $2,593,636 2.1% $2,565,757 -1.1%
Other Services
$13,303,710 $14,093,399 6% $14,614,380 3.7% $15,320,257 4.8%
Supplies & Materials
$5,792,408 $5,777,908 0% $5,831,067 0.9% $5,847,559 0.3%
Equipment $313,014 $366,571 17% $377,288 2.9% $388,381 2.9%
Other Objects
$106,497 $139,235 31% $139,571 0.2% $139,811 0.2%
Total $162,271,864$168,118,38
53.6%
$176,052,638
4.7%$182,126,86
83.5%
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NFT salary schedule
Degree level changes
Health insurance
Special Education out-of-district tuition and consulting services
Transportation
Medicaid reimbursement (parental consents)
Loss of carryover funds in grants
Uncertainty regarding grant funding
Multi-Year Model Budget Pressures
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1. Extra-curricular Sports and After-School Programs ◦ Equity ◦ Private contributions◦ “Pay for Play”
2. Special Education ◦ NPS to provide services for certain Special Education students, in lieu of
out-of-district placement
3. Scheduling Efficiencies◦ Reduce inefficiencies in current school schedules◦ Establish new schedules aligned with district goals and priority areas
4. Labor Management Agreement and Analysis◦ New incentives, aligned with NPS goals and priorities◦ Leadership◦ Roles, positions, titles, salaries ◦ “Additional pay” categories reviewed
2015-16: Target Areas for Budget Analysis and Recommendation
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5. World Languages◦ Blended learning and online options
6. Teacher Aides◦ Evaluate utilization and effectiveness
7. Transportation◦ New contract opportunity
8. Revenue◦ Continue to reallocate use of grant funds toward district goals
and priorities◦ Seek additional foundation and grant funds◦ Develop and advance an NPS legislative agenda
2015-16: Target Areas for Budget Analysis and Recommendation