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”