Weston Public Schools FY 2018 BudgetRecommendation

JANUARY 10, 2017

1

Executive Summary

The recommended budget reflects several months of careful work by District and School administrators to develop a financial plan for the 2017-18 Academic Year that simultaneously advances educational excellence and fiscal responsibility.

FY 2018 Operating Budget is $50,046,915

FY 2018 Operating Budget Increase is $1,357,200 or 2.79%

Tough Decisions – We identified significant reductions, which decreased the rate of growth from a roll-over figure of 4% to the recommended 2.79% increase.

2

Budget Review Timeline

Budget Presentation January 10, 2017

Q & A Session January 17, 2017

Q & A Session # 2 January 19, 2017

Board of Education Approval of Recommended Budget January 23, 2017

Board of Selectman Review February 7, 2017

Board of Finance Review March 8, 2017

Board of Finance Public Review March 29, 2017

Board of Finance Deliberations April 4, 2017

ATBM April 19, 2017

Budget Referendum April 27, 2017

3

Key Budget Driver: Enrollment

0

100

200

300

400

500

600

700

800

900

Pre-K Hurlbutt Hurlbutt Weston Intermediate Weston Middle School Weston High School

25

416

521585

814

28

431

499

570

810

Enrollment

FY 17 FY 18

-22 -15-4

4

Represents a net reduction of 26 students K-12

OrA net reduction of 23 students Pre-K-

12

+15

+3

Budget Summary

5

Contractual Increases, $1,062,764 , 48%

Health Insurance Increases, $510,376 ,

23%

New Investments, $455,736 , 21%

Enrollment Pressures, $156,712 , 7% State & Federal Aid

Reductions, $29,255 , 1%

Budget Summary

Contractual Increases Health Insurance Increases New Investments

Enrollment Pressures State & Federal Aid Reductions

Before reductions, the budget increase was$2,214,843.

After reductions of $857,643…

the total increase is $1,357,200.

Strategy and Goals

Framed by Weston’s Strategic Goals, the FY 2018 Operating Budget will accelerate the district as a place known for intellectual rigor and caring. Four goals are paramount:

◦ Developing Global Citizens

◦ Providing a Healthy Learning Environment

◦ Supporting Digital Learning

◦ Gauging Student Progress with Multiple Measures

In terms of maintaining excellence, the proposed budget ensures that:◦ Academic and co-curricular programs continue with the same robust offerings;

◦ Social, emotional and physical well-being is bolstered by ample staffing and support systems;

◦ Competitive class-sizes and adult: student ratios enable vital educational connections between professionals and students,

◦ The campus and facilities remain as attributes compared to other towns and districts.

6

Targeted InvestmentsWhile emphasizing fiscal efficiency, the administration identified five areas for targeted investments:

1. Digital Learning & Technology

2. Professional Learning & Growth

3. Healthy Learning Environment

4. Special Education

5. Strengthening Elementary Administrative Support for Schools

7

Investment Area # 1

8

DIGITAL LEARNING & TECHNOLOGY

Digital Learning & Technology

Digital Learning & Technology is the featured investment, with a new multi year financial and implementation plan designed to systemize previous and future work to blend digital resources in teaching and learning. The plan has five major elements:

1. Direct Access to Digital Devices

2. Comprehensive Staff Support

3. Implementing Learning Management System

4. Continuing Refresh Cycle for Technology

5. Changing Acquisition of Technology

9

Direct Access to Digital Devices (1:1)WIS, WMS & HES: Students have access to the same device

WIS – FY 2017

WMS – FY 2018

HES – FY 2019

Expand from current 3 iPads per classroom

◦ Effective Teacher Planning

◦ Better use of instructional time

Weston High School: Students have access to a variety of devices

◦ Under development for 2019

◦ Students have high availability of devices available for specific subjects they are taking. Allows for common teacher planning

◦ BYOD

◦ Encouraged as needed for specific courses or grades

◦ Students learn on a familiar device

◦ Students learn the technology that will be used in college

10

Digital Learning Support PlanSupport Structure Role Responsibility

ClassroomImplementation

All K-12 Teachers Teachers integrate digital learning strategies into instruction

K-5 Computer Teacher Focus on technology skills instruction

School Level Support Library Media Specialist Continues to support literacy/research programs

Learning Commons Technology Specialist

Supports integration of technology tools into curriculum & instruction

District Level Support Curriculum Instructional Leader Continues to support curriculum and professional development

Information Technology Staff Provides repair and installation of hardware/software

District Level Leadership Assistant Superintendent of Curriculum & Instruction

Coordinates District-Wide Curriculum, Instruction, and Assessment & Professional Development

Director of Digital Learning & Innovation

Coordinates District-Wide Library Media and Digital Learning Programs and Services

Implementing Learning Management System

Implementation of a Learning Management System (LMS) will allow for:

1. Provide the district with a digital platform for organizing, supporting and delivering curriculum and instruction.

2. Better communication with parents and students

3. Reduce the burden of updating a website for many teachers

12

Continuing Refresh Cycle for TechnologyThe “Refresh Cycle” ensures continued support of our current infrastructure, devices and systems used by students and staff. Specific elements include:

1. Access Points $21,000

2. Server Upgrades $15,000

3. Server Storage Upgrades $6,000

4. Staff Technology Replacement $46,250

5. SmartBoard Refresh Cycle $50,000

6. Weston High School iPads $12,000

7. Weston High School Laptop Replacement $9,600

Total: $159,850

Lease over 3 year period at a total estimated annual cost of $55,450 ($166,350 over three years).

13

Technology Lease vs. Cash

Current Technology Purchasing Practice: The district finances technology purchases over 4 years through a loan from a private bank such as TD Bank, Chase or First

Niagara.

These loans carry an interest rate that over the past 4 years have ranged from 1.66% to 2.14%

The operating budget under equipment rental contains 4 annual payments from 4 different leases. For example the FY 17 equipment rental contains: Lease Payment # 4 from FY 14

Lease Payment # 3 from FY 15

Lease Payment # 2 from FY 16

Lease Payment # 1 from FY 17

These loan payments from 4 different leases are what create the volatility in the operating budget along with the different interest rates associated with each loan.

From FY 14 to FY 17 the equipment rental line within the operating budget has increased 12.5% while actual purchases have increased only 3.7%.

That means the operating budget has increased $46,803 while funds available for purchasing have only increased 15,110.

14

Recommendation for Technology Equipment Purchasing

The phase out of borrowing funds from Private Banks to fund Technology Equipment, which is done by:

FY 18: Finance Infrastructure Refresh and Instructional Refresh over 3 Years instead of 4 years to time the last payment with FY 17 last bank payment in FY 20.

FY 18: Purchase New Instructional Equipment through Cash

Eliminate Interest Payments to Banks by the end of FY 2020

Create a long-term base budget of Technology Purchases of $435,000 of cash only starting in FY 2019 to allow implementation of 1:1 at HES in Future Years.

15

3 Year Technology Budget ProjectionFY 2017 Budget FY 2018 Request FY 2019 Projection FY 2020 Projection

Total Budget $1,732,351 $1,917,626 $2,056,276 $1,910,601

$ Increase $185,275 $138,650 $(145,675)

% Increase 10.73% 7.2% -7.1%

16

Assumptions:

The district will move towards cash purchasing of technology and shift away from borrowing funds and establish an annual technology budget for equipment of $435,000.

Staffing will remain flat until FY 2020 when 1 additional technician will be added due to change in the Phone System and the shift to 1:1

The district will implement a Hybrid PBX Phone System in FY 2020.

Software will increase by 3% per year with an investment in a data analysis software for assessments in FY 19.

Purchasing Power vs. Budget Request

$436,619 $435,000 $435,000

10.73%7.20%

-7.10%

-10.00%

-5.00%

0.00%

5.00%

10.00%

15.00%

20.00%

$400,000

$405,000

$410,000

$415,000

$420,000

$425,000

$430,000

$435,000

$440,000

FY 18 FY 19 FY 20

Purchasing Power vs. Budget Request

Purchasing Power Budget Request

17

Benefits of Changing Purchasing Methodology

Long-term Financial Savings:

Eliminates interest payments to banks and re-allocates those resources to direct purchases of items that impact the classroom. A typical lease pays approximately $27,520 of interest over the life of the lease. Under cash purchasing this interest can be re-directed to purchase technology.

For example, $27,520 would fully fund WHS Science Laptops, WMS and HES Visual Arts Technology and WHS Videography Purchases.

Future Base Budget Reductions: In FY 19 ($91,896), FY 20 ($125,400) and FY 21 ($166,585) we will be able to have base budget reductions to help limit further budgetary growth in the operating

budget as historical lease obligations extinguish.

Interest Rate Fluctuation: A 1% increase in interest rates will cost approximately an additional $11,000 over the life of each lease.

18

Fiscal Year Cash Purchase of Equipment

Lease Purchase of Equipment

Variance

2018 $332,219* $453,696 $(123,477)

2019 $435,000 $477,430 $(42,430)

2020 $435,000 $467,660 $(32,660)

2021 $435,000 $462,520 $(27,520)

2022 $435,000 $462,520 $(27,520)

$2,072,219 $2,323,826 $(251,607)

*Includes 3 year lease items of infrastructure and instructional refresh

Investment Area # 2

19

PROFESSIONAL LEARNING & GROWTH

Professional Learning & Growth

Funding would support curriculum and professional development in several core areas:1. Developing Global Citizens:

◦ Critical and Creative Thinking

◦ Effective Communications

◦ Literacy (Reading and Writing Instruction with Teachers College Assistance)

◦ Math

2. Revisions of the Science Curriculum to align with Next Generation Science Standards

3. Gauging Student Progress:◦ Use of data and information by teachers and school administrators to help improve student outcomes

4. Tri-State Consortium◦ Site visit to review writing program

5. Digital Learning Professional Development for teachers and administrators with the 1:1 initiative and implementation of the Learning Management System

20

Investment Area # 3

21

HEALTHY LEARNING ENVIRONMENT

Healthy Learning Environment

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• Emotional Intelligence is a central element of Health Learning Environments• A three year plan is underway to incorporate district-wide the concepts and approaches of Emotional Intelligence

• FY 2017--training staff at WIS and WMS, as well as planning for District implementation. • FY 2018--training staff at HES and WHS, and begin implementation with students at WIS and WMS• FY 2019—begin implementation with students at HES and WMS, while continuing work at WIS and WMS• The roll-out plan is summarized in the following table.

Healthy Learning Environment

Emotional Intelligence Implementation Schedule

2016-2019

YearDevelopment Phase Implementation Phase

Schools Activity Schools Activity

2016-17 WIS, WMSTrain school-based teams and

faculties2017-18 HES, WHS WIS, WMS

Roll out to students

2018-19 HES, WHS

Healthy Learning Environment

23

Healthy Learning Environment also is addressed by increased scheduling flexibility for WHS juniors and seniors.

• The flexibility would be obtained by reducing credit requirements in Physical Education (PE).

In a plan supported by WHS administrators and teachers, and now under review by the Board of Education for

ultimate approval, the new requirements would reduce PE credits from 1.4 to 1.0, eliminating one quarter of class

time during the junior and senior years.

We currently are over the state requirement for PE, allowing us to make this reduction.

The change would provide juniors and seniors valuable choice and flexibility in their schedule, ideally mitigating

stress during an especially intense phase in high school.

We would encourage students to avail themselves of the weight room and dance/exercise room, so that exercise

would be encouraged as a life habit for stress management.

The change would provide a budget saving of 0.5 FTE.

Investment Area # 4

24

SPECIAL EDUCATION

Special Education Spending DRG A Comparison (FY 17)

DRG A District % of Budget

Ridgefield 16%

Westport 18%

New Canaan 19%

Weston 20%

DRG A Average 21%

Easton-Redding-Region 9

22%

Darien 23%

Wilton 25%

25

0%

5%

10%

15%

20%

25%

Ridgefield Westport NewCanaan

Weston DRG AAverage

ER9 Darien Wilton

SPED Spending as % of Budget

Ridgefield Westport New Canaan Weston DRG A Average ER9 Darien Wilton

Special Education Recommendations

Maintain Effective School Solutions (ESS) ◦ Year 2 of ESS◦ Continue support for ESS, which in its first year of implementation appears to

be effectively addressing complicated student needs within district in a relatively cost-efficient fashion.

Hire an additional BCBA to reduce contracted services and enhance behavioral services within the district.

Centralize School Based Special Education Clerical Support to improve quality control and efficiency

26

Special Education Efficiencies & Reductions

Eliminate contracted services for Behavioral Services in Special Education and hire an additional BCBA employee.◦ Contracted Cost: $(150,000)

◦ BCBA (excluding health benefits) $83,206

◦ Net Savings: $(66,794)

Reduction in Special Education Tuition due to students either aging out or graduating◦ Tuition Reduction: $(349,366)

◦ Reduction of 2.0 FTE Para Educators (Excluding Health Benefits) $(78,400)

◦ Reduction in Excess Cost: $125,000

◦ Net Savings: $(302,766)

Eliminating School Based Special Education Secretary’s and creating 1 centralized Special Education Administrative Assistant based in WIS◦ Reduction of 1.3 FTE (Excluding Health Benefits) $(69,036)

◦ 1.0 FTE Centralized Administrative Assistant (Excluding Health Benefits) $53,346

◦ Net Savings: $(15,690)

Increase in IDEA Grant and Carry-over Funds available $(24,111)

Net Savings within Special Education: $(409,361)

27

Investment Area # 5

28

STRENGTHENING ELEMENTARY

ADMINISTRATIVE SUPPORT FOR SCHOOLS

Elementary Administrative Support

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Recommend increasing the Assistant Principal position at Hurlbutt Elementary School from its current 0.6 FTE to 1.0 FTE. Three facts are

paramount:

1. The position was reduced when it was anticipated that Hurlbutt enrollment would be decreasing markedly. Instead, Pre-K through 2

enrollment is projected to increase to 459 in FY 2018.

2. Assistant principals play an essential role in instructional leadership, school climate and operations & management in our schools.

Several responsibilities address State mandated tasks, such as teacher evaluations, administration of PPTs (as part of SPED), bullying and

behavioral investigations, and Safe School Climate oversight.

3. DRG A schools with enrollment comparable to Hurlbutt all have a 1.0 FTE assistant principal.

• No elementary school in DRG A with more than 370 students has less than a 1.0 FTE assistant principal.

• With just a 0.6 FTE assistant principal at Hurlbutt, Weston has the third highest enrollment to assistant principal FTE ratio in DRG A,

with a 1:628 ratio compared to the average of 1:498 students.

• If Weston increases the Hurlbutt Assistant Principal to 1.0 FTE, we would drop to a 1:481 ratio, a position approximate to the DRG A

average.

Importance of Assistant Principals

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Instructional Leadership

• Supervises and evaluates certified and non certified staff

• Conducts Teacher Evaluations*

• Conducts classroom walkthroughs

• Serves as an administrator for PPT’s*

School Climate

• Manages student discipline

• Conducts Bullying Investigations*

• Serves as Safe Climate Specialists*

• Serves at Title IX Coordinator

• Handles school related transportation issues (arrival, dismissal, behavior)

Operations

&

Management

• Creates school master schedules and duty roster

• Facilitates safety and security meetings and drills

• Serves as Tools for School Liaison

• Handles facility related requests and coordinates with Facilities Department.

• Serves as administrator in charge when principal is out of the building.

• Manages lunch and recess

*State mandated responsibilities that must be handled by an administrator.

DRG A Comparison for Elementary Assistant Principal

District School Enrollment Assistant Principal

Enrollment/AP FTE

Westport Coleytown 381 2 191

Westport Green Farm 383 2 192

Westport Saugatuck 488 2 244

Westport Kings Hwy. 501 2 251

Westport Long Lot 531 2 266

Wilton Miller Driscoll 730 2 365

Wilton Cider Mill 832 2 416

Darien Royle 433 1 433

Darien Ox Ridge 456 1 456

Darien Holmes 462 1 462

Darien Tokeneke 470 1 470

Darien Hindley 501 1 501

Weston WIS 521 1 521

New Canaan South 537 1 537

New Canaan East 544 1 544

New Canaan West 547 1 547

Ridgefield Veterans Park 299 0.5 598

Redding Redding 615 1 615

Ridgefield Barlow 322 0.5 644

Ridgefield Ridgebury 330 0.5 660

Ridgefield Farmingville 331 0.5 662

Easton Staples 665 1 665

Ridgefield Branchville 365 0.5 730

Weston Hurlbutt 441 0.6 735

Ridgefield Scotland 370 0.5 74031

No Elementary School with more than 370 students in DRG A has less than a FT Elementary Assistant Principal.

Hurlbutt has the 2rd highest Enrollment to FTE in DRG A) only behind Scotland Elementary in Ridgefield).

Hurlbutt Projected Enrollment in FY 18 is 459

Elementary Enrollment to Assistant Principal FTE

229

391

464 481 543

615 628665 672

498 498 498 498 498 498 498 498 498

100

200

300

400

500

600

700

800

900

100

200

300

400

500

600

700

800

900

Westport Wilton Darien Weston withChange

New Canaan Redding Weston Easton Ridgefield

Enrollment to FTE Average

32

HURLBUTT ELEMENTARY SCHOOL

Weston students begin their journey of learning at Hurlbutt Elementary School

33

Hurlbutt Elementary SchoolHighlights

Welcoming, Safe and Secure Educational Setting

Growing Enrollment – PreK-2 Increasing by 15 Students to 459

Restoration of Assistant Principal to 1.0 FTE –◦ Aligns position with essential role in Instructional Leadership, School Climate and Operations and Management of

School

◦ Aligns position with average adult: student ratios in DRG A districts

Robust intellectual work and support via Classroom Teachers, Interventionists and Para-Educator’s in reading, writing and math

Embedded digital resources and technology through Learning Resource Center and classrooms

Implement Emotional Intelligence Initiative for professionals (with expansion to students in subsequent year)

34

Caring, Responsive Community of Learners—

Fostering pride in each student’s developing

abilities

35

WESTON INTERMEDIATE SCHOOLHighlights

Highest Intellectual Development Priorities◦ Implementation of revised reading curriculum, aligned with current writing curriculum – within the Reading and Writing Workshop

model of instruction (Teachers College)

◦ Ongoing implementation of math curriculum

◦ Continuation of 1:1 Digital Learning as tool for robust teaching and learning

◦ Increased use of student data to provide individualized instruction

◦ Support 21st Century Skills by embedding AIM (Academic Innovation and Measurement) outcomes across curriculum

◦ Enrichment opportunities to extend learning beyond the classroom

Top Healthy Learning Environment Priorities◦ Implement Social-Emotional Learning (SEL) curriculum through Positive Behavioral Interventions and Supports (PBIS)

◦ Expansion of Emotional Intelligence Initiative from professionals to students

36

WMS is committed to providing students with an exemplary middle level education—with dedicated teachers as critical resources to help students develop essential capacities and

content knowledge to achieve at high levels

37

WESTON MIDDLE SCHOOLHighlights

WMS faculty & staff believe that middle school years are key to academic growth and social-emotional development.

Intellectual Development Priorities◦ Teaming model remains paramount as component of effective instruction, drawing on

interdisciplinary team that share same students for core academic subjects◦ Intervention and support programs will continue in reading, as well as Organization and Study Time◦ Practical and Fine Arts augment core academic work to develop critical thinkers, creative problem

solvers and effective communicators◦ Digital Learning & Technology

◦ Launch implementation of 1:1 digital tools for all grades to strengthen teaching and learning

Healthy Learning Environment Priorities◦ Expansion of Emotional Intelligence Initiative from professionals to students◦ Revision of Co-Curricular Programs to meet needs and interest of all students

◦ Added School Newspaper, Gay/Straight Student Alliance, and Chess Club

38

WESTON HIGH SCHOOLWeston High School focuses on rigorous instruction that will prepare students to graduate ready to thrive in an increasingly complex world. On several indexes, WHS repeatedly ranks as one of the premier secondary schools in Connecticut and nationally.

39

WESTON HIGH SCHOOLHighlights

Intellectual Development Priorities ◦ Continue comprehensive program of studies, including 19 AP courses and a wide range of challenging courses in all

academic disciplines

◦ Growing demand for Mandarin Chinese, Spanish and Project Lead the Way (pre-engineering)

◦ Continued support of digital citizens through integration of skills including critical thinking, communications, collaboration and innovative design

Healthy Learning Priorities◦ Alleviate student stress.

◦ Provide more open time during junior and senior years with modification of Physical Education requirement to better align with state and competing districts

◦ Implement Emotional Intelligence Initiative for professionals (with expansion to students in subsequent year)

Cross-Cutting Priority◦ Continue vigorous opportunities in Athletics, Visual and Performing Arts, co-curricular programs and Community Service

40

FY 2018 RECOMMENDED OPERATING BUDGET

41

Fiscal Year 2018 Recommended BudgetCategory Fiscal Year 2017 Fiscal Year 2018 % Increase

Salaries & Wages $30,768,762 $31,551,837 2.55%

Benefits $8,840,388 $9,395,674 6.28%

Professional Technical Services $1,365,721 $1,244,622 -8.87%

Property Services $2,017,657 $1,997,394 -1.00%

Other Services $4,017,133 $3,748,698 -6.68%

Supplies & Materials $2,505,289 $2,603,602 3.92%

Equipment $25,730 $306,917 1,093%

Other Objects $95,633 $101,083 5.70%

Revenue $(946,597) $(902,911) -4.62%

Total $48,689,715 $50,046,916 2.79%

42

Weston’s Historical Budget Appropriations

Fiscal Year Approved Budget $ Increase % Increase

2010 $43,975,602

2011 $44,697,024 $721,422 1.64%

2012 $45,166,337 $469,313 1.05%

2013 $45,587,192 $420,855 0.93%

2014 $45,575,418 $(11,774) -0.03%

2015 $47,364,855 $1,789,437 3.93%

2016 $48,503,782 $1,138,927 2.40%

2017 $48,689,715 $185,933 0.38%

43

Average 7 Year increase 1.47%Average 5 Year Increase 1.52%Average 3 Year Increase 2.24%

Excluding FY 2015 average increase in Weston’s Budget has been 1.06%

Contractual Budget Pressures (Excluding Insurance)

Contractual Budget Increases:

◦ WTA $587,778

◦ WAA $56,443

◦ AFSCME $143,760

◦ Unaffiliated $67,099

◦ FICA and Pension $80,452

◦ Transportation $30,653

◦ Shamrock, City Carting, Zenon Plant, CIRMA $28,003

◦ Electricity and Heating Expenses $68,576

Total Contractual Budget Increases $1,062,764

44

Impact of Increased EnrollmentEnrollment (2.0 FTE Teachers added in FY 17) $118,881

Kindergarten Para Educator due to enrollment $29,375

Team Leader Restoration $8,456

Total Budget Increase due to Enrollment: $156,712

45

Excludes Health Insurance

Impact due to Reduction in State and Federal Aid

ERATE Reduction $19,255

CEN (Internet) Reduction $10,000

Total $29,255

Current ECS Funding $381,480

State Reduction to ECS Funding $(118,049)

Remaining ECS Funding as of January 2017* $263,431

*Further Reductions Possible

46

Educational Cost Sharing (ECS)

Fiscal Year ECS Funding

FY 2018* $263,431

FY 2017 $263,431

FY 2016 $845,528

FY 2015 $948,564

FY 2014 $948,564

FY 2013 $948,564

FY 2012 $948,564

FY 2011 $948,564

FY 2010 $948,564

FY 2009 $948,564

47

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

$1,100,000

$1,200,000

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

ECS Funding

ECS Funding

In FY $2017, Weston Public Schools received an ECS reduction of $464,048 or 55% of its total ECS Funding. This reduction resulted in budgetary cuts of:

• $248,620 of capital projects (Air Conditioning, Library Learning Commons)• $215,428 of operating expenses (Technology Integrator, Applications Specialists,

Groundskeeper, Supplies, Facilities Projects)*Projected ECS Funding

Budget Requests

Staffing Requests:

◦ Increase the Hurlbutt Assistant Principal to 1.0 FTE $55,374

◦ Additional FTE for Math Intervention at WIS $11,398

◦ Assistant Varsity Coaches (Cheerleading, Girls Basketball) $8,154

◦ Total Staffing Requests: $74,926

Technology Requests:

◦ 1:1 at Weston Middle School $210,705

◦ New Staff Technology and Science Laptops $51,000

◦ Visual Arts and Videography Technology $8,230

◦ Technology Refresh $55,450

◦ Learning Management System $20,123

◦ New Software (Tableu, Talent Ed, CABE Meeting Manager) $21,750

Total Technology Requests: $367,258

Other Requests:

◦ Easton Re-enactment Group, Magnetic Whiteboards, Cafeteria Table at HES, Wooden Art Benches at WHS, Minority Outreach $13,552

Total Other Requests $13,552

Total Requests $455,736

48

Personnel Reductions & Re-Allocation’sStaffing Reductions:

◦ Technology Integrators $(151,513 )

◦ Special Education Para Educators $(78,400)

◦ Eliminate 0.5 FTE copy center clerk and staff copy center with 1 individual $(29,869)

◦ Centralized Special Education Clerical Staff $(15,690)

◦ Technology Reorganization $(25,260)

◦ Security Reorganization $(65,984)

◦ Custodial/Maintenance Reorganization $(1,592)

◦ 0.15 FTE Certified Staff Reduction at WHS $(21,526)

◦ 0.46 FTE Clerical Staff Reduction at WHS $(21,479)

Total Staffing Reductions: $(411,313)

Staffing Re-Allocations:

◦ Staff Accountant Re-allocated from Business Office to Weston High School $0

◦ Copy Center Clerk Re-allocated from Copy Center to Weston High School $46,418

◦ Transfer Special Education Clerical to Copy Center $0

Total Staffing Re-allocations: $46,418

49

Additional ReductionsSpecial Education Reductions:

Special Education Out of District Tuition $(224,366)

Special Education Contracted Services◦ Reduction to Contracted Services (CCCD) $(150,000)◦ Additional BCBA $83,206Total Special Education Contracted Services Reduction: $(66,794)

Total Special Education Reductions: $(291,162)

Revenue Increases:• IDEA Grant Increase $(24,111)• Strategically increase open choice students $(75,000)• Request Board of Finance to retain all non resident student tuition $(35,000)• Change in Facility Rental Billing Structure and Accounting• Increase Athletics Administrative Assistant from 0.83 FTE to 1.0 FTE and transfer Facility Rental Responsibilities $8,839◦ Allocate clerical charge to Facilities to partially offset existing employees salary $(17,500)Net Revenue: $(8,661)

Total Revenue Increases: $(142,772)

50

Reductions to Close the Budget Gap

51

Cost Center Amount

HES, WIS, WMS, WHS $1,963

Athletics $3,362

SPED/PPS $4,700

Curriculum $(7,479)

Technology* $(61,916)

Security* $5,906

District Administration $40,697

Facilities* $8,201

Transportation $(19,940)

Copy Center $10,223

District Wide $(44,530)

Total $(58,815)

Includes overtime increases

FY 2018 Budget Excluding Internal Services Fund

FY 2017 Budget $48,689,715

(Less FY 17 Internal Services Contribution) $(6,349,035)

FY 2017 Budget $42,340,680

Contractual Budget Pressures $1,062,764

Enrollment Budget Pressures $156,712

State and Federal Aid Budget Pressures $29,255

Budget Requests $455,736

Total Budgetary Increases: $1,704,467

Budget Reductions: $(857,643)

FY 2018 Budget (Excluding Internal Services Fund) $43,187,504 or 2.00%

FY 2018 Budget (Excluding Internal Services Fund & Enrollment Pressures) $43,030,792 or 1.63%

52

INTERNAL SERVICES FUND

53

Insurance

The Internal Services Fund is projected to need a budget increase of $510,376. The main drivers of this increase include:Expenditures:

◦ Medical Claims + Reduction in Staff: $548,986

◦ Stop Loss Insurance: $115,346

What is Stop Loss Insurance: Medical stop loss is an insurance product that provides protection against catastrophic or unpredictable losses above $175,000 for each individual. It is purchased by employers who have decided to self-fund their employee benefit health plans, but do not want to assume 100% of the liability for losses arising from the plans.

Weston:

54

High Claim Cost # of High Claimants

Total Claims High Claims as a % of Total Claims

FY 14 $2,611,051 22 $6,098,739 43%

FY 15 $2,227,217 16 $5,535,569 40%

FY 16 $3,390,267 24 $6,397,506 53%

FY 17* $960,504 9 $2,172,678 44%

*Represents only 4 months in FY 17

High Claimants ($50,000 or higher for an individual) has caused stop loss insurance to increase 23%. These claimants have spiked in FY 16 and the first half of FY 17. This population makes up approximately 7% of our total insured population.

Stop Loss Insurance

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Fiscal Year

Stop Loss % of ISF Expenditures

FY 2018 $622,000 7%

FY 2017 $506,654 6%

FY 2016 $455,288 6%

FY 2015 $368,868 5%

FY 2014 $328,874 4%

$328,874 $368,868

$455,288 $506,654

$622,000

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Stop Loss

Stop Loss

Stop Loss Insurance has been a growing expenditures within the Internal Services Fund as increased 89% since FY 2014.

Internal Services Fund Balance

Fiscal Year Fund Balance

% of Claims

FY 18 Projected $1,981,657 28%

FY 17 Projected $2,435,815 38%

FY 16 $2,793,243 44%

FY 15 $2,702,892 49%

FY 14 $1,668,288 27%

FY 13 $2,184,405 38%

FY 12 $2,554,225 46%

Average Fund Balance

$2,331,504 38%

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Internal Services Fund Balance is intended to protect against:

-Aggregate Stop Loss- Aggregate Stop-Loss Insurance is a policy designed to limit

claim coverage (losses) to a specific amount. This type of coverage is to ensure that catastrophic numerous claims (aggregate stop-loss), do not upset the financial reserves of a self-funded plan. This is 15% of expected claims.

-IBNR- Incurred but not reported (IBNR) claims is the amount owed by an insurer to all

valid claimants who have had a covered loss but have not yet reported it. Since the insurer knows neither how many of these losses have occurred, nor the severity of each loss, IBNR is an estimate. This has averaged 12.75% over the last three fiscal years.

FY 2018 Expected Claims: $7,141,106

Aggregate Stop Loss Reserves: $1,071,166IBNR Reserves: $910,491Total Reserves Recommended: $1,981,657

DRG A Fund Balance ComparisonDistrict Fund Balance % of Claims Rank

New Canaan 10.10% 5

Easton-Redding-Region 9 11.86% 4

Westport 16.21% 3

Wilton 20.00% 2

Weston 27.75% 1

Average 17.18%

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Darien and Ridgefield are fully insured.

FY 2018 Budget with

Internal Services Fund Contribution

FY 2017 Budget $48,689,715

(Less FY 17 Internal Services Contribution) $(6,349,035)

FY 2017 Budget $42,340,680

FY 2018 Budget (Excluding Internal Services Fund) $43,187,504 or 2.00%

Internal Services Contribution $6,859,411

FY 2018 Budget Recommendation $50,046,915 or 2.79%

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CAPITAL BUDGET REQUEST

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Capital Budget Request (Tier 1)

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Tier 1 FY 2018

Air Conditioning for South House and East House Classrooms with Electrical Upgrade (21 classrooms)

$280,000

Engineering Study for Knee Walls at Weston Intermediate School $15,000

Removal and Replacement of Oil Tank at Hurlbutt $60,000

Refinish New Gym Floor at Weston High School $35,000

Chevy Suburban replacement Special Education Vehicle* $0

Replace Cove Base and Ceiling Tiles in Hallways at Weston Middle School $27,000

9-11 Enable Device for Telephone System $30,000

Energy Management Upgrade at WMS $15,000

HVAC Controls for G Wing at WMS $20,600

Total $482,600

*Also included is $52,250 for a replacement Chevy Suburban Special Education vehicle to be funded out of the town vehicle sinking fund.

Capital Budget Request (Tier 2)

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Tier 2 FY 2019

Repair Knee Wall at Weston Intermediate School $300,000

Replacement of Turf Field* $315,000

Replacement and Relocation of the NOC $25,000

Removal and Replacement of Oil Tank at WMS and WHS $125,000

Total Tier 2 $765,000

*The balance of funds for the Turf Field Replacement will come from the Sinking Fund.

Capital Budget Request (Tier 3)Tier 3 FY 2020

Upgrade Bathrooms in Academic Area at Weston Middle School $300,000

Ventilation in Team Rooms at Weston High School $30,000

Art and Science Room sink replacement at Weston Middle School $20,000

Hybrid PBX Phone System $225,785

Master Plan Sinking Fund $330,000

Total Tier 3 $905,785

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Concluding Statement

Investing in Excellence with Compassion

◦ Advancing Intellectual Rigor and Caring Community

◦ Framed by Strategic Goals

◦ Funding to Maintain Excellence

◦ Targeted Investments

◦ Tough Decisions on Reductions

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