Norwalk Public Schools Recommended Plan and Budget for FY 2014/2015 and Beyond

1. Norwalk Public SchoolsRecommended Plan and Budgetfor FY 2014/2015 and Beyond December 10, 2013

2. NPS 2014-15 Budget Development Process 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

3. 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. Community and Focus Group Input 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

5. 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.

6. 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.

7. 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.

8. Goals • Children are ready to enter Kindergarten. • Students meet the goal level in 3rd Grade reading. • Children demonstrate Mastery in CCSS Mathematics. • Norwalk students demonstrate Mastery in CCSS ELA. • ELL students will meet/exceed State Annual Measurable Achievement Objectives. • Norwalk’s schools reach higher performance. • Norwalk students graduate from high-school “College and Career Ready.”

9. 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

10. 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)

11. 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

12. 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

13. Enrollment Trends: Total Enrollment Enrollment based on 10/1 data

14. Enrollment Trends:Free & Reduced Lunch Eligibility 48% 39% Enrollment based on 10/1 data

15. Central Office FTE’s

16. ECS Funding and Enrollment CONNECTICUT DISTRICT REFERENCE GROUP (DRG): H

17. Revenue Assumptions for 2014/2015 • 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

18. Expense Assumptions for 2014/2015 • 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%.)

19. FY 14/15 Key Expense Drivers

20. 2014/2015 Budget Summary

21. 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.

22. Plan and Budget Highlights • 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

23. Plan and Budget Highlights • 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

24. Budget Reductions & Reallocations • 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

25. Summary • 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.

26. What is a Multi-Year Model? • 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

27. Multi-Year Model Assumptions • 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

28. Multi-Year Model Assumptions • 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

29. Multi-Year Projection

30. Multi-Year Model Budget Pressures • 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

31. 2015-16: Target Areas for Budget Analysis and Recommendation 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

32. 2015-16: Target Areas for Budget Analysis and Recommendation 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