Long-Range Planning UPDATE 2018-19 THROUGH 2022-23 1
White Pl Plain ins Ci City ty Sc School Dis Distr trict Strategic Pl St Plan Core beli liefs: Vis ision: We believe that: We aspire to unlock the infinite and unique potential • All people have intrinsic value. of each student, every day. • Celebrating and embracing diversity enrich life. • All people can learn, grow and contribute. Mis ission: • Every choice matters, and that people are responsible for their choices. Educate and inspire all • Respect, honesty and trust empower. students, while nurturing their dreams, so they learn continually, • When people serve the community, both the think critically, pursue their individuals and the community benefit. aspirations and contribute to a • High expectations promote high achievement. diverse and dynamic world. 2
White Pl Plain ins Ci City ty Sc School Dis Distr trict 2018 2018-21 Prio rioritie ies & St Strategies Immediate prio Im iorities: apply sig ignificant focus, res esource and attention • Provide access to a deliberately designed, rigorous, enriched curriculum that challenges and meets the needs of each student. • Reduce the number of chronically absent students. • Welcome, engage and nurture relationships with our families and community. Core str trategies: continue to im improve performance • Increase access to holistic wellness supports for all students so that they are ready to learn. • Recruit, hire and retain a diverse and talented staff. • Finalize, approve and implement the master facility plan and multi-year capital project. • Forge and sustain critical partnerships to increase opportunities available for students. • Publicly celebrate and highlight student and district successes. *District Professional development will support our priorities and strategies. 3 3
Why is Planning Important? Turbulent economy State Aid Tax Cap Federal Tax Code Tax Certiorari Aging Facilities Continued increase of students in poverty Policy Changes: ◦ Teacher evaluation ◦ Assessment ◦ Data Privacy ◦ Learning Standards 4
Encourages SDs to be effective & efficient in the management of school resources Encourages the reallocation of resources to maximize student outcomes What it does… Critical to maintaining sound fiscal health , while maintaining programs for students Links to multi-year budgets to show decisions necessary to maintain programs and fiscal stability over the long-term Assists administrators & school boards in understanding the long-term impact of decisions made today 5 5
Financial CONSERVATIVE ASSUMPTIONS HAVE BEEN DEVELOPED TO Landscape GUIDE FUTURE DECISION MAKING 6
Tax Levy Cap Components Allowable Growth Factor Consumer Price Index is anticipated to be >2%; allowable cap is limited to 2% Tax Base Growth Factor 1.0113% (real property added to the tax rolls) Payment in Lieu of Taxes Estimate held flat (PILOTS) Property tax rolls do not become final until 3/1 Potential - 2 properties could return to the tax rolls and 4 Revenue properties could be removed, pending finalization of Westchester County (IDA) Note: When property returns to the tax rolls it creates an increase in the levy, when Assumptions properties are removed it decreases the levy Capital Levy Exclusion reflects a net increase based on debt service, capital expenditures, state aid and use of debt service reserve – 0.43% Tax Levy Cap 2019-20 estimate at 3.66%, dependent upon final tax rolls Subsequent years have been forecasted with a 2% allowable growth factor and a decrease in the capital levy exclusion due to increase in state aid; all other elements of the calculation have been held flat 7
State & Federal aid have been projected Local resources (other tax items, interest It is probable that there will be additional to remain flat at the current budget levels earnings, tuition, etc.) have been revenues in subsequent years but given projected to remain flat at the current the economic outlook it is advisable to budget levels take a conservative view Revenue Assumptions 8
WHITE PLAINS CITY SCHOOL DISTRICT BUDGET 2019-2020 CHANGES IN GRADE ENROLLMENT (without new housing developments) Actual Projected 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 GRADE K 509 515 530 544 517 539 532 508 525 526 1 562 494 529 509 540 512 531 524 500 517 2 530 542 484 528 490 531 501 519 512 489 3 544 522 517 488 519 487 525 495 513 506 4 498 543 513 537 482 518 484 521 492 509 5 541 495 545 530 541 489 523 489 526 497 SC Elementary 157 157 158 140 150 120 104 104 104 104 6 505 537 470 531 524 533 482 515 482 518 7 480 513 541 465 526 524 533 482 515 482 8 474 473 516 549 463 526 524 533 482 515 SC Middle School 109 106 92 96 83 97 97 111 86 75 9 484 482 491 532 566 477 541 539 549 496 10 463 468 472 475 506 547 461 523 521 530 11 463 447 445 476 462 493 533 449 510 508 12 444 461 437 453 482 464 496 536 451 513 SC High School 159 164 154 138 129 114 118 112 124 125 Alt. High School/SC 132 135 116 133 125 131 131 131 131 131 Total K-12 7,054 7,054 7,010 7,124 7,105 7,102 7,116 7,091 7,023 7,041 Out-Placed 89 97 81 74 60 65 65 64 64 64 Total Enrollment 7,143 7,151 7,091 7,198 7,165 7,167 7,181 7,155 7,087 7,105 CHANGE - 8 (60) 107 74 2 14 (26) (94) (50) % Change 0.00% 0.11% -0.84% 1.51% 1.04% 0.03% 0.20% -0.36% -1.31% -0.70% 9
Personnel Costs: Reflected in accordance with the existing bargaining unit agreements Employee Benefits: • Pension Plan Contributions: •Teacher’s Retirement System (TRS) – projected to be 9.50%, a decrease from the current year of 10.55% •Employee’s Retirement System (ERS) – projected to be 14.60%, a slight decrease from the current year of 2% Expenditure • Actuaries project increases in subsequent years • Health Insurance – composite rate increase is 4.415%, future increases have been projected Assumptions at 7%, similar to industry standards Tax Certiorari Refunds: • District is self-funded • Average yearly refunds are estimated at $6 million per year • Reserve for Tax Certiorari - based on legal counsel’s estimate of exposure is $57m Debt Service – remains flat at $9.9 million each year Other Contractual, i.e. utilities, BOCES, property insurance has been estimated at annual increases of 3% to 4% 10 10
Security & Safety: • Provide security at each elementary building • Additional support on the grounds of the High School Food Service: • Reallocate cost of recess monitors to General Fund • Provide succession plan with addition of an Assistant Director of Food Service to support the administration of the program. Expenditure Transportation: Assumptions • Savings $1.6 million • Significant improvements in operations & communication by bus contractor • Rates are reasonable within the local region • Extend current contract at approved Education Law rate District-Wide: • Fund Co-curricular club advisors who have been providing services in excess of 1 year • Provide a New York State Seal of Biliteracy Program Advisor • Through attrition, provide a higher level of support in Business Office • Provide additional clerical support in Human Resources One-time only expenses – evaluated in conjunction with Fund Balance Projections in March, in an effort to reduce taxpayer burden by eliminating from annual budget 11 11
Continue Continue Use Plan Master Continue to capitalize on Continue to include in the Use Capital Reserve for Master Planning Plan to establish a New any available funds for one- annual operating budget, 2019-20: Committee has been hard Capital Reserve in 2019 time only projects minor projects of $2.5 at work looking at the • Replacement of the turf to defray future million District’s needs over the fields - HS & HLDS taxpayer expense long-term and will provide • Pool renovation • The existing capital options for the Board to • HS vestibule reserve was authorized in consider regarding next • HS Electrical system May 2016 and it is steps • Windows, lintels, and anticipated that it will repointing at HLDS reach its maximum June 2019 Facility Plan 12
Instructional Priorities & Long-Range Planning WHITE PLAINS CITY SCHOOL DISTRICT JANUARY 14, 2019 13
Pre-K Program Expand the work of the Pyramid model (grant-funded) to support the socio-emotional wellness of our students Maintain strong working relationships with our community-based collaborative partnerships Continue to develop and nurture home-school connections with parents and caregivers Re-apply for the full-day grant as we are in the final year of our current grant cycle 14
Social and Emotional Learning K-12 Expand guidance program from grades 6-12 to grades K-12 School Counselor for the elementary schools Create a multi-tiered system of support including : Trauma Informed work and Mindfulness Nurture partnerships with community agencies Conduct a districtwide Climate Survey 15
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