Head of School's Budget Presentation February 9, 2022
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Head of School’s Budget Presentation
February 9, 2022
Mission Statement The Gilbert School is committed to assuring that all of our students are prepared to be thoughtful and productive citizens in a complex, global society. In pursuing this Mission, we believe that: • All students can learn and be successful. • All students are valued and deserve an education that addresses their academic, physical, and social/emotional needs. • All students are entitled to a safe, healthy and respectful learning environment. • All members of The Gilbert School community must uphold high expectations, be accountable, and demonstrate a commitment to excellence. • Celebrating the heritage of The Gilbert School strengthens community pride and inspires individual accomplishments.
Theories of Action Academics Culture Aspirations Belonging
Theories of Action Academics Theory of Action: If we commit to student learning and engagement by meeting the diverse needs of 21st century learners THEN student curiosity and achievement will improve. School Culture Theory of Action: If we promote a safe, healthy, welcoming learning environment THEN students will be encouraged to take academic risks and to extend their civic engagement locally and globally.
Theories of Action Aspirations Theory of Action: If we create learning experiences that support student aspirations for life beyond school THEN students will graduate with the knowledge and skills to meet the demands of the 21st century. Student Belonging Theory of Action: If we foster an inclusive school environment that respects and values all stakeholders within the community THEN student engagement and connectedness will improve.
How well are we doing? The grade-level benchmark scores for PSAT-related assessments are based on expected student growth toward the SAT benchmarks at each grade. While SAT benchmarks indicate the likelihood of success in college, grade-level benchmarks indicate whether a student is on track for college and career readiness for their grade. The benchmarks are set to reflect typical annual growth from year to year from 8th through 12th grades.
How well are we doing?
How well are we doing?
Initiatives with the 2021/2022 Budget
& Funding
• $265,00 COVID funds being used for:
• 2 English Academic Support Staff Members
• 1 Custodian
• Contract with CJR
• Roof Top Unit Upgrades
• Tent
• $154,328 In ESSER II
• Summer School (June 2021)
• Schoolwide Duct Cleaning
• English Interventionist
• Math InterventionistInitiatives with the 2021/2022 Budget &
Funding
Purchases 2021-
2022
Chromebooks 50 $11,200
Safe ware 50 $3,150
Google Education 50 $1,550
update
Teacher Monitors 59 $2,950
Promethean Board 10 $19,250
Board Mounts 17 $2,754
Chrome License for 6 $186
Chromebox
Asus Chromebox 6 $1,1822022 – 2023 Budget Process
Process started in the fall with a zero-base approach
• Reviewed invoices
• Collaborative approach
• Leadership Team submitted budgets after speaking with members of their
department.
• Countless hours of discussion with Business Office.
• Discuss and agree to enrollment projections.
• Students first approach.
• Research and analyze each driver
• Salary
• Benefits
• Professional Services
• Property Services
• Other Services
• Capital
• Athletics
• Reevaluate
• Make very very difficult decisions
Cuts discussed laterOne Community…Same Families…Our kids!
Enrollment Projections
Enrollment 7 8 9 10 11 12 Totals
2021 - 2022
WPS 75 93 89 54 65 43 419
International 4 4 9 17
Hartland 1 1
437
2022 - 2023
WPS 63 74 87 88 54 65 431
International 12
443Budget Overview Budget Overview Expenses Benefits $1,489,567 Capital $310,635 Other Services $197,197 Professional Services $520,517 Property Services $524,241 Salary $5,287,103 Supplies $214,074 Total $8,543,334
Athletics
Fall Winter Spring
7 Varsity Teams 5 Varsity Teams 6 Varsity Teams
4 JV Teams 2 JV Teams 2 JV Teams
3 MS 2 MS 2 MS
92* Student Athletes 73 Student Athletes 57 Student Athletes
participating participating participating
*Does not include members of Co-op Football
39 Student Athletes 34 Student Athletes 40 Student Athletes
participating participating participating
13 Paid Coaches 12 Paid Coaches 10 Paid Coaches
3 Paid Coaches 2 Paid Coaches 2 Paid Coaches
$360,284 is budgeted to run a comprehensive Class “S” Athletic Program.Budget Overview
Major Budget Drivers
Major Budget Drivers
Annual rates of inflation are calculated using 12-month selections of the Consumer
Price Index which is published monthly by the Labor Department’s Bureau of Labor
Statistics (BLS). ●The average here 2.15%. *sourced from Labor Department’s
Bureau of Labor Statistics (BLS) Consumer Price Index (CPI):
https://www.bls.gov/cpi/Subsidy/Income
2021/2022 2022/2023
Gate Receipts $15,000 $15,000
Drama Receipts $750 $750
Athletic Co-Op $18,200 $18,200
Subtotal $33,950 $33,950
Capital Reserve $100,000 $150,000
Total $183,950
COVID Reserve $265,000 $113,040
ESSER II Grant $331,468
Total $444,508Transparency… It’s in the details
Each item in the budget is assigned a Department/Program and
then and Object Code and Classification. For example:
Department Program Object Classification
ART 5531B01 5511 Salary
Specifically, the details are:
• Sorted by Program - pages 17-29
• Sorted by Object - pages 30-43
• Explained further in Department Narratives - pages 44-62Gross vs. Net
The 2022-2023 Proposed Gross Budget is $8,543,334 minus
COVID/ESSER $444,508 equals $8,098,826 which is an increase
of $254,898 or 3.25% over the current year’s budget. The
proposed Net Budget is $7,914,876 which is an increase of
$204,898 or 2.66% over the current year’s budget.
Gross 2021/2022 2022/2023 NET 2021/2022 2022/2023
$8,543,334 $8,098,826
$444,508 $183,950
$7,843,928 $8,098,826 $7,709,978 $7,914,786
$ +/- $254,898 $ +/- $204,898
% +/- 2.11% 3.25% % +/- 4.33% 2.66%Resources Needed to Positively Impact Student Learning, Address Mental Health, and Meet Graduation Requirements Staff Added • LMS • PE/Health • Social Worker • Math Interventionist • Support NEASC Self Study • Continue to revise curriculum to align with state standards. • Continue to increase and improve teachers’ ability to use data to inform instruction Professional Learning Communities (PLC’s).
2022 – 2023 Staffing Staff Added • Addition of 1.0 FTE LMS* • Addition of 1.0 FTE Social Worker* • Addition of 1.0 FTE Math Interventionist* • Addition of 1.0 FTE PE/Health Staff Reduction • Reduction of 1.0 FTE English Interventionist* • Reduction of 1.0 FTE Social Studies • Reduction of .8 FTE Business • Reduction of 1.0 FTE Custodian • Eliminate Summer Seasonal Help *Funded with ESSR Funds
Rationale
Staff Added
• LMS
• The Library Media Specialist at TGS focuses on the six (6) Shared
Foundations and Key Commitments of the National School Library
Standards. The curriculum is structured via these foundations and
domains. Rather than teaching units, lessons are taught based upon grade
level requirements that encompass the shared foundations. As support to
classroom teachers, lessons may dovetail using a classroom teacher’s
content, assignment, and assessment through which we scaffold library
skills. Library skills are taught through the lens of classroom content and
not in isolation.
• PE/Health
• Under the current staffing model we can not meet the graduation
requirements as outlined by our policy and state mandates.
• Math Interventionist
• Our scores…Interventionists provide individual and small group instruction
for students through scientifically-based intervention processes. In
addition, the interventionists administer diagnostic assessments as
needed, meet with teachers regularly to follow up on student progress,
and analyze assessment results in order to plan for targeted instruction.Rationale
• Social Worker
Crisis Totals to Date • The CJR contract/collaboration is not enough
• Shared position – 20 hours
911 Calls 11 • Additional CJR Staff of only 47 hours per week
• Current students in counseling – 56
DCF Ref. 11 • There is a waiting list and no new referrals are being accepted at this time.
211 4 • The social and emotional needs of our students have significantly increased. Counselors
are intervening with students in emotional distress, families in crisis, and more. With
Suicide 5 our current .5 FTE social worker, we are unable to meet the needs of our students. A
Ideation Social Worker’s typical responsibilities include:
• Crisis intervention – 211, PHP, IOP, inpatient, post hospitalization re-entry, safety
JRB 11 planning
• Case Management
Mediations 11 • Family Counseling and outreach
• DCF referrals and contacts
St. in Distress 36 • IICAP, MDFT and other services
Home Visit 6 • Risk Assessments
• Classroom consultation for behavior management
Psych. Eval 1 • Individual and group counseling
• Mediations
• Prosocial activitiesWhat is funded with ESSR III and/or COVID
funds in 2022- 2023
ESSER II Funds COVID Funds
Academic Support $104,000 $14,000
English (2) Salary &
Benefits
Library Media Specialist $89,000
Salary and Benefits
Math Interventionist $55,000 $10,000
Salary and Benefits
Social Worker $75,000 $10,000
Salary and Benefits
CJR Contract $39,000
Custodian $40,040
Licenses $8,468
Total $331,468 $113,040Historical Comparison Historical Compariso n +/- % $ +/- Gross 2017-18 ($159,678) -1.98% 2018-19 ($519,145) -6.58% 2019-20 $239,827 3.25% 2020-21 $70,079 .92% 2021-22 $162,240 2.11% 2022-23 $254,898 3.25%
Historical Comparison Historical Comparison $ +/- +/- % Net 2017-18 ($163,778) -2.05% 2018-19 ($535,045) -6.83% 2019-20 $275,427 3.77% 2020-21 ($186,997) -2.47% 2021-22 $319,816 4.33% 2022-23 $204,898 2.66%
Comparisons with 2020 – 2021 Net
Current Expenditure per Pupil (NCEP)
Averages
Winchester Public School NCEP as reported by the CSDE is
$21,328. The Gilbert Schools Tuition to the Trust and the WBOE
is $17,354
Comparison Group Average NCEP
Nearby Districts (Barkhamsted, Canaan, $23,620
Canton, Colebrook, Granby, Hartland,
Litchfield, New Hartford, Norfolk, Plymouth,
Thomaston, Torrington, Districts 1,7,10)
State Average $22,810
DRG $19,365
Sourced from CT state Department of Education (CSDE): https://portal.ct.gov/-
/media/SDE/Grants-Management/Report1/basiccon_PDF.pdfThe Editing Floor There were many requests made from teachers and the Leadership Team that did not make it into this budget: • SRO and/or Security Officer • Principal • Physics Teacher • Most if not all requests for supplies were reduced by a minimum of 10%. • All requests for funds for departmental field trips/bussing were eliminated. • Textbook requests in W.L., Math, Science eliminated. • Classroom room furniture budget drastically reduced • Requests for uniforms in Band and Athletics reduced. • Upgrades to Science Labs • Equipment for Auditorium and Band room eliminated. • Drainage project for baseball field eliminated. • Request to add personnel to Tech. Dept. throughout the year eliminated. • Tractor for the Building and Grounds Dept. eliminated
WPS Tuition
Enrollment 7 8 9 10 11 12 Totals
2021 - 2022
WPS 75 93 89 54 65 43 419
International 4 4 9 17
Hartland 1 1
437
2022 - 2023
WPS 63 74 87 88 54 65 431
International 12
443
Net Budget Total Students Per Pupil
$7,914,876 443 $17,867
WPS 431 $7,700,478
International 12 $214,398Why should OUR town embrace this
budget?
• OUR Families … our students are our greatest resource and it’s the
community’s responsibility to pay it forward and support the education of
these children for the betterment of our town and humanity.
• This budget has been built with a collaborative spirit based on the needs of
our students in order to meet the goals outlined in our strategic plan.
• As previously stated, our town is lacking in how we support and fund our
students.
• A quality education system benefits the town and its people. People will
want to come here, people will want to live here, real-estate values rise,
business come to the community which then bring tax revenues. A quality
education is good for ALL!
“Education is simply the soul of a society as it passes from one generation to
another” – G.K. ChestertonQuestions?
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