holderness central school proposed budget 2012-13 february 8, 2012
TRANSCRIPT
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Holderness Central School
Proposed Budget2012-13
February 8, 2012
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Bottom Line
3.7% increase in district assessment; $146,904 (includes $47,500 to capital reserve)
21 cents/$1,000 tax rate increase
2.2% increase in operating budget; $97,484 ($51,363 returned as revenue on the 2010/2011)
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Increases from 2011/12 BudgetCategory Increase Comments
Health insurance $66,373 Projected increase of 12.7%
State retirement system
$33,294 Reflects legislative change making local government responsible for 100% of employer share
Salary and longevity pay
$15,431 3rd year of teacher CBA; 2nd year of support staff CBA; net of reductions in workforce
Repairs & Maintenance
$ 8,000 Increase primarily reflects recent historical experience including cost of roof shoveling
Heating oil $ 7,000 Volume of oil used has decreased by 40% since school renovation
SAU $ 6,543 Increase primarily reflects health insurance and retirement increases
Transportation $ 5,855 Includes general and special education transportation costs
Substitute Salaries $ 5,000 More accurately reflects recent historical expenditures
Occupational Therapy
$ 3,995 Contract service; cost driven by projected student needs
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Reductions from 2010/11 Budget
Category Decrease Comments
Staff Reductions $27,817 0.5 FTE Middle School Teacher; 0.25 FTE Teaching Aide
Out of District Tuition $20,000 HCS has been effective in recent years at supporting high need students within our school
Equipment, Supplies and Grounds
$16,700 Educational/AV equipment requests, playground and athletic field supplies/upgrades
ACE (after school program) $ 4,999 The town budget includes $2,500 for ACE support
School Board $ 4,000
Interest payments on bond $ 9,247 Final bond payment in 2017
Total reductions from Budget Draft 1 through 4
$84,017
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Impact of Health Care CostsYEAR % INCREASE
2012-2013 12%
2011-2012 9%
2010-2011 19%
2009-2010 2%
2008-2009 16%
2007-2008 11%
2006-2007 14%
Annual Average Increase 12%
Health insurance expenditures now comprise 13.2% of the total budget
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Program Changes Since 2006
Overall Decreases Overall Increases Comments
1.0 FTE Elementary Ed 0.5 FTE Middle School increase in 2009; proposed as reduction for 2012
1.0 FTE Industrial Arts and Technology Instruction
0.5 FTE Technology Support and Instruction
0.2 FTE Art 0.2 FTE Phys Ed
0.6 FTE Health Ed Health Ed position is currently 0.2 FTE(1 day per week)
0.8 FTE Special Ed
0.5 FTE Reading Specialist
0.8 FTE World Language Program
1.0 FTE Support Staff 1 FTE added in 2011 as result of IEP need; 0.25 FTE proposed reduction for 2012
Net change since 2006 is 3.6 FTE decrease or about 8% of the HCS workforce
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Change in Operating Budget
2007-2012
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Relative Changes in Personal Income and District
Assessments
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Enrollment2002-2011
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Average Class Size2002-2011
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Comparative Staffing Ratios2009
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Cost per Pupil2009-2010
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Additional ContextHourly Cost
180 school days x 7.5 hours x 208 students = 280,800 student hours*
$4,466,322 (total budget)/280,800 student hours = $15.91 per student hour
* Not including after school sports, clubs, theater, etc.
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PerformanceStandardized Test Scores
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PerformanceAdditional NH Context
• NH consistently has the highest NECAP scores among the 4 participating New England states
National Assessment of Educational Progress (NAEP)
• Tied for 1st (with MA) in 4th grade math
• Tied for 2nd (with 4 other states) in 4th grade reading (MA higher)
• Tied for 3rd (with 7 states) in 8th grade math (MA, MN higher)
• Tied for 4th (with 8 states) in 8th grade reading (MA, CT, NJ higher)
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High School Preparation
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High School Achievement
43% of HCS Students taking at least one Honors/AP class in 2011;31% of all other PRHS students taking at least on honors/AP class
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Post-Graduation Track
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Challenges Ahead
Continued escalation of health insurance costs
Continued cost pressures on municipalities unfunded liabilities in the state retirement system
Lower enrollment and high per pupil costs
Balancing the interests of maintaining a multi-dimensional curriculum and small classes sizes with these cost pressures
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Strengths Going Forward
Good working relationship between budget committee and school board
School leadership has initiated a new, broadly inclusive strategic planning process
Dedicated and highly experienced teaching staff
The school continues to be an asset for attracting young families to the community
High value placed on public education by the community
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THANK YOU!