Newton Public Schools Digital Budget Book FY2027
SCHOOL COMMITTEE BUDGET FISCAL YEAR 2027 JULY 1 ST , 2026 – JUNE 30 th , 2027
WHERE EVERY STUDENT CAN THRIVE
Dr. Anna Nolin, Ed. D. Superintendent of Schools Newton Public Schools
Connect with us:
100 Walnut Street Newton, MA 02460
Phone: 617-550-6000
Website: newton.k12.ma.us
District Leadership
School Committee
Alicia Piedalue , Chair - Ward 7 Jason Bhardwaj, Vice Chair - Ward 3 Jonathan Greene - Ward 6 Arriana Proia - Ward 1 Ben Schlesinger - Ward 5
Victor Lee - Ward 8 Tamika Olszewsk i - Ward 4
Linda Swain - Ward 2 Mayor Marc Laredo
School District first-level administrative personnel Dr. Anna Nolin Superintendent of Schools & Head Teacher Liam Hurley
Assistant Superintendent, Chief Financial & Administrative Officer
Dr. Ayesha Farag
Assistant Superintendent, Elementary Education
Dr. Eugene Roundtree
Assistant Superintendent, Secondary Education & Special Programs
Casey Ngo-Miller
Assistant Superintendent, Student Services
Dr. Gina Flanagan
Assistant Superintendent, Teaching and Learning
Dr. Joany Santa
Director, Human Resources
Steven Rattendi
Director, Information Technology and Library Services
Christina Maryland, MBA
Director, Communications & Family Engagement
Allison Levit
Director, English Language Learners Program
Kathy Lopes
Director, Diversity, Equity, and Inclusion
Lisa Gilbert-Smith
Director, METCO Program
David Stickney
Director, Facilities
Dr. Katy Hogue
Chief, Data and Research
Jill Murray Grady
General Counsel
School Leadership
Preschool and Elementary Principals
Kathleen Browning Orla Higgins Averill Diana Guzzi Simone Kotraba Eric Sprung Elizabeth Herlihy Mark Chitty
617 - 559 - 6050 617 - 559 - 9300 617 - 559 - 9330 617 - 559 - 9360 617 - 559 - 9400 617 - 559 - 9450 617 - 559 - 9500 617 - 559 - 9510 617 - 559 - 9540 617 - 559 - 9570 617 - 559 - 9600 617 - 559 - 9630 617 - 559 - 9660 617 - 559 - 6450 617 - 559 - 6480 617 - 559 - 6750
Newton Early Childhood Program Angier Elementary Bowen Elementary Burr Elementary Cabot Elementary Countryside Elementary Franklin Elementary Horace Mann Elementary Lincoln - Eliot Elementary Mason Rice Elementary Memorial Spaulding Elementary Peirce Elementary Underwood Elementary Ward Elementary
Mark Nardelli Maura Morse Jacob Bultema Jamie Yadoff
Andrea Vargas Suzie Talukdar Rebecca Brogadir Anthony Byers Kate O ’ Leary
Williams Elementary Zervas Elementary
Middle and High School Principals
Bigelow Middle School Brown Middle School F . A . Day Middle School Oak Hill Middle School Newton North High School Newton South High School
Dr . Dan Green Kimberly Lysaght Jacqueline Mann John Harutunian
617 - 559 - 6800 617 - 559 - 6900 617 - 559 - 9100 617 - 559 - 9200 617 - 559 - 6400 617 - 559 - 6500
Henry Turner Tamara Stras
Budget Administration
Dr. Anna Nolin ; Superintendent of Schools
Liam Hurley; Assistant Superintendent/Chief Financial & Administrative Officer Alyssa Baringer; Finance Manager Awino Odhiambo; Budget Analyst Janelle Sutherland; Business Operations Coordinator
Budget Award
Table of Contents Executive Summary
Budget Message from the Superintendent
2-10
Organizational Section
City of Newton: History & Profile
13-14 14-18
Overview of NPS
NPS District Leadership NPS Organizational Chart NPS School Leadership NPS Strategic Plans & Goals
19 21 23
24-26 26-27
Budget Process Policies & Regulations
NPS Basis of Accounting NPS School Fund Types
28
28-31 32-34 35-37 37-39 41-42 43-46 48-49 51-57
NPS Budget Administration & Management Process
NPS Budget Guideline NPS Budget Timeline
Financial Section
Conditions and Assumptions of the Budget
NPS Budget Context Budget Summaries Budget by Account
Budget Detail by Responsibility Center Factors of the FY27 NPS Budget
58-115 116-124 125-140
NPS Additional Detail for Grants & Revolving Funds
NPS High School Athletics Budget
141
Out of District Tuition & Circuit Breaker Reimbursement
142-146 148-247 248-252 253-259 260-263 265-270 270-277 278-281
Budget by Location
Capital Improvement Plan
Staffing FTE Data Health Insurance
Per Pupil Spending Overview
Utilities Overview
Transportation Overview
Informational Section
City Of Newton Taxes & Valuation Overview
283-290
City Costs of School Debt
291
Personnel Resource Allocation Detail
292-297 298-302 303-307 308-310
Student Enrollment Detail
Student Achievement & Growth The National School Lunch Program
Newton Comparison Data with Nearby School Districts
311
Detailed Class Size Data
312-360 361-371
Glossary of Terms & Acronyms
EXECUTIVE SUMMARY The executive summary serves as a stand-alone liftable document that presents a comprehensive financial picture of the Newton Public School District in narrative, numeric and graphic form. Information provided here is also included in depth within the appropriate budget sections (Organizational, Financial, and Informational)
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SUPERINTENDENT’S BUDGET MESSAGE
Strategic Vision: Building a Foundation for Every Student The FY27 budget for Newton Public Schools (NPS) is more than a financial ledger; it is a strategic instrument designed to translate the “Portrait of a Learner” vision and our THRIVE 2030 strategic plan into daily educational practice. This budget serves as the foundation for the district’s ultimate mission: building an environment where every student has the tools to thrive. By aligning fiscal resources with this destination, we ensure that every dollar is an investment in student outcomes. The strategic plan guides our Portrait of a Learner initiative, which serves as our North Star and calls us to prioritize inclusive and rigorous learning environments. These community-created goals require us to move beyond basic operations and toward targeted academic interventions that address the diverse needs of today’s students. Every decision we make must advance our district vision of inclusive, rigorous learning environments where every student is known, challenged, and supported. To realize this vision in a volatile economic landscape, the district has adopted a new standard of financial transparency, transitioning to a reporting model that clarifies the full scale of our operations. The Transparency Shift: Transitioning from 'Net' to 'Gross' Reporting A primary objective of this budget cycle is the shift to “Gross” reporting. Historically, NPS focused on the “Net” budget—the allocation requested from the city. However, this approach provided an incomplete picture of the true cost of educating Newton’s students. By moving to “Gross” reporting, we strengthen institutional accountability and ensure the community understands the full cost of operations, which is significantly higher than the city-funded portion alone. This “all-in” approach prevents underrepresentation of our operational complexity and highlights our reliance on diversified funding streams. Currently, operations rely on over $19.55M in funding beyond the local tax allocation. To build taxpayer confidence, we are increasing transparency and providing clearer explanations of our expenses and needs.
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The 'Net' vs. 'Gross' Reality (FY26 Baseline) Component
Amount
Type
FY26 Net Budget (City Allocation)
$297.4M City-Funded
Circuit Breaker / Out-of-District (OOD)
$7.84M
Non-City Funding
Other Grants (IDEA/METCO)
$4.81M
Non-City Funding
Fees (Tuition/Athletics/Building)
$3.55M
Non-City Funding
Carryforward
$3.35M
Non-City Funding
Total Non-City Funding Sources
$19.55M
No type listed
Tenure Turnover Savings
$2.67M
Expenditure Reduction
FY26 Gross Budget (All-In Operations) $318.5M* Total Operations Note: Tenure Turnover Savings represent an internal expenditure reduction within the city budget, rather than external revenue, but are critical to bridging the gap between the Net allocation and Gross operational costs. *Free cash adjustment for K-aide support ($0.9M) and 2 additional free cash items that did not lower the budget ($0.2M) Demonstrated Fiscal Discipline: $4.0M+ in Validated Reductions The FY27 budget reflects sustained efforts to improve efficiency and modernize operations. Over recent years, NPS has implemented reductions, staffing adjustments aligned with enrollment trends, and policy changes that generate recurring savings. These efforts ensure the district remains a high-performing, financially responsible organization while continuing to prioritize student outcomes. Efficiency Milestones (FY24–FY27) • Post-Override Reductions (FY24): Executed $1.2M in total operational reductions following the failed override, including a role optimization of 5.50 FTE (Assistant Principals, Literacy specialists, and IT staff) and smart procurement cuts in software and athletics. • Data-Driven "Right-Sizing": Adhering to a strict 1:30 ratio of staff reductions to enrollment decline. o FY26: Net reduction of 10 Elementary Teachers (813k) and 2 Middle School Teachers (162k). o FY27 Projection: Reduction of 7 Elementary Teachers
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o Policy Modernization: Phasing out non-contractual Medicare Part B premium reimbursements for retirees, yielding $1.2M in annual recurring savings starting in FY22. • Internal Innovation: Implementation of the Williams Reflection Classroom, generating $217k in annual recurring savings. Through these measures and strengthened fee collections, NPS is on a path of "Strategic Savings & Revenue Generation" projected to reach a cumulative value of over $3.3M by FY30 . While these internal efficiencies are significant, they have been necessitated by historical funding gaps that have now reached a critical threshold. Performance Benchmarking: Efficiency and Competitive Positioning NPS utilizes peer district comparisons who are demographically and economically aligned to validate our fiscal health. The data indicates that Newton is delivering top-tier academic results with mid-tier funding, operating at a significantly lower growth rate than its peers.
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The Resource Gap and the COVID Relief Differential While peers accelerated investment post-COVID, Newton’s growth remained conservative. Between FY19 and FY24, Newton’s Total Budget CAGR was 3.8% , compared to the peer average of 5.93%. Even when viewed by Per Student Budget CAGR, Newton’s 6.0% growth lags behind the 6.27% average of high-spending peers. This "Resource Gap" was exacerbated by a strategic mismatch in COVID relief spending. While peer districts utilized ARPA/COVID funds for academic intervention and mental health recovery, Newton’s funds were largely directed by the City toward vaccine bonuses and HVAC maintenance. This decision deferred the essential costs of student recovery into the current operating budget, creating the intense financial pressure we face in the FY27 cycle. The FY27 Initial Recommendation: A Sustainable Path to Level Service Prior to the 2027 budget season, the Superintendent evaluated five budget models ranging from "Cuts & Reductions” to a full "Thrive Budget.” Recognizing the constraints of City finances, the Superintendent bypassed the 8-9% models to propose a sustainable Net City Request of $317.3M (6.7% increase) . Thus, my initial recommendation for this budget season was level services (6.7% increase) –simply not wanting to degrade our programs for children, and realizing what a huge request this is for our city. However, a level service request addresses current needs, and the additions of Day Reflections and Bridge special education program expansions dictated by current resident needs.
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What is “Level Service” and Why is a “Level Service” Budget So High? Critical Budget Drivers and Uncontrollable Costs A “Level Service” budget maintains the same programs, staffing levels, and services available in FY26 for FY27, adjusted for enrollment. While it introduces no new programs, it still costs more due to inflationary pressures and contractual obligations. The primary cost drivers in the FY27 cycle are contractual salary increases and rising benefit costs, both of which are growing at rates that outpace standard inflation.
Benefits Growth Analysis Benefit Type
FY26
FY27
% Increase
Health Insurance
$43,155,275
$47,406,801
9.9%
Medicare Payroll Tax
$3,015,254
$3,184,440
5.6%
Total Benefits
$47,849,220
$52,259,009
9.2%
Non-Personnel Expense Trends Historically, NPS managed non-personnel growth at a modest 3.0% (FY19–FY26). However, specific categories are now rising rapidly: Contract Services (30.3%) - Highest increase mainly due to substitutes Tuition (18.5%) : More students coupled with increased rates and student needs Utilities (15.4%) : Driven by higher delivery and supply rates as well as additional consumption due to larger school campuses and universal air conditioning requirements.
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FY27 Recommendation The Superintendent initially proposed a 6.7% increase to sustain Level Service and meet essential program needs. This proposal balanced fiscal responsibility with the need to preserve educational quality and required student services. Final School Committee Approved Budget of $ 314,575,126 (5.75%) After numerous meetings with the mayor and the executive team, the School Committee, the school Central Staff team, and many public meetings, the School Committee directed me to put forth a budget to balance with the mayor’s allocation while also keeping one of the key pillars of the Thrive vision- namely 8.0 Middle School Math Specialists. This entailed a series of further reductions and risks assumptions that are detailed below, that are part of the many trade-offs in this challenging budget year. Below please find the cost drivers that made reductions necessary despite a healthy allocation from the city. To add new math programming and support on top of that necessitated even more reductions to current programs as resources. Conclusion: The Resolution and Achievement of FY27 Budget Season Our mayor offered the district a 5.75% increase over last year’s budget and the school committee directed me to work within that number AND to provide one step toward our THRIVE 2030 strategic plan goals relating to our academic program. The School Committee’s approved 5.75% increase represents less than the required amount to preserve Newton’s current programs and services and move forward the implementation of expected new programs long desired by the district. This budget forced cuts, staffing reductions in the magnitude of $3.8M including: cuts in the following areas: • Diversity, equity and inclusion coordination, • Sustainability and long-range planning coordination, • Mental and behavioral health and services coordination and consultation, • Business office, ELL curriculum coordination and HR office staffing • Custodial and administrative assistant units. The adoption of the mayor’s allocation also meant that in order to balance the budget, the district must: • use additional revolving account revenues, one time city funding and • assume increased risk related to actual cost vs. projected cost. While I understand the fiscal finality of this allocation offer and why the school committee had to adopt it, I do not recommend it as the budget required to serve our
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children best. I do understand that we are one part of a larger Newton ecosystem of needs across the city and this budget is historic in its allocation to the students of Newton. Despite these challenges, this budget achieves the following for our students: • Adds time to the elementary Wednesday school day schedule to ensure a full- seated lunch period of 20 minutes on half days • Places the Calculus project funding partially within the district operating budget (previously grant funded) • Adds math summer school programming for students below grade-level • adds team and special education program teachers to the F.A. Day and Bigelow Middle schools and • Preserves the tools and staffing needed to run our Yondr cell phone pouch program at our middle schools (to comply with Newton and likely state policy on bell-to-bell bans on student personal devices in schools). • Preserves class sizes all K-8 schools at the level of the FY 26 budget. While reductions had to be made to fit into this budget allocation, we prioritized not cutting or impacting the direct student experience, and we have been able to achieve that. This proposal balances the reality of City finances with the non-negotiable mission of providing a rigorous learning environment where every student is known, challenged, and supported.
Dr. Anna Nolin Superintendent and Head Teacher
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Balanced Budget In 2026-27, the Newton Public School district is projected to serve approximately 11,538 students in an integrated preschool, fifteen elementary schools, four middle schools, two high schools, two alternative high school programs, and placements in out-of-district special education schools. The FY27 City’s Proposed Budget allocation is $314,574,126 and includes a $17.1 Million increase, or 5.75%, over the FY26 budget of $297,469,623. Both total amounts include the Education Stabilization Account as well as grossing up the one-time funds in FY26 of $4.5 M in the NPS Base budget. Salaries and benefits make up approximately 87% of o the NPS budget. NPS initially presented a budget that was $2.75 million over and above the budget allocation currently provided by the city. After a thorough and collaborative process, the School Committee voted on a budget of $314,574,126, which is an increase of $17.1 million, or 5.75% from FY26. The budget balances with the mayor’s allocation for the school department. The School Committee arrived at its proposal after carefully reviewing enrollment trends, analyzing staffing and programmatic requests from our Superintendent, school leaders, community members and families; seeking revenue and efficiencies within our system; ensuring we were meeting our contractual obligations; and meeting the social, emotional, and academic needs of our students. Furthermore, the School Committee prioritized strengthening the middle school math program by adding eight math specialist positions—two at each middle school. These specialists will provide targeted support to students who are not yet meeting benchmarks while also enhancing rigor and creating learning opportunities for students ready for greater challenges The FY27 School Committee Approved budget accomplishes the following: • Assumes the full cost of Full Day Kindergarten Aides • Adds funding for YONDR pouches at the Middle School • Adds 15 minutes at the elementary school day on Wednesdays • Funding for Bridge and Reflections Staff (2.0 FTE) • Adds 2.0 Teachers to Bigelow for enrollment and student need • Adds 8.0 Math specialists as part of our Thrive vision and commitment to MTSS (Multi-Tiered Systems of Support) and funds the Calculus Project and a Summer Math program • Includes Paraprofessionals required by students IEP in FY26 • Funds contractual rate increases and rising benefit and non-salaried expenses • We are also pleased to have one time funding support from the mayor’s office of $325,000 to purchase Science Curriculum. This funding is not embedded into the NPS budget.
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However, difficult decisions were needed to be made, both to meet the mayor’s allocation and fund the vision of the School Committee and Superintendent on our Path to Thrive. Those difficult directions resulted in a reduction or shift of 23.85 FTE and includes the following positions: Reductions FTE Job Description Elementary Reduction due to Enrollment -7.00 Teachers Other Reductions -1.85 ELL Teachers -3.00 Staff at Newton North -2.00
Shift Aides to Preschool Revolving Account
-2.00 -0.50 -0.50 -0.50 -0.50 -1.00 -1.00 -1.00 -1.00 -1.00 -1.00
Custodians
ELL Assistant Director
ABA Director
Director of Diversity, Equity and Inclusion
Asst. Principal at Cabot
SEL Coordinator
Student Service Administrative Assistant Non-Aligned Superintendent Office Administrative Assistant
Payroll Manager HR Generalist
Director of Planning and Sustainability
Total Reductions
-23.85
Additions
FTE 2.00
Job Description
Enrollment Additions at Bigelow
Teachers
Paraprofessionals FTE due to 15 minutes Wednesdays
Elementary Extended Wednesday
1.25
MS Math
8.0 2.0
MTSS Math Specialists
Student Services Total Additions Total Change
Bridge and Reflection Teachers at Day MS
13.25 -10.60
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This total proposed budget presents an increase of 5.75% over the FY26 budget and shown in the table below. FY27 Budget FY26 FY27 SC Approved Budget Increase from FY26
Percentage Increase
City’s Approved Funding and one time funding added to our Base Budget
$292,963,623+ $4,506,000 = $297,469,623
$314,574,126
$17,104,503 5.75%
Enrollment In total, including the district’s integrated preschool and out of district placements, we expect to serve approximately 11,538 students in FY27. Newton’s in-district K-12 projections for FY27 indicate a decline in enrollment from this year of 117 students to 11,218 (or a decline of -1.0% from this year). This decline is not consistent across levels. Elementary schools are projected to decline by -2.1% (-102 students), middle schools are projected to increase by +1.3% (+35 students), and high schools are projected to decrease by -1.3% (-50 students). The current five-year enrollment projections through FY31 show overall district enrollment declines for the first three years and then stabilizes around 11,150 students in the last two years. As in prior years, the current five-year enrollment projections include students projected to enroll from permitted residential developments. This is the eighth consecutive year of enrollment declines in Newton, with a decline of - 10% from 2019-20 (pre-COVID). Statewide, Massachusetts has experienced a -5% enrollment decline from eight years ago. This trend is expected to continue; the US Department of Education is projecting a nationwide enrollment decline of -5.5% from 2022-2031, and a decline of -7.2% in Massachusetts over the same period (Enrollment Analysis Report, page 1). Detailed enrollment information is found in the Enrollment Analysis Report. Given the recent smaller class sizes at the elementary level and the continued projected enrollment decline, the budget for elementary staffing is reduced in a commensurate fashion. In addition, this budget includes an additional 2.0 FTE team teachers at Bigelow related to overall projected enrollment and student need. Although overall enrollment decline is projected at the high school level, the budget in recent years has required larger class sizes at the high schools, which are maintained in this year’s budget. The table below shows FY27 projected staffing changes due to enrollment Level FTE Change Elementary -7.0 Middle School +2
Net Enrollment Changes
5.0
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Organizational Section
The Organizational Section of the budget is designed to provide the reader an overview of the structure of Newton Public Schools as well as our vision and guiding principles. This section will review Newton Public Schools governance, organizational structure, partnerships, vision statement, strategic plan, account structure and budget process.
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City Of Newton
History and Profile
The City of Newton was settled in 1639 and incorporated as a city in 1873. The city is approximately 8 miles west of downtown Boston and comprises a patchwork of thirteen villages. The city borders Boston to the northeast and southeast (via the neighborhoods of Brighton and West Roxbury), Brookline to the east, Watertown and Waltham to the north, and Weston, Wellesley, and Needham to the west. A 2025 population estimate reveals a population of 88,978 for the city and occupies a land area of 18.15 square miles. The city is principally suburban-residential in character and consists of 13 distinct villages – Auburndale; Chestnut Hill; Newton Centre; Newton Corner; Newton Highlands; Newton Lower Falls; Newton Upper Falls; Newtonville; Nonantum; Oak Hill; Thompsonville; Waban; and West Newton. Open space comprises 18.4% of the City’s total land area, of which 49% is publicly owned. Newton has a diversified economic base with approximately 46,300 individuals employed in over 4,000 establishments within the boundaries of the city, with an estimated annual payroll more than $6 billion. Businesses are generally small and service-oriented with professional, business, education, and health services accounting for over 60% of all jobs. Commercial uses occupy 4.5% of the City’s land area. Over 34% of commercial land parcels are office uses; 12% are small retail uses; and 5% are storage or warehouse uses. Only 0.6% of the City’s land area is industrial. Newton is a desirable community to live and work in due to its proximity to Boston; an excellent public school system; multiple transportation systems; attractive neighborhoods; high property values; and well managed local government. Newton has an award-winning public library and a city museum that was a stop on the Underground
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Railroad. The city currently maintains an Aaa credit rating with both Moody’s Investor Service and S&P. The city provides a complete range of municipal services including education, public safety, public works, recreation, library, cultural and health and human services. The Massachusetts Water Resources Authority provides public water supply and sewerage treatment services.
School Department: Newton Public Schools
Legal Autonomy Newton Public Schools is a department of the City of Newton. Since it is not an independent entity, the district does not have the authority to levy taxes, issue bonds or incur debt. In addition, surplus funds in the general fund account on June 30th are returned to the City and may not be held by the school district as a positive fund balance. Overview The Newton Public School District comprises one (1) integrated preschool, fifteen (15) elementary schools, four (4) middle schools, two (2) high schools, two (2) alternative high school programs and students in out-of-district special education schools. In Newton, students in kindergarten through grade 5 are in elementary schools; grades 6 through 8 are in middle schools; and grades 9 through 12 are in high schools. Resident elementary, middle, and high school students are assigned to their neighborhood schools. As of October 30, 2025, the enrollment at the schools is listed below.
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Newton Early Childhood Program (Preschool) 161 Angier Elementary 381 Bowen Elementary 336 Burr Elementary 336 Cabot Elementary 378 Countryside Elementary 368 Franklin Elementary 299 Horace Mann Elementary 342 Lincoln-Eliot Elementary 355 Mason-Rice Elementary 310 Memorial-Spaulding Elementary 356 Peirce Elementary 245 Underwood Elementary 251 Ward Elementary 202 Williams Elementary 198 Zervas Elementary 389 Bigelow Middle School 462 Brown Middle School 698 Day Middle School 830 Oak Hill Middle School 654 Newton North High School 2080 Newton South High School 1865 Subtotal Enrollment 11,496 Alternative High School Out of District Placements 107 Total Newton Public Schools Enrollment 11,603
In 1966, as one of the seven founding districts, Newton Public Schools joined the Metropolitan Council for Educational Opportunity (METCO) program. This is a state-funded educational program designed to eliminate racial imbalance through the busing of children from Boston and Springfield to public systems in surrounding suburban metropolitan communities. The Program is open to all children of African American, Latino, Asian and Native American descent who reside in the City of Boston and volunteer to participate. Newton's METCO program is the largest, maintaining a targeted enrollment of 431 students (3.4%) in grades K-12. Elementary Attendance Zones Newton Public Schools are organized around a neighborhood school model in which students attend elementary schools that service specific geographic areas of the city. Among the primary considerations that govern the establishment of a school attendance zone include a desire to maintain established neighborhoods, enrollment trends, travel distance, natural boundaries, safe walking routes, traffic patterns, and school capacity. Elementary students attend the school in the attendance zone in which they live unless they are participating in a program outside of their home school; are approved for the elementary transfer option outside of their attendance zone; or are reassigned to another school due to a grade level closure.
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The elementary school districts map is shown below.
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The middle school districts map is shown above.
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The high school districts map is shown above.
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Newton Public Schools District Leadership The Newton School Committee is a legislative body comprised of 9 members ( including the mayor) every 2 years, each representing a ward in Newton. School Committee members have a four-term limit or 8 years. The mayor, who also sits on the School Committee, is elected every four years. Each member is paid a stipend of $7,750 each year. The school committee derives their authority from the Constitution of Massachusetts, from statutes, and from the regulations of the State Board of Education. The School Committee operates in accordance with the MGL Ch. 71 and 41, which delegate its authority. As a result, the School Committee has the power to select and to terminate the Superintendent; review and approve budgets for public education in the district and establish educational goals and policies for the schools in the district, consistent with the requirements of law and state-wide goals and standards established by the Board of Education
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Newton Public Schools Thrive 2030 Strategic Plan
The Newton Public Schools Thrive 2030 Strategic Plan is the district’s five-year roadmap for ensuring that every student is known, supported, challenged, and prepared to thrive in school and beyond. It gives the community a clear sense of where the district is headed and how budget decisions connect to that direction. The plan is grounded in a simple idea: our values guide the budget, and the strategic plan turns those values into action. At the center of Thrive 2030 is Newton’s commitment to educating the whole child. The plan is guided by the district’s Portrait of a Learner competencies, including adaptability, empathy, and a learner’s mindset, and it organizes the district’s work into four major focus areas. 1. Learning and Well-Being Newton Public Schools is working to ensure that every classroom is academically strong, emotionally safe, inclusive, and responsive to student needs. This includes aligned curriculum, common assessments, strong teaching, and effective support for students through a districtwide Multi-Tiered System of Support (MTSS). The goal is for all students to experience belonging, make academic progress, and receive the right support at the right time. 2. Community Engagement The district is strengthening communication with families and building deeper partnerships across the city. This includes clearer communication standards, inclusive family outreach, support through the Welcome Center and Family Academy, and stronger connections with alumni, local organizations, and community partners. The goal is for families and residents to feel informed, welcomed, and invested in Newton Public Schools. 3. Financial Resources, Facilities, and Technology This focus area is about making sure the district’s resources match its priorities. That means aligning budgets to the strategic plan, modernizing technology, improving school facilities and accessibility, strengthening long-range financial planning, and pursuing grants and partnerships to support innovation. In other words, the budget is not just about maintaining operations; it is about investing in the conditions that help students learn and thrive. 4. Human Resources Great schools depend on great people. Thrive 2030 includes a strong focus on recruiting, developing, and retaining excellent staff. The district prioritizes leadership development, professional growth, staff well-being, and equitable hiring and retention practices so that Newton students are served by a highly skilled and diverse workforce. Taken together, these focus areas help explain the “why” behind the budget. The budget funds the people, programs, systems, and supports that move the district’s strategic priorities forward. Thrive 2030 is the district’s effort to move from year-to-year decision-making toward a more coherent, transparent, and long-term approach—one that keeps student success, equity, and community trust at the center.
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District Wide Goals Each year, the district identifies goals for the school year. These goals are developed by the superintendent and reviewed by the School Committee. Below you will find the 2024-25 District Wide Goals approved by the School Committee.
1. Goal 1: Foster Supportive and Joyful Learning Environments
Desired Outcome: Create a welcoming and inclusive learning environment where all students and staff feel valued, connected, nourished, and prepared to learn. Key Strategic Objectives: • Enhance instructional practice, multi-tiered systems of support (MTSS) and student intervention plans to support student mental health and wellness, the Newton Portrait of a Graduate, and social-emotional learning competencies. • Address student chronic absenteeism within the district in accordance with soon-to-be released DESE guidance. • Strengthen student connection to school and district culture.
2. Goal 2: Provide Culturally Responsive, High Quality, Rigorous Instruction for All
Desired Outcome: Ensure all students engage in grade-level work that is culturally relevant, real- world connected, interactive, and guided by high expectations. Key Strategic Objectives: • Using the 5-D expectations for student engagement, reduce gaps in opportunity for all students and accelerate learning for all students by developing vision and shared understanding of high expectations/high support for teacher pedagogy, assessment, curriculum use and data analysis. • Build the capacity and alignment of instructional leaders to provide effective and aligned instructional leadership, including specific and targeted feedback to support teacher growth. • Implement educator/employee evaluation training, vision and accountability related to teaching and learning.
3. Goal 3: Ensure Equitable Access to Effective Educators
Desired Outcome: Develop and maintain a diverse, culturally responsive, well-prepared educator workforce committed to continuous improvement. Key Strategic Objectives: • Focus on unified teacher evaluation training, procedures, reports, analysis and documentation PK-22 by all educators, schools, programs, and departments.
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• Track and report teacher attendance trends to principals and central staff in anticipation of DESE teacher attendance reporting expectations. • Develop coordinated methods for reduction of staff absenteeism at all schools and in all educator units in partnership with the NTA.
4. Goal 4: Optimize District Planning, Technical and Business/Financial Operations
Desired Outcome: Develop strategic, financial, operational, and data models that support the school district within the City of Newton's municipal processes and ecosystem. Key Strategic Objectives: • Execute a district Portrait of a Graduate process to guide decision-making and funding use. • Execute a district strategic planning report to guide district goals and spending for the next five years. • Evaluate the success of Chartwells (our new food service vendor) and enhance culturally responsive and healthy food service options, sustainability practices, and growth in our participation of meals served.
More details about the 2024-25 District Wide Goals approved by the School Committee is linked.
Policies and Regulations that govern the budget process. The following are excerpts taken from the Newton School Committee Online Policy Manual regarding the Newton Public Schools Budget: 1. Section DB ANNUAL BUDGET The annual budget is the financial expression of the educational program of the district, and it reflects the goals and objectives of the School Committee to meet the needs of all students. The budget then is more than just a financial instrument and requires on the part of the Committee, the staff, and the community an orderly and cooperative effort to ensure sound fiscal practices for achieving the educational goals and objectives of the school system. Public school budgeting is regulated and controlled by legislation, state regulations, and local School Committee requirements. The operating budget for the district will be prepared and presented in line with state policy and will be developed and refined in accordance with these same requirements. The Superintendent will serve as budget officer but may delegate portions of this responsibility to members of his/her staff, as deemed appropriate. The three general areas of responsibility for the Superintendent as budget officer will be budget preparation, budget presentation, and budget administration. 2. Section DBB - FISCAL YEAR The fiscal year is defined as beginning on the first day of July and ending on the 30th day of June following. The district is not permitted to honor any warrant that is in excess of the income
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and revenue of the district for the school year beginning on the first day of July and ending on the 30th day of June following. 3. Section DBC - BUDGET DEADLINES AND SCHEDULES Preparation of the annual budget will be scheduled in stages throughout the school year with attention to certain deadlines established by law and charter. The calendar year for budget preparation will be determined by calculating backwards from the final adoption date. Whatever dates are assigned, the final date for the submission of the budget to the City Council will be arranged cooperatively with the School Committee and Chief Financial Officer. The City Council has authority to impose a date as early as December 31. In reaching its decision on the budget amount that it will submit to the City Council, the School Committee will also observe the statutory requirement of holding a public hearing on the proposed budget not less than seven days after the notice for this hearing has been published in local media. 4. Section DBD - BUDGET PLANNING The first priority in the development of an annual budget will be the educational welfare of the students in our schools. However, the School Committee will also attempt to balance the valid interest of the taxpayers. Budget decisions reflect the attitude and philosophy of those charged with the responsibility for educational decision-making. Therefore, a sound budget development process must be established to ensure that the annual operating budget accurately reflects this school system's goals and objectives. In the budget planning process for the school system, the School Committee will strive to: a. Engage in thorough advance planning, with staff and community involvement, to develop budgets and guide expenditures in a manner that will achieve the greatest educational returns and contributions to the educational program in relation to dollars expended. b. Establish levels of funding that will provide high quality education for all our students. c. Use the best available techniques for budget development and management. d. The Superintendent will have overall responsibility for budget preparation, including the construction of, and adherence to, a budget calendar. 5. Section DBG - BUDGET ADOPTION PROCEDURES The School Committee shall, after a public hearing, vote on a final budget amount to be presented to the City Council. The mayor has the authority, by law, to increase or decrease the appropriation but not the individual amounts that comprise each line item. The Council has the right, by law, to decrease the amount of the total appropriation but not the individual amounts that comprise each line item. Should the appropriation differ, the School Committee shall review line items so that the total coincides.
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Basis of Accounting Newton Public Schools utilizes a modified accrual method of accounting. Modified accrual accounting recognizes revenues when they become available and measurable. Measurable means that the amount can be reasonably estimated. Available means that the revenues collected during the current year or soon thereafter are accessible to pay current liabilities. Expenditures are recorded when the liabilities are incurred. An encumbrance is a commitment of funds for contracts not yet performed or goods not yet received. An encumbrance is created when a contract is signed, or a purchase order is issued. At year end, the purchase order is recorded as a reservation to fund balance. Although not considered to be Generally Accepted Accounting Procedures (GAAP) expenditures, encumbrances are treated as expenditures on a budgetary basis of accounting (MA DESE EOYR Reporting Instructions). Newton Public School Fund Types By state statute and city charter, the Newton Public Schools is organized as a department of the City of Newton. Because it is not an independent entity, the district has no legal authority to levy taxes, issue bonds, or incur debt. For this reason, the district receives most of its revenue through the City’s general fund. Also, the district must follow the City’s budget administration and fiscal management policies.
Newton utilizes fund accounting as a means of organizing the financial records into multiple, segregated locations. A fund is a distinct entity within the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with specific regulations, restrictions, or limitations. The City of Newton has several funds to track financial activity and include the following: ● The General Fund is the City’s main operating fund and is used to account for all activity which is not required to be accounted for in a separate fund. Fund expenditures are governed by annual appropriations, recommended by the mayor, and approved by majority vote of the City Council.
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General Fund revenue is derived from three sources: local property taxes, state and federal assistance, mainly in the form of education aid (Chapter 70), and local revenue. The Chapter 70 program is the major program of state aid to public elementary and secondary schools. In addition to providing state aid to support school operations, it also establishes minimum spending requirements for each school district and minimum requirements for each municipality's share of school costs . In Newton, Chapter 70 funds account for $30,401,034 or approximately 10% of the total FY26 school budget. Local property taxes are our primary funding source and accounted for $424.3 million or 81% of the total general fund revenue in FY24. With the reliance of local property taxes, the School Committee and School Administration are mindful in developing a budget that is fiscally responsible as indicated by the annual Budget Guidelines. The expenses charged to the General Fund are the core educational costs including administrator, teacher, and staff salaries; instructional materials; textbooks and library materials; special education; math and literacy support; transportation; and professional development. ● Special Revenue Funds are used to account for operating revenues that are legally restricted for expenditure for purposes specified in a grant / gift agreement; or in federal, state, or local law. Examples include the Community Preservation Funds, Water, Sewer and Stormwater Funds. Within the classification of Special Revenue Funds are revolving, grants, and gift funds which the Newton Public Schools track and monitor these separate and unique funds. ● Grant Funds are awarded in one of five methods: entitlement, allocation, continuation, other non-competitive and competitive processes and must be used for their stated purpose. There are three main sources of grant funds: Federal, State and Private. Examples of these funds include: ○ Federal: Title I, Title IIA, Title III, Title IV, Individuals with Disabilities Education Act (IDEA) ○ State: Metropolitan Council for Educational Opportunity (METCO), Circuit Breaker ○ Private: Newton Schools Foundation (NSF) ● Revolving Funds allow the district to operate programs or activities that generate fees, charges, or other receipts to support all or some of the expenses of those programs or activities. These revenues are used, without further appropriation, to support the service. There are several revolving funds including, but not limited to: ○ Food Services (sales and costs associated with providing healthy, nutritious meals for students) ○ Athletics (athletic fees and gate receipts used to offset the cost of the athletic program)
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○ Use of School Building Facility Rental (revenue and expenses related to the rental of school buildings) ○ Pre-School (typically developing student tuition fees used to offset their program costs) ○ Transportation (revenue and expenses related to providing non-mandated transportation to students) ○ Elementary Early Morning Program (revenue and expenses related to providing by parents the opportunity to bring their children to school prior to the beginning of the regularly scheduled school day.) ● Capital Improvement Plan (CIP) Funds are used to account for proceeds from the issuance of long-term debt or direct outlay for capital or fixed asset improvement and for expenditure of these funds and any other financing sources that the City has appropriated for capital improvement purposes. The CIP encompasses all City capital assets which fall into the following eight categories: Buildings, Roads, Sewer Infrastructure, Water Infrastructure, Storm Drainage Infrastructure, Parks and Playgrounds, Motorized Vehicles and Equipment, and Information Technology. As mentioned earlier, the school district has no legal authority to issue bonds. All capital projects are part of the City’s Capital Improvement Plan. More information can be found on the Capital Improvement Plan | City of Newton, MA ● Internal Service Funds are used to account for self-insurance activities of the City. These funds are used by management to account for health insurance, workers’ compensation, building insurance & liability insurance activities. ● Trust and Agency Funds are used to account for assets held by the City in either a trust or custodial nature. Examples include the Rainy-Day Stabilization Fund, the NPS Education Stabilization Fund, Student Activity Funds, and the Other Post Employment Benefit (OPEB) Fund. Classification of Revenues and Expenditures Newton Public Schools classification of revenue adheres to the requirement of the Massachusetts Department of Elementary and Secondary Education (MA DESE). Revenues are tracked by funding sources through separate funds. Revenues are classified as: • State Aid (Chapter 70, Circuit Breaker, Charter Tuition, and Massachusetts School Building Assistance –MSBA) • Federal Grants (Massachusetts Department of Elementary and Secondary Education and Other) • State Grants (Massachusetts Department of Elementary and Secondary Education and Other) • Private Grants
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• Revolving and Special Funds (School Lunch, Athletics, Pre-School, etc.) Fund Balance Restrictions The Massachusetts Department of Revenue, Division of Local Services (DLS), in collaboration with the Massachusetts Department of Elementary and Secondary Education (MA DESE) issues guidance to school districts on revolving fund accounts. Revolving funds allow a district to carry fund balances from one fiscal year to the next for certain programs. The only restrictions on funds carried by Newton are as follows: Circuit Breaker State Reimbursement Grant: Circuit Breaker is the state’s special education reimbursement grant program to offset high-cost special education student placement, services, and transportation. These funds can be carried for one fiscal year following receipt. In Newton, revenue received in fiscal year 2026 is expended in fiscal year 2026. When possible, revenue collected in one fiscal year is carried forward into the next fiscal year. Below is a brief history of the annual receipts, and carryforward:
The table below lays out NPS’ Circuit Breaker Revenue and Expense History: FY20 FY21 FY22 FY23 FY24 FY25
FY26
Revenue
$5,644,171 $5,150,831 $6,114,167 $6,562,409 $6,670,136 $7,430,898 $9,134,423
Expense
$1,257,981 $1,658,977 $2,056,878 $3,013,892 $1,641,975 $4,667,423 $8,884,423
Carry- forward
$4,386,190 $3,491,584 $4,057,288 $3,548,517 $5,028,161 $3,350,000 $2,500,000
The FY’26 Adjusted Budget is based on the reimbursement rate of 75% for instructional costs and 61% for transportation costs. State Guidance on Circuit Breaker Fund Balance. Since MA DESE regulations allow school districts to carry forward up to one year's worth of state reimbursement, the Massachusetts Department of Revenue, Division of Local Services (DLS) advises communities build balances in their Special Education Circuit Breaker accounts in years when actual costs compare favorably with the budget so that in years when special education costs increase unexpectedly or the circuit breaker reimbursement drops, there will be some circuit breaker revenue to cover any unforeseen costs. Building a circuit breaker balance is good management practice as it eliminates some of the risks associated with these unpredictable special education costs. National School Lunch Program (NSLP) Revolving Fund: The Massachusetts Department of Elementary and Secondary Education (MA DESE) recommends maintaining a fund balance in the Food Service Revolving Fund equal to three months of operating expenses. Newton has been able to retain a higher fund balance that has been used to invest in much-needed equipment repair and replacement as well as increased staffing to meet USDA program requirements.
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