Budget Guidelines
Background It is an exciting time in Newton Public Schools. Superintendent Anna Nolin's well received entry plan has recently been refined through a strategic planning process. From that effort, the district now has a clear vision, mission statement, and core values – all of which provide a foundation for a detailed Strategic Plan for the district. And many of those initiatives are well underway, positioning the district for positive change and the ability to meet our new mission, to be “…an inclusive learning community that empowers all students to thrive as they embrace challenges and shape their futures with confidence, curiosity and joy.” The objective of this budget guideline document is to confirm the School Committee’s priorities that should shape the Superintendent’s proposed budget (and not line-item mandates). These guidelines are intended to provide a shared framework for evaluating budgetary proposals and seek to preserve strong alignment between the budget and the district’s Strategic Plan. Finally, the Committee also acknowledges that, entering into this FY2027 budget season, there are financial challenges that must be overcome in partnership with our colleagues in City leadership. In particular, the resolution of last year’s budget impasse created a budgetary gap that must be addressed. Meanwhile, many of the cost drivers that are not in the administration’s direct control (e.g., health insurance, transportation, Kindergarten aides) put pressure on efforts to moderate budgetary growth rates. Budget structure Because of these anticipated cost pressures this year, as we work to both a) fulfill the budget priorities and support the Strategic Plan, and b) ensure the school budget is as efficient as possible, we request that the budget be articulated in two key components: 1. Level Service: Identify the level of funding needed to maintain equivalent services, which should i) accommodate higher than desired cost increases (e.g., health insurance, transportation), ii) identify ongoing opportunities for greater efficiency, and iii) ensure that staffing levels and resources match enrollment and evolving student needs 2. Strategic Roadmap: Identify and propose a multi-year plan to responsibly layer in additional strategic investments above “level service” that are required to meet the key objectives in the strategic plan over time. The roadmap should include an FY2027 proposal for additional investment to be included in the proposed budget (e.g., resources that enable the new math pathways and curriculum to be rolled out successfully) Key priorities The priorities below articulate highlighted areas that the School Committee seeks to see the budget accommodate and enable in the coming fiscal year. They are not intended as prescriptive directives, but as a framework for ensuring that resource allocation supports high- quality instruction, student well-being, and the district’s long-term educational mission. They are listed in priority order, based on ratings from the committee. 1. Multi-Tier Systems of Support (MTSS): Building a coherent, districtwide framework for academic and behavioral support in general education that uses data to provide timely, tiered interventions
-28-
Made with FlippingBook interactive PDF creator