2. Curriculum modernization: Ensuring teachers have high-quality, evidence-based instructional materials, vetted by a curriculum review process on a 5-year cycle, with district alignment, so every student receives appropriate challenge and support 3. Breadth and quality of educational programming: Protecting the rich academic, arts, STEM, extracurricular, and CTE offerings that define NPS 4. Student services: Continuing to maintain and enhance the district's strong special education and related student services, with an emphasis on appropriate staffing, high-quality programming, and meeting the needs of diverse learners 5. Class size management: Maintaining manageable class sizes and sufficient staffing to meet students’ diverse academic and social-emotional needs 6. Achievement gaps: Reducing disparities in outcomes across student groups and ensuring equitable opportunities 7. Professional development: Investing in ongoing, high-quality professional learning that supports our amazing educators 8. Mental health and social-emotional support: Ensuring resources and practices are available to ensure students are emotionally well and ready to learn 9. Community engagement: Strengthening communication, trust, and collaboration among families, students, and educators 10. Infrastructure (facilities and technology): Maintaining safe, functional, and equitable school facilities; ensuring reliable, modern technology infrastructure Together, these priorities describe what the School Committee seeks to enable through the FY2027 budget. They provide a framework for balancing educational excellence, student well- being, and fiscal responsibility as the Superintendent develops the proposed budget. The Committee will look to these priorities when evaluating how well the budget advances the district’s strategic goals. NPS Budget Development Process: A Collaborative Process The annual budget is the financial expression of the educational program of the district, and it reflects the goals and objectives of the School District to meet the needs of all students. The process of developing the FY26 budget is complex and involves the following: • Critical for planning the FY26 budget was the successful contract agreement with our largest bargaining unit, the Newton Teachers Association. The custodial and administrative contracts have also been settled. • Managing and forecasting the FY25 budget and in addition to Multi-Year Forecasting to assess the financial risk and challenges that are ahead. • Assessing the impact of the FY25 budget on FY26 budget planning and any carryforward assumptions needed. • Projection of budget areas to match commitments, cost trends, and multi-year impact of school spending. • A deep entry plan listening tour of district needs as part of the new superintendent entry
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