quality. This aspect is essential to ensuring that the needs of students are met effectively throughout all school levels. Financial Management and Long-Term Planning: In light of the multi-year budget deficit, careful management of program growth and resource allocation is essential. The district should explore efficiencies while making prudent use of the Education Stabilization Fund (ESF) to mitigate future financial crises. This long-term planning should focus on sustaining quality education while addressing immediate needs. Special Education Programs: Developing a multi-year plan for city-wide special education programs is vital to ensure that all students, including those currently placed out of district, have access to necessary services and support. The budget must provide detailed funding for implementing MTSS across all schools, enhancing access to tailored support for all learners. FY26 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 planning process. • Collaborating with central office administrators and principals to ensure that the budget reflects Newton’s goals and values. • Meeting one-on-one with principals to hear the very real challenges and needs they are experiencing and identifying how we can incorporate their feedback into our budget priorities. • Focusing on broad district-wide goals and School Committee Budget Guidelines. • Reviewing enrollment trends, preserving as many supports as possible put in place in the past few years, and matching enrollment levels to resources for schools and grade levels to the extent possible given funding constraints.
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