Holderness Central School Proposed Budget 2012-13 February 8, 2012.

Holderness Central School

Proposed Budget2012-13

February 8, 2012

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)

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

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

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

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

Change in Operating Budget

2007-2012

Relative Changes in Personal Income and District

Assessments

Enrollment2002-2011

Average Class Size2002-2011

Comparative Staffing Ratios2009

Cost per Pupil2009-2010

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.

PerformanceStandardized Test Scores

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)

High School Preparation

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

Post-Graduation Track

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

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

Click icon to add picture

THANK YOU!