December 10, 2013
A Commitment to Link Planning & Budgeting:

Planning Phase
◦ Input from stakeholders
◦ Focus groups: parent and staff input
◦ Focus on Goals and Priority Areas in a long-term strategic way

Budget Development Phase
◦ All district expenses
◦ Development of recommendations:
 Priority additions and investments
 Alignment of grant resources
 Reductions and efficiencies
2
Common themes emerged when participants were asked what
they value most about Norwalk Public Schools:
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Norwalk’s dedicated teachers and staff
Our district’s diversity
The availability of extra-curricular activities and after-school
programs
Our strength in Music and Arts
Special Education resources
The integration of community resources unique to Norwalk
World Language programs
3
Participants recommended the following as top priorities to
consider for the 2014-15 budget:
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Changing the culture to ensure all students achieve at high levels
Preparing students for post-secondary education and careers
School safety and security
Better equity in resource distribution
Support for implementing Common Core State Standards
Funding for extra-curricular activities and after-school programs
Continued investment in technology, including resources to support
teachers in using new tools
Enhancing the role of libraries
Special education resources
Identifying new sources of revenue, such as corporate partnerships
and grants
4
Mission:
To transform the learning environment for students
and staff, creating a student-focused culture that
motivates, challenges and supports every individual
student to his or her highest levels of achievement.
Vision:
All students will graduate prepared to reach their
highest potential for college, career and life-long
success in a globally competitive society.
5
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Create a culture of accountability where high expectations
and standards are known, and undergird our behavior and
actions.
Build the knowledge, skills and capacity of teachers and
school leaders.
Assure that all students are “on track” to meet or exceed
learning expectations by the end of Grade 3.
Provide the systems, structures and tools necessary.
Create a new PreK through College and Career (Grade 14/16)
mindset.
6
To close the Achievement GAP by 2020 and
assure that all students, regardless of race,
ethnicity or economic circumstances, are
meeting high standards.
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1.
2.
3.
4.
5.
6.
7.
Children are ready to enter Kindergarten.
Students meet the goal level in 3rd Grade reading.
Children demonstrate Mastery in CCSS Mathematics.
Norwalk students demonstrate Mastery in CCSS ELA.
ELL students will meet/exceed State Annual Measurable
Achievement Objectives.
Norwalk’s schools reach higher performance.
Norwalk students graduate from high-school “College
and Career Ready.”
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1. Build Greater Accountability Against High Expectations and
Standards
• Shared Mission, Vision and Values
• Goals, metrics and performance expectations guide our work
• Professional standards aligned with new evaluation systems
• Annual “School Quality” reviews
• Publicly report on progress and recognize our accomplishments
• New school and student “Dashboards”
• Quality control and implementation of all curriculum and instruction
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2. Build the Knowledge, Skills and Capacity of Teachers and Leaders
• Common Core State Standards (K-3 Literacy Emphasis)
• Personalized Learning
• ELL
• Special Education
• Cultural Diversity
3. Improve and/or Transform the Learning Environment for All
• Library redesign
• Briggs HS turnaround
• NEASC Accreditation for NHS & BMHS
• Middle to High School transition and alignment
• Expanded use of Technology
• Design and development of new programs (Early College HS, Magnet
Schools and International Baccalaureate programs)
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4. Special Education
• Quality control and PPT decision making
• CREC report analysis and response
5. Improve or Build the Systems and Structures Necessary to
Support our New Learning Environment
• Human Resources: Recruitment, selection and hiring of staff,
commitment to diversity, operational excellence
• Financial and Resources Management: Advance school-based resource
management practices
• Curriculum and Instruction: Quality control and Common Core
implementation
• Data Systems: Student information, HR management, and more
• School Master Schedule Enhancements: maximize time for learning
• Facility Utilization Plan
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6. Build Partnerships and a New Pre-K through Grade 14/16
Mindset for Students and Parents
• Increase access to Pre-K and quality early learning
• Pursue new strategies to engage with parents, especially at Pre-K
through Grade 3
• Expand access to after-school and summer learning
• Expand access to mentors
• Assure children’s health needs are met
12
11,200
11,150
11,172
11,100
11,095
11,050
11,078
11,057
11,074
11,000
10,950
10,900
10,850
10,883
10,800
10,750
10,700
2009/2010
2010/2011
2011/2012
2012/2013
2013/2014
2014/2015*
TOTAL ENROLLMENT
Enrollment based on 10/1 data
13
6,000
5,456
5,000
4,744
4,000
49%
5,263
4,261
43%
4,998
48%
45%
39%
3,000
2,000
1,000
0
2009/2010
2010/2011
2011/2012
2012/2013
2013/2014
TOTAL FREE & REDUCED LUNCH
Enrollment based on 10/1 data
14
90.00
80.00
76.97
75.73
71.40
70.00
64.20
65.40
2012/13
2013/14
62.50
60.00
50.00
40.00
30.00
20.00
10.00
2009/10
2010/11
2011/12
2014/15
Central Office FTE
15
CONNECTICUT DISTRICT REFERENCE GROUP (DRG): H
DISTRICT
ANSONIA
DANBURY
DERBY
EAST HARTFORD
MERIDEN
NORWALK
NORWICH
STAMFORD
WEST HAVEN
10/01/2013
Enrollment
% Free &
Reduced Lunch
ECS Funding
ECS $ Per
Enrollment
13/14 Operating
Budget
ECS % of
Operating
Budget
2,355
10,549
1,501
6,456
8,118
11,078
3,463
15,908
5,952
67%
51%
54%
67%
70%
49%
76%
46%
59%
$16,106,868
$27,294,245
$7,535,221
$46,063,573
$57,915,330
$10,999,197
$34,694,767
$9,834,019
$44,209,129
$6,839
$2,587
$5,020
$7,135
$7,134
$993
$10,019
$618
$7,428
$28,000,000
$118,295,291
$16,163,663
$87,266,419
$99,608,340
$162,271,863
$70,535,212
$245,072,949
$85,134,756
58%
23%
47%
53%
58%
7%
49%
4%
52%
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Proposed budget assumes a 3.6% increase from City of Norwalk
State ECS funding remains at approximately 7% of total
operating budget
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Carryover of all unencumbered Alliance funds
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Surplus Medicaid revenue is included
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Grant funding remains consistent at approximately $21Million
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Salaries are in accordance with collective bargaining
agreements
Health insurance based on projections reflects a 4% increase
Affordable Care Act requires $5.25 per month, per member,
or $220,000
Per Pupil Allocation to schools remain consistent with prior
years: $85 for HS, $74 for MS, $71 for Elementary
Increases in both out-of-district tuition and consulting
services for Special Education students (Projected increase 4.1%)
Transportation increases based on contractual obligation
(4.5% annual contractual increase to First Student. Additional vans for Special Education
and additional bus increase overall year over year increase to 9.5%.)
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Transportation
4%
Special Ed Tuition &
Consulting Services
6%
Facilities
HS Athletics
1%
Maintenance
1%
Utilities
2%
Other
1%
Per Pupil Allocation
1%
Salaries
Benefits
Benefits
22%
Salaries
62%
Special Ed Tuition & Consulting Services
Transportation
Utilities
Facilities Maintenance
HS Athletics
Per Pupil Allocation
Other
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Object
FY 13/14 Budget
FY 14/15
Recommend
Budget
% Increase
$100,866,008
$104,614,705
4%
$35,541,583
$36,895,679
4%
Professional & Technical
Services (300)
$3,762,517
$3,689,356
-2%
Property Services (400)
$2,586,126
$2,541,531
-2%
$13,303,710
$14,093,399
6%
$5,792,408
$5,777,908
0%
Equipment (700)
$313,014
$366,571
17%
Other Objects (800)
$106,497
$139,235
31%
$162,271,864
$168,118,385
3.60%
Salaries (100)
Benefits (200)*
Other Services (500)
Supplies and Materials
(600)
Total Operating Expenses
20
Increase to FY 14/15
NFT Salary Increase
*
Other Bargaining Group Increases
$3.10M
$1.50M
Benefits
$1.40M
Redesign Funds
Other Increases**
$0.87M
Transportation
$0.60M
Special Education Accounts
$0.30M
Technology
$0.20M
$0.75M
Excess Medicaid Funds
$(0.35)M
Grant Re-allocation
$(1.27)M
Reductions
$(1.26)M
Total
$5.84M
* Includes salary and wage increases, reductions in IDEA grant moving
costs to local budget, communications director, FY 13/14 additional
class size aides, housemasters restored to 12 months after original FY
13/14 base budget.
**Includes legal fees, MS intramurals, supplies, equipment, memberships,
travel, athletic insurance, substitutes, facilities.
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Maintains low class sizes for K-5 students: $400,000
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Maintains sports and athletics: $1.1 Million
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Increases funds for Middle School intramural sports: $100,000
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Increases funds for Special Education: CREC recommendations
and reorganization/redesign: $245,000
Increases funds for Human Resources Department redesign,
reorganization, staff recruitment/diversity hiring and systems
improvement: $285,000
22
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Establishes one-time fund to create a Facility Utilization Plan:
$100,000
Refocuses grant and foundation funds to phase in the
assignment of a full-time Curriculum and Instruction Site
Director at each K-5 school, with key responsibilities to
include:
 Common Core SS
 K-3 Literacy emphasis
 Supervision and evaluation
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Grant funds are targeted to support professional
development for Board-approved priorities
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Advances Board priorities for Technology, Communication,
Library redesign, and Astronomy and Science Center
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Eliminate 6 positions, three of which are vacant
Reallocate Alliance and other grant funding sources to
support ELL services, Curriculum and Instruction Site
Directors, and Grants Department
Generate savings in facilities accounts through the use of
more in-house work and vendor changes
Reduction in supplies accounts based on historical trends
24
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The Superintendent’s recommended FY 14/15 budget is for
an operating increase of 3.6% over FY 13/14.
In order to move forward, we have taken a multi-year
approach to investing in the Norwalk Public Schools. These
investments will be highlighted in a variety of areas over the
course of a few years. Funding for changes will come from
state, local and private sources.
This budget will address the CREC Report, move Norwalk
forward with implementing Common Core, strengthen early
literacy, address class size concerns among the community,
and strengthen central services.
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A combination of budgeting, strategy and forecasting over a
multi‐year period
Multi-Year Models institutionalize the idea of long-range
thinking to combine budgeting with strategic ideas and
decisions
Increases understanding of key expense drivers
For larger organizations, financial planning plays an integral
role in forming estimated budget assumptions, long-range
planning, strategic decisions
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
Salaries for NFT re-opener remains at existing scale
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Place holder for GWI % for all unsettled contracts
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Meets collective bargaining requirements
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Health Insurance increases at an annual premium rate of 5%
per year, as more employees migrate to HSA plans
All level of grant funding remains the same
Per Pupil Allocation remains at $85 for High School, $74 for
Middle Schools, $71 for Elementary Schools
Student enrollment will increase 1% per year starting 2014
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Out-of-district tuition for Special Education students
increases 4.0% per year, with out-of-district students
increasing 3% per year
Maintains existing levels of supplies and services with only
slight add-backs based on current budget submissions
Maintains local commitment to new Curriculum and
Instruction Site Directors
No additional positions added in future years, except reserve
teacher per year starting in 2014/2015 to account for higher
projected enrollment
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FY 15/16
%
Change
FY 16/17
%
Change
FY 13/14
FY 14/15
%
Change
$100,866,008
$104,614,705
4%
$109,376,515
4.6%
$113,141,313
3.4%
$35,541,583
$36,895,679
4%
$38,794,183
5.1%
$40,236,155
3.7%
Professional
& Technical
Services
$3,762,517
$3,689,356
-2%
$4,325,997
17.3%
$4,487,635
3.7%
Property
Services
$2,586,126
$2,541,531
-2%
$2,593,636
2.1%
$2,565,757
-1.1%
Other
Services
$13,303,710
$14,093,399
6%
$14,614,380
3.7%
$15,320,257
4.8%
Supplies &
Materials
$5,792,408
$5,777,908
0%
$5,831,067
0.9%
$5,847,559
0.3%
Equipment
$313,014
$366,571
17%
$377,288
2.9%
$388,381
2.9%
Other
Objects
$106,497
$139,235
31%
$139,571
0.2%
$139,811
0.2%
$162,271,864
$168,118,385
3.6%
$176,052,638
4.7%
$182,126,868
3.5%
Category
Salaries &
Wages
Benefits
Total
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
NFT salary schedule
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Degree level changes
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Health insurance

Special Education out-of-district tuition and consulting
services
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Transportation
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Medicaid reimbursement (parental consents)
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Loss of carryover funds in grants

Uncertainty regarding grant funding
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1. Extra-curricular Sports and After-School Programs
◦ Equity
◦ Private contributions
◦ “Pay for Play”
2. Special Education
◦ NPS to provide services for certain Special Education students, in lieu of
out-of-district placement
3. Scheduling Efficiencies
◦ Reduce inefficiencies in current school schedules
◦ Establish new schedules aligned with district goals and priority areas
4. Labor Management Agreement and Analysis
◦
◦
◦
◦
New incentives, aligned with NPS goals and priorities
Leadership
Roles, positions, titles, salaries
“Additional pay” categories reviewed
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5. World Languages
◦ Blended learning and online options
6. Teacher Aides
◦ Evaluate utilization and effectiveness
7. Transportation
◦ New contract opportunity
8. Revenue
◦ Continue to reallocate use of grant funds toward district goals and
priorities
◦ Seek additional foundation and grant funds
◦ Develop and advance an NPS legislative agenda
32