1. ORANGE PUBLIC SCHOOLS:
2014 – 2015
EDUCATION BUDGET
ADOPTED 4.7.2014
“Upon the education of the people of this country,
the fate of this country depends.”
B enjamin Di sraeli
3. BOARD OF EDUCATION
William Kraut, Chair
Jody Dietch, Vice Chair
Jeff Cap, Secretary
Kimberly Browe
Karen deFur-Maxwell
Keith Marquis
Deanna Pucillo
Robert Ricciardi
Susan Riccio
Christian Young
4. ADMINISTRATIVE TEAM
Stephen Bergin, Principal, Turkey Hill School
Matt Bruder, Director of Technology
Kai Byrd, Director of Special Services
Eric Carbone, Principal, Peck Place School
Michael Gray, Principal, Race Brook School
Michael Luzzi, Director of Facilities
Lynn K. McMullin, Superintendent
Kevin McNabola, Business Administrator
Colleen Murray, Director of Curriculum &
Principal, Mary L. Tracy School
5. SUPERINTENDENT’S
LETTER OF TRANSMITTAL
Dear Members of the Orange Community,
Please accept this sincere, wholehearted request for support in the upcoming 2014 – 2015 school year made on behalf of the
Board of Education, district administrators, and our educational community. While the key objective of this spending plan is to
maintain the rich academic, social, and personal opportunities our students and their families deserve, its additional focus is on
the safe and nurturing environment of their four schools. Thus, for the first time, (at least in recent history), the budget contains
a specific schedule of Capital Improvements. The Board of Education and I are fully aware that the community has generously
bonded our recent request for roofs, security, and boilers. Better than anyone, we understand the full impact of the loss at Peck
Place School this past January. We kept both in mind as we worked through so many financial decisions; but we also kept
returning to the same basic truths of education: roofs are not curriculum and boilers are not computer carts. We are not asking
for ‘champagne and caviar’ in this budget; we are requesting the bread, milk, and eggs we need to provide a wholesome
education. Thus, while this increase is higher than we have received in previous years, it is a budget responsive to our children’s
needs for education and safety, to the demands of their 21st Century skill-set, to our teachers’ entreaty for a rich and rigorous
Language Arts curriculum, and to our investment in our buildings. The budget for the 2014-2015 year is $18,821,908 which
represents an increase of 3.13%. In addition, we brought forth to the Town some capital improvement projects, such as the
stairs and sidewalk at Mary L. Tracy, the structural classrooms supports at Turkey Hill, and the interior ramp at Race Brook.
Our adopted 2014-2015 budget moves the district forward in three priority areas: 1. Language Arts Curriculum, 2. Capital
Improvements (now in the Town budget), and 3. Technology. First, the new district-wide LA curriculum, which represents about
1% of the budget, is rich in teacher and student materials. It features authentic shared texts and is flexible enough to
accommodate workshop models. It is Common Core aligned which, in Orange, represents an opportunity for important
instructional shifts. We are more than ready. The CCSS expects our students to reflect and write more, to read a variety of texts
and evaluate what they read, and to support their opinions with textual evidence. The Common Core shift is an important one
for our community where so many students are already at or above goal and poised both for these valuable increased
expectations and for learning at their own level.
6. We have also restructured Central Office to allow for full-time Director of Curriculum. Our need to expand this position,
currently half-time, became more obvious over the past two years as our district dealt with new State requirements for
curriculum, extensive changes in the teacher and paraprofessional evaluation plans, significant testing changes, shifts in
instructional technology, requirements for improved communication with parents about assessments and interventions, and so
on. This reorganization was accomplished with the elimination of the 1.0 Assistant Special Education position and new job
descriptions which merged four existing Central Office positions into three.
Next, we have developed a responsible list for the Town of the Capital Improvements which simply cannot wait. The pictures
included in this budget, on pages/slides 34 – 41, underscore the sense of immediacy. Safety concerns dominate the list, but a
few projects are also aesthetic. It should be noted that this past year we attended to the two significant emergencies at Peck
Place with mindfulness to both our students and the wider Orange community. Though we care deeply about these buildings,
we truly see the schools, not as ours, but as the community’s. We are grateful the Board of Finance moved these projects out of
our budget and into the Town Budget.
Finally, while we have significantly expanded our teachers’ and students’ access to technology, we still have a distance to go
before we can accommodate either 1-to-1 student access to computers or a ‘bring-your-own-device’ environment. Our goal is to
provide instruction which engages our students in the technology skills and understandings they need for their world.
This budget does recognize that a lower student enrollment and decreases in Special Education have provided opportunities for
us to economize. This year a total of 6.5 positions have been reduced: 13 were eliminated; but 5.5 were added to accommodate
an exploding ELL program and our increased tutoring needs in math. Also, although we hired them last year, the 4 security
monitors had not been budgeted last year, so they appear as an addition in this year’s budget.
Respectfully submitted,
Lynn K. McMullin
Superintendent of Schools
“Education is more than a luxury; it is a responsibility a society owes to itself.”
7. The Orange Elementary School District recognizes
that the education of each child is the shared
responsibility of every member of our community.
Our goal is to inspire and empower each student to
achieve academic excellence, embrace social and
individual responsibility, and lead with integrity.
We believe all individuals should be valued and
treated with respect.
OUR MISSION
8. • Providing powerful academic challenges
• Respecting individual and community values
• Nurturing personal growth
• Taking pride in our children and celebrating their successes
• Promoting school and community spirit
• Enhancing lifelong learning through technology
• Believing all children deserve a childhood
• Creatively, confidently building the future
WE ARE COMMITED TO:
Together …
We Will Make a Difference
9. Our buildings are 45 - 100 years old and, as they age, need our resolute, ongoing attention. Preparing
for the future of our buildings not only makes us proud owners, but positively affects our ability to
deliver exceptional educational services to our children. Thus, a new line item has been added to this
budget called ‘Capital Improvements.’ It is intended to begin addressing our immediate needs in a
purposeful, organized way. We started with the most obvious safety and aesthetic needs – the items
on everyone’s mind. These aren’t ‘caviar and champagne’ items; they are the bread, eggs, and milk.
The school system is a community jewel. It draws families to Orange. It is the reason so many children
who grow up in Orange come back to buy homes in which to raise their own children. In return, our
schools respond by reflecting Orange’s values, by developing high-level programs which ensure our
students are academically prepared for the next steps, by helping them become active participants in
their schools and community, and by enabling them to embrace their personal, social, and civic
responsibilities as future citizens. That symbiotic relationship is a worthy investment.
These two core beliefs cannot be broached as an either/or consideration.
The Orange School District cannot choose to either maintain its buildings … or
strengthen its educational programming.
Both are vital.
TWO CORE BELIEFS …
IN PRESENTING THIS BUDGET
10. 2014 – 2015 Budget – News item posted on our
website
Monday, March 10th – 7:30 p.m. Board of Education
Meeting @ MLT
Tuesday, March 18th -- 7:30 p.m. Board of Finance
Meeting @ MLT
Tuesday, March 25th – Link to budget added on
SlideShare
Tuesday, April 22nd – 6:00 p.m. Board of Education
Meeting @ MLT – final adoption
Wednesday, April 23rd -- 7:30 p.m. Budget Hearing
@ HPCC
Thursday, May 8th -- 7:30 p.m. Annual Town
Meeting @ HPCC
Tuesday, May 20th -- Referendum from 12 p.m. - 8
p.m. @ HPCC
BUDGET PROCESS INFORMATION
11. CONTENT AREA
2006
% of Grade 6 at
GOAL or above
2011
% of Grade 6 at
GOAL or above
2013
% of Grade 6 at
GOAL or above
MATH 78% 93% 94%
READING 79% 91% 97%
WRITING 78% 87% 92%
2012 – 2013 SUCCESS STORIES: ACADEMICS
Over the past five to six years, test scores have improved. Below you can see scores at
Goal. In 2012, we began tracking the Advanced band. In 2013:
60% scored Advanced in Math
43% scored Advanced in Reading
44% scored Advanced in Writing
12. YEAR
MATHEMATICS
DRG B Rank
READING
DRG B Rank
WRITING
DRG B Rank
2006 12th of 21 18th of 21 17th of 21
2011 3rd of 21 6th of 21 4th of 21
2013 2nd of 20 1st of 20 2nd of 20
2012 – 2013 SUCCESS STORIES: ACADEMICS
Percentage of 6th Grade Students Scoring ‘Goal’ or Above
• A renewed focus on differentiating for students at the Advanced band should
maintain and strengthen Orange’s position at the top of our DRG.
• However, teachers in Orange have maintained their focus on meaningful, rigorous
project-based learning, as well.
• A new Math Expressions curriculum has a strong problem-solving component.
13. Grade 3
2009 2010 2011 2012 2013
Reading 70% 81% 72% 76% 75%
Writing 72% 79% 73% 75% 74%
Math 84% 86% 86% 81% 82%
Grade 4
2009 2010 2011 2012 2013
Reading 78% 79% 87% 80% 81%
Writing 76% 81% 91% 83% 81%
Math 86% 90% 90% 85% 82%
Longitudinal Improvements in % of students at Goal or above.
2012 – 2013 SUCCESS STORIES: ACADEMICS
17. 2013 – 2014 SUCCESS STORIES:
COMMUNICATIONS
• Implementation of PowerSchool
o New Student Information System (SIS)
o Parent Portal
o Standards-based report cards
o Improved in-house reporting capabilities
o Improved State reporting capabilities
• Schools’ ‘Annual Report’ to the BOE
• Facebook Page
• Added ‘news bite’ pop-ups to webpage
• Published 35 SlideShare presentations
• Improved OGAT and BOE meetings
• Surveys – Kindergarten, Parent
Satisfaction, Special Ed
18. 2013 – 2014 SUCCESS STORIES: EVALUATION
Implementation of the new
Teacher & Administrator Evaluation Plans
o Wrote a customized plan to meet Orange’s needs
o Full implementation – 100% teachers; 100% schools
o BOE-approved and State-approved plan
o Conducted calibration training for Administrators
o Developed Talent Ed management tool
o Conducted parent and student satisfaction surveys
o School-based goals for parent and student feedback
o School-level workshops for implementation
19. Provided 15 Professional Development Sessions – highlights are:
o PowerSchool and Standards-based Report Cards
o Argument Writing and Close Reading
o Common Formative Assessments for PE, Music, Spanish, Art, Library (LMS)
o Math Expressions for Special Ed paraprofessionals
o TEAM Recertification Training for Teachers
o Lexia Core 5 for paraprofessionals
o Differentiation Strategies
2013 – 2014 SUCCESS STORIES: CURRICULUM
Professional Development to Teachers and Administrators
20. o Wrote ‘Teacher Resource Guides’ aligning the CCSS to
Math Expressions and Standard-Based Report Cards
o Aligned the ESL (English as a Second Language)
curriculum for grades K - 2
o Created Performance-Based Assessments
o Math
o Language Arts
o Special Area Subjects – Art, Music, PE, Spanish, LMS
o Convened the LA Core Program Adoption Committee
2013 – 2014 SUCCESS STORIES: CURRICULUM
Curriculum Development
21. o Piloted Accelerated Math, Moby Max Math, and Mathletics programs
2013 – 2014 SUCCESS STORIES: CURRICULUM
Technology, Curriculum, and Instruction
o Implemented Pebble Go
research software (K – 3)
o Implemented Type to Learn
– (Grades 1 – 6)
o Wrote a $45,000 CSDE grant
for 3 carts of Lenovos
o Piloted PowerSchool
Electronic grade book
22. o Conducted 4 Parent Presentations in the Common Core State Standards
(CCSS) and Standards-based report cards
o Homework Committee
2013 – 2014 SUCCESS STORIES: CURRICULUM
Community Involvement
23. 2013 – 2014 SUCCESS STORIES: CURRICULUM
o Expanded 2014 Summer School
Program to include Tier II, Tier III
and ELL students
o 1 hour Math; 1 hour LA
o Added iPad and applications to
Summer School Program
Summer School
24. 2013 – 2014 SUCCESS STORIES: PROGRAMS
o PBIS (Positive Behavior Intervention Supports, part of anti-bullying and
Safe Schools) – full implementation at
Race Brook School and Turkey Hill School
o PBIS – year 1 training at Peck Place School
o Doubled the number of students
participating in instrumental music
programs
o 162 students in 2011
o 301 students in 2013
o Orange Elementary Marching Band
is returning to the Memorial Day
Parade
25. 2013 – 2014 SUCCESS STORIES: PROGRAMS
o Robotics Summer Camp , 3 week-long
sessions for First LEGO League
competitions
o Pre-school expansion w/ Open
enrollment
o 29 students 2013 – 2014
o 48 students 2014 - 2015
o Expanded Summer School to include
regular education students for Math
and LA instruction
26. 2013 – 2014 SUCCESS STORIES: TECHNOLOGY
o 2014-2015 Technology Grant for 90 iPads (3 carts, one each to RB, TH, and PP)
o Addition 3 carts of Lenovos (20 each) RB, PP, and TH
o Addition of 9 portable laptop carts (2x30, 7x20) -- SBAC testing requirements
o Addition of 2 portable iPad carts (2x30) -- SBAC testing requirements
o Network upgrades to Fiber Optics, new switches
o Installation of CAT5E cables in classrooms
o Replacement of all CRT monitors with flat-screen LCD monitors
27. 2013 – 2014 SUCCESS STORIES: TECHNOLOGY
o Full implementation of PowerSchool -- more robust SIS (Student Information System)
o Design of digital grade book and training for teachers
o Custom built Standards-Based report cards
o Implementation of School Gate Guardian Visitor Management System
o Installation/configuration of Employee ID Access System w/Staff Proximity ID badges
o Implementation of Direct IP printing
28. o Implemented Phase I of the Security Plan: panic
buttons and ID Card readers at locked doors
o Implemented removal of unsafe appliances from
classrooms (safety/energy savings)
o Replaced playground edging and mulch at Turkey Hill
o Replaced main stage curtains at Turkey Hill
2013 – 2014 SUCCESS STORIES:
FACILITIES &
FINANCIAL
o Attained State approval for key facilities projects (boilers, roofs, and security)
29. o Implemented a responsible, comprehensive recovery from two significant
events (Summer 2013 and January 2014) at Peck Place School
2013 – 2014 SUCCESS STORIES:
FACILITIES &
FINANCIAL
• Summer 2013: Facilitated mold
clean-up and air-quality testing
• January 2014: Facilitated immediate
clean-up
• Yale West Campus: Located new
facility within 3 days; relocated
within 3 weeks
• Worked with town and Yale officials
to meet occupancy requirements
• Worked with insurance adjusters
• Managed asbestos removal
• Served as general contractor for
renovation projects
30. o Negotiated two additional contracts: Central Office and Administrative
Assistants/Paraprofessionals
o Completed RFPs and ED-049 Application for Bonded Projects; ongoing
bond application work
o Implemented energy-conservation projects with UI (interior and
exterior lighting); including Peck’s renovation
2013 – 2014 SUCCESS STORIES:
FACILITIES &
FINANCIAL
31. o Provides a new LA Curriculum which
supports CCSS and our students’ and
teachers’ needs
o Continues to expand Instructional
Technology
o Begins to support facilities
improvements and maintenance at
MLT, RB, and TH
o Meets our contractual obligations
THE 2014 – 2015 BUDGET
o 0-Based Budgeting
o Maintains the smaller class sizes = hallmark of the community (Slide 44)
32. 2014-2015 PRIORITY #1: CURRICULUM
o Purchase $159,477 Language Arts Curriculum; 1st of two installments for a
district-wide program, grades K – 6
o At Advanced, Orange scored in the top 10 amongst DRG B districts in only
four areas, as highlighted below
Goals:
Align to the more rigorous Common Core State Standards
Differentiate for high-achieving students, as well as those who struggle
Consistency of curriculum across the grades and schools
2013
Math Reading Writing
Adv.
DRG/
out of 19 Adv.
DRG /
out of 19 Adv.
DRG /
out of 19
Grade 3 39% 10th 31% 16th 27% 16th
Grade 4 39% 15th 29% 10th 28% 18th
Grade 5 43% 17th 28% 18th 39% 8th
Grade 6 60% 5th 43% 7th 44% 9th
33. 2014-2015 PRIORITY #1: CURRICULUM
o Expand Accelerated Math to Peck Place and Race Brook
o ELL Curriculum and program support; expansion of case loads from 18
students to 46 students in 3 years
o Expanding SRBI ‘suite of Interventions’
34. 2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
Race Brook School: Ramp and carpeting, playground, stage curtains
At Race Brook, above, the same flooring
on the ramp is worn and has lost its non-
skid properties.
Above and center: Non-
skid flooring at MLT --
raised rubber surface
prevents slipping.
35. Ramp at Race Brook School: worn, slippery, in disrepair, safety hazard
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
36. Carpeting RBS: Music Room and PPT Meeting Room worn, stained, frayed, odorous
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
37. RBS all-purpose room: upper curtain is worn, dusty, and inoperable; needs to be
replaced with a reflective window film that will allow in light
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
38. Stage curtains at RBS and MLT are worn, stained, torn, and in disrepair.
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
39. Turkey Hill School: Classroom structural reinforcement; main office carpeting and
the blinds in the library are worn and in disrepair.
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
40. Mary L. Tracy: Entrances, stairs and sidewalks; stage curtain
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
1
2
3
4
41. At Mary L. Tracy, the school entrance stairs and sidewalk are currently closed
due to deterioration over the winter.
2014-2015 PRIORITY #2:
SCHOOL CAPITAL IMPROVEMENTS IN TOWN BUDGET
1
2
42. 2014-2015 PRIORITY #3: TECHNOLOGY
2014 – 2015 Budget:
o $73,325 in district hardware upgrades – connectivity to the Internet
o Network switches, security firewall, 48 access points
o $40,029 to fund our portion (63%) of State grant awarded for 3 i-Pad carts
o $20,590 for replacement laptops, 20 new i-Pads at MLT
o Maintain all district software, webpage, and SRBI tools
43. DISTRICT CLASS SIZES 2012 - PROJECTED
These three charts show DRG A and DRG B data from the October 1, 2012, Strategic School Profiles (SSPs), the last published reports available.
For every district, the number shown is the average class size; some may be larger, some smaller. For example, in Glastonbury, which has 6
schools, K sizes range from 14.3 to 20; Grade 2 sizes range from 18 to 22.5; Grade 5 sizes range from 19.7 to 20.2. To the data, "Orange 2014"
was added based on the current class enrollments. As evidenced, class sizes have not risen in comparison with DRG A or B districts over time.
Sorted smallest to largest by Grade K Sorted smallest to largest by Grade 2 Sorted smallest to largest by Grade 5
44. School Projected Population Projected Class Size
District Total 1115
Mary L. Tracy –
Kindergarten / Pre-K*
130 (7)
48 Pre-K (4)
Current Actual = 108 / 15.4
Current Actual 29/10
18.5 (K)
12 (pre-K)*
Race Brook
Current Actual = 379
Prediction = 351
Turkey Hill
Current Actual = 310
Prediction = 290
Peck Place
Current Actual = 376
Prediction = 339
2014- 2015 PROJECTED CLASS SIZE: MLT
* Partially tuition-funded
45. School Projected Population Projected Class Size
District Total 1115
Mary L. Tracy Kindergarten 130 / 48 Pre-K
Race Brook 351
Grade 1 45 (3) 15
Grade 2 57 (3) 19
Grade 3 51 (3) 17
Grade 4 60 (3) 20
Grade 5 71 (4) 17/18
Grade 6 67 (4) 16/17
Turkey Hill 290
Peck Place 339
2014- 2015 PROJECTED CLASS SIZE: RBS
Reduction of one position
46. School Projected Population Projected Class Size
District Total 1115
Mary L. Tracy Kindergarten 130 / 48 Pre-K
Race Brook 351
Turkey Hill 290
Grade 1 30 (2) 15
Grade 2 47 (3) 15/16
Grade 3 54 (3) 18
Grade 4 48 (3) 16
Grade 5 51 (3) 17
Grade 6 60 (3) 20
Peck Place 339
2014- 2015 PROJECTED CLASS SIZE: THS
Reduction of one position
47. School Projected Population Projected Class Size
District Total 1115
Mary L. Tracy Kindergarten 130 / 48 Pre-K
Race Brook 351
Turkey Hill 290
Peck Place 339
Grade 1 36 (2) 18
Grade 2 61 (4) 15/16
Grade 3 57 (3) 19
Grade 4 61 (3) 20/21
Grade 5 70 (4) 17/18
Grade 6 54 (3) 18
2014- 2015 PROJECTED CLASS SIZE: PPS
Reduction of one position
48. School Year
Certified
FTE
Non-
Certified
FTE
Support
FTE
Total
Student
Enrollment
2012 - 2013
- 3.5 Teachers #
- .5 Admin #
- 6.0 SE Paras # + .6 Tech * - 9.4 1244
2013 - 2014
- 2.5 Teachers #
+ 1.4 Teachers *
- 1.5 SE Paras # + 8.0 Security * + 5.4 1198
2014 - 2015
- 6.0 Teachers
+ .5 Admin
- 7.0 SE Paras
+ 3 ELL *
+ 2.5 Tutors *
- 7 1104
Decrease /
over 3 years
- 10.6 Teachers - 9 Paras + 8.6 Support - 11 - 140
3-YEAR STAFFING REDUCTIONS: 2012 - 2015
• * = new positions in instrumental music, ELL, technology, security monitors
• # = through attrition
49. 2014-2015 BUDGET PRIORITIES
2014 – 2015 Budget Drivers:
1. $200,199 for Health Insurance – 1.1%
2. $159,777 for English Language Arts Curriculum – .8%
3. $156,236 for Technology upgrades network and student computers – .8%
4. $129,709 for Instructional Aides in ELL and Math – .7%
50. ADDITIONS OVER 2013 - 2014 BUDGET
1. $200,199 -- Anthem Health Insurance
2. $159,777 – New English Language Arts Curriculum
3. $172,000 -- Special Education Out-of-District Tuition / Transportation
4. $129,709 -- 3 ELL Tutors / 3 Math Tutors
5. $73,325 – Improved Network Service
6. $66,812 -- 4 Daytime Security Monitors
7. $60,619 – District Computers and Carts
8. $34,000 – Reorganization Central Office
9. $30,000 -- Custodial Substitutes
10. $29,126 – Math Textbooks for Special Ed
51. DECREASES FROM 2013 - 2014 BUDGET
1. ($215,632) – Special Education Teachers (included Assistant to Special Ed Director)
2. ($226,795) – Classroom Teachers (retirements, decreased enrollment)
3. ($170,100) – Special Education Paraprofessionals
4. ($59,000) – Maintenance Salary
5. ($27,000) – Oil Heat
6. ($23,500) – Professional Development
7. ($16,470) – Technology Initiatives
8. ($10,221) – District Software
9. ($6,000) – Summer School
This budget was presented to the Board of Education on April 7, 2014 and adopted with changes between its initial presentation and its final adoption. The initial budget was a 6.3% budget with 2.0% in Capital Improvements. The budget was reduced to 5.0% with 1.5% in Capital Improvements and it was adopted by the Board of Education and transmitted to the Board of Finance. Following review by the Board of Finance, the Capital Improvements were taken out of the budget and moved to a separated line in the Town of Orange’s budget and an additional $50,000 was reduced. This 3.1% increase is the final adoption of the 2014 – 2015 school budget and closes out a long and thoughtful process.
The above appear as either pages or slides depending upon your version of the budget.
The Board of Education worked on the budget in two open workshop sessions, which we called marathons: one onFebruary 20th from 5:00 – 10:00 p.m. and the other on March 3rd from 7:00 – 9:30 p.m. Both were held in our meeting room in MLT.This budget was presented to the Board of Education on April 7, 2014 and adopted with changes between its initial presentation and its final adoption. The initial budget was a 6.3% budget with 2.0% in Capital Improvements. The budget was reduced to 5.0% with 1.5% in Capital Improvements and it was adopted by the Board of Education and transmitted to the Board of Finance. Following review by the Board of Finance, the Capital Improvements were taken out of the budget and moved to a separated line in the Town of Orange’s budget and an additional $104,500 was reduced.
The Administrators developed their budgets in December and January and presented to the BOE during the February workshop meetings. This leadership team meets twice a month to discuss district-wide issues and to make policy and practice decisions together. This teamwork has strengthened our ability to provide a guaranteed and viable program across the schools, erasing important differences in the way children are educated school-to-school while still allowing for individualized communities and cultures. However, it was wonderful to see the camaraderie and support the team has for each other during our disastrous January in which Peck Place was displaced.
This letter conveys the BOE’s adopted budget to the Board of Selectmen for their review.
The letter focuses on both the rationale and sentiment behind the budget’s highlights. It formalizes and underscores the importance of the process.
The Mission Statement was rewritten in 2012 – 2013, by the Strategic Planning Committee, which also published Orange’s first 3-year Strategic Plan, “Working Together We Grow.” This document is available on the webpage at oess.org in the Board tab.
These bullet-points from the Strategic Plan document, and prominent on the wall behind us during meetings, drive our decision-making, including our budget decisions. In addition, specific goals are listed in the strategic plan, including goals such as improving the transitions between schools, continuing to improve security, and exploring full-day kindergarten.
To my knowledge, Orange has not included Capital Improvements in its recent budgets. We carefully added dire Capital Improvements this year recognizing that there are ongoing maintenance needs which cannot wait to be addressed by a future bond. Some towns budget for Capital Improvements separately from their education budget; others do not. Thoughtfully, our Board of Finance has moved the Capital Projects which appear here to a town budget line.In the Fall of 2013, Orange was awarded the distinction by one online magazine of being the best community in which to raise children. That reputation must be fostered through both programming and building upkeep if the schools are to continue to attract families and if property values are hoped to out perform neighboring communities.
Our webpage at www.oess.org is regularly updated and families can trust it as a source of current and accurate information. If you have found this presentation, then you are aware of the SlideShare tab under ‘Central Office’ where you can find all kinds of easy-to-read district reports, formatted just like this one. The CMT report is featured there, with a more detailed analysis of the next slides you will see here.
In a time when the State and the country are faced with angst about the implementation Common Core Standards, Orange is in a position to embrace these higher-level achievement standards with confidence. Our students are already at Goal, and we were already expanding our expectations to include the Advanced band. With only two years of the new ‘Math Expressions’ program under our belts, our teachers and principals are very impressed with our students’ improved abilities to talk about and explain the math they are doing, rather than to ‘perform math by rote.’ The curricular choices Orange has made with the math program have proved to be an exceptional investment. This budget seeks to purchase a new LA Curriculum, which are teachers are anxious to implement. Concerning technology-based testing, such as with the SBAC, our parents were already keenly interested in their student’s individual achievement (versus a banded score); so the SBAC’s computer-adaptive test, which provides each student with a unique score, better meets their needs.
A focus on curriculum and instruction, as well as deliberate decisions to incorporate a ‘suite of SRBI tools’ (scientifically researched-based interventions) for students who are struggling in math and reading, have led to Orange’s much stronger position in the DRG. These software and hardware purchases, including Lexia, Dreambox, Accelerated Reader, and Math are not new, but continue to be supported in the budget because of their data-supported educational value.
Our student’s progress at the lower grades does not show the dramatic progress we see at the upper grades. However, recent changes in the curriculum at kindergarten have already begun to have impact. 85% of last year’s kindergarteners entered grade 1 as level 4 readers or above. The kindergarten has had to increase its number of reading books at the higher reading levels in both fiction and non-fiction. In Math, over 90% of last year’s kindergarteners reached the benchmark.
At the upper grade levels, the new Common Core State Standards, which expect students to perform at higher skill levels, are perfect for Orange where we have begun to focus on students scoring at the Advanced levels. Of course, the CMT is now a test of the past, and the new SBAC begins this very month. The SBAC is a computer-based test, so the students will find it both interesting and challenging. More importantly, it is adaptive. Each student will be given questions in reading and math which get progressively more difficult until he/she cannot answer any more questions. After this year, (which is a trial test), students will receive a discrete score, rather than a banded score.
It’s important for a district to track the achievement of the same group of students (cohort) over time. However, it’s also important to keep in mind that when scores are high, for example 92% of the students are already at Goal in Math in 5th grade, the room for growth is incrementally smaller. In other words, it’s much harder to close the gap between 92% and 100% at Goal, than it would be to close the gap between 75% and 83% at Goal.
The district has continued to try to improve communications with parents and the wider community; some attempts have been successful and well received. The report cards, which are sent home, but also which can be accessed and printed from the parent portal in PowerSchool, will continue to evolve over the next few years as the standards are added or refined. The Facebook page, at Orange CT Board of Education, has once attracted over 3000 viewers, but the average post reaches 250 – 300 viewers. If you’re viewing this, you’ve found one of our 35 SlideShare presentations.
The Evaluation Plans were fully implemented, despite flexibility which allowed us to implement with either 1/3 of our schools or a 1/3 of our teachers. The principals at all four schools stepped in with a workshop and professional development model for implementation that made it much easier for teachers to accomplish. Our parent and student feedback goals are school-based, so everyone is working together on the same goal. The plan is based heavily on self-reflection using four rubrics, so teachers were able to set instructional goals based on their own perceptions of their strengths and needs. We never tied our student achievement goals to the CMT, so the change to SBAC is irrelevant to our Evaluation Plans. Our teachers are basing their students’ achievement on in-house data from our benchmark assessments. Finally, we chose Talent Ed to manage our plan, forms, and paperwork, and we’ve experienced very few glitches as a result.
The switch to PowerSchool, the Common Core State Standards, and the TEVAL Plan have played prominently in this year’s professional development, which takes place before the kids return to school in August and during minimum days throughout the year.
The demands on curriculum, instruction, and technology have exploded in the past two years. The Common Core State Standards in Math and Language Arts, the new SBAC test, the implementation of the TEVAL Plans, as well as Orange’s own goals for revising the homework policy and creating district-wide benchmark assessments for Art, Music, PE, Library, and Spanish led to a reorganization of Central Office which results in the Director of Curriculum position changing from .49 to 1.0. The cost of this change is only $34,000, however, because another position, the Assistant Director of Special Education was eliminated in the same reorganization. In essence, four positions became three. We’ve also agreed that the Curriculum Director will use a portion of her time to write the grants we’ve let go and thereby pay for this difference. Very detailed information about the Central Office reorganization, which was discussed in general over the course of a full year and in its specifics in the BOE Personnel Sub-Committee is available on the webpage in the ‘Board – Minutes’ tabs.
The connection between curriculum and technology is becoming more and more seamless as both new programs and new devices, such as i-pad and laptop carts, are added. The SBAC is a computer-based test; fortuitously it is pushing districts closer-and-closer to one device per child. If our children are to truly become 21st Century ready, they need as much exposure to the global community, visual and media literacy, interactive-communication, etc. as possible. They can gain this through the Internet. The district is moving towards BYOD (bring-your-own-device), but wireless upgrades and switches to improve connectivity to the Internet are needed first.
The Director of Curriculum presented a workshop for parents at each of the four school in the Common Core shift and our own standards-based report cards. That presentation is also a SlideShare titled “Fall 2013 Parents’ Night Presentation.”
Beginning this summer, our students receiving Tier II and Tier III interventions in Math, Reading, or both, and our ELL (English Language Learners) will be invited to attend summer school, which has also been expanded by one hour and one week. Summer School is a research-proven strategy to prevent the loss of skills, called ‘regression’, which occurs when students are away from school in the summer and not practicing or applying what they’ve already learned in any new contexts.
Turkey Hill and Race Brook are fully immersed in PBIS, an intervention for negative behaviors and bullying which is accomplished through systemically recognizing the good behaviors. Both schools are already seeing the benefits. Peck Place is in the midst of its training and program design. This May, the community will enjoy the Orange Elementary Schools Marching Band in the Memorial Day parade. Two years ago, when the decision was made to expand instrumental music, many people feared that band would pull students away from a very successful strings program. Instead the district has seen a significant increase in the number of students participating in music with almost twice as many students enrolled in either the orchestra or band. Fundraising is currently underway for light-weight snare drums and uniforms.
About a dozen student attended robotics camp this past summer, and the program will be offered again. The ‘campers’ then go on to join First LEGO League teams and compete against other schools to solve a humanitarian problem and program their robot to perform a task. This year, the students could select any type of natural disaster and devise and present some ‘invention’ to provide relief. Their robot needed to be able to navigate around debris.In the 3-year-old and 4-year pre-school program, with an open enrollment and a much lower tuition than other area pre-schools, more students are able to participate in the program. This coming year, a total of 48 students will be enrolled.
The focus for 2013 – 2014 was twofold: first, expanding the capabilities of the district through improved infrastructure; and second, expanding student access to technology through the addition of mobile carts with either Lenovo laptops or i-Pads. Increased bandwidth was also required for the advancements in security including our ID card readers, the installation of the panic buttons, and this summer’s installation of the video surveillance cameras, which are Phase I and Phase II security projects.
Additional advancements in technology occurred with the implementation of programs. Some are utility program and enhance how teachers work, collect data, and communicate with parents, such as through the new Student Information System (SIS) – PowerSchool. PowerSchool also enabled parents to view their own students attendance and grades, and soon they will be able to print report cards according to their own needs. The standards-based report cards required extensive hours of work for each trimester. The IT Department installed the School Gate Guardian Management System for visitor recognition. We switched our printing solution from local desk-jet printers to grade-level based printers and networked printers with privacy capabilities. Printers are accessed through the same ID Badge system as we use. The implementation of Equitrac has allowed the IT department to provide a new print management system, to reduce printing costs, to increase document security, and to promote sustainability.
Since the referendum passed, the Bond projects have involved extensive meetings with the architects and with the State Inspectors. The roofs are in local review and we expect they will go out to bid in another month. Phase II security has been approved by the State, but will still need to go out to bid.With regards to security, as most people realize, you can’t prevent an intruder from arriving at your doorstep. Thus, the focus of all of the security projects has been on mitigating what can happen if someone should try to gain access. Phase I security allowed us to lock the doors to the schools at all times, even when teachers are coming and going, even when Rec Center basketball is taking place. Monitors further observe parents and visitors. The rapid notification buttons (panic buttons) allow the school personnel to shut all the fire doors, announce a lock-down, and call 911 simultaneously at the touch of a button.
Peck Place School needed a lot of attention this year. Condensation on the floors in May led to a common mold (not black mold) problem in July. The school was cleaned, tested, and reopened in September. We managed the fall with dehumidifiers, constant washing of the floors and removal of area rugs and other fabrics. In January, however, the damage from broken water pipes in the ceiling was much more significant. First, we had to relocate the students. For the short-term, the Peck students were divided between Race brook and Turkey Hill, but this was never meant to be more than a temporary solution. Great effort was made to reunite the students and their teachers on one place. A ‘school’ was created out of empty office space at Yale West Haven campus, and while describing this in a few sentences makes the move it easy, it was not. A tremendous number of hours went into this relocation. In the meantime, extensive clean-up, including asbestos removal, and renovation is currently underway at Peck. The insurance adjusters have almost completed their work, and one phase of the recovery has been completed successfully and received a clean bill of health. Now, the installation of new flooring, ceilings, and cabinets, and the repainting can begin.
We also negotiated two additional employee contracts. The boilers have gone out to bid, walk-through’s took place, bid were recorded, and a contract was awarded. Currently the plans from that contractor are being reviewed before the work starts. United Illuminating assesses our lighting and makes recommendations that can provide the district with savings. If the savings are significant enough, we can use the savings to fund the project. That analysis is currently underway at Peck, for the interior lights that were taken down when the ceilings were damaged and removed for abatement.
This budget has two key areas of increased spending: 1. a new Language Arts Curriculum (teachers and principals are requesting this trulyneeds-basedinvestment every day) and 2. improvements in connectivity and access to technology.Zero-based budget does NOT mean ‘no increase.’ It means that the principal or administrator does not simply tack-on a percent increase over last year’s spending, but inventories what is actually in the school, what will be needed for next year, and budgets from 0 up, which prevents supplies from accumulating in closets and line items not being fully expended.Despite some dissatisfaction, class sizes in Orange are really quite low. They are not balanced, however. Despite imbalance, however, the difference between the largest classes and the smallest classes is less than 5; research shows less than 7 creates little to no difference. Students in Orange are doing very well in the classroom, and students with Tier II or Tier III needs are receiving the interventions they need. We have tutors for Language Arts and Math who help students who are struggling to master skills. An increase in Math tutors (to come closer to the Language Arts ratio) and in ELL tutors is represented in this budget. All of the contracts have approximately a 2% increase in salary. In addition, the teachers have a step increase, and for some teachers an increase based on their educational degree status (a teacher earning a Masters degree in May 2014, for example).
Just as Orange did with the implementation of Math Expressions, a core group of educators has been meeting regularly to evaluate programs, visit other districts, and pilot materials in an effort to decide on a comprehensive English Language Arts (ELA) curriculum. While aligning to the Common Core may seem to be a negative with the most recent press, in Orange, where students are already achieving at Goal, aligning to a more rigorous set of standards is the natural choice. The ELA Common Core Standards make sense for our students, and the two remaining ELA programs under consideration are flexible enough to accommodate workshop instructional models and differentiated instruction. The Director of Curriculum has arranged approximately the same price for each of the two programs; and each of the two companies will agree to spread out the costs over 2 years with no interest charge. Professional Development has also been negotiated.
AcceleratedMath, from the same provider as Accelerated Reader, was piloted this year and is an exceptional addition to our instructional toolbox.The ELL (English Language Learners) budget has been moved out of the Special Education budget. Orange has experienced a significant growth in children who do not speak English at home, and we are adding new materials and investing in additional tutoring with district-trained paraprofessionals. Federal requirements dictate the number and type of servicing each ELL student and family requires.
Capital Improvements were moved from the Board of Education budget to the town’s budget in March. We have retained the pictures and emphasis to underscore the importance of these projects in the Town’s Budget.The two pictures,left and center, were taken at MLT and show non-skid flooring which is still functional. The rubber disks in the flooring are raised, provide traction, and preventing slipping. On the right is a picture of the same type of flooring on the ramp at Race Brook School. Through constant wear and use, the floor has worn down and lost its non-slip characteristic. When Peck students were at Race Brook this past January, and not being used to the ramp on a daily basis, some said they were afraid of falling. Adults often report the same fear. The ramp is slippery; so slippery that during the recent visitation for Mike Gray’s Principal of the year award, the ramp was not waxed along with the rest of the floors.
The floor is worn-down and slippery, as shown in the left picture, and the uneven areas shown in the right picture, are a potential tripping hazard. Compare these pictures with the inset of the MLT flooring. The safety of the ramp at Race Brook has been a topic of concern for some time, and the flooring needs replacing before an accident occurs. Unfortunately, the major reason it has not been attended to yet is the high cost of an abatement ($25,300). Just as with Peck, and with any building of this vintage, the mastic used to adhere the flooring has ‘asbestos’ and the school would need to be closed while the flooring is removed and this area is abated.
Also, at Race Brook, two rooms at the back of the school, the Music Room and the PPT meeting room, have stained and fraying carpeting. During a building walk-through last fall, the Board of Education members and I were dismayed by the condition of the carpeting in these two rooms. The cost for abatement and replacing the non-skid flooring on the ramp and the carpeting in these rooms totals $73,500.
This curtain was added to cover the windows in the all-purpose room at Race Brook. They are faded and dirty and can no longer be opened, which leaves them permanently closed and blocking the light in the room. The plan is to remove the curtains and either replace them with a functional curtain or to add a reflective film to the glass which would return natural light to the room, but eliminate glare. The argument could be made that this request is about aesthetics, not safety; but the value of aesthetical upgrades are addressed in the next slide.
Stage curtains at Race Brook School need repair as they are torn and stained. In places, the stage curtain is a tripping hazard. The aesthetics are important in our school buildings; they speak to our sense of pride. Our children are keen observers of the world around them, and we certainly want them to be observers, because what they see daily influences their habits of mind. Some of the capital improvements we’ve requested address aesthetics such as these stage curtains, which frame our children’s special performances, ceremonies, and celebrations.
Exactly $80,000 of the above amount is earmarked for the reinforcement of 18 classroom walls per a recent architectural engineering study of the exterior wall in the last classroom at the end of Turkey Hill’s front corridor. In this classroom, a custodian noticed a gap between the window frame and the wall, and further investigation of the gap led to a full study of Turkey Hill. Additional classrooms were found to have this same structural flaw. The repairs can be made over the summer by installing supports, similar to lolly-columns, along the classroom walls. The library one of the key hubs of the school, and 100’s of children and adults visit the library every week. The thermal shades which were installed in the 80’s to save heat are stuck in the lowered position and can no longer be raised or repositioned. Because they need to be lowered for security purposes, they are left permanently closed and, as a result, they block any natural light which might come in through the library windows.
The front entrance to the MLT kindergarten is in a desperate state of disrepair. 1. In the picture on the right, you can see that the 3rd, 4th, and 5th stairs from the bottom have very little tread remaining. This left side of the stairs, shown here, is closed. Within weeks, we will need to close the right side, and all children and community members coming to and from MLT will need to use the handicap ramp. (While we’re focused on these stairs this summer, we’ll paint the railing, as well.) 2. Additional areas of the sidewalk are uneven and create a tripping hazard. 3. The wall needs repair, called repointing, in some areas. 4. One new section of the sidewalk, in front of the BOE Office, has raised about 2 inches and created a gap which fills with water and freezes.
1. This set of stairs, also in the front of MLT, (used for voting and other non-school functions), is deteriorating and has a pitch towards the stairs themselves. 2. In the picture on the right, if you look at the back railing, near the ground, you can see the gap between the railing and the platform widens as you get closer to the stairs. The front of the platform, from the crack outward, has sunken and pitched downward towards the stairs.
Technology has expanded admirably in Orange, but there had been a lag and there is still some catching up to be done. The goals are to achieve something close to 1-to-1 access through the addition of more computer carts (COWS or ‘computers on wheels’) and through BYOD (bring your own device). We would like to achieve one cart per grade at each school. In the meantime, we need to replace units as they age and take steps to protect our servers and infrastructure. As mentioned in the Security slides, increased bandwidth is required for a number of reasons. More and more of the district’s utility and software programs are Internet based, from a management-based program such as PowerSchool to a student-tutorial program, such as Lexia. In addition, the district needs to move steadily closer to 1-to-1 access for students for their daily instruction, for expanding their 21st learning opportunities, and for the delivery of the SBAC. As part of that 1-to-1 initiative, this budget includes an additional COW (computer on wheels with 20 laptops) and computer headsets, one for every child to keep in his/her desk, so that headsets are not shared. There is also an allotment for LCD projector bulbs since the LCDs are two or more years old, and bulbs (which last about 800 hours) will begin burning out more regularly from here on out.
The class enrollments charts have been updated this month, using the most recent data available, the October 1, 2012 report. The columns are sorted smallest to largest for Kindergarten, Grade 2 and Grade 5. The DRG average row is in pink; Orange in 2012 is the yellow row and the projected average for next year (2014) is shown in orange. The argument might be that the Orange ‘average’ isn’t a consistent class size enrollment school-to-school; but the since every town is an average, the same is true. In the slide itself, Glastonbury is used as an example, because each school was searched separately to find the ranges at each grade level. The largest class size in Orange is 21; in 2012, the largest class size in Orange was 22.
As you can see, the total enrollment for each school will be lower next year than this year. This year’s kindergarten (108 students) is considerably smaller than last year’s (156). The kindergarten class registering now is likely to be much bigger (120 - 124?), but we won’t have a total enrollment picture for MLT until this summer. We have added section to the pre-K 3’s and 4’s and expect full classes in the pre-K program.
This year’s kindergarten (108 students) is considerably smaller than last year’s (156). Therefore, next year’s 1st grades will be much smaller than the 6th grade classes graduating to Amity Middle, causing the decrease in overall enrollment. This small 1st grade class will need to track itself all the way through the grades before the enrollments start to climb again. We’ll keep a close eye on the 1st grades at each building to see if the enrollment shifts over the summer. Race Brook’s 1st grade is being budgeted at 3 sections because 2 parents have recently asked for registration packets for 1st grade, and Avalon is in the Race Brook district.
Turkey Hill has the lowest enrollment of the three schools; this is where the most significant differences in class enrollments occur. The last time the district redistricted students was in 1994 because Turkey Hill was over-populated. Redistricting can be disruptive for a community and should be undertaken when Orange is experiencing overcrowding or under-crowding extremes in student population. An occasional difference of 5 – 6 kids is not extreme.
Peck Place has the most variation in its class sizes, but the variation does not exceed 7 students. Like Race Brook, however, two or three students moving in or out at various grade levels during the year, make class sizes hard to predict. At Peck, since August, 3 students moved into 1st grade increasing the enrollment from 58 to 61; at the same time, 4 students moved out of 4th grade decreasing the enrollment from 74 to 70.
This slide shows the district’s efforts to budget its staffing needs responsibly. Decreases in students requiring Special Education services have been significant (27 fewer students this year, for example). At the same time, the number of students and their families requiring ESL (English as a Second Language) services has increased over 3 years from 18 to 46. Our ELL students (English Language Learners) represent 26 different languages. Many of the ELL students have mandated services of 3 or more times per week, thus the need for tutors in that program. The security monitors were added to the staff to monitor the coming and going of parents and visitors to the schools. They allows us to keep our doors locked at all times, even after school hours during activities such as 21st Century, basketball, scouting, and adult meetings.This year, through a Central Office reorganization, we rewrote four positions into 3 positions, but added a .5 to the Director of Curriculum. We accomplished this by eliminating a 1.0 Assistant Director of Special Education from the teacher salary line right above it. Thus, the total cost of changing the Director of Curriculum position to 1.0 is not the cost of a .5 administrator, but $34,000.
The budget increases in order of cost, not importance.
7% increase in health insurance per contract with the carrier, Anthem Blue Cross.Investment in ½ of the new English Language Arts curriculum, aligned to Orange’s needs and the Common Core Standards – Budget Priority #1 – see slide 32.4. Special Education services are based on actual needs of students per their IEPs; includes tuition increases from providers’ includes increases in transportation.5. This line item is complicated. There is a reduction of 7 paraprofessionals in the Special Ed budget, however, three (3) .5 paraprofessionals were servicing ELL students and are now being moved out of the Special Ed budget and budgeted in this line where they belong; to that number, we are adding 1.5 based on the actual case loads and needs of our ELL population = 3 ELL paraprofessionals. In addition, we are adding 3 Math tutors to service students who are struggling in Math. The district’s recent data collections regarding Tier II and Tier III students prove that when tutors provide targeted instruction to students who are struggling, the students improve. Currently, students are under serviced in Math.6. Budget Priority #3 – see slide 42; our investment in technology infrastructure supports our security projects and by providing faster connectivity is changing classroom instructional strategies and personalizing students’ learning through programs such as Accelerated Reader and Math and through access to the Internet. 7. We hired the four additional daytime security monitors over the summer, but they show as an increase in this budget because they were not budgeted last year. The buildings are now locked 24-hours.The other portion of #6 above is the purchase of the computers students use in the classroom. Computer carts are heavily in demand.The demands on every district for TEVAL, Common Core, SBAC, and TEAM, all new mandates, as well as the expectations for curriculum development and grant writing, require a 1.0 position. Normally, one might assume that if a .5 administrator position ($64,000) was increased to 1.0 the increase would be $64,000. However, the total cost of the Central Office reorganization, which provides Orange with a 1.0 Director of Curriculum, is $34,000. This is NOT a $34,000 raise for the Director of Curriculum, who will receive the same 2% wage increase as contractually negotiated for all administrators. It includes an increase in the principal line for the combined Special Ed pre-K and Principal at MLT and a decrease in the Special-Ed Director line for the new Director of Special Ed. It also includes a decrease of one FTE in the teacher line, as the Assistant Special Ed Director position was eliminated. This is based on this year’s actuals. The new Math Expressions and the new ELA curriculum both have differentiated textbooks and teacher manuals for Special Education students. In the past, Special Education teachers shared these materials, but a more effective model is if each resource room is fully-equipped.
1. Includes elimination of Assistant to Director of Special Ed ($88,000) which off-sets the 1.0 Director of Curriculum as part of the Central Office reorganization. Includes retirements and elimination of positions based on decreased enrollments. See slide 48 for general overview of staffing over the past 3 years.2. Includes a contractual increase of 2%, but which sometimes exceeds 2% due to step increases and changes in degree status, such as getting a Masters degree; but also includes retirements and decreases in staffing due to decreased enrollments in 1st grade and Special Education. (See Slides 43 - 47).3. Based on decreased enrollments, particularly among students with 1-to-1 paraprofessionals.This position is being temporarily unfilled because of the new boilers, new roofs, and the renovations at Peck. We anticipation that there will be less maintenance next year, particularly for heating and leaks.Based on actuals and conversion to gas; even though gas has increased considerably, as well. A significant portion of Professional Development is included in the ELA curriculum.
In the Administration line, it is very important to note that while there is an increase of .5 in the Director of Curriculum position, this increase does not go to the Director of Curriculum as a raise. The Director of Curriculum is in a contractual position and receives only the same 2% contracted wage increase as all of the other administrators in that union. In the Instructional Supplies line, $27,877 in computer supplies was moved to Technology, so overall the Instructional Supplies were increased by $14,135.
1. Decreases in Special Education are NOT decreases in services. The decrease has occurred as a result of fewer students being identified as Special Education; students’ needs for additional support in reading and math are being addressed more effectively in the lower grades. The 8.6% increase in custodial salaries is not a wage increase but the result of actual costs for overtime in the past two years due to extensive snow removal and storm clean-ups. Should we have a more ‘temperate’ year, the overtime will not be required. Plant Maintenance is expected to decrease due to the new roofs and boilers (which will be under warranty, the capital improvements being addressed in the Town’s budget; and the extensive work being done at Peck.
This year’s BOE Budget, at 3.13%, is the highest in over five years, though the five year average is 1.7%. This adopted budget is .1 above the State average of 3.1% for those 95 school districts which have reported. It has gone through three revisions, from an initial 6.3% to 5% to the current 3.13%.
Some districts include Capital Improvements in their budgets and some districts do not. This was the first time in recent years that Orange Board of Education requested any Capital Improvements in its budget, and the projects originally included are dire and must be accomplished. Many are safety issues. We did not want to choose between curriculum and capital improvements, as both are vital. Gratefully, the Orange Board of Finance moved the Capital Improvements to the Town Budget resulting in a 3.2% budget for the Board of Education.
The chart above shows only the districts which have reported their budget information to CAPSS. Orange (marked with an orangestar) falls midway amongst the 95 reporting as of April 1st. Orange’s 3.13% adopted budget is at the State average (in yellow) of 3.1%.