M a s c o n o m e t R e g io n a l S c h o o l D is t r ic t Linda Richards Chairperson

John Spencer Vice Chairperson

Paula Fitzsimmons

Matthew Cocciardi Kim Sherwood

William Hodges

Carolyn Miller Teresa Buono Daniel Volchok Ben Messenger

Kosta Prentakis Teresa Buono

Kevin M. Lyons Superintendent

Susan K. Givens Chief Financial Officer

P R O P O S E D B U D G E T ◊ F IS C A L Y E A R 2016 www.masconomet.org

978-887-2323

Table of Contents Masconomet Regional School District Introduction Vision Statement .......................................................................................................................... District Goals ............................................................................................................................... School Committee Priorities ........................................................................................................ Superintendent’s 2014-2015 Educator Plan ................................................................................. Budget Calendar .........................................................................................................................

1 1 4 6 10

Superintendent’s Introductory Message ....................................................................................... District Enrollment History & Projection ................................................................................... District Enrollment Distribution by Town ................................................................................... District Staffing Profile ................................................................................................................ General Fund Income & Expense Appropriation Summary & Charts ........................................

11 21 22 23 24

Summary

School Based Budgets Middle School Middle School Council & School Improvement Plan.................................................................. Principal’s Budget Commentary ................................................................................................. Enrollment/Class Size & Staffing ................................................................................................ Expenses Displayed by Line Item ............................................................................................... Expenses Displayed by Program .................................................................................................. Line Item, Program Cost Matrix .................................................................................................

26 27 35 36 37 38

High School High School Council & School Improvement Plan ..................................................................... Principal’s Budget Commentary .................................................................................................. Enrollment/Class Size & Staffing ............................................................................................... Expenses Displayed by Line Item ................................................................................................ Expenses Displayed by Program .................................................................................................. Line Item, Program Cost Matrix .................................................................................................

39 40 44 45 46 47

District Cost Centers Pupil Personnel Services Director’s Budget Commentary .................................................................................................. Enrollment Data and Trends ........................................................................................................ Budget ......................................................................................................................................... i

48 54 55

Table of Contents - Continued District Cost Centers (Continued) Other Instructional Services Superintendent's Budget Commentary ........................................................................................ Budget .........................................................................................................................................

56 59

General Administration Budget Commentary .................................................................................................................... Budget .........................................................................................................................................

60 62

Business and Other Support Services Business & Finance/ Human Resources Budget Commentary .................................................... Business & Finance/ Human Resources Budget ......................................................................... Regular Ed. Transportation & Management Information Systems Budget Commentary ........... Regular Ed. Transportation & Management Information Systems Budget ................................

63 65 66 68

Buildings and Grounds Director of Operation's Budget Commentary .............................................................................. Budget .......................................................................................................................................... Capital Projects Budget Commentary .......................................................................................... Debt Service Schedule .................................................................................................................

69 72 73 76

Special Revenue Funds / Grants & Revolving Funds Budget Commentary .................................................................................................................... Grants .......................................................................................................................................... Revolving Funds ..........................................................................................................................

77 78 81

Appendices Appendix A – Appendix B – Appendix C – Appendix D – Appendix E – Appendix F – Appendix G –

New Courses & Initiatives .................................................................................................. Central Office Reorganization ............................................................................................. Masconomet High School Profile 2014-2015 ..................................................................... Donations & Grants............................................................................................................. Fee History & Schedule ...................................................................................................... Account Descriptions........................................................................................................... Walker Report .....................................................................................................................

ii

86 92 108 112 113 116 122

Masconomet RSD Vision Statement The Masconomet Regional School District provides a challenging and supportive educational environment for all students that: §

Maximizes opportunities for intellectual, personal and physical development

§

Builds character

§

Promotes learning as a life-long pursuit

§

Encourages individuals to become contributing community members, locally, nationally and globally

District Goals Goal #1 – Student Performance – To provide programs and services which result in improved achievement for all students on state and national assessments (MCAS, SAT, ACT, AP, etc.), including narrowing achievement gaps for identified student groups. The specific context for Goal #1 in the 2014-2015 school year is drawn from School Committee developed priorities as expressed in the Priorities and Goals documents that follow. These goals and priorities were tightly woven into the Superintendent’s Educator Plan. Teaching All Students Teaching all students is both a moral and financial imperative. Teaching all students requires instruction and assessment practices that personalize learning so that the highest achieving students are academically challenged and the lowest achieving students are accelerated in their learning to close the achievement gap and meet graduation or higher standards. Teaching all students does not ignore the “students in the middle”, but addresses all ability ranges and learning styles. Teaching all students is a goal that will lead to higher retention of students with disabilities, their needs being met in Masconomet programs rather than in out-of-district placements. We should be highly compelled to retain students in district because it is the right thing to do and because it is a financial necessity. Teaching all students will require leveraging Goals #2 and #3, continuing the development of the digital learning environment, curriculum development that capitalizes on project-based learning, differentiated instruction, and building student and staff culture to increase the engagement of students in learning and school life. We will evaluate progress on these goals in a fall report to the School Committee and the School Committee will assess these goals in the evaluation of the Superintendent. MRSD FY 2015-16

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February 9, 2015

District Goals- Continued Vision and Planning Success in Goal #1 requires a review of the District’s vision, and the development of a five to seven year plan that prioritizes goals and the use of resources. Together, these must state who we are historically, who we want to be in seven years, and how we are going to strive for that vision and measure our success. The Superintendent’s End-of-Year Report will be a key assessment of progress in this area. A Guaranteed and Viable Curriculum Essential for progress on Goal #1, will be substantial completion of a guaranteed and viable curriculum that makes clear to students and teachers the key learning features of each discipline and each course of study, how the key learning will be differentiated for different ability levels and learning styles, and how students will be assessed to measure what they have learned at the end of the course and at intervals during the progress of the course. This is inextricably tied to Goal #2 and continued development of Blackboard as a classroom tool, and tied to moving to a digital environment in 2016-2017. Progress on these goals will be assessed in a fall report to the School Committee and the School Committee will assess these goals in the evaluation of the Superintendent. STEM and Other Pathways A goal for 2014-2015 is to build the foundation for increased offering of science, technology, engineering, and mathematics (STEM) courses and experiences for all of our students as part of a larger plan to build college majors and career pathways into the High School curriculum. We are investigating the creation of a STEM pathway with an emphasis on ‘design and build” experiences that integrate learning from all of the STEM disciplines. The Masconomet Education Foundation is blazing a trail through fundraising that will support a foundation for a STEM Pathway with the support of equipment, educator training, and potentially, creating new design and build lab space in our schools. Goal #2 – Enhancing Teaching & Learning - To continue to expand the appropriate use of innovative educational techniques and strategies in the teaching and learning environment. Staff Training in Digital Learning Environment (Mac, PowerSchool, Google Apps, and Blackboard) The Goal for 2014-2015 was to have all educators equipped with a laptop computer (Macbook Air) and be trained in its use and for those who have completed the Engaging and Empowering Students: Building a Blended Learning Environment course in Blackboard to be proficient in creating courses in the Blackboard/Mac environment. Review and Public Discussion of a 1:1 Computing Environment The District will create a public dialogue on the Digital Learning Environment (DLE) and solicit parent and community input on the selection of student-purchased or leased devices for the 2016-2017 school year.

MRSD FY 2015-16

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February 9, 2015

District Goals- Continued Increasing Students’ Exposure to Digital Learning As we continue to train and build staff capacity in the DLE during the FY15, with pilot teachers “teaching from” Blackboard, our goal is to expose our students to digital learning tools in the classroom, including the use of Google Tools. Digital learning will only be a success if it significantly increases student engagement in their learning. Early reports from the field by early adopters of Blackboard, provide anecdotal evidence that this is already happening, even prior to all students having devices in class and for use at home. Early adopters presented reports on their experience with Blackboard, and their students’ response, to the School Committee in December, 2014. Goal #3 - Student Engagement – To increase the number of students exhibiting successful educational, social, career, civic, and health/wellness engagement behaviors. Student Engagement Survey Baselines A 2014-2015 objective is to survey all of our students on their perceptions of student engagement to set baselines for future improvement goals. These surveys will be extended to teachers and to parents to establish baselines for perceptions of student engagement and school culture and climate. Analysis of results can be used by School Councils for improvement planning, and by educators and staff to study perceptions of student engagement, climate and culture. Expanding and Improving Programs for High Needs Students Closely connected to Goal #1, but called out specifically here, is our goal to build new programs in Pupil Services and in regular education that will better support the learning and achievement of High Needs students. This investment in increasing programming and ensuring better continuity of services for students matriculating to the Middle School from the elementary schools is financially important and a moral imperative. We are utilizing recommendations of the Walker Partnerships report of 2014 and collaboration with the elementary schools to bolster our pupil support services. Requested staff in the 2015-2016 budget proposal is directly linked to this objective. The expansion of co-teaching, and regular education efforts to personalize instruction must be brought to bear on our achievement gap for High Needs students. Beyond and consistent with these three goals, the priorities of the School Committee and the Superintendent’s Educator Plan for 2014-2015 provide a broader picture of the District’s work in 20142015 and beyond.

MRSD FY 2015-16

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February 9, 2015

School Committee Priorities FY15 Priorities  

The School Committee in its entirety met with the Leadership Team off-campus on August 20th, . As a group we participated in a number of activities, readings, and brainstorming about priorities for the school year and beyond. The group tentatively identified four “big rocks,” or significant and important tasks described as: •

Communication/Community Engagement and Student Engagement

•

Vision and Planning and the Need to Anticipate the Future in Terms of Program and Budget to Ensure Educational Excellence with Effective and Efficient programs

•

Budget & Budget Communication: Promoting Community Knowledge of How the Masco Budget Has and Does Produce Excellent Results and Products

•

Focus on Teaching ALL Students, Promoting Student Culture, and Embracing Student Differences

 

FY16 Budget Priorities  

1. Manage Cost of Out-of-District Placements (Goal #1 and #2) Request administrative recommendation for investments in programming that will result in fewer outplacements. Considerations: • Expand co-teaching model • Target professional development • Increase capacity of our language-based disability program • Increase capacity to meet social-emotional/behavioral needs of students • Increase collaboration with Tri-town schools and collaboratives 2. Add School Nursing FTE (Goal#3) Considerations: • • •

Look at High School and Middle School together in regard to nurse staffing Seek opinion of administration on level of priority Add FTE appropriate to needs and State recommendations

MRSD FY 2015-16

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February 9, 2015

School Committee Priorities- Continued 3. Fund Security Upgrades(Goal #3) Considerations: • • • •

Emerging needs in post “Newtown, Ct.” era Revise and update Crisis Response Guidelines Staff and student training in enhanced lock-down procedures Real-time staff communication software for crisis response and lock-down

4. Provide a late bus for Middle School and High School students (Goal #3) Considerations: • • •

Consider short-term pilot to assess utilization Fee-based or fee-subsidized Include late bus as alternate in transportation contract bid

5. Increase Teacher Planning Time (Goal #1 and #2) Considerations: • • • •

Negotiate extended teacher work day(s) Negotiate additional professional days (add days to teacher work year) Restructure current contractual time to allow more time for collaboration Emphasize collaboration as educator evaluation standards indicator

6. Increase student course opportunities(Goal #1) Considerations: • •

Begin to build academic performing arts program by funding new elective(s)FTE(s) Fund courses and/or experiences for a “Pathways” approach to HS graduation using Global Diploma as a model. For example, STEM, Civics, authorship pathways.

7. Consider priorities identified by Department Heads and administration on January timeline    

MRSD FY 2015-16

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February 9, 2015

Superintendent’s 2014-2015 Educator Plan Approved by School Committee Student Learning Goal The Superintendent will identify critical educational program needs that need immediate focus, implementation or improvement planning by: a. Providing leadership to key administrators evaluating current needs of High Needs students and programs to ensure that special education programs and our regular education program increasingly meet the needs of current and incoming students and that the optimal number of special needs can be met in-district or within collaborative. b. Developing an action plan and budget recommendations to help ensure success of above (a). c. Developing a digital learning infrastructure pacing roll-out of Blackboard learning management system and conducting public discussion (with the School Committee) about Masco’s digital future and vision that includes 1:1 computing. d. Identifying educational program areas that can be strengthened (e.g.. STEM, performing arts) and develop budget recommendations that will support same over 5-Year period.

Outcome Benchmark (s) Recommendations for the FY16 budget will reflect immediate needs and the end-of-year report will provide recommendations for a long-term District Improvement Plan. Process Benchmarks By February 11th, 2015, FY 16 Budget narrative will include immediate recommendations and outline for action development during FY15. By March 1, two-way communication with parents and community will begin on the subject of digital learning and implementation of a 1:1 computing environment. Communication will be electronic and face-to-face opportunities for parent/public input By June 1, 2015, a draft first-year report will make observations and recommendations about our 7-12 program of studies and student opportunities to learn both inside and outside the classroom.

MRSD FY 2015-16

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February 9, 2015

Superintendent’s 2014-2015 Educator Plan Approved by School Committee Professional Practice Goal The Superintendent will improve communication and outreach to community at-large by: a. Redesigning District web page to be functional, content rich, and updated regularly by program staff. b. Using social media to promote Masco program successes and to inform the students, parents, and larger communities, of program excellence at Masconomet. c. Holding “town-meeting” style forums to discuss budget needs and issues. d. Increasing opportunity for all community members to be heard and have input (e.g. surveys and two-way communication venues.) e. Increasing Superintendent visibility in the schools and at after-school and evening events. f. Building relationships with community leaders (e.g. FinComm, BOS) Outcome Benchmark (s) A survey of parents, public, staff, town officials, and School Committee will sample perceptions of progress on this goal in each area. Process Benchmarks • • •

•

•

New District web-site landing page launched in October 2014. Social media developed as a viable news and information tool, regularly building a larger following. Town meetings or public forums will be initiated and hosted by the Superintendent after the Budget is approved by the School Committee. On the advice of the School Committee, these would be held in a series at Masco, or one in each of the three towns at an elementary school. The District web site as a whole will be migrated to a Google Sites platform with a rollout in August 2015, enabling better communication from school and department levels to parents, students, and community. Surveys will be developed and implemented to establish baseline perceptions of parents, staff, and students on vital school programs, services, climate and issues, and to bring more parent and student voice into school improvement and district improvement planning by June 1, 2015.

MRSD FY 2015-16

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February 9, 2015

Superintendent’s 2014-2015 Educator Plan Approved by School Committee- Continued District Improvement Goal 1 Vision and Plan Establish a cohesive District vision and values statement and a District Improvement Plan that reflects priorities for Masconomet for the next 5-10 years by: a. Leading a process to identify a conceptual-level Vision and Values statement. b. Leading a process that identifies community aspirations. c. Providing a comprehensive first year report on the District's organization, systems, and needs. The report will include recommendations and action strategies for improvements in teaching and learning, operations, the digital learning future, District culture, policy and governance, safety and security, special education, and curricular and extra-curricular opportunities. Outcome Benchmark (s) A first year report of the Superintendent, including observations, recommendations, opportunities, and fiscal implications of a draft District Improvement Plan will be published and circulated on July 1, 2015. Draft statements on vision, values and aspirations will be addressed. Process Benchmarks • • •

Multiple focus groups with virtually all staff will be conducted from December 2014 through May 2015. Parent, student, staff, and public input on vision and values will be solicited by survey and follow up focus groups in June 2015. Emerging themes of interviews, focus groups and surveys will be brought to School Committee meetings in May and June as a starting point for discussion relative to a District Vision and District Improvement Plan.

MRSD FY 2015-16

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February 9, 2015

Superintendent’s 2014-2015 Educator Plan Approved by School Committee- Continued District Improvement Goal 2 Safe and Secure Environment The Superintendent will lead efforts to improve safety and security for students and staff by: a. Reviewing and revising safety policies, crisis response guidelines, and infrastructure. b. Collaborating with public safety and health agents in the three towns, and with the TriTown Union to share information, plans, and common strategies. c. Leading development of a new enhanced lockdown procedure in collaboration with staff and public safety departments.

Outcome Benchmark (s) Revised Crisis Response Guidelines, developed with public safety, public health and staff, will be in final draft format for the School Committee to review prior to approval, by summer 2015. Process Benchmarks • • • • • • •

October-January: Writing and revision by staff with input from others named above. February: Review by School Health Advisory Council and District ad hoc committee March-May: Drafts for final comments circulated to public safety and health. June-July: Final publish-ready draft available for School Committee review. Fall 2015: Implementation with staff, students, and parents. Fall 2015: Policy proposals and proposed policy revisions forwarded to Policy Subcommittee. Fall 2015: Regular drill and simulations become part of required school activities.

MRSD FY 2015-16

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February 9, 2015

Budget Calendar – FY 2016   School Committee reviews school improvement plans

June

School Committee Retreat

August 20th

Budget priorities established by the School Committee

October 15th

Budget preparation packet sent to all administrators

October 23rd

Leadership reviews progress on Goal #1 – Student Performance w/ School Committee

November 5th

FY16 enrollment/assessment data provided to School Committee and Towns

November

Review of fees undertaken by the Fiscal Management Subcommittee

November

Preliminary meetings with Town Finance Committees

November/December

Budget requests submitted to the Central Office by Administrators

December 2nd

Leadership reviews progress on Goal #2 – Enhancing Teaching and Learning and Goal #3 – Student Engagement w/ School Committee

December 3rd

Fee schedule for FY16 approved by the School Committee

December 18th

Budget development deliberations undertaken by the Leadership

December/January

Advisory Council members (Principals, Directors, and Department Heads) meet with School Committee to present FY16 programmatic priorities

January 14th

Revenue estimates received from the State

January 29th

Budget document distributed

February 6th

Budget posted on our website

February 9th

Budget overview/presentation and Open Public Hearing held at 7:00 p.m.

February 11th

School Committee submits budget questions to the Superintendent in preparation for the upcoming deliberations

February 20th

Cost center budget review and deliberations 7:00 PM

February 25th & 26th

Budget deliberations by School Committee (if desired)

March 4th

Tentative budget adoption by School Committee

March 11th

Meetings held with town officials on adopted budget

March and April

School assessment voted on at Town Meetings

May 5th – Topsfield May 12th – Middleton and Boxford

We appreciate the financial support provided by the citizens of Boxford, Middleton, and Topsfield as partners in our endeavor to provide quality educational programs for the students at Masconomet. Thank you! MRSD FY 2015-16

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February 9, 2015

Superintendent’s Introductory Message  

Introduction

number of priorities for the FY16 school year. These goals and priorities can be reviewed in detail in the “Introductory” section of the budget document.

In this budget document, you will find an overview of District goals and priorities. There is information on historical, current and anticipated enrollments, staffing, income and expenses. There is a section for each of the School-Based Budgets (Middle and High), as well as a section on the District Cost Centers and anticipated Capital costs. Special Revenue Funds (Grants and Revolving Funds) are addressed in a separate section.

This budget supports the goals and objectives of our two principals to make Masconomet exceptional by better addressing the needs of all students through advancement of personalized learning, targeted interventions for High Needs students, and expanded course offerings that will be structured in learning “Pathways”, providing students more opportunities to explore career and college major interests in more depth, with the potential for earning college credit or certificates recognized by colleges and employers. Positions directly related to High Needs student intervention, including coteaching and direct reading instruction for students with language-based disabilities as well as the reintroduction of an Acting/ Drama class and the addition of Advanced placement Computer Science constitute what I consider to be necessary to maintain the status quo for meeting special needs, to keep our course offerings current and competitive, and set the foundation needed to build a future for Masconomet that is truly exceptional.

The Masconomet Regional School District is a dynamic community of learners served by a talented and dedicated faculty and staff. This campus community is strongly supported by Masco parents and the citizens of Boxford, Middleton and Topsfield. Known statewide for excellence in student achievement, diversity of academic and extracurricular opportunities, and the successes of its students and faculty, Masconomet continues to provide educational excellence for its communities in a fiscally responsible manner. Rated 14th this year among school districts in Massachusetts for “Bang for Your Buck”1, Masconomet again this year puts forward a budget proposal for FY16 that is responsible and that offers excellent value to our three communities.

This budget also provides support for the goals and objectives of the Director of Pupil Personnel Services, specifically the goal important to the School Committee of building Masconomet program continuity to mitigate increased out-of-district student placements. The Director’s narrative addresses how proposed increases meet anticipated student needs and start a

The Masconomet School Committee has expressed high expectations for the District in the form of three broad goals and a                                                                                                                         1

https://sites.google.com/a/masconomet.org/mrsd /announcements/mascoranked14thbestschooldist rictsforyourbuckinmassachusetts MRSD FY 2015-16

 

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February 9, 2015

Superintendent’s Introductory Message  

foundation for a language-based disabilities program important to transitioning elementary students into Middle School and supporting them in-district through high school graduation.

d. Identifying educational program areas that can be strengthened (e.g. STEM, performing arts) and developing budget recommendations that will support same over 5-Year period. Outcome Benchmark (s)

The first goal given to the Superintendent by the School Committee is directly related to the teaching of all students, structuring leadership for the future and the evolving vision, and identifying the areas where Masco excels and where we need to improve to become exceptional.

Recommendations for the FY16 budget will reflect immediate needs and the end-of-year report will provide recommendations for a long-term District Improvement Plan. In the development of this budget, the Leadership Team began by meeting with the School Committee in August to learn about the members’ priorities for the current school year and for the FY16 budget. The Committee identified four broad focus areas:

The Superintendent will identify critical educational program needs that need immediate focus, implementation or improvement planning by: a. Providing leadership to key administrators evaluating current needs of High Needs students and programs to ensure that special education programs and our regular education program increasingly meet the needs of current and incoming students and that the optimal number of special needs can be met in-district or within collaborative.

1. Communication/Community Engagement and Student Engagement 2. Vision and Planning and the Need to Anticipate the Future in Terms of Program and Budget to Ensure Educational Excellence with Effective and Efficient programs

b. Developing an action plan and budget recommendations to help ensure success of above (a).

3. Budget & Budget Communication: Promoting Community Knowledge of How the Masco Budget Has and Does Produce Excellent Results and Products

c. Developing a digital learning infrastructure pacing rollout of Blackboard learning management system and conducting public discussion (with the School Committee) about Masco digital future and vision that includes 1:1 computing. MRSD FY 2015-16

 

4. Focus on Teaching ALL Students, Promoting Student Culture, and Embracing Student Differences

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February 9, 2015

Superintendent’s Introductory Message  

In the process of setting goals for the Superintendent, the School Committee identified five major goal areas:

staff. Update crisis response guidelines in collaboration with public safety and health agents in the three towns. Lead the development of new enhanced lockdown procedures in collaboration with staff and public safety.

1.Communication Demonstrate improvements in, and an increase in District and School communications, two-way communication opportunities, web site improvements, and positive use of social media to communicate with parents, students, and the community. Key objectives include raising the positive profile of MRSD, and increasing the opportunities for all community members to be heard and have input.

In developing this budget, the administration has focused on these goals and priorities and has identified several key areas where investments are required to support necessary program improvements. A discussion of these problems and their solutions follow.

2.Vision and Values Conduct groundwork to establish a cohesive District vision and values statement and the components of a District Improvement Plan that reflects the priorities for Masconomet over a 57 year period.

Special Education Though the overall district enrollment has been trending downward (.6% in FY16), the number of Special Education students receiving services both in and out of the District has been increasing. Based on currently identified students, the District has more students on Individualized Education Plans (IEP) in FY16 than it has had at any point over the past 10 years. Students receiving in-district special education services represent 14.9% of our overall student population and those in out-ofdistrict placements represent 2.15% of our population. It should be noted however that the overall percentage of special education students at Masconomet is lower than the state average. This growing population of students with significant learning disabilities

3.Achievement Gaps Develop a theory of action to close achievement gap for our High Needs students that is actionable through available resources and improved staff capacity. Develop an action plan with leadership and staff. 4.Leadership Development Work actively as a mentor and coach in the development of District leaders. Objectives include utilizing the educator evaluation system of continuous improvement and providing support and training to leaders that will raise levels of performance on the four Standards of Effective Leadership. 5.Safety and Security Review all policies, procedures, and infrastructure that provide a safe and secure environment for students and MRSD FY 2015-16

 

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February 9, 2015

Superintendent’s Introductory Message  

and mental health issues requires us to provide services in a variety of out-ofdistrict special education placements. This trend in out-of-district placements is a major financial challenge for Masconomet and other school districts. These costs are a major budget driver.

Investment in programs that will meet High Needs students’ learning requirements without resorting to out-of district placement will help to mitigate the increasing costs of special education, similar to recent increases resulting in cost overruns in FY14 and FY15, contributing to a $306,000 deficit in special education.. This investment is also critical to gaining ground on accountability targets at both the Middle School and the High School and advancing the aggregate achievement of our students.

As the new Superintendent, I can tell you that Masconomet is in a position to become a truly exceptional school district. However, we are seeing many well-respected high schools in Massachusetts drop from Level I in the State Framework for School and District Accountability. Masconomet High School remains at Level I, but for the first time lost ground in meeting the High Needs2 Students target in 2014 {figure 1}.

We need to build new programs in Pupil Services and in regular education that will better support the learning and achievement of High Needs students. This investment in increasing programming and ensuring better continuity of services for students matriculating to the Middle School from the elementary schools is financially important and a moral imperative. We are utilizing recommendations of the Walker Partnerships Report of 2014 (Appendix G) and collaboration with the elementary schools to bolster our pupil support services. Requested staff in the 2015-2016 budget proposal is directly linked to this objective. The expansion of co-teaching, and regular education efforts to personalize instruction must be brought to bear on our achievement gap for High Needs students.

High School MCAS Accountability Targets (Target = 75% or higher) Groups 2012 2013 2014 All Students 100 100 100 High Needs 100 100 84 Figure 1

Our Middle School currently has a Level II designation for not meeting the demanding accountability targets for High Needs students. The Middle School has missed this target for three consecutive years, but gained back some ground in 2014 {figure 2}. Middle School MCAS Accountability Targets (Target = 75% or higher) Groups 2012 2013 2014 All Students 88 81 85 High Needs 52 47 53

Budget requests this year in this area are critical for Masconomet to demonstrate progress in meeting these accountability targets, that is, teach ALL students to the same high expectations it has for the general student population, so we will become a truly exceptional school district. Achieving this and mitigating special education rising

Figure 2

                                                                                                                        2 The MA Accountability Framework defines High Needs students as having learning disabilities, English not being the student’s primary language, and Low-Income students. MRSD FY 2015-16

 

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February 9, 2015

Superintendent’s Introductory Message  

costs is our biggest challenge. This budget proposal includes the following components needed to bring about the desired results in this area. • • • • • • •

School narrative is highly focused on personalizing instruction and teaching all students. There is an exciting vision for the future grades 7-12, not just a dream, but demonstrated progress in regard to making personalized learning a reality.

Co-teaching (grant funding for PD) Language based reading specialist Math specialist Adjustment counselor Algebra 1/Physics course at HS Health Aide in MS ELL Coordinator

Teaching all students is both a moral and financial imperative. Teaching all students requires instruction and assessment practices that personalize learning so that the highest achieving students are academically challenged and the lowest achieving students are accelerated in their learning to close the achievement gap and meet graduation or higher standards. Teaching all students does not ignore the “students in the middle”, but addresses all ability ranges and learning styles. Teaching all students is a goal that will lead to higher retention of students with disabilities, their needs being met in Masconomet programs rather than in out-of- district placements. We should be highly compelled to retain students in the District because it is the right thing to do, it is consistent with the principle of least restrictive environment, and because it is a financial necessity. Teaching all students will require continued development of the digital learning environment, curriculum development that features project-based learning, differentiated instruction, and a student and staff culture that increases student engagement in learning and school life. This proposal includes the following enhancements in support of these goals.

Special education costs associated with outof-district placements that impact this budget total $610,823. The funding for the additions listed above, to address the issues described above, totals $268,880. Increases related to special education combined total $879,703.

Teaching ALL Students Although this budget will not support everything that needs to be done to create the learning environments needed to better personalize instruction for High Needs students, as well as for all students; it does support increases in targeted areas as well as funding for maintenance of current efforts. You will hear these learning environments described in the narratives for Pupil Services and the High School calling for the creation of ‘pathways” for students. The Middle MRSD FY 2015-16

 

•

15

Pathway for STEM, MEF fundraising Pathway for Performing Arts by adding Intro to Acting class at HS February 9, 2015

Superintendent’s Introductory Message  

•

•

• •

•

• •

Safety and dramatically improve emergency communication by tracking locations of students, intruders or other crisis situations. This system will also mitigate the shortcomings of our outdated PBX phone system that needs replacement in the near future and that is a Category ‘B’ priority on the Capital Plan. In FY16 we must also be SIF compliance with our data transmission so we need to purchase some hardware for this purpose. This proposal also supports the addition of an anti-bullying curriculum for the Middle School and a new stage for graduation. The total cost for these safety and security items and services is $39,200.

International Student Program to support our Global Initiative and raise revenue to offset program costs Digital learning environment for curriculum alignment via Master Course development, PARCC preparation, professional development, online subscriptions for content creation MS PE addition to improve class size and provide program continuity Athletic and co-curricular enhancements including MS STEM club, JV Cheerleading (user fee increase to $400), HS Science Team Assistant Advisor, HS Ultimate Frisbee Assistant Advisor, HS American Sign Language Club A.P. course additions as well as upgrade curriculum to meet new AP requirements Copiers for teacher workrooms and libraries in chronic need of repair HS writing tutor will be increased to support writing across the curriculum

Communication Identified as a school committee priority and as one of my goals, communication is being evaluated and improved. Many of the improvements in this area require time and attention but there are also a few tools that are cost items we will need in order to move communication to the next level within the District and with our stakeholders. Some improvements that have already been put into plan are the new, interactive District web-site landing page that incorporates the use of social media tools and the new Budget and Finance web page. A community survey is currently being developed for distribution later this spring to gather information from the community, parents, students, and staff. Information from this survey will be used to develop a long range strategic plan for the District. Another improvement currently being implemented that will enhance communication between teachers and students is a LMS (Blackboard or Bb). To further enhance the communication between parents and the

The District’s investments for these important additions total $277,820. Safety and Security This budget proposal supports several safety and/or security improvements needed to comply with new mandates to ensure staff, students, and our facility are safe and secure at all times. There are two compliance related issues that we must address in the FY16 budget related to emergency preparedness and data security. Included in the Building and Grounds section is funding for an internal communication system and closed circuit radios to use during school emergencies. This system will tie all District computers together for communication between rooms and offices and with Boxford Public MRSD FY 2015-16

 

16

February 9, 2015

Superintendent’s Introductory Message  

1. The CFO has, for a number of years, taken on added responsibilities in areas usually led by an assistant superintendent, including leadership in the development of a digital learning environment, the organization and articulation of curriculum and staff development, and maximizing the potential for revenues generated through the enrollment of international students, who also bring diversity and foreign culture to our campus. The combined responsibilities of CFO and the significant central administration tasks undertaken by the CFO are not sustainable as one position.

community, this budget includes funding for a Bb module known as Community Engage (previously known as Edline). This tool will provide two-way communication opportunities, enhance our web site presence, and provide a dynamic, mobile communication vehicle for parents, students, and the community. Last, the FY16 budget includes a snapshot of funding needs related to short and longer term capital needs. Funding for a capital needs assessment is being supported from proceeds from the Districts Use of Facility Revolving fund. Total operating costs for communication needs are $6,000. Total Capital expenditures proposed for FY16 total $118,000.

2. The position of Assistant Superintendent/ Treasurer is needed, based on the size of the District, increased federal and state mandates requiring centralized leadership, and the aspirations that we have to bring Masconomet to the next level with local initiatives that contribute directly to student outcomes.

Leadership This budget includes a proposal to restructure the Central Office to provide additional time and attention needed to advance the District in key areas related to District, state, and federal initiatives and succession planning associated with the impending retirements and career advancement aspirations of individuals serving in key roles. The proposal calls for the addition of a School Business Administrator and the restructuring of job responsibilities and re-titling of the Chief Financial Officer (CFO) position to Assistant Superintendent/Treasurer. These changes will address four important aspects of District leadership as well as the current and future needs of the District. MRSD FY 2015-16

 

3. Succession planning is also importantly connected to this restructure proposal. The CFO aspires to be a superintendent and is appropriately licensed. There are 3050 superintendent openings annually in Massachusetts. The CFO, who brings not only important history of District finances to her position, but also a solid track record in fiscal management, can play a significant role in the re-staffing of the business office, including transitioning a new School Business Administrator, and setting up a leadership structure better designed to meet District goals and aspirations over the next five to ten years. This position will be needed even after Ms. Givens’ 17

February 9, 2015

Superintendent’s Introductory Message  

departure and responsibilities in the future can be re-evaluated based on current District needs and the attributes that complement the Superintendent. This position is needed, and will be needed, to bring Masconomet to the next level and to strengthen current transitional weaknesses between Masco and the elementary schools, and the establishment of high-functioning educator learning communities. Ms. Givens has made significant contributions in these areas and would continue to do so, as well as help guide the succession planning for an SBA and the key business positions that will be vacated. The proposed job descriptions for Assistant Superintendent/Treasurer and School Business Administrator are important for your review as well as the proposed reorganization chart for the central office found in Appendix B.

overall anticipated increase in utilities is $13,814. The increase associated with regular education transportation services is currently budgeted at $229,000. Efforts to mitigate cost increases in the FY16 budget include the expansion and restructuring of our international student program, negotiations that resulted in a reduction in costs for our janitorial contract, a negotiated shift in employee health insurance contributions, and mindfully leveraging special revenue funds and partnerships to support District Goals. These measures have reduced costs directly by $102,351. As with any budget, many assumptions have been made along the way. In this proposal there are three areas were additional data is needed in order to finalize the spending plan and the revenues to support it. The budget has assumed a level funding of state aid. The new governor will submit his FY16 budget proposal (House I) by March 4th and we can adjust the revenue forecast at that time. The other two areas we will need to refine our estimates in are regular education, transportation and employee health and dental benefit costs. We should have final numbers for transportation by the end of February and more information about health insurance the first week in March. All information should be available prior to our budget adoption deadline of March 11th.

4. Retirements and turnover at Central Office, especially in the business department, will have a dramatic effect over the next two years, perhaps requiring replacement of several key positions at the same time. Central Office turnover expectations are found in Appendix B as well. Other Budget Drivers The customary cost drivers in any school district budget includes contractual obligations associated with employment contracts, benefits (health, dental, retirement, and taxes), utilities and transportation. The net increase associated with wages and benefits are $860,426. The MRSD FY 2015-16

 

18

February 9, 2015

Superintendent’s Introductory Message  

Summary

for significant efficiencies that save dollars.

In closing, the School Committee identified seven priority areas for consideration in the FY16 budget development process.

This proposed budget shows a $2,358,890 increase over the FY15 Operations and Maintenance (O&M) portion of the budget. This represents a 8.26% increase in General Fund expenses from FY15. A major portion (37.3%) of the proposed increase is for special education services. The budget proposal includes the addition of 4 FTE staff positions to support the mission critical components of this District Improvement Plan (see pages 21-25 for further details).

1. Manage cost of out-of-district placements (Goal #1 and #2) 2. Add School Nursing FTE (Goal#3) 3. Fund Security Upgrades (Goal #3) 4. Provide a late bus for Middle School and High School students (Goal #3) 5. Increase Teacher Planning Time (Goal #1 and #2)

In summary, the FY16 budget provides funding to support and shore up services to meet the needs of all students, as well as provide the leadership structure necessary to support and advance the mission and vision of Masco moving forward.

6. Increase student course opportunities (Goal #1) 7. Consider priorities identified by Department Heads and administration on January timeline These priorities were the major drivers for administration in the development of this budget proposal. The numbers presented in this budget proposal represent the values, goals and decisions of the many people who have been involved in the process. Our goal setting and budget development processes focus on maintaining high quality educational, co-curricular and support programs for our students in this difficult fiscal environment. Our challenge continues to be to provide Masco graduates with the opportunities for success that their predecessors were afforded.

The success of our High Needs students is one of our highest priorities and this year’s budget proposal reflects a commitment to better serving these students’ needs. Aside from the moral imperative, it is important financially for the District to maintain our highest needs students in District programs to mitigate rising out-of-district special education placements. Our development of a Learning Management System (LMS) at Masconomet is a cornerstone of more highly personalized instruction for all of our students. The continued development of the LMS and a 1:1 computing environment is important to all of our students.

To accomplish this, very difficult choices were made in an attempt to balance the interests of our students, staff and parents with those of the municipalities and taxpayers. We continue to identify new opportunities MRSD FY 2015-16

 

The proposed restructure of central office leadership by adding the position of School Business Administrator and transitioning the position of Chief Financial Officer to Assistant Superintendent/Treasurer will 19

February 9, 2015

Superintendent’s Introductory Message  

serve the long-tem needs of the District and enable Masconomet to become an exceptional school in providing personalized instruction and even higher student achievement outcomes. The immediate benefit of the restructure is to ensure a smooth transition, as key personnel working in the business area, including the CFO, will be leaving the District in the next several years. The Assistant Superintendent/

Treasurer will focus on this transition by organizing the workflow of business operations and human resources while continuing to guide development of the digital learning environment, staff development, and collaboration with the elementary schools in transitioning students to a digital learning environment. The net impact of this proposal is $66,550.

     

We appreciate the support that we receive from our communities. In return, we believe that we provide a high quality service. We ask for fair consideration of this budget by the School Committee, Towns and voters. THANK YOU

MRSD FY 2015-16

 

20

February 9, 2015

 

Enrollment History & Projection School Year Beginning Kindergarten Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Elementary Total Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 SP-Beyond 12 Masconomet Total Percentage Change

2004 315 358 326 375 328 352 355 2409

2005 292 331 365 330 377 325 357 2377

2006 294 304 337 370 328 391 328 2352

2007 302 307 315 352 371 333 390 2370

2008 281 312 317 326 356 385 336 2313

2009 251 288 312 322 333 358 389 2253

2010 260 277 310 306 330 339 360 2182

2011 246 274 281 311 306 331 329 2078

2012 209 255 291 292 319 316 335 2017

2013 244 218 263 295 301 329 319 1969

2014 238 264 236 280 308 315 328 1969

2015 218 251 278 245 289 320 317 1918

396 385 337 341 356 295

370 396 380 332 343 349

2110 5.0%

2170 2.8%

372 376 377 378 332 340 5 2180 0.5%

337 372 351 380 371 317 4 2132 -2.2%

391 344 350 348 373 370 8 2184 2.4%

351 391 315 343 339 373 9 2121 -2.9%

401 355 358 314 345 339 9 2121 0.0%

367 397 332 349 309 338 6 2098 -1.1%

339 374 375 327 352 315 5 2087 -0.5%

336 344 343 378 332 349 6 2088 0.0%

330 332 309 338 372 325 5 2011 -3.7%

336 334 302 307 340 370 10 1999 -0.6%

The enrollment data is based on the official October 1 enrollments of the District. The enrollment projection for October 2015 is, in part, based on the NESDEC report, but adjusted to account for changes that have occurred since the report was prepared. The grade 7 through 12 enrollment data that appears on this page includes special education students who are in out-of-district placements. The District expects a decrease of 0.6% or 12 students in its overall enrollment for FY16. Another trend worth mentioning is that the enrollment at Masconomet has exceeded the total enrollment of the elementary schools for the past four years. We expect this trend to continue over the next several years. Another trend and noteworthy change in enrollment data is in the area of Special Education. Though the overall enrollment has been trending downward, the number of Special Education students receiving services both in and out of the district has been increasing. Based on currently identified students, the district has more students on Individualized Education Plans (IEP) in FY16 than it has had at any point over the past 10 years. Students receiving in-district special education services represent 14.9% of our overall population and those in outof-district placements represent 2.15% of our population. It is important to note that, although this population is increasing, it is at or below the state average.

MRSD FY 2015-16

 

21

February 9, 2015

 

Enrollment Distribution by Town Boxford continues to provide the largest population of students to Masconomet. In FY06, Boxford sent 259 more students to Masco than Middleton, and 308 more than Topsfield. Between FY06 and FY16, Boxford’s enrollment has decreased by 13.9%, Topsfield’s decreased by 8%, and Middleton’s increased by 11.5%. The impact this enrollment shift has had on the assessments can be seen on the second chart below.

October Enrollment by Town Town Boxford Middleton Topsfield

FY06 892 633 584 2109

FY07 892 671 620 2183

FY08 864 689 627 2180

FY09 829 678 625 2132

FY10 833 705 646 2184

FY11 810 690 621 2121

FY12 783 716 622 2121

FY13 804 707 586 2097

FY14 777 733 577 2087

FY15 792 739 557 2088

FY16 768 706 537 2011

1000 900 800 700 600 500 400 300

FY06

FY07

FY08

FY09

FY10 Middleton

FY11

FY12

FY13

Boxford

FY14

FY15

FY16

Topsfield

Boxford’s enrollment percentage has declined 4.1 % in ten years, while Middleton’s has increased by 5.1% and Topsfield’s has decreased by 1%. In FY16, Boxford’s percentage will increase by .26%, Middleton’s will decrease by .29 %, and Topsfield’s will increase by .03 %. These shifts will redistribute the impact of the assessments for each town.

FY16 Assessment Percentages by Town Town Boxford Middleton Topsfield

FY06 42.29% 30.01% 27.69%

FY07 40.86% 30.74% 28.40%

FY08 39.63% 31.61% 28.76%

FY09 38.88% 31.80% 29.32%

FY10 38.14% 32.28% 29.58%

FY11 38.19% 32.53% 29.28%

FY12 36.92% 33.76% 29.33%

FY13 38.34% 33.71% 27.94%

FY14 37.23% 35.12% 27.65%

FY15 37.93% 35.39% 26.68%

FY16 38.19% 35.11% 26.70%

0.45 0.40 0.35 0.30 0.25 0.20 0.15

0.10 FY06

FY07

FY08

FY09

FY10 Middleton

MRSD FY 2015-16

 

22

FY11 Boxford

FY12

FY13

FY14

FY15

Topsfield

February 9, 2015

FY16

 

District Staffing Profile Staffing Analysis by F.T.E.

2011-12

2012-13

2013-14

2014-15

2015-16

Change

5.0

5.0

5.0

5.0

5.0

0.0

Building Specific Personnel: Administrative Staff Principals & Assistant Principals Department Heads

6.0

6.0

6.0

6.0

6.0

0.0

Administrative Support Staff

11.4

11.4

10.7

10.9

11.1

0.2

Art

7.9

7.6

7.6

7.6

7.6

0.0

Business & Computer Education

4.2

4.4

4.8

4.8

4.8

0.0

English

20.6

20.6

20.6

20.6

20.6

0.0

Foreign Language

17.0

17.0

17.0

17.0

17.0

0.0

Guidance

9.4

9.4

9.4

9.4

9.4

0.0

Health, Cons. Ed. & P. E.

8.3

8.3

8.3

8.3

8.5

0.2

Math

19.8

19.8

19.9

20.0

20.8

0.8

Music

3.4

3.4

3.4

3.4

3.6

0.2

Science/Tech. Ed./Engineering

21.3

21.3

22.4

22.4

22.4

0.0

Social Studies

19.0

19.1

19.2

19.2

19.2

0.0

Special Education

18.0

20.5

20.5

20.5

21.5

1.0

Library

2.0

2.0

2.0

2.0

2.0

0.0

Health Services

2.0

2.0

2.0

2.0

2.0

0.0

Regular Education

9.6

8.6

10.3

9.3

10.1

0.8

Special Education

30.6

33.0

33.0

32.0

30.6

(1.4)

215.4

219.4

222.2

220.4

222.3

1.8

District-wide SPED Services

7.9

7.9

7.9

7.9

8.9

1.0

Other Instructional Services

2.2

1.6

1.6

1.4

1.6

0.2

General Administration

2.0

2.0

2.0

2.0

4.0

2.0

Business & Other Support Services

9.4

9.8

10.3

10.3

9.3

(1.0)

Buildings & Grounds

6.9

6.9

6.9

6.5

6.5

0.0

28.4

28.2

28.7

28.1

30.3

2.2

243.8

247.6

250.9

248.5

252.6

4.0

Professional Staff

Paraprofessionals

Total Building Specific Personnel District Program & Support Personnel

Total District & Support Personnel

District Total

F.T.E.  =  Full  Time  Equivalent     This  chart  includes  all  staff  regardless  of  funding  source.    

MRSD FY 2015-16

 

23

February 9, 2015

 

 

General Fund Appropriation Summary  

General Fund Income

Adopted 11-12

Adopted 12-13

Adopted 13-14

Adopted 14-15

Proposed 15-16

Change (Decrease)

State Aid Chapter 70

$4,675,993

$4,686,999

474,044 10,982

344,113 -

19,817,431

Interest Income

13,000

Fees Collected

33,000

Transportation Reimbursement Other State Aid

$4,770,799

$4,875,399

$4,875,399

$0

374,499 -

389,355 -

389,355 -

$0

20,536,048

21,412,910

22,657,664

24,958,554

$2,300,890

12,000

10,000

9,000

8,100

($900)

37,000

37,000

38,800

42,000

$3,200

$0

Local Receipts Community Contributions

7,113

7,113

5,000

2,800

2,800

$0

520,000

550,000

550,000

550,000

599,000

$49,000

Medicaid Reimbursement

42,000

42,000

30,000

28,000

29,000

$1,000

E Rate Reimbursement

12,700

12,700

12,700

9,500

15,200

$5,700 $0

Miscellaneous Receipts Fund Transfers Federal Aid

Total Income

General O&M Expenses

$25,606,263

$26,227,973

$27,202,908

$28,560,518

$30,919,408

Adopted 11-12

Adopted 12-13

Adopted 13-14

Adopted 14-15

Proposed 15-16

$2,358,890 Change (Decrease)

Masconomet Middle School

4,709,305

5,013,484

5,193,466

5,363,382

5,670,521

307,139

Masconomet High School

9,690,556

10,290,312

10,640,201

11,091,070

11,558,100

467,030

Other Instructional Services

168,179

224,186

423,592

434,299

488,900

54,601

Student Services

2,395,766

2,311,827

2,579,130

3,190,711

3,823,984

633,273

Buildings & Grounds

1,680,455

1,668,546

1,651,566

1,699,692

1,750,394

50,702

Business & Support Services

6,670,199

6,422,707

6,407,435

6,470,187

7,090,743

620,556

291,803

296,911

307,518

311,177

536,766

225,589

$25,606,263

$26,227,973

$27,202,908

$28,560,518

$30,919,408

$2,358,890

Adopted 11-12

Adopted 12-13

Adopted 13-14

Adopted 14-15

Proposed 15-16

General Administration Total Expense

Debt Service

Change (Decrease)

Community Contribution

1,073,553

1,077,491

1,077,866

1,080,297

1,088,247

7,950

State Aid

1,291,498

1,291,498

1,291,498

1,291,498

1,291,498

0

$2,365,051

$2,368,989

$2,369,364

$2,371,795

$2,379,745

$7,950

$1,515,000

$1,575,000

1,635,000

1,700,000

1,780,000

80,000

850,051

793,989

734,364

671,795

599,745

(72,050)

$2,365,051

$2,368,989

$2,369,364

$2,371,795

$2,379,745

$7,950

$27,971,314

$28,596,962

$29,572,272

$30,932,313

$33,299,153

$2,366,840

1.5%

2.2%

3.4%

4.6%

7.7%

$20,890,984

$21,613,539

$22,490,776

$23,737,961

$26,046,801

Increase in Community Contributions

2.1%

3.5%

4.1%

5.5%

9.7%

Enrollment

2097

2087

2088

2011

1999

-1.1%

-0.5%

0.0%

-3.7%

-0.6%

Total Income Principal Interest Total Expense Total General Fund Expenses Increase in General Fund Expenses Total Community Contributions

Increase in Enrollment

2,308,840

  MRSD FY 2015-16

 

24

February 9, 2015

 

General Fund Appropriation Summary    

Where does the money come from?    

   

 

Where does the money go?  

 

MRSD FY 2015-16

 

25

February 9, 2015

Middle School Council & School Improvement Plan MIDDLE SCHOOL COUNCIL Dorothy Flaherty - PRINCIPAL

Dr.

Ellen Nestervich , PARENT Gerry Lynn Darcy, PARENT Lee Anne Powers, PARENT Kristen DeMarco, PARENT

James Dillon, FACULTY Lois Afrow, FACULTY Gavin Monagle, FACULTY Courtney Monaco, FACULTY

Middle School Improvement Plan Goal #1A: Using scores from the 2011 Math MCAS test as a baseline, we will reduce the proficiency gap in math by half by 2017. Goal #1B: Using scores from the 2011 English MCAS test as a baseline, we will reduce the proficiency gap in English by half by 2017. Goal # 2: Each department will realign their curriculum to the Common Core Standards and address Literacy Standards in core content areas. Goal # 3: Indicators will be piloted and reviewed to demonstrate adherence to the Vision and Mission Statement. Goal # 4: To provide a safe school environment that encourages a positive arena for instruction and the attainment of individual student potential. Goal # 5: Staff will be provided professional development in the area of data use, formative assessments, LMS and building Professional Learning Communities.

MRSD FY 2015-2016

26

February 9, 2015

Middle School Principal’s Budget Commentary The 2016 budget process began last year when the School Council developed our school improvement plan goals. We ensured that each of our goals supported one of the three district goals; 1) Student Performance; 2) Enhancing Teaching and Learning; and 3) Student Engagement. Moreover, our budget proposals for FY16, which are supported by our School Council, directly advance one of these goals or fosters increased student health and safety or promotes increased family/community connections. In addition, our efforts, programs and professional development reflect the District’s vision and our school’s mission to maximize opportunities for each student’s intellectual, social, personal, emotional and physical development. Enrollment data indicates that the student population at the middle school will remain fairly consistent with 664 projected students, which reflects an anticipated increase of six students above our current enrollment of 658. This small enrollment increase permits the average class size, across academic content areas, to also remain nearly the same with an estimated class size of 22.8, resulting in a .3 increase from last year’s estimates. However, for the past two summers, we averaged 19.5 new registrations, so the actual enrollment may very well increase slightly more than anticipated. The Middle School provides 15 sections in each of the core academic subjects (Math, English, Science and Social Studies) per grade. In addition, we continue to offer exploratory courses in STEM, literacy, art, music, health, and physical education, but also excitedly propose a change to our current exploratory offerings. We continue to adjust the exploratory offerings to address student learning needs and to increase engagement. This year we intend to introduce an additional music offering to incoming seventh graders. We believe it is an essential learning component to expose all seventh graders to a music elective, but realize that not all students prefer a performance based class such as chorus. Our plan is to have students opt for either a performance selection in chorus or a classroom based option without performance. This opportunity will be implemented by redeploying existing staff and utilizing flexible sections driven by how many students register for each choice. Another creative plan to improve student achievement that has no cost implications is to alter our current fixed seven period schedule to a rotating configuration. The proposal, which is teacher led and designed, calls for a continued seven period day, with classes rotating one period each day. The only exception would be a fixed, sixth period daily between both schools, thus permitting shared staff, or allowing

MRSD FY 2015-2016

27

February 9, 2015

Middle School Principal’s Budget Commentary - Continued Middle School students that take advanced math to go to the High School. This arrangement promotes the interaction of both students and teachers during optimal times of the day for teaching and/or learning. It also dilutes the loss of time on learning for students that are habitually late or dismissed early. Our Middle School teachers are organized in grade-level teams, with all the core subjects and the special education teachers represented. This enables teachers to plan together and address student matters quickly and efficiently, often handling small difficulties before they become major problems. Moreover, this year we continue to organize schedules to facilitate grade level subject teachers sharing a common Professional Learning Community (PLC) period to plan and discuss curriculum, instruction and student achievement. This structure proves to be very successful in delivering services to students in a timely manner, improving communication between home and school, and facilitating interdisciplinary curriculum. Last Year, as the District began the transition to a Learning Management System (LMS)/Blackboard, we added two additional library aides that have proven invaluable, in that they allow our librarian to collaborate with teachers, to introduce research skills and to provide digital literacy instruction to students. This year’s proposed budget continues to support this model.

The foreign language options for 7th and 8th grade students next year include French, Spanish and Chinese. The current twenty-eight sections continue to be provided, however, the section numbers of each language may fluctuate to meet student requests after the registration process ends. We plan to offer one class of Chinese again next year for incoming grade seven students and one class in grade eight for those students wishing to continue their study. We ask all students to provide a first and second choice of a language when registering to further provide flexibility when necessary to set the appropriate sections for each language. The Masconomet Middle School continues to work tirelessly to improve and maintain a high-quality curriculum, providing the best education possible to students in our region. Students from the three communities come to us with a variety of backgrounds, experiences and learning styles. Our mission provides all students with opportunities to acquire a core foundation of knowledge, skills, and attitudes critical to their intellectual, social, emotional, and personal growth while in middle school; to prepare all students for success in high school and beyond. To continue to propel our mission forward in the coming year, we request the equivalent of an additional 4.3 professional, para-professional, and/or administrative

MRSD FY 2015-2016

28

February 9, 2015

Middle School Principal’s Budget Commentary - Continued support positions (see chart on Page 35.) Each request supports student attainment of one of our district goals, promotes student safety/health or strengthens family/community connections. Additionally, these requests are not all new positions. Several instances include incremental changes to existing positions. For example, a need exists to return a special education teacher position that shifted to the High School last year back to the Middle School, as well as two 1:1 para-professionals in order to meet the learning needs of incoming seventh grade students, and a request for a Math Specialist, which is a newly created position. As most are aware, the Middle School committed several years ago to introducing co-taught sections of science and social studies that resulted in a content area expert and a special education educator, trained in meeting the diverse learning styles of all students, teaching a class together. Last year, we witnessed the expansion of this initiative to a math section at each grade level. The anecdotal data being shared about the positive learning impact is powerful. We eagerly await our MCAS data to confirm that statistical data also supports the learning impact of co-teaching on student learning. We propose to add an additional full time Math Specialist position next year, with the intent to bring at least one co-taught inclusion math class to each team at the Middle School. Our two current teams would continue with their current partnerships; the Math Specialist would work with math teachers on the remaining four teams for one period each day and then be available to support students in a support center function. We will require the person hired to be dual certified in both mathematics and special education. We believe the message, by placing this position in the math department rather that special education, conveys that co-taught classes benefit all students and not just students classified as special education. Moreover, we demonstrate our commitment to this co-taught expansion by our proposition to commit a portion of awarded Title1 funds to support this position and request a .65 portion be funded through the FY 16 budget. Additionally, we request to increase our current .3 Physical Education Teacher to a .5 position. Over the past two years, we have found it extremely difficult to keep the position filled with a certified and qualified teacher. We have gone through the hiring process three times and each person left after several months to accept a full-time teaching position in another district. With plans to implement a rotating schedule it will be nearly impossible to hire and maintain the position as currently structured. In addition, our student injury numbers resulting from P.E. classes is what I consider to be too high with 32 injuries recorded with the nurse since September. The additional .2 position increase results in the teacher still only working every other day, but for the entire day. Furthermore, this small enhancement reduces the anticipated class size in physical education from 28.6 to 26.6, which we believe will result in increased student safety and fewer accidental injuries. Also, promoting increased student safety and health drives the request to increase the nursing aide by .3 allowing for assistance in the nurse’s office for eighteen hours a week. Over the past several years, the nurse’s time grows increasingly involved with complex health needs such as diabetes, seizure disorders, concussions and food allergies. Moreover, as you have listened to us report, students’ mental health concerns further demand the nurse’s considerable involvement. Frequently, students with emotional or mental health issues present first to the nurse. She is then an active participant in a team that evaluates students to determine their risk for injury or self-harm and discusses with parents if an outside evaluation is warranted. This increase to a .6 nursing assistant will provide a second pair of hands to concentrate on the more day-to-day issues in the office, while the nurse handles the more complex cases; it also provides coverage when the nurse is required to attend a field trip to address medical needs of participating students, be out of the office for meetings or evaluations, as well as provide a lunch break for the nurse while maintaining coverage in the health office.

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February 9, 2015

Middle School Principal’s Budget Commentary - Continued Student achievement and learning needs account for the requests impacting special education students. Last year a special education teacher transitioned with a cohort of students moving to the high school as we originally expected only two students in the Learning Resource Center (LRC) this current year. As this year progresses, we have transitioned two additional students to the LRC and predict a minimum of six students in this program for the 2015-16 school year. This large cohort necessitates the return of the special educator back to the Middle School program. This is a program that will fluctuate between the two schools based on the age and needs of students. Furthermore, there are two incoming students that each requires 1:1 para-professional assistance. This mandate, written in their current individual education plan, represents the 1.96 requested increase for special education para-professionals. These students are successfully integrated into as many academic areas as possible, all electives and social activities at the middle school. We are proud and thrilled that these students, who most likely would be candidates for outof-district placements, are an integral part of the fabric within our school. The program necessitates a high staff/student ratio, but the learning benefits of maintaining students’ education in the least restrictive environment as much as possible, outweighs the expenses. The outstanding efforts of the faculty and staff in this program strive for high student achievement and individualized learning goals for each student. The final petition for additional staff calls to increase an administrative support staff person from .84 to 1.0. This position facilitates support to the guidance office, the principal, and PowerSchool. Additionally, this position also serves as the Middle School Registrar. Increasing this position by.16 provides flexibility while enhancing student safety, health and family/community relations. The greatest impact permits increased working hours during both school and summer vacations. These periods often call for expertise with PowerSchool to facilitate schedule changes, creation of team placements, or reports from PowerSchool and often may be delayed until the person is scheduled to work, as she is our PowerSchool expert. Additional responsibilities for this person include updating all emergency information for grade 7 students, preparing warning announcements based on custody agreement updates for necessary personnel and preparing and coordinating student cumulative folders. If this increase is supported, the plan is to collect as much information this spring that is possible from incoming families to ensure information is prepared and updated for the first day of school. The current system doesn’t permit completion of this process into our system until late September, thus resulting in increased time to verify safety, health and contact information by seeking our paper information. Also, teachers will have easier access to cumulative folders from day one, thus providing them an important data access point and historical perspective if they have concerns regarding a struggling student. Lastly, summer time is often the busiest period of time for a registrar with students transitioning in and out of the district. Last summer we processed twenty new students in and seven students out to another school. It will positively impact family/community relations if the registrar has increased availability in the summer when parents are trying to settle their children into a new school district.

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February 9, 2015

Middle School Principal’s Budget Commentary - Continued Cognizant of our staffing requests, we reduced any requests in the operations budget to essentials only resulting in a $44,000 decrease in the Middle School’s operations budget, which includes appropriations for textbooks, other published materials, consumable supplies, durable goods, consultants, maintenance and rental agreements, as well as, administrative services (see Page 36.) The areas with the most sizable decreases include textbooks, other published materials and durable requests. The Middle School was fortunate that over the last two years it benefitted by significant allotments to replace all math texts to meet the requirements of the 2011 Massachusetts Curriculum Standards. Recognizing the need to update, especially textbooks for AP courses, this year’s Middle School requests are minimal and extend to band and choral music, as well as materials for the new grade seven classroom based music course. There is also a $1,100 request to purchase Project Adventure RAISE Bullying Curriculum. These materials will revamp and update our current bullying prevention curriculum to a hands-on, positive relationshipbuilding curriculum that connects to our Project Adventure offerings for high school students. While expenditure requests under other published materials have an overall decrease of $5,747, it is one of the most noteworthy expenditures in the Middle School budget. Thus, key items that will be provided included things such as, $5,315 in English to purchase Collins Cobuild Vocabulary Dictionary for teachers as a classroom resource and various new literature titles for students; renewal of the IXL math subscription, which affords teachers the ability to design both exploratory and review lessons for students to access through computers at school or at home. Teachers report this tool is a wonderful addition to the instructional materials available to them to raise student achievement, especially on standardized tests such as MCAS. Additionally, the math department requests a MAC- based software package to be utilized for creating math specific documents for printing, posting in Blackboard or to other websites and provides teachers a resource designed to be used with their district-supplied MAC books. Renewals of the schoolwide license for Study Island and our on-line resources and renewal expenses for the library are allocated for in this line item. Combined, these technology-driven site licenses, on-line resources and computer software, account for $17,315 of the $25,765 requests. Finally, there is $1,400 to purchase a book for a staff book study. The requested book is “Essential Questions: Opening the Door to Student Understanding.” While requested, the book was not funded this current year. However, as we progress to make Understanding by Design (UBD), our curriculum framework and more teachers are planning in Blackboard, this book will be a valuable learning resource.

There are three notable expenditures in the consumables line item, and two of them directly impact teaching and learning as well as student performance. There is a level-funded $10,000 request for art supplies that permits the extraordinary high level of work created by students and fosters continued interdisciplinary projects between art and core-subject courses. Expanding the STEM course to all eighth graders increases the demand for supplies and hands-on materials for lab experiments that must be readily MRSD FY 2015-2016

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February 9, 2015

Middle School Principal’s Budget Commentary - Continued available for students to repeat each trimester. Thus, there is a request to increase science consumables to $8,000, resulting in a $3,000 increase from FY15. The consumable line also encompasses a level-funded request of $19,000 for all the general supplies that are necessary throughout the year. Requests for durable goods allow the physical education department to replace worn equipment, such as rackets/paddles, Frisbees and baseball gloves. A twenty-year-old, 5-piece drum set will be replaced for band. Batteries will be purchased to maintain our AED machines. The Middle School television studio is in dire need of a program of repairs and upgrades. Next year, we would begin a plan with $450 to replace cables and microphones. Students write and broadcast daily communications to the entire school and equipment is routinely breaking down or not operating properly. One example is that microphones operate with on-going static. In addition, the Middle School office handles an enormous amount of personal and confidential information. As such, a commercial grade shredder is required to properly handle the volume of paper that must be destroyed. The final significant expenditure in durables includes the yearly costs of lock replacements for student lockers. The Excels Program, which is our extracurricular activities program for students, continues to draw strong numbers. Our staff offers activities such as Intro to Guitar, Improv, Ping Pong, Film Making, Chess, Games, RC Cars, Knee Hockey, Cross Country, Volleyball and Computer Building. In addition to these after-school opportunities, we also have students running our Middle School newspaper and participating in our annual musical. We propose to broaden the Future Cities Program and reinstitute as well as re-title an unused stipend to incorporate a stipend for a STEM Team. The stipend that would need to be funded to implement the after-school program is $3116.

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February 9, 2015

Middle School Principal’s Budget Commentary - Continued Summary This Middle School budget proposal reflects the staffing, resources and priorities necessary to accomplish the goals outlined in our school improvement plan, as well as foster the attainment of all three School Committee goals. Our narrative provides multiple aspects that support this alignment. Moreover, this section summarizes several key components and underscores how these requests sustain both the district and school goals through our School Improvement Plan. The first goal of both the School Committee and our School Improvement Plan concentrates on student performance. Our proposal to add additional staffing, such as a Math Specialist to enhance our coteaching model, and expanding positions to support needs of special education students via the Learning Resource Center, will support increased student achievement along the entire continuum of students as well as narrow achievement gaps for identified sub-groups. Likewise, technology support through Study Island, IXL, and Mac Math Software provides direct resources to teachers to enhance student performance through both home and school pathways, and allows flexibility to meet individual learning deficits of students. The second goal identified by both plans emphasizes innovations and strategies to enhance the teaching and learning environments. Recommendations from our Scheduling Committee to transition to a rotating schedule will allow all faculty and students to work together during their optimal period of the day to teach and to learn. This initiative holds no cost associated with its implementation and promises to return an enormous positive benefit for both faculty and students. The Math Specialist and recommended special education staff also provide direct benefit, perhaps more so than the impact they will afford student performance, for innovations to the daily teaching and learning environments of students. Increasing the teaching sections for the physical education teacher results in lower class size and safer classroom settings. Extremely needed support for the school nurse permits faster services to students with minor ailments resulting in reduced time away from their classroom instruction. Lastly, the purchase of a staff book dedicated to teach faculty how to write and use targeted essential questions for learning supports not only the goals to expand teaching and learning, but also supports goal four of our School Improvement Plan devoted to professional development, as well as, the District’s Blackboard adoption.

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February 9, 2015

Middle School Principal’s Budget Commentary - Continued Our Middle School budget plan encourages student engagement, the School Committee’s third goal, through multiple conduits including, but not limited to, the proposed dual options for grade seven music, continuing the STEM course for all eighth grade students, planning upgrades to the television studio to permit the announcers’ club to perform daily communication and reinstating a stipend position to expand an after school science club into a STEM Team. School safety and creating a positive school environment embodies the third goal of our School Improvement Plan. Many items within the budget promote safety and foster a positive educational community, but three key highlights include: 1) updating the current bullying curriculum to include Project Raise in seventh grade, 2) adding nursing assistant hours to support the nurse, and 3) increasing to a full-year Administrative Assistant/Middle School Registrar to prepare essential documents for the first day of school and to enhance family/community connections. In conclusion, the Middle School budget preserves the team structure, which comprises the single most critical priority in delivering a strong Middle School experience that addresses the academic, physical, social and emotional growth of young adolescents, while fostering strong home/school communication and permitting teachers to develop and implement an interdisciplinary curriculum. Each of these aspects advances a safe atmosphere that encourages a positive environment for instruction and the attainment of individual student potential. The FY16 budget takes an already strong program and advances opportunities for students to engage in the learning process, for teachers to further deepen extraordinary skills through professional development, and by increasing partnerships for co-teaching and engaging student interests that may spark life-long pursuits.

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February 9, 2015

Enrollment/Class Size & Staffing HOURS OF OPERATION 7:35-2:15 Number of Grades

2 664 51.65 33

Student Body Number of Teachers Number of Courses Number of Sections Periods/Day Students/Faculty

205.5 7 13/1

Average Class Size

22.8

AVG. PROGRAM CLASS POPULATION SIZE 221 22.1 839 23.9

DEPARTMENT ART ENGLISH

COURSES 2 4

SECTIONS 10 35

FOREIGN LANGUAGE GUIDANCE HEALTH MATH

6 N/A 2 5

28 N/A

616 N/A

22 N/A

10 35.5

221 775

22.1 21.8

6 3 3 2

9.5 12.5 35 30

244 332 774 664

25.7 26.6 22.1 22.1

33

205.5

4686

22.8

MUSIC PHYSICAL EDUCATION SCIENCE & STEM ED SOCIAL STUDIES TOTAL

NOTE: The guidance counselors, librarian, behavioral specialist, and nurse are not included in the student/faculty ratio. 2011-12

2012-13

2013-14

2014-15

2015-16

15-vs-16 (Decrease)

Principals/Assistant Principals

2.00

2.00

2.00

2.00

2.00

0.00

Department Heads

1.80

1.80

1.80

1.80

1.80

0.00

Administrative Support Staff

1.84

1.84

1.84

1.84

2.00

0.16

Art

2.00

2.00

2.00

2.00

2.00

0.00

English*

7.40

7.40

7.34

7.34

7.34

0.00

Foreign Language

5.80

5.60

5.60

5.60

5.60

0.00

Guidance

3.00

3.00

3.00

3.00

3.00

0.00

Health & P. E.

4.30

4.30

4.30

4.30

4.50

0.20

Math*

7.40

7.40

7.44

7.45

8.10

0.65

Music

1.90

1.90

1.90

1.90

1.90

0.00

Science, Technology & Engineering

6.00

6.00

7.00

7.00

7.00

0.00

Social Studies

6.00

6.00

6.00

6.00

6.00

0.00

Special Education*

8.50

11.00

11.00

10.00

11.00

1.00

Library

1.00

1.00

1.00

1.00

1.00

0.00

Health Services

1.00

1.00

1.00

1.00

1.00

0.00

Regular Education

1.80

0.80

2.23

2.26

2.56

0.30

Special Education

17.00

18.54

18.54

17.54

19.50

1.96

78.7

81.6

84.0

82.0

86.3

4.3

Staffing Analysis by F.T.E. Administrative Staff

Professional Staff

Para-Professionals & Aides

TOTALS

*Some positions are paid for via special revenue funds.

Enrollment Data* Grade 7 Grade 8 Total

2011-12 2012-13 2013-14 2014-15 2015-16 366 336 334 327 334 391 369 335 331 330 757 705 669 658 664

*Excludes out-of-district special education students.

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February 9, 2015

Middle School Expenses Displayed by Line Item Masconomet Middle School

Expended 2011-12

Expended 2012-13

Adopted 2013-14

Adopted 2014-15

Proposed 2015-16

SALARIES - STAFF Administrative Salaries Administrative Support Staff Professional Salaries Para-Professionals & Aides Subtotal SALARIES

380,877 89,484 3,777,562 268,382 4,516,306

396,843 92,998 3,948,414 296,475 4,734,730

409,353 92,509 4,198,678 309,325 5,009,864

406,609 97,901 4,370,636 300,792 5,175,938

427,067 108,394 4,606,533 387,936 5,529,930

22,838 21,186 48,431 888 11,813 26,998 6,228 $138,382

6,324 21,108 46,010 13,171 13,796 18,571 5,626 $124,606

35,343 23,855 40,935 8,609 14,380 23,030 7,237 $153,389

42,293 31,512 50,557 10,505 14,515 29,512 8,550 $187,444

5,493 25,365 52,878 5,288 11,800 30,917 8,850 $140,591

$4,654,687

$4,859,336

$5,163,253

$5,363,382

$5,670,521

OPERATIONS Textbooks Other Published Material Consumable Supplies Durable Goods Consultants & Other Serv. Prov. Maintenance, Rentals & Fees Administrative Services Subtotal OPERATIONS TOTAL

Middle School Expenditure History FY12

FY13

FY14

FY15

FY16

5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0

MRSD FY 2015-2016

Administrative Salaries

Admin. Support Staff

Professional Salaries

36

Para-Prof. & Aides

Operations

February 9, 2015

Middle School Expenses Displayed by Program Middle School Costs by Program Principal’s Office Guidance Services Special Education Art English Foreign Language Health & P. E. Interdepartmental Math Music Science & Technology Ed. Social Studies Library Health Services Co-Curricular Total

Expended 2011-12

Expended 2012-13

290,649 319,469 599,568 177,714 536,226 464,291 333,514 84,840 623,633 173,976 473,182 375,018 85,100 70,757 46,714 4,654,652

Adopted 2013-14

290,020 285,879 777,893 187,060 529,433 460,927 381,029 83,720 598,779 181,213 464,855 411,642 89,745 75,225 41,915 4,859,336

Adopted 2014-15

301,502 300,137 835,571 198,044 562,548 478,078 374,286 80,540 645,786 191,457 527,254 436,409 109,094 77,297 45,251 5,163,253

Proposed 2015-16

304,490 308,910 865,300 202,933 563,480 502,576 392,674 85,250 685,772 194,680 539,498 475,622 112,452 80,763 48,982 5,363,382

325,477 323,312 1,007,283 208,797 584,288 521,417 415,303 91,802 716,283 193,387 520,458 503,818 117,789 88,319 52,788 5,670,521

Middle School Library Costs by Program 2%

Health  Services 1%

Principals   Office 6% Guidance 6%

Social  Studies 9%

Music 3%

Science  &  STEM 9%

Special  Education 18%

Math 13%

Interdepartmental 2%

MRSD FY 2015-2016

Health  &   P.  E.   7%

Foreign   Language 9%

37

English 10%

Art 4%

Co-­‐Curricular 1%

February 9, 2015

MRSD FY 2015-16

Middle School Line Item, Program Cost Matrix

Salaries Program/Department Art

Operating Requests

Admin. Admin. SupportProfessional Para-Prof. Textbooks Other Publ. Consumables Durables Consultants Maintenance Admin. Serv. 9,897

188,224

English

30,837

531,488

Foreign Language

22,203

498,614

Guidance

23,013

Health & P.E.

10,513

10,000

76

600

Business & Computer Ed.

$0

27,302

5,315

38

Interdepartmental

39,000

Library

90,974

Math

22,203

690,380

Music

10,742

156,752

1,100 13,757 19,465

550

510

640

690

75

2,600

220

8,400

24,150

2,252

6,615

288

200

Social Studies

33,305

470,263

250

668,517

338,066

$4,606,533

$323,312

600

$415,303

80

$88,319

18,000

$91,802

447

$117,789

10,500

$387,936

8,000

8,000 600

600

400

$5,493

$25,365

$193,387 8,850

$325,477 $520,458 $503,818

700

47,398 $108,394

1,000

500 481,339

$427,067

800

100

$716,283 2,000

29,919

TOTAL

500

3,700 4,393

Science, Technology & Engineering

Co-Curricular *

$521,417

300

81,092

Special Education

$584,288 600

401,250 70,787

234,435

16,648

271,547

Health Services

Principal's Office

Totals $208,797

$1,007,283

2,850

450

$52,878

$5,288

$11,800

2,090

$52,788

$30,917

$8,850 $5,670,521

February 9, 2015

High School Council & School Improvement Plan

HIGH SCHOOL COUNCIL Laurie Hodgdon - PRINCIPAL James Donahue, FACULTY Erin O’Brien, FACULTY Kathleen Natale, FACULTY David Mitchell, FACULTY Edward Palmeira, PARENT

Bethany Blake, PARENT Kelly Jung, PARENT CE Eckert, PARENT Tim Ennis, STUDENT Nick Pease, STUDENT

High School Improvement Plan Goal #1: To assist the school staff in improving the school climate and culture of the high school through personalizing the environment for students, staff members and parents. Goal #2: To facilitate curriculum development and the implementation of instructional strategies that support broad based learning for all students by supporting the efforts of the school staff, administration and School Committee. Goal #3: To work with the school and parents to improve communication with all populations in our community. Goal #4: To enhance student learning by improving the content of teacher training and the pedagogical background of the professional staff.

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February 9, 2015

High School Principal’s Budget Commentary This budget narrative for Masconomet Regional High School is a great opportunity to once again share our beliefs, our work and our successes over the last year, and to let you know where our attention will be in the near future. Our mission is clear: to ensure that our work results in each and every one of our students being a critical and creative thinker, an active and collaborative learner, a responsible and respectful human being, a contributor to the greater community, and one who pursues excellence. However, the world has changed. The economy has changed. The nature of work and the workplace have changed. Most everyone understands that there is, or certainly should be, a “career” and a “technical” aspect to all learning, just as there is, or should be, an applied, “hands-on” aspect to all learning. All high school education is, in large part, career education, just as all high school education is preparation for post secondary–make that lifelong–learning. Consider what many see as essential features of excellent career and technical education: o A personalized learning program focused on each student’s career interests. o A thoughtful integration of academic and technical skill development. o Opportunities for each student to engage with adults working in the student’s career interest area. o Requirements that students exhibit skill and understanding through authentic performance demonstrations. o Opportunities for students to obtain, in addition to a high school diploma, multiple forms of certifications and credentials in their career interests. o All of the above provided in the workplace and community as well as the school. We have concluded that our Masconomet High School students would be well served by programs with such features. All high school students need to have access to diverse program options that match their career interests and the ways they wish to pursue them. Within those programs, they need choices that allow them to customize their learning plans, or “pathways” for learning. It is important to envision one high school system with a continuum of multiple pathways and choices for students, all incorporating those features listed above, and leading to multiple destinations, not just traditional four-year colleges, but community colleges, technical schools, work, or in some cases, a year off for travel. We need to provide multiple pathways through career-themed programs of study, essentially wrapping a career academy around each learner. Offering such choices will ensure that many more graduates are prepared for success in their post secondary learning and careers. Our work is focused. We have clearly articulated outcomes that delineate our expectations. We have designated academic indicators that let us know how we are doing in terms of realizing our outcomes at the school and student level. This will guide our work as we establish a STEM and a Performing Arts “pathway” in the next year.

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February 9, 2015

High School Principal’s Budget Commentary - Continued The projected enrollment for Grades 9-12 for 2015-16 is 1,288 (excluding out of district special education students), which is a decrease of 25 students over this year’s October 1 enrollment of 1,313. We are graduating a senior class that is smaller than the incoming freshman class. The teaching staff level is identical to that in 2014-15 except for the addition of a .2 FTE acting teacher and a .2 FTE mathematics teacher. Teacher staffing levels generally reflect an average of 15 to 16 sections in the core subjects for the Upper and Lower Schools. The budget results in a projected average class size in grades 9-12 of approximately 22.2 students. The number of sections in departments will have its usual variance because of actual student choices and individualized course enrollment patterns. In most departments, the average class size is projected to be slightly below this year. In the final analysis, the number of sections in a given department may shift between departments because of fluctuation in student selections. We plan to offer six new electives this year. Student choice and relevancy to real-life in coursework is always a determining factor in student engagement. In social studies, we are offering AP US Government and Politics to give students an opportunity to learn about their government and the politics in the United States. Science and mathematics will collaborate to offer a co-taught Algebra 1 and Physics course that will be co-taught to support those 9th grade students who are challenged in the area of mathematics, or need more time in learning these important math skills. In Business and Computer Science, MAC Genius’ will be offered to provide opportunities for students to train and to be certified to maintain student computers when we move to a 1:1 digital learning environment. Additionally, the Business and Computer Science Department will offer an advanced course in Contract Law that will provide students with a comprehensive overview of automobile, mortgage and insurance contracts. In foreign language, Chinese V will be offered for the first time since the addition of this language. We are also excited to share that the Music Department will add Introduction to Acting, which will provide those students with the opportunity to take an academic elective in performing arts. Finally, the goal of the English Department is to increase writing skills in all areas so we have budgeted to increase our part-time writing para-professional position to full-time. We will continue to cycle some existing electives out of the schedule, and others in, as we have in the past, to accommodate these new courses. Electives are one means by which students explore options for college and career. Offering a variety of choices is imperative to the readiness of our students for the global job market. We will have a small increase in staffing with the addition of the .2 FTE in Acting and a .2 FTE mathematics teacher to support those students with high needs for an Algebra I and Physics cotaught course in the freshman year. However, we will once again reduce the number of sections of some courses, or delete electives with smaller student interest in order to provide new elective opportunities for students. As a result, some students may not be able to take a course in which they have interest next year and they may have to postpone taking the course to another year. However, at some point in their Masconomet experience they will avail themselves of their choice in classes. Finally, and as a result of students in need of 1:1 para-professional support who will graduate, we are reducing para-professionals in the high school by 3.34 FTE. In the past few years, we have seen the social and emotional needs of students increasing. Students' ability to learn depends not just on the quality of their textbooks and teachers, but also on the comfort and safety they feel at school and the strength of their relationships with adults and peers there. To feel safe, students MRSD FY 2015-2016

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February 9, 2015

High School Principal’s Budget Commentary - Continued may need the support of an adult who is trained to work with their social and emotional needs. Therefore, we are requesting the addition of a 1.0 FTE school adjustment counselor to provide expertise in our Student Support Center and to replace the school adjustment counselor moving back to the Middle School for the same need. It is important to note that this is not a high school specific need, but a 7-12 need. Students continue to avail themselves of the vast extracurricular activities offered at Masconomet. This year we will add American Sign Language to our extracurricular activities, an assistant Ultimate Frisbee advisor, a science team assistant coach and a JV cheerleading coach as student participation has grown over the past few years. This is exciting for our programs outside of the classroom, which represents the increases in the Athletics and Co-Curricular budgets supporting coaches’ salaries, uniforms for cheerleading, football and lacrosse and an increase in transportation costs due to the current bus contract. Additionally, and for the very first time, we are requesting equipment for our WBMT Radio Station and club with a system that will digitize the music and with a new sound table that has not been replaced in over 30 years. Please refer to Appendix E for more information about user fees associated with athletics and co-curricular activities. At Masconomet, athletic and club participation remains constant, and this should continue through FY16. Finally, our implementation of a Learning Management System, or Blackboard, at Masconomet will strengthen our programs and our students’ learning in the 21st Century. It will also support vertical and horizontal alignment of the curriculum with the implementation of Understanding by Design, using data to inform instruction, supporting a collaborative culture to improve instruction and being prepared for the standardized assessment PARCC, that will soon replace MCAS. The Operations portion of the budget reflects the costs of Advanced Placement textbooks due to the systemic change in curriculum across the country (computer science, Chinese, US History and Government and chemistry), other published materials such as reference materials (Colliers’ dictionaries to help improve vocabulary instruction) and workbooks, consumable supplies, durable goods (cameras for photography classes, WACOM drawing tablets for drawing classes and marching tenor drum quintet sets), contracted services, transportation, maintenance, rentals and fees, and administrative services. For FY16, there is an overall increase in the High School operations budget. This is due to our investment in textbooks and durable goods. In future years we will utilize the LMS to replace our texts with e-books and other resources. The other areas have small increases or decreases in line items. We continue to support our students with what they need to learn and achieve at Masconomet while being fiscally responsible. Summary The Masconomet Learning Community has consistently demonstrated their support for learning and high expectations for students and staff. Our students and educators work collaboratively and creatively to reveal depth in content and skills while compassionately addressing whatever arises in the complex world of adolescence. Increasing our current staffing levels allows us to improve class sizes. One of our ongoing goals in climate and culture is to personalize the school as much as possible by having students who are able to have voice and choice in their academic and co-curricular experiences at Masconomet Regional High School. As a result, we are still able to offer a wide variety of electives and even some

MRSD FY 2015-2016

42

February 9, 2015

High School Principal’s Budget Commentary - Continued new and engaging electives to help address our second goal of developing curriculum and instruction that supports broad-based learning for all students. However, in most cases, we restrict enrollment in other courses or offer courses on a multi-year rotation. Our goals around enhancing the learning experience for students through teacher training and improving the communication with students and parents will be achieved with the implementation of Blackboard. In this budget for FY16, we are providing a comprehensive program in which students can succeed and be prepared for their future. The FY 16 budget will allow us to move our work forward with our goal (s) of improving instruction for ALL students, creating a personalized learning environment by offering multiple pathways to graduation, and allowing students more choice and voice in their education. This is an exciting time for students at Masconomet. Our collaboration will be important in moving forward with our vision. Masconomet Regional High School is an excellent school striving to be exceptional; we have great teachers and successful students working together in a positive, academically serious culture. This does not happen by accident. Our teachers have a core belief in all students and focus on what it takes for ALL students to learn.

MRSD FY 2015-2016

43

February 9, 2015

Enrollment/Class Size & Staffing HOURS OF OPERATION 7:35 -2:15

Number of Grades

4

AVG. CLASS SIZE 20.8

COURSES

SECTIONS

PROGRAM POPULATION

ART

26

28

600

BUS. & COMPUTER ED.

20

30

700

23

ENGLISH

21

66

1481

22.4

DEPARTMENT

Student Body

128 8

FOREIGN LANGUAGE

28

59

1370

23.2

Number of Teachers

92.6

GUIDANCE

NA

NA

128 8

NA

Number of Courses

200

HEALTH

4

11

245

22

Number of Sections

419 .5

MATH

20

64 .5

1390

22

6

MUSIC

10

9 .5

380

50.6 24. 4

Periods/Day Students/Faculty

Average Class Size

13.9 /1

PHYSICAL EDUCATION

6

9

220

SCIENCE & TECH ED

33

76.5

1530

20

SOCIAL STUDIES

34

66

147 8

22. 4

20 0

419 .5

930 9

22. 2

22. 2

TOTAL

NOTE: The guidance counselors, librarian, behavioral specialist, and nurse are not included in the student/faculty ratio.

Staffing Analysis by F.T.E.

2011-12

2012-13

2013-14

2014-15

2015-16

15-vs-16 (Decrease)

Administrative Staff Principals/Assistant Principals Department Heads* Administrative Support Staff

3.00 4.20 9.57

3.00 4.20 9.57

3.00 4.20 8.87

3.00 4.20 9.08

3.00 4.20 9.08

0.00 0.00 0.00

Professional Staff Art

5.90

5.60

5.60

5.60

5.60

0.00

4.20 13.20 11.20 6.40 4.00 12.40 1.50 15.30

4.40 13.20 11.40 6.40 4.00 12.40 1.50 15.30

4.80 13.30 11.40 6.40 4.00 12.50 1.50 15.40

4.80 13.30 11.40 6.40 4.00 12.50 1.50 15.40

4.80 13.30 11.40 6.40 4.00 12.70 1.70 15.40

0.00 0.00 0.00 0.00 0.00 0.20 0.20 0.00

13.00 9.50 1.00 1.00

13.10 9.50 1.00 1.00

13.20 9.50 1.00 1.00

13.20 10.50 1.00 1.00

13.20 10.50 1.00 1.00

0.00 0.00 0.00 0.00

7.75 13.58 136.7

7.79 14.46 137.8

8.09 14.46 138.2

7.05 14.46 138.4

7.55 11.12 136.0

0.50 (3.34) -2.4

Business & Computer Education English Foreign Language Guidance Health & P. E. Math Music Science, Technology, & Engineering Social Studies Special Education* Library Health Services Para-Professionals & Aides Regular Education* Special Education TOTALS

*Some positions are paid for via s pecial revenue funds. Enrollment Data* Grade 9 Grade 10 Grade 11 Grade 12 Ungraded Total

MRSD FY 2015-2016

2011-12 2012-13 2013-14 2014-15 2015-16 331 367 338 298 301 346 327 370 330 294 304 347 329 363 331 328 308 343 321 361 0 0 2 1 1 1309 1349 1382 1313 1288 *Excludes out of district special education students.

44

February 9, 2015

High School Expenses Displayed by Line Item Expended 2011-12

Masconomet High School SALARIES - STAFF Administrative Salaries Administrative Support Staff Professional Salaries Para-Professionals & Aides Subtotal SALARIES

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16 763,622 420,575 9,313,630 340,888 10,838,715

653,083 413,575 7,594,502 330,607 $8,991,767

723,836 408,648 7,980,639 327,702 $9,440,824

740,711 396,143 8,436,661 323,638 $9,897,153

741,962 411,724 8,981,515 351,897 $10,487,098

31,028 33,818 142,759 30,940 102,618 184,368 23,956 $549,487

21,214 27,917 134,413 41,739 106,164 191,295 21,539 $544,280

48,948 29,814 131,831 67,618 106,164 203,054 25,233 $612,661

12,032 25,481 163,457 54,368 108,195 216,239 24,200 $603,972

31,550 33,852 166,531 80,394 138,515 243,943 24,600 $719,385

$9,985,105 $10,509,814

$11,091,070

$11,558,100

OPERATIONS Textbooks Other Published Material Consumable Supplies Durable Goods Consultants & Other Serv. Prov. Maintenance, Rentals & Fees Administrative Services Subtotal OPERATIONS TOTALS

$9,541,254

High School Expenditure History FY12

FY13

FY14

FY15

FY16

10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0

MRSD FY 2015-2016

Administrative Salaries

Admin. Support Staff

Professional

45

Para-Prof. & Aides

Operations

February 9, 2015

High School Expenses Displayed by Program Expended 2011-12

High School Costs by Program Principal’s Office Guidance Services Special Education Art Business & Computer Ed. English Foreign Language Health & P. E. Interdepartmental Math Music Science & Tech. Ed. Social Studies Athletics Library Health Services Co-Curricular Total

Expended 2012-13

609,462 722,232 814,332 491,821 345,842 906,392 843,295 292,903 172,100 934,398 163,058 1,278,470 1,015,238 638,791 80,700 91,959 140,261 9,541,254

Expended 2013-14

624,786 734,159 868,270 514,597 387,345 971,930 887,609 336,162 155,627 953,887 173,104 1,319,468 1,083,705 648,901 85,652 94,262 145,641 9,985,105

630,649 729,802 923,979 467,881 406,976 1,040,072 970,012 351,770 133,797 1,020,555 177,061 1,459,072 1,153,889 691,846 91,125 107,144 154,185 10,509,814

Proposed 2014-15

Proposed 2015-16

643,697 767,524 1,008,442 532,246 425,257 1,113,352 1,026,666 378,806 157,968 1,063,989 184,809 1,497,717 1,211,677 710,076 97,070 112,100 159,674 11,091,070

658,148 741,134 1,076,117 555,184 451,124 1,169,741 999,505 408,656 162,397 1,171,702 203,540 1,535,897 1,267,816 758,581 105,691 117,453 175,414 11,558,100

High School Costs by Program Co-­‐Curricular 2%

Principals  Office 6%

Athletics 7%

Health  Services 1%

Guidance 6%

Social  Studies 11%

Special  Education 9% Art 5%

Science,  Tech,   Engineering 13%

Music 2%

Interdepartmental 1%

MRSD FY 2015-2016

Math 10%

Business  &  Computer  Ed. 4% English 10% Foreign   Language 9% Health  &  P.  E.   4%

46

Library 1%

February 9, 2015

MRSD FY 20125-16

High School Line Item, Program Cost Matrix

Salaries Program/Department Art

Operating requests

Admin. Admin. SupportProfessional Para-Prof. Textbooks 31,960 454,384

Other Publ. Consumables Durables Consultants MaintenanceAdmin. Serv. 55,000 13,340 500

Business & Computer Ed.

23,852

402,301

18,596

1,700

4,275

400

English

51,396

1,089,695

16,735

0

10,585

65

Foreign Language

46,674

Guidance

46,026

5,015

Health & P. E.

31,538

940,081 92,248

Health Services Interdepartmental

1,157

Library

47

Math Music Principal's Office

340,677

22,797

86,553

25,320

53,200

33,790

47,431

1,113,838

10,742 365,582

Social Studies

57,399

1,200,167 62,861

$1,169,741

12,715

750

500

3,650

$999,505

450

1,111

5,503

$741,134

0

6,610

3,250

$408,656

550

1,700

80

$117,453

35,800

450

7,000

31,000

$162,397

898

5,930

$1,171,702 2,700

3,801

17,500

6,500

300

6,000

305

25,000

10,050

9,000

250

100

900

2,100

400

345,605

23,000

20,090

43,000

87,450

176,575

7,100

1,350

1,000

15,080

$166,531

$80,394

$138,515

$243,943

$31,550

$33,852

$658,148 $1,535,897 $1,267,816

190,917

$340,888

$203,540 24,600

861,800

$420,575 $9,313,630

$105,691

700

150,884 $763,622

500

2,200 1,442,577

Co-Curricular *

9,733

156,367

49,865

Athletics *

65

12,722

265,466

Special Education

$451,124 700

600

420

92,071

Science, Technology & Engineering

TOTAL

8,500

583,430

Totals $555,184

23,000

$1,076,117 $758,581 $175,414 $24,600

$11,558,100

February 9, 2015

Director of Pupil Personnel Services Budget Commentary The Pupil Personnel Services (PPS) Department services ALL students at Masconomet in some capacity. The PPS Department provides not only special education services but also guidance services, health services, special education transportation services, Title I services, and homeless services when necessary. Funding to support these areas is found in a number of areas in the budget. For example, guidance services are funded in the building based budget and Title I services are funded through a grant. Direct special education costs are funded by the IDEA Grant, the Program Improvement Grant, as well as the PPS District budget. Vision and Goals As we develop our FY16 budget, we need to embrace the individual needs of each student and align our budget priorities with the District’s Vision and Goals. Pupil Personnel Services is committed to providing a challenging yet supportive, educational environment that provides learning opportunities and a continuum of services for students in grade 7 through 12+. Beginning in the general education classrooms and extending to special services programs, we support the philosophy that ALL students can learn when they have the appropriate educational experience. This year, more so than in any other year, our budget provides services and programming that will increase student engagement. With appropriate programs and services our students will exhibit successful educational, social, career, civic, and health/wellness engagement behaviors. We have always developed programming that supports federal and state mandates that require districts to educate students within the least restrictive environment, but more importantly we need to develop programs that meet the individual needs of our students. For most of our students, the least restrictive environment is in the general education classroom(s), but for other students who need a little more support, inclusion classrooms or co-taught classrooms are recommended and provided. Students with more intensive and complex needs may require a substantially separate program, while other students may require social, emotional, or behavioral support after being hospitalized for medical or mental health reasons or following a suspension from school. We have seen and project for FY16 that the number of students requiring social, emotional, behavioral and medical or mental health will increase. The Pupil Personnel Services Department also understands that students may need individual or alternate methods of accessing their academics while transitioning back to school after a hospitalization. Graduation Alliance, an online approach to accessing course work, continues to be a successful alternative for some students and so this alternative method of providing course work continues to be in funded in the FY16 budget. The Pupil Personnel Services Department shares the district’s vision to provide a challenging and supportive educational environment for all students. Our FY16 budget recognizes the connection between a student’s well being and achievement. We are committed to address the needs of ALL of our students.

MRSD FY 2015-16

48

February 9, 2015

Director of Pupil Personnel Services Budget Commentary – Continued This year we have the benefit of having the Walker Partnerships Special Education Program Evaluation which has served to guide us in the development of the PPS FY16 Budget (this report is in Appendix G of this budget document). Recommendations from this report have been integrated and several initiatives are contained within this budget as a result, including; transition planning, co-teaching, language based/learning disabilities programming, and professional development. Transition Planning Transitional Services continues to be a focus that enhances a student’s ability to acquire real life authentic vocational/job experiences that focus on a teaching and learning approach that integrates academic study and vocational skills while building community partnerships, teaching civic responsibility, and increasing independence. The program includes, as appropriate, comprehensive vocational assessments, assistive technology assessments, job related skills (e.g. resume writing, interviewing, habits necessary to maintain a job and basic skills related to time, money, and measurement), functional vocational skills, and social skills. We understand that a comprehensive approach helps to prepare students for life after high school. The Pupil Personnel Services Department continues to focus on enhancing and broadening vocational opportunities and job exploration by partnering with local businesses and providing students an opportunity to practice their social skills and work related skills in authentic job sites within the Masconomet community. Additionally, the Pupil Personnel Department has partnered with Glen Magna Farms, the Food Pantry, Topsfield Library, and Putnam Pantry, providing our students with community and vocational opportunities to build and strengthen life skills. Whitsons School Nutrition, our Food Service company, continues to partner with our Learning Resource/Transition Program providing students opportunities to work in the cafeteria as well as continuing to support the “Coffee Café” managed and run by our students with the support of the Transition Specialist and Program Coordinator. The Transition Task Force (TTF) comprised of district Administrators, Special Education Coordinators, parents, and the Transition Specialist continues to meet bi-weekly to discuss appropriate transition services and opportunities for our students. Transition planning is a district wide approach, providing a continuum of services for students grades 7-12+. Transition services begin in Middle School providing students with the foundational academic and social skills that will prepare them for their High School experience(s). Inclusion A number of our classrooms throughout the district are supported by special education paraprofessionals. At the Middle School all of the Teams are staffed with two paraprofessionals. The High School also has a number of classes that are supported by a paraprofessional. In all of these classes, paraprofessionals provide accommodations and one to one support when needed.

MRSD FY 2015-16

49

February 9, 2015

Director of Pupil Personnel Services Budget Commentary – Continued

Co-Teaching Masconomet has had co-taught classes for several years now. However in the past year coteaching has become an approach to teaching and learning that is quickly being embraced by more and more of our teachers and supported by Administration. We now have co-taught science, social studies, English, and mathematics classes at the middle school. The high school piloted co-taught classes in FY15 and will continue to support this initiative in FY16, with the hope to continue to expand co-teaching classes. Nineteen of our co-teachers participated in professional development in FY15 as they enrolled in the course, Co-teaching: Collaboration between General Education & Special Education – Making it Work! The PPS office received rave reviews and plans to continue to provide professional development for this pilot group as well as additional cohorts of co-teachers in FY 16. The Program Improvement Grant funded this PD. Language Based Learning Disabilities (LBLD) The Pupil Personnel Department is continually working on increasing our ability to support students with language-based learning disabilities(LBLD). Our Learning Center classrooms at the Middle School provide small group, specialized instruction in ELA and math. The Middle School and High School co-taught classrooms provide appropriate support, staffing, and methodologies allowing our students with LBLD to successfully access grade level curriculum. Direct reading instruction is also provided when needed. In order to strengthen our ability to service students with LBLD the FY16 staffing plan includes one (1) FTE Language Based Learning Specialist (LBLS). The LBLS ensures consistency across classes, grades, departments, and schools. The LBLS will collaborate with teachers and service providers to calibrate the instruction to best meet the needs of students with LBLD. In addition, the LBLS will be able to provide direct one to one reading instruction. Serving students with LBLD in the middle school and high school levels is a time intensive task that requires continuity across all domains. The LBLS improves our ability to efficiently and effectively service these students. Response to Intervention (RTI) To increase the number of students exhibiting successful educational, social, career, civic, and health/wellness engagement behaviors, we place particular emphasis on early identification of and intervention for students showing signs of difficulty. Weekly Staff Support Team meetings are held at both the Middle School and the High School where staff present a student or students for discussion and develop an action plan based upon the student(s) needs. Administrators, guidance counselors, school adjustment counselors and the transition specialist, behavior specialist, and autism specialist participate in the weekly meetings. These meetings are facilitated by the Director of Pupil Personnel Services, Middle School Principal and/or Guidance Director.

MRSD FY 2015-16

50

February 9, 2015

Director of Pupil Personnel Services Budget Commentary – Continued

Title I In addition, the district provides Title I services at the Middle School to eligible students who require focused services in the areas of reading, writing, and/or math. The Title I Grant provides resources to local school districts to assist low-achieving students to meet the state’s challenging academic demands. At both High School and Middle School levels, services are also provided to students for whom English is a second language. Although this population is not large in numbers at the Masconomet Regional School District, it has grown over the years and is a state and federally mandated service that the district must provide. This is overseen by the Department Head for English and the Department Head for Foreign Language. Transition to Post Secondary Schooling or Work The district is continuing to provide transition services through the existing staff and consultants including a staff transition specialist, staff adjustment counselors and an autism specialist consultant. The Pupil Personnel Services Department works closely with the Guidance Department to insure that students are properly prepared to transition to the world after high school, whether it is work, secondary education or other training or endeavors. In late winter/early spring, high school students with special needs and their families are invited to a College Night information program. For those students considering post secondary schooling, this affords them an opportunity to learn about services offered at some area colleges and universities. This program includes former graduates who received special education services while at Masconomet and who return on this evening and share their higher education experiences. As a result of the attention paid to the preparation of our students for secondary schooling or employment, successful transitions post high school, has been achieved by graduates. In FY15 the PPS Department is collaborating with the Special Education Parent Advisory Council (SEPAC) to co-host this event. We are excited to share in this event! This year our audience will expand to include parents and students in the Tri-Town Elementary and Masconomet Regional School Districts. It is never too early to begin thinking about life after Masco.

MRSD FY 2015-16

51

February 9, 2015

Director of Pupil Personnel Services Budget Commentary – Continued High School Changes There are three (3) changes in staffing requested at the High School. • One (1 FTE) Special Education Program Coordinator will transition from the high school LRC to the middle school LRC. Two of the students in the high school LRC will be transitioning to post-high school programs reducing the number of students in the LRC and three (3) students are transitioning from grade 6 to grade 7 and will require the highly specialized services in the middle school LRC. • One (1 FTE) Behavior Specialist will transition from the high school student support center (SSC) to the middle school to address the social, emotional, behavioral, and mental health needs of several students transitioning from grade 6 to grade 7. • Request for one (1 FTE) School Adjustment Counselor at the High School to replace the 1 FTE Behavior Specialist that is transitioning to the Middle School. The social, emotional, behavioral, and mental health needs of our students continue to grow. Middle School Changes There are four (4) changes in staffing requested at the Middle School • One (1 FTE) Special Education Program Coordinator currently at the high school LRC will transfer to the Middle School LRC. Three (3) students are transitioning from grade 6 to grade 7 and will require the highly specialized services in the middle school LRC. • One (1 FTE) Behavior Specialist will transition from the High School student support center (SSC) to the Middle School to address the social, emotional, behavioral, and mental health needs of several students transitioning from grade 6 to grade 7. • Two 2 (FTE) paraprofessionals will need to be hired to provide 1:1 support for two (2) students transitioning from grade 6 to grade 7. Both students’ IEPs require this level of support. District Staffing Changes District staffing will include the two existing school psychologists who conduct all the special education evaluations at the Middle School and High School, and review all the outside testing that is presented to us for review. We will also continue with the Transition Specialist who is an integral part of the District’s providing comprehensive post secondary transition services. The 1.0 FTE Language Based Learning Specialist would be an addition to the District staffing plan in FY16. As described above the LBLS ensures consistency across classes, grades, departments, and schools. The LBLS will collaborate with teachers and service providers to calibrate the instruction to best meet the needs of students with LBLD. In addition, the LBLS will be able to provide direct one to one reading instruction. Serving students with LBLD in the middle school and high school levels is a time intensive task that requires continuity across all domains. The LBLS improves our ability to efficiently and effectively service these students.

MRSD FY 2015-16

52

February 9, 2015

Director of Pupil Personnel Services Budget Commentary – Continued Operations The Pupil Personnel Services Department focuses on the individual needs of our students. Over eighty-five percent of our special education students receive their services in district and are successful. A much smaller percentage of our special education students are placed at public day schools (collaboratives), private day schools, or residential programs. These students typically have very intensive complex needs that cannot be met in district. The number of students requiring a higher level of need, especially those with social, emotional, and behavioral needs has increased and thus our tuition and transportation lines have increased. The increase of approximately $610,823 in the Operations section of the Pupil Personnel Services budget is due primarily to the increase in funding needed for tuitions. This increase is based on a number of factors and also includes the increase of approximately $306,000 that was a result of students being placed after the FY15 budget was approved. Other factors include, two students transitioning from grade 6 to grade 7 in FY16, who are placed in out-of-district schools, and student placements that were not definite last year that have come to fruition since then. Finally, please note that the Circuit Breaker net claim in FY15 is reduced due to a higher threshold and three (3) fewer students reaching this threshold. Therefore the Circuit Breaker reimbursement represents a $74,841 reduction in the funding from the state. This lower offset increases the tuition line accordingly. Summary The Pupil Personnel Services Department provides support to all of our Masconomet students. We focus on the individual needs of each student and provide the necessary services to allow each of our students to access not only the curriculum but the entire school environment. We are a culture that supports one another. What we do is critical to our school culture, whether it is within general education, supports provided through 504 Accommodation Plans, Title I services, special education services, guidance services, or nursing services, we support our students. The Pupil Personnel Services Department is committed to increasing student performance, student achievement, and student engagement in order to meet the district goals and to ensure that all students are being properly prepared for life after high school. The additional programming that has been proposed in the FY16 budget will enable us to address student needs within the District that would otherwise have resulted in out-of-district placements in the past. It will also help us to support regular education students who may be struggling and provide them with interventions to be successful academically without having to seek services through the special education department. We believe that the addition of these services will have a positive impact on student success, special education enrollment, and overall costs moving forward.

MRSD FY 2015-16

53

February 9, 2015

Special Education Enrollment& Data Trends The number of students requiring special education services for the entering class of 2021 has increased from the number of students who entered in last year’s class, therefore the total percentage of students requiring special education services grades 7-12+ has increased. As can be seen in the table below, the percentage of students district-wide with special education needs has increased and is consistent with the FY16 budgetary requests. The trend of students requiring more services across all grades continues. Not reflected in the chart below, but relevant to an understanding of the costs associated with special education services, is the increase in intensity of services required for students with special needs. In both the Middle School and the High School there are students who require services from multiple service providers and increasing supports for academic, social, emotional, behavioral, and transitional needs. Beginning in 2008 we have seen an increase in intensity of service needs. The needs experienced are for academic support services and services such as therapies, adjustment counseling, behavioral interventions, mental health supports and social skills training. At the High School, an additional level of intensity of services focuses on post secondary transition planning including vocational assessments and development, transition skills from High School to post secondary schooling or employment, social skills training and psychological and counseling services, including evaluation and crisis management. In District Special Education Enrollment History and Trends

2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

7th Grade

8th Grade

9th Grade

10th Grade

11th Grade

12th Grade

Total Masco

Total Spec Ed

% SPED Students

65 45 65 66 60 62 65 56 44 64

50 57 45 57 54 56 61 62 56 44

50 38 57 29 45 38 55 47 49 56

48 39 38 43 28 45 37 47 39 49

33 39 39 27 36 31 42 37 46 39

39 21 39 28 24 36 31 42 39 46

2180 2132 2184 2121 2121 2098 2087 2088 2011 1999

285 239 283 280 247 268 291 291 273 298

13.08% 11.21% 12.96% 13.20% 11.64% 12.80% 13.94% 14.00% 13.57% 14.90%

Out-of-District Special Education Enrollment History and Trends

2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

7th Grade

8th Grade

9th Grade

10th Grade

11th Grade

12th//SP Grade

Total Masco

Total Spec Ed

% SPED Students

6 1 3 3 4 1

4 8 2 3 2 6

7 4 8 1 1 1

3 8 5 8 3 3

3 5 7 4 8 5

5 9 14 17 15 16

2180 2132 2184 2121 2121 2098

28 35 39 36 33 32

1.29% 1.65% 1.79% 1.69% 1.55% 1.53%

3

5

8

0

5

11

2087

32

1.53%

2

9

5

8

3

10

2088

37

1.77%

3

1

11

8

9

8

2011

40

1.98%

2

4

1 12 9 15 1999 Masconomet Enrollment Based on October 1 data

43

2.15%

MRSD FY 2015-16

54

February 9, 2015

District-Level Pupil Personnel Services - Budget Expended 2011-12

District Special Education SALARIES Administrative Salaries * Administrative Support Salaries * Professional Salaries Para-Professionals & Aides Subtotal- Salaries OPERATIONS Supplies & Materials Consultants Tuition Collaboratives Transportation Legal Services Subtotal - Operations TOTAL

Pyschological Services - SPED SALARIES Professional Salaries Subtotal- Salaries OPERATIONS Testing Consultants & Other Service Providers Subtotal - Operations TOTAL

Total Pupil Personnel Services

Staffing Analysis

Adopted 2014-15

Proposed 2015-16

121,486 90,232 73,950 86,974 $372,642

120,055 95,193 75,744 86,496 $377,488

119,368 99,220 77,759 85,190 $381,537

120,380 100,919 141,685 87,210 $450,194

12,477 200,502 1,252,349 182,879 218,473 41,668 $1,908,348

14,157 201,674 1,418,553 261,577 325,988 44,385 $2,266,334

10,059 214,882 1,136,310 540,278 418,870 57,054 $2,377,453

14,400 216,125 1,217,730 669,793 487,138 45,000 $2,650,186

15,600 180,190 1,722,975 716,289 580,955 45,000 $3,261,009

$2,265,992

$2,638,976

$2,754,941

$3,031,723

$3,711,203

Expended 2011-12

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16

76,742 $76,742

83,005 $83,005

88,496 $88,496

94,376 $94,376

99,393 $99,393

3,998 2,678 $6,676

2,756 48,155 $50,911

2,632 43,473 $46,105

8,249 54,600 $62,849

8,025 3,600 $11,625

$83,418

$133,916

$134,601

$157,225

$111,018

OPERATIONS Consultants & Other Service Providers TOTAL

Expended 2013-14

117,960 86,401 71,796 81,487 $357,644

Expended 2011-12

Psychological Services

Expended 2012-13

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16

1,708

1,663

1,663

1,763

1,763

$1,708

$1,663

$1,663

$1,763

$1,763

$2,351,118

$2,774,555

$2,891,205

$3,190,711

$3,823,984

FY 12-13

FY 13-14

FY 14-15

FY15-16

Change

Administrative Staff*

1.5

1.5

1.5

1.5

0.0

Administrative Support Staff*

2.4

2.4

2.4

2.4

0.0

Professional Staff*

3.0

3.0

3.0

4.0

1.0

Para-Professionals and Aides

1.0

1.0

1.0

1.0

0.0

8.9

1.0

TOTALS

MRSD FY 2015-16

7.9 7.9 7.9 * Partially funded via a special revenue fund

55

February 9, 2015

Budget Commentary on District Other Instructional Services The Other Instructional Services cost center includes both Instructional Services (mandated programs/services for regular education students, both in and out-of-district) and the Development Office (staff development). In FY16, there is an increase of $51,101 (11.7%). Instructional Services This budget includes a part time English Language Learner Coordinator to oversee compliance and reporting related to ELL identified students, RETELL (Rethinking Equity and Teaching for English Language Learners) compliance, and to assist with the successful integration of our international students. RETELL, as a new mandate, requires that all teachers must now complete a graduate-level course in teaching English Language Learners and must also meet certain criteria of training for special education. Teachers cannot be relicensed on their expiration date without these requisites. It falls to each school district to identify teacher cohorts on a priority basis, provide or monitor their training, and ensure that the district is compliant with all DESE requirements. This is a significant administrative burden which required additional work on a stipend basis at Masconomet to be in compliance this year. The on-going training and monitoring requires a .2 FTE ELL coordinator to manage course registrations, in-district training, and licensure compliance. This is not a temporary need, rather one that will be with us for the foreseeable future, at least until a substantial number of new teachers enters the profession with this training behind them in undergraduate or graduate programs. There is also an increase in funding requested for tutoring and other services related to 504 accommodations for non-special education students. NOTE: Revenue generated from the international student program will offset the cost impact of this position (see pages 81and 91) for more information about this position and the associated job responsibilities. In the area of curriculum development we will utilize Title IIA grant money to pay for A.P. teacher training for the new AP courses we will offer at the High School. We will also use this grant to pay for our Primary Source membership which provides access to both world culture resources and professional development opportunities. Last, this grant will pay for curriculum development projects associated with new courses offered at the High School and some targeted work associated with the creation of Master courses in Blackboard. Additional work will take place in this area by Associate Master and Master teachers, in fulfillment of their professional responsibilities. Masconomet’s transition to a digital learning environment is underway. The success of this transition is tied directly to our District goals, as well as to numerous national and state initiatives including: Race-To-The-Top’s (RTTT) Common Core State Standards (CCSS), PARCC, and the new educator evaluation model. For this reason, the Learning Management System (LMS) and our 1:1 program remain high priorities. Both programs are inextricably linked, as the LMS will provide a single entry point for teaching and learning MRSD FY 2015-16

56

February 9, 2015

Budget Commentary on District Other Instructional Services and thus a common platform for our teachers and students. As we continue to make progress towards District Goal #2, “To continue to expand the appropriate use of innovative educational techniques and strategies in the teaching and learning environment”, it is essential that our teachers and students have access to high quality digital content resources. To aid in developing dynamic content and learning experiences for students in the new environment, there is funding in the Other Published Materials line for a subscription to NBC Learn. In future years, we would also like to obtain two other subscriptions; Discovery Education and Respondus Lockdown Browser. Discovery Education will provide us with a wider array of digital resources for content development and Respondus is a “lock down” browser teachers can use when delivering online assessments that prevents students from accessing online information while taking tests. The Other Published Materials line also includes funding for Blackboard (Bb) Engage. Bb Engage is a website module, previously known as Edline, used for parent and community engagement.

We are in our second year of refreshing district instructional technology resources, with this year’s and last year’s focus on mobile devices for instructors. With these devices, our teaching staff has a consistent, powerful, and portable tool that will enable them to access the new learning environment anytime and anywhere. Years three (FY16) and four of our five year instructional technology replacement plan will shift focus to refreshing projection devices in classrooms, which are a critical part of student learning, and updating our specialty labs. The labs are strained and need additional resources to remain reliable, effective areas for instruction. The delayed rollout of 1:1 for students, while introducing our digital learning environment, has created greater demand for these spaces. As always, any reusable resources are re-allocated to areas of need. We will be working with teachers who are Apple proficient to recover PCs, and refresh one of the computer labs. In the end, those teachers benefit from having their mobile device for teaching while the computer lab gets powerful machines to support hands-on instruction and student project work.

MRSD FY 2015-16

57

February 9, 2015

Budget Commentary on District Other Instructional Services Professional Development Professional development has been, and will remain, very active in the upcoming years as we strive to enhance our skills and knowledge related to digital learning, co-teaching, and new mandated educational requirements. By the end of this year, all staff will have received at least 6 hours of Apple training and training related to Understanding by Design, our curriculum framework moving forward. In addition, the first cohort and all pilot teachers will have successfully completed the “Engaging and Empowering Students: Building a Blended Learning Environment” course and be using Bb. In addition, 25 teachers and administrators will have completed the mandated RETELL course, and 19 teachers will have completed the course on co-teaching. As more staff members develop curriculum in the LMS, we will begin developing a comprehensive body of high quality curriculum and assessments that can be effectively deployed to meet the needs of the District’s diverse learners. As the learning environment becomes more reliant on technology and digital learning pedagogy for classroom instruction, it is essential that we provide teachers and students with appropriate support. Consequently, the Technology Coordinator position remains integral to the success of our digital learning initiatives. While the MIS department manages the infrastructure, hardware, and software (Blackboard, PowerSchool, GoogleApps, etc.), the Technology Coordinator supports teachers, and the Library-media specialists support students. For the past few years, we have held fast by not increasing the overall staff development budget, however, additional resources are needed to fund contractual obligations associated with tuition reimbursement and materials to support in house professional development activities. While we will continue to explore opportunities to supplement the general fund budget through grant writing, foundation support and other means, we propose an increase to ensure that this important work can continue in FY16. As stated in previous years, the hallmark of a high-quality, progressive district is the ability of its staff to stay current with the developments in the field. This increase will be essential as we work toward achieving District Goal #2 and continue to enhance educational opportunities through our digital learning initiatives.

MRSD FY 2015-16

58

February 9, 2015

Other Instructional Services - Budget Expended Expended Expended Adopted 2011-12 2012-13 2013-14 2014-15

Instructional Services

Proposed 2015-16

SALARIES 0 13,157 14,600 20,412 2,999 7,137 $58,306

0 31,345 14,989 18,677 0 7,028 $72,040

0 25,076 14,353 14,278 0 7,968 $61,675

0 34,750 15,078 20,400 0 7,165 $77,393

22,203 38,092 15,078 22,200 0 7,165 $104,738

Subtotal - Operations

0 23,182 12,336 1,838 $37,355

37,241 0 22,524 320 $60,085

39,000 119,407 13,865 6,026 $178,298

39,000 120,000 24,000 5,000 $188,000

50,370 120,000 24,000 2,800 $197,170

TOTAL

$95,661

$132,125

$239,973

$265,393

$301,908

Administrative Salaries (ELL)* Professional Salaries (ELL) Stipends 504 Salaries Curriculum Development Para-Professionals & Aides

Subtotal- Salaries OPERATIONS Other Published Mat'l (LMS) Durable Goods (Instructional Tech) School Choice, Charter & Other Tuition 504 Plan

Expended Expended Expended Adopted 2011-12 2012-13 2013-14 2014-15

Professional Development

Proposed 2015-16

SALARIES 0 12,785 $12,785

77,375 18,186 $95,561

78,632 15,530 $94,162

80,406 15,000 $95,406

82,792 17,000 $99,792

Subtotal - Operations

23,010 17,526 15,400 162 689 2,350 $59,136

23,623 15,130 13,400 367 2,043 0 $54,563

27,014 21,422 11,000 356 967 0 $60,758

25,000 28,200 16,300 2,000 2,000 0 $73,500

27,000 33,200 22,000 2,000 3,000 0 $87,200

TOTAL

$71,921

$150,124

$154,921

$168,906

$186,992

$167,582

$282,249

$394,894

$434,299

$488,900

FY15-16 0.2 0.0 1.4 1.6

Change 0.2 0.0 0.0 0.2

Professional Salaries Substitutes

Subtotal- Salaries OPERATIONS Memberships & Subscriptions Conferences & Accommodations Tuition Reimbursement Other Published Material Consumable Supplies Consultants & Other Service Providers

Total Other Instructional Services

Staffing Analysis Adminsitrative Staff* 504 Plan Professional Staff

MRSD FY 2015-16

FY12-13 FY13-14 FY14-15 0.0 0.0 0.0 0.0 0.0 0.0 1.6 1.6 1.4 Totals 1.6 1.6 1.4 * Funded via a special revenue fund

59

February 9, 2015

Budget Commentary on District General Administration The General Administration Cost Center relates to the operations of the School Committee and the Superintendent. This cost center appears to have a significant increase ($225,589) in funding primarily due to the proposed reorganization of the Central Office. The reorganization calls for the realignment and re-titling of the CFO position to Assistant Superintendent/Treasurer and the addition of a School Business Administrator. The net effect of the restructure calls for a 1.0 FTE increase in overall Central Office Staffing. The reorganization plan appears in Appendix B. School Committee The Cost Center for the School Committee supports such things as the treasurer, assistant treasurer, and the School Committee’s secretary (Administrative Assistant). Equivalent positions exist in all municipal agencies and are required in a regional school district per MGL Chapter 71, Section 16A. The proposed FY16 reorganization plan separates out the position of treasurer by eliminating the Chief Financial Officer position and creating a new position titled School Business Official, with responsibilities centered around the accounting function. These two functions must be distinct and separate to maintain good internal controls with the separation of duties between handling cash and banking, and maintaining the accounting ledgers. Under the new model, the treasurer’s office will now be aligned with the School Committee cost center. The total FTE for the treasurer is .2 and the assistant treasurer is .4. In addition to the staffing positions mentioned above, legal services, legal settlements, supplies and Masconomet’s membership for Massachusetts Association of School Committees and their related activities are funded in this department. A slight funding increase ($300) for staff development is requested for FY16. Superintendent’s Office The Cost Center for the Superintendent supports the Superintendent, the Assistant Superintendent, and their respective Administrative Assistants. The District requires an Assistant Superintendent position to provide needed leadership in critical areas that include development of the digital learning environment (DLE), the organization and articulation of curriculum - first in grades 7-12 and next, articulation with the Tri-Town School Union. This has been a less urgent need before the District made a commitment to alignment of instruction, and before failing to meet state accountability standards became more important, specifically the threat that Masconomet High School must improve the performance of High Needs students or risk becoming a Level II school in the accountability designations. Also, the Middle School needs to accelerate progress toward meeting its accountability targets. The performance of High Needs students is also directly related to the priority goal for the District— to control special education spending increases. Central, hands-on leadership in differentiating instruction for all students and personalizing instruction for all students is the most comprehensive long-term fix for this urgent problem of not being able to retain students with disabilities in-district. The DLE and 1:1 computing are key to this long-term solution.

MRSD FY 2015-16

60

February 9, 2015

Budget Commentary on District General Administration The CFO has been performing the role of an Assistant Superintendent for a number of years in addition to her responsibilities for budget and finance. The scope of the job (or two jobs) has become unsustainable in the present and going forward. The second force operating to create a sense of urgency is the imminent turn-over of central office positions vital to financial operation and controls. The CFO aspires to be a Superintendent and she will leave Masconomet to be one no later than within the next few years. Turnover of long-term employees is also expected in the positions of Administrative Assistant to the CFO, Administrative Assistant to the Superintendent and School Committee, Payroll and Benefits Coordinator, and Accountant. Succession planning is critical to this transition period to help ensure continuity of critical systems and to maintain workflow that already stretches experienced and highly competent people. Expenses in the operating accounts in the Superintendent’s Office fund Central Office supplies and postage, memberships and conference attendance for the Superintendent, and copy machine maintenance. Slight adjustments to these accounts have been made to reflect actual spending in these budgetary categories.

MRSD FY 2015-16

61

February 9, 2015

General Administration Budget School Committee

Expended Expended Expended Adopted Proposed 2011-12 2012-13 2013-14 2014-15 2015-16

SALARIES Professional Salaries (Treasurer) Administrative Support Salary Subtotal- Salaries

0 13,660 $13,660

0 14,070 $14,070

0 14,416 $14,416

0 14,805 $14,805

31,311 41,520 $72,831

OPERATIONS Consumable Supplies Legal Settlements Legal Services Staff Development Subtotal - Operations

3,150 13,581 21,208 4,902 $42,841

749 0 4,781 5,295 $10,824

87 0 15,788 5,678 $21,553

1,000 0 20,000 5,400 $26,400

1,000 0 20,000 5,700 $26,700

$56,501

$24,894

$35,969

$41,205

$99,531

TOTAL

Superintendent's Office

Expended Expended Expended Adopted Proposed 2011-12 2012-13 2013-14 2014-15 2015-16

SALARIES Administrative Salaries* Administrative Support Salary Subtotal- Salaries

173,849 54,897 $228,746

179,051 56,544 $235,596

182,177 57,935 $240,113

188,410 59,462 $247,872

314,767 100,768 $415,535

OPERATIONS Consumable Supplies Maintenance, Rentals & Fees Staff Development Travel Printing Postage Subtotal - Operations

8,550 2,566 6,683 750 275 1,778 $20,602

9,642 1,866 6,069 838 0 1,664 $20,080

8,649 2,414 3,757 950 317 2,258 $18,344

10,000 2,100 7,000 800 0 2,200 $22,100

9,000 2,500 7,000 800 0 2,400 $21,700

$249,348

$255,675

$258,457

$269,972

$437,235

$305,849

$280,570

$294,426

TOTAL

Total General Administration

Staffing Analysis

$311,177 $536,766

FY12-13 FY13-14 FY14-15 FY15-16 Administrative Staff* 1.0 1.0 1.0 1.8 Professional Staff (Treasurer) 0.0 0.0 0.0 0.2 Administrative Support Staff 1.0 1.0 1.0 2.0 Totals 2.0 2.0 2.0 4.0 * Partially funded via a special revenue fund

MRSD FY 2015-16

62

Change 0.8 0.2 1.0 2.0

February 9, 2015

Budget Commentary Business and Other Support Services The Business and Support Services cost center is comprised of four distinct programs: Business and Finance, Human Resources and Benefits, Management Information Services, and Regular Education Transportation. The majority of the costs funded within these programs are not discretionary; they are obligations for items such as insurances, transportation, taxes, network and IS infrastructure support, and the like. In FY16, a significant central office reorganization is being proposed and the new model is reflected in the Business and Finance section of this budget. The proposal appears as Appendix B in this budget document. Although there are variations by department, the total cost for the services in this cost center has increased by $620,556. The programmatic breakdown is outlined below. Business and Finance There are two significant changes in this department. The first relates to the central office restructure. The restructure calls for the elimination of the position titled “Chief Financial Officer” and creates a position titled “School Business Administrator”. In this model the School Business Official will be directly responsibility for, and have direct oversight over, accounting and the business office functions. This position would report directly to the superintendent of schools and function similar to a School Business Official in a municipal school department. The job responsibilities for this position and the organizational chart associated with the model appear in Appendix B of the budget document. The treasury department in its entirety would move under the School Committee department. For more details regarding the benefits and rationale for this model see Appendix B. A small portion of the new School Business Administrator’s salary will be funded through the Food Service revolving fund because responsibility for program and contract administration would fall under the purview of this position. The Food Service Administrator stipend would be eliminated under this restructure. The other significant change in this department is the request for funding for copiers in the schools which appear in the Fixed Asset line item. The copiers used by teachers, which are also used as high volume network printers, were last procured in 2009 and 2010. These copies are chronically failing and in need of repair. Typically, the District has paid for copiers and other periodic or one-time equipment and/or projects if favorable variances developed in the budget in the current fiscal year. We do not anticipate a favorable variance this year and last year we closed in deficit. The administration recommended funding for these copiers in FY13 but higher priorities were funded that year. The $211,977 would enable the district to replace ten units at the High School and five units at the Middle School. In FY15, the district solicited quotes for property, liability, and workers compensation insurance due to the significant increase in premiums from the previous vendor. The increase in Property and Liability in FY16 reflects the best pricing available at this time.

MRSD FY 2015-16

63

February 9, 2015

Budget Commentary Business and Other Support Services Human Resources and Benefits Salaries: Funds in the Salary Reserve line pay for employee severance, contractual obligations not tied directly to an individual, and extra class sections at the High School. Once the master schedule is created and employment contracts are settled, money is dispersed to other salary accounts. The balance of money remaining on this line at the end of the fiscal year represents severance costs. There are seven retirements anticipated in FY16; therefore, severance costs will increase slightly. Unemployment and Workers Compensation: The District pays an annual premium to meet its regulatory obligation related to workers’ compensation. For FY16, the District solicited bids for workman’s compensation insurance this year and has budgeted accordingly on this line. The cost of unemployment varies from year to year, depending on the number of staff the District elects not to re-hire. Based on our evaluation of non-tenured employees and our student needs in the upcoming year, we have decreased the unemployment line. Consultants and Other Service Provider: The new Educator Evaluation system is evidence based and compliance oriented. As a result, the District must either procure a system to manage the process, communication, and data collection and storage, or develop a home-growth system. Given the size of our school district, it is not economical or practical to develop and manage an in-house system; therefore, funding is needed to procure a product for this purpose. Active & Retired Employee Benefits: MIIA, our present insurance provider, has not released FY16 rate increases for municipalities yet. Rate changes are typically provided in late February or early March. Our consultant has indicated that health insurance rate increases in New England are trending at 7.5%; therefore, this budget proposal reflects this trend. In accordance with recently settled employment contracts, staff agreed to increase their health insurance contribution by 1% in FY16 resulting in a $33,351 savings. The employer health insurance contribution for employees in FY16 is 70% for the PPO plan and 75% for the HMO plan. The anticipated increase in Medex and Medicare is 4.5% and the increase in dental insurance is budgeted at 2%. Retirement Contributions: The Retirement Contribution line is comprised of the Essex County Retirement Assessment, FICA Medicare taxes, and the District’s 403B contribution. The increase in FY16 is a result of our tax liability and a 6.6% increase in the Essex County Retirement assessment. MRSD FY 2015-16

64

February 9, 2015

Budget Commentary Business & Other Support Services - Budget Business & Finance

Expended 2011-12

Expended 2012-13

Expended 2013-14

Adopted 2013-15

Proposed 2015-16

SALARIES Administrative Salaries* Administrative Support Salary Subtotal- Salaries

140,007 129,144 $269,150

144,193 132,070 $276,264

147,701 137,187 $284,889

151,245 140,939 $292,184

109,895 79,080 $188,975

OPERATIONS Consultants & Other Serv. Prov. Staff Development/Travel Auditing Banking & Other Fees Advertising Fixed Assets (Copiers) Property & Liability Insurance Subtotal - Operations

13,625 7,571 24,000 2,006 2,472 124,692 50,882 $225,248

14,196 12,432 25,597 2,426 2,259 0 59,345 $116,255

14,556 11,783 24,000 2,630 1,806 0 59,063 $113,837

15,797 10,000 22,000 2,700 2,500 0 60,323 $113,320

16,271 12,000 22,000 2,700 2,500 211,977 66,820 $334,268

$494,398

$392,518

$398,726

$405,504

$523,243

TOTAL

Human Resource & Benefits SALARIES Administrative Support Salaries Salary Reserve Subtotal- Salaries OPERATIONS Advertising Consultants & Other Serv. Prov. Workers Compensation Unemployment Active Employee Benefits Retired Employee Benefits Retirement Contributions Subtotal - Operations TOTAL

Staffing Analysis Administrative Staff* Administrative Support Staff Totals

MRSD FY 2015-16

Expended 2011-12

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16

59,256 120,269 $179,525

61,034 76,741 $137,775

67,692 170,286 $237,977

64,328 160,130 $224,458

61,222 179,786 $241,008

8,200 0 46,549 21,547 2,996,696 1,270,583 577,010 $4,920,584

6,383 0 57,782 44,061 2,469,416 1,055,040 637,317 $4,269,999

6,307 0 59,119 4,874 2,618,069 1,021,261 699,619 $4,409,247

7,000 0 59,867 35,000 2,625,111 1,084,814 741,570 $4,553,362

7,000 6,000 53,085 24,000 2,795,795 1,114,708 785,882 $4,786,470

$5,100,109

$4,407,774

$4,647,224

$4,777,820

$5,027,478

FY12-13 FY13-14 FY14-15 1.0 1.0 1.0 3.3 3.3 3.3 4.3 4.3 4.3 * Partially funded via a special revenue fund

65

FY15-16 1.0 2.3 3.3

Change 0.0 -1.0 -1.0

February 9, 2015

Budget Commentary Business & Other Support Services - Continued Regular Education Transportation The District currently provides 28 bus runs to the three towns. No additional buses are being requested in FY16. The District also provides an extra bus on Friday afternoons and early release days to accommodate the additional students who ride on those days when co-curricular activities are minimal. The existing bus contract expires at the end of the FY15 school year. Consequently, the District and Tri-town Elementary School Union bid the bus contract in late November. The district shares all 28 school buses with the elementary school. The cost share for these buses is determined by the number of miles the buses travel daily for each district. The current contract allocated the costs 50:50 based on the number of miles traveled at the time the contract was bid 5 years ago. A recent mileage analysis revealed that the cost share for this contract period would shift to a 56:44 split between Masco and the elementary schools. The District has not finalized the contract terms with the vendor at this time; however, the details and associated contract pricing will be available by the end of February.

Management Information Systems The MIS department has spent the last few years preparing the infrastructure for mobile devices and a cloud-based digital learning environment. The move to PowerSchool for student data, Google Apps for student productivity and Blackboard for learning management has put additional loads on our systems. Consequently, the bandwidth, network switches, and Wi-Fi have required improvements. This year, our infrastructure efforts have gone into configuring a new Internet caching device to preserve bandwidth for teaching, and tuning network management software so we can ensure the internal network has the capacity to support digital instruction. Our point-ofinstruction focus has been on configuring and managing Macbook mobile computers and training teachers how to use them in the classroom, in addition to augmenting instruction with the learning management system.

MRSD FY 2015-16

66

February 9, 2015

Budget Commentary Business & Other Support Services - Continued Our focus this coming year is to ease the load of administration of mobile devices on district staff with a mobile device management suite. This will allow a small staff in MIS to have a large reach to do such things as deploy software and updates, track devices, and remotely assist users. We are also watching developments unfold regarding PARCC and other online standardized testing, and how to deploy and manage it in our environment. We will continue to support teachers through the exciting evolution of effective teaching using shared, online resources with a mobile device. As the complexity of these systems increases, so does the expertise required of the MIS staff. This budget sees an increase in the department salary due to the assembly of a very capable staff. Two positions were replaced by highly trained individuals, who join a seasoned core of technicians and data specialists. Their collective expertise and capacity are essential to District operations and the success of our transition to a mobile 1:1 environment. The software budget line is showing a 14% increase primarily due to a new mandate by the Massachusetts DESE. Advanced software called a SIF agent is required for the state to collect student and teacher information through a secure web-based integration. Consumable supplies saw a minor decrease as the District moves away from optical media, and to web based storage and presentation tools. Telephones are up just 4% from last year, to provide MIS staff smartphones. This will improve communications and allow the staff to use mobile apps for network and helpdesk management, to be more effective. We were able to reduce the largest line, Durable goods, by 17% because fewer electronics/spare parts are needed following our Macbook deployment to teachers. We added $5,000 to our Consultants line in anticipation of ongoing automation and data integration projects requiring outside assistance. Our Maintenance, Rentals and Fees are up 15%, primarily to keep a large portion of our 3-year old wireless access points under warranty. We’ve reached a point in the progression of technology in education where it has become a utility, weaving together vital academic and administrative systems to support basic operations. Nearly every District priority is accompanied by a technology component and every system put in place requires ongoing management, support, supplies and staffing. As we tighten up these vital systems in what is the modern age of education, we learn to optimize them and get the very best value for the District. This budget includes cuts wherever possible while still supporting these base District operations and the ongoing transition to modern tools for teaching and learning.

MRSD FY 2015-16

67

February 9, 2015

Business & Other Support Services Budget

Transportation

Expended 2011-12

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16

SALARIES

Subtotal - Operations

5,574 690,879 $696,453

5,735 683,512 $689,247

5,741 700,950 $706,691

5,741 706,818 $712,559

5,856 929,903 $935,759

TOTAL

$696,453

$689,247

$706,691

$712,559

$935,759

Transportation Coordinator Regular Ed. Transportation

Management Information Sys.

Expended 2011-12

Expended 2012-13

Expended 2013-14

Adopted 2014-15

Proposed 2015-16

SALARIES 93,713 0 37,468 121,870 $253,051

96,009 22,971 48,599 148,575 $316,154

98,191 51,567 50,435 152,869 $353,063

100,612 52,903 49,542 155,314 $358,371

103,134 54,646 48,908 169,280 $375,968

Subtotal - Operations

35,801 35,538 48,919 13,773 6,200 30,737 21,517 $192,484

39,225 37,704 47,862 11,509 6,413 28,476 22,517 $193,706

45,610 39,640 42,128 18,508 3,260 30,870 24,871 $204,888

50,724 43,100 44,623 6,635 5,500 31,450 33,901 $215,933

58,480 42,800 37,623 11,635 5,500 32,750 39,507 $228,295

TOTAL

$445,535

$509,860

$557,951

$574,304

$604,263

Administrative Salaries Professional Salaries Administrative Support Salaries Computer Technicians

Subtotal- Salaries OPERATIONS Other Published Material (Software) Consumable Supplies Durable Goods (Computers, Parts, etc.) Consultants & Other Service Providers Staff Development Telephones Maintenance, Rentals, Fees

Staffing Analysis Administrative Staff Professional Staff Administrative Support Staff Computer Technicians Totals

Total Business & Other Support Services

MRSD FY 2015-16

FY12-13 1.0 0.5 1.0 3.0 5.5

$6,736,496

68

FY13-14 1.0 1.0 1.0 3.0 6.0

$5,999,398

FY14-15 1.0 1.0 1.0 3.0 6.0

$6,310,592

FY15-16 1.0 1.0 1.0 3.0 6.0

$6,470,187

Change 0.0 0.0 0.0 0.0 0.0

$7,090,743

February 9, 2015

Director of Operations Budget Commentary The contributions of our Facilities staff were again numerous this past year. Some of this past years accomplishments have been; • Concrete slab repairs to Sidewalk/Entries • Middle School guidance department renovation (converted reception to office space) • High School guidance office re-arrangement • Bathroom flooring replacement • Partition replacements in a few bathrooms • Closet cleanouts and storage space improvements • Field renovations (Field 1 goal-mouth areas, Field 2 center area, and Field 6 goal mouth areas), aeration and seeding • Exterior entryway arches painted • Security camera repairs and additions In addition, vendors have been used to perform additional work such as; • Relining parking lot lines • Performing roof repairs • Programming a Water flow alarm to a Fire Panel at the treatment plant • Performing gutter repairs above the Central Office • Repairing electrical floor boxes in the Middle School library With the number of school days per year, the department averages 9-10 work orders per day. Of these various work orders, most were categorized as “General Maintenance”. The numbers appear fairly consistent from year to year, although this year there was a decline in work orders. Many of the work orders that have been completed come to the department via emails and/or hallway conversations. This year we aim to provide “Schooldude” user training to re-establish how work orders should be filtered to the department and to encourage its use. Work Orders by Type FY12-13 FY13-14 FY14-15 Carpentry 48 46 58 Climate Control 50 62 48 Closed Circuit TV Systems 14 11 4 Custodial 262 281 264 Electrical 116 95 92 Elevators 2 3 0 Event Setup 106 137 183 Fire Alarm System 10 3 4 Flooring 10 11 4 Furniture Repair 48 50 40 General Maintenance 1014 937 616 Heating/Ventilation /Air Conditioning 96 87 90 Performance Lights & Sound 6 13 4 Plumbing 36 84 59 Security 136 128 108 Sewage/Septic 2 1 2 Grand Total 1958 1949 1576 MRSD FY 2015-16

69

February 9, 2015

Director of Operations Budget Commentary - Continued The Building & Grounds department makes every effort to cut costs and make repairs internally. As the buildings, grounds and equipment age, the need and cost for maintenance continues to grow. Throughout the year we have worked with Department Heads, Principals, and others to pull together comprehensive improvement plans that identify many of the needs throughout the district. This fiscal year’s operational budget has increased by $17,425.

SALARIES The B&G salary expenses for FY16 are increasing by $19,463 due to contractual commitments; however, staffing remains the same with 6.5 total positions. The staffing for FY 16 consists of (1) full-time Director of Operations, five (5) full-time multi-purpose facility technicians, and a parttime staff member (.5) who is primarily dedicated to coordinating facility use activities with outsider organizations (.3) and shipping/receiving for the B& G department (.2).

OPERATIONS The largest operational expenditure is for the janitorial cleaning contract. In November of 2014, Masconomet went out to bid for a new janitorial contract as our current contract is coming to an end in June of 2015. Several bidders participated and ultimately, a 1-year contract was awarded in January 2015, with the right to renew for 4 additional years. This results in an annual decrease in FY16 of approximately $14,000 dollars. HVAC costs have been on the rise and we are expecting an increasing amount of repairs in the future, so this line item has been increased by $10,000 dollars. Security costs have increased this year by $9,600 for an identified need for emergency notification software and additional VHF handheld radios. Consumable supplies are up slightly ($2,000) from last year due to an increase in paper goods use and price increases. Durable goods are up from last year as we need to replace the Graduation stage as it is very old and has been repaired many times, but is no longer safe to use. Snow removal has increased by $17,000 due to partial outsourcing of the District’s snow removal operation; however it is offset some by a $5,000 decrease in vehicle maintenance and reduced overtime costs. Other decreases were possible in a few areas other areas. For example the cost for annual trash removal has been reduced by $2,000, as actual expenditures have been less due to recycling efforts. Maintenance rental & fees has been reduced by $5,500 as no bleacher inspections will be needed this year since they were conducted this past year. The hazardous waste line item has been reduced to reflect a decrease in equipment and chemical costs.

MRSD FY 2015-16

70

February 9, 2015

Budget Commentary - Continued UTILITIES While a large portion of this budget is devoted to utility costs, we continue to look for alternatives that will allow us to reduce these expenditures. We have aggressively sought ways to reduce our energy consumption over the last several years by funding lighting retrofit projects in most of the common areas in the facility. In FY16 our efforts will be focused on staff training and behavioral changes that can reduce energy consumption without compromising the classroom comfort. These efforts will include a more aggressive approach to shutting off lights and equipment in the buildings after hours, leveraging contract provisions related to balancing our temperature controls, and working with our cleaning contractor to schedule night and weekend work, using a team versus a zone cleaning method. The MIS department will begin replacing older generation overhead projectors in classrooms with devices that can be controlled centrally for automated after school shut downs. These efforts should all have a positive effect on our overall consumption. Annual Utility Consumptiion 2011 2012 2013

Gas ( Dth)

2010

TOTALS

13,109

15,105

11,277

14,977

16,285

Electric (Kw)

2010

2011

2012

2013

2014

2,497,517

2,564,945

TOTALS

2,461,512

2,674,609 2,577,303

2014

2015*

15,906 2015*

2,579,043

*Indicates 6 mos. of actuals and 6 mos. of estimates

The District continues to work with our energy consulting firm, Competitive Energy Solutions (CES) to secure favorable rates for FY16. The natural gas supply contract expires on June 30th and our electricity contract expires in October. Our consultant is very optimistic that we will be able to lock our rates in the next several months at rates that will enable us to realize our budget targets. Therefore we have projected a moderate budgetary increase for utilities in FY16 of $13,814 representing a 2.3% increase. NOTE: We are very fortunate to have local talent and expertise to guide and advise us regarding the energy market as well as potential opportunities to achieve savings through government sponsored programs and private partnerships. The CES president, Jon Sorenson, and our consultant, Keith Sampson, are Boxford residents. Both gentlemen have students in our school district and give generously of their time. Thank you!

MRSD FY 2015-16

71

February 9, 2015

Buildings & Grounds Budget Buildings & Grounds

Expended Expended Expended Adopted Proposed 2011-12 2012-13 2013-14 2014-15 2015-16

SALARIES Administrative Salaries Facilities Support Staff* Subtotal- Salaries

73,101 216,734 $289,835

75,294 212,201 $287,495

77,114 219,552 $296,666

79,121 225,085 $304,206

81,198 242,471 $323,669

OPERATIONS Consumable Supplies Durable Goods Maintenance, Fees & Rentals Uniform Allowance Staff Development Landscaping Snow Removal Vehicle O & M Engineers/ Architects Janitorial Contract/ Contract Serv. Electrical General Repair HVAC Plumbing Hazardous Removal Security Trash Removal Subtotal- Operations

25,656 14,632 10,627 906 4,752 66,798 5,031 17,282 7,920 429,584 28,273 38,104 60,599 5,344 11,191 10,740 19,764 $757,201

25,049 0 14,693 1,039 3,665 73,664 17,274 15,693 0 430,907 29,616 32,051 54,767 5,554 9,922 15,341 19,726 $748,961

24,741 2,909 15,303 2,152 4,481 68,361 18,528 18,476 191 441,657 28,749 38,720 74,630 7,182 7,266 13,790 19,984 $787,119

23,310 8,635 18,050 2,400 5,500 69,500 16,850 18,350 5,000 451,116 28,000 36,500 55,258 7,500 12,500 14,860 22,000 $795,329

25,310 14,000 12,500 2,400 5,500 69,500 33,850 13,500 5,000 437,168 29,000 38,000 65,554 7,500 9,500 24,472 20,000 $812,754

UTILITIES Septic/Sewage Water Electric Heating Subtotal- Utilities

65,425 15,990 311,725 135,487 $528,627

62,722 16,476 296,447 170,813 $546,458

60,461 18,423 380,558 187,519 $646,961

67,720 16,500 340,000 175,937 $600,157

64,446 18,500 368,525 162,500 $613,971

TOTAL

Staffing Analysis Administrative Staff Facilities Support Staff*

MRSD FY 2015-16

$1,575,663 $1,582,914 $1,730,746 $1,699,692 $1,750,394

FY12-13 FY13-14 FY14-15 FY15-16 1.0 1.0 1.0 1.0 5.9 5.9 5.5 5.5 Totals 6.9 6.9 6.5 6.5 * Partially funded via a special revenue fund

72

Change 0.0 0.0 0.0

February 9, 2015

Capital Improvement Plan The Capital Improvement Plan is viewable online at: (https://drive.google.com/file/d/0B48A0n5UXd_teWszeUtFWndqdjg/view?usp=sharing ) This plan is reviewed and updated annually. The rating system employed to evaluate the needs and establish priorities has four designations: A – Essential: will have serious financial/operating consequences if not purchased/funded; B – High Priority: important to operation/likely to become essential within the next fiscal year; C – Important: needed, but does not impact significant operations at this time; and D – Do not recommend: need has not been validated at this time. Category “A” concerns include systems that are mission critical or compliance related, where losses could result in curtailed operations, diminished safety, fines, and even higher repair costs if not addressed immediately. Currently, there are several category ‘A’ items to add to the Capital Improvement Plan. The administration recommends that these items be considered for funding this year. These items are as follows: 1) Hot Water Heater - The existing hot water heater has failed and needs to be replaced. Currently, hot water is supplied by a back-up tank for designed as a fail-safe for the primary unit. This is a health and safe issue. The estimated cost is $25,000. The recommended funding source is the stabilization fund. 2) Independent Capital Needs Assessment – Our construction and renovation project occurred between 2000 and 2002. The facility assessment conducted for this renovation took place in the late nineteen nineties. Some of the systems were not updated at that time and some that were updated are approaching their end of life cycle, and some systems never really worked well from the onset. Our recurring maintenance costs and longer term capital needs are beginning to escalate. In order to prepare for these impending capital needs, a third party capital assessment conducted by qualified engineering professionals is essential. This study will help us to identify and prioritize our capital needs so that a plan can be developed to ensure our facilities are properly maintained, the environment remains optimal for student learning, and the taxpayers investment is both preserved and minimized over time. The estimated cost of this study is $50,000. The recommended funding source is the Use of Facility Revolving fund. 3) Food Service Equipment – In 2014, The Department of Elementary and Secondary Schools conducted an administrative review of our food service program. The review went very well but the auditor noted that our fund balance was higher than the average of three months expenditures. They issued a finding to develop a plan to spend down the balance. In 2014, we also bid for our Food Service contract. The District awarded the contract to Whitsons. Our Food Services Administrator and Whitsons evaluated the Food Service capital needs and developed a capital plan. The capital plan has been incorporated into the District capital plan and calls for the procurement of $12,500 in equipment in FY15 and $43,000 in equipment needs FY16. The recommended funding source is the Food Service Revolving fund.

MRSD FY 2015-16

73

February 9, 2015

Capital Improvement Plan - Continued ‘ There are six ‘B’ rated items and fifteen ‘C’ rated items that we are aware of at this time. The comprehensive capital assessment study proposed for funding by the administration in this budget will bring clarity to these needs as well as identify additional concerns to be considered moving forward. A summary of these items appear in a table on the next page. More information about each of these projects can be viewed in the updated capital plan on our website. Funding for extensive capital improvements that are beyond our ability to finance through existing district resources, could be bundled and submitted to the towns for potential prop 2 ½ override consideration in the upcoming years. To avoid extreme fluctuations in tax rates, these project requests could be timed to coincide with the retirement of existing bond issues. The first of our $10,000,000 bonds will be paid off in fiscal year 2020-21. The remaining bonds will be retired in fiscal year 2022-23. For more information about the Districts debt service obligations, see page 76. The following represent the capital projects that are currently active: Capital Funds Waste Water Treatment Plant Irrigation Project Elevator Repair- High School Tech – SIS/LMS Tech - Infrastructure Tech - Pilot Programs

Budget $125,000 $162,759 $43,000 $165,000 $245,000 $42,000

YTD Exp. $115,131 $139,881 $35,850 $142,551 $198,669 $41,216

Balance $9,869 $22,878 $7,150 $22,448 $46,331 $784

The Lighting Retrofit and Doors & Security capital funds were closed at the end of FY14 after the approved projects were complete and all obligations paid.

MRSD FY 2015-16

74

February 9, 2015

Capital Improvement Plan - Continued ‘

List of Projects Hot Water heater Capital Needs Assessment - Third Party Equipment Needs - Cafeteria Telephone Systems Time Keeping System Core Switches Server Infrastructure Storage Infrastructure WiFi Infrastructure Power Backup Infrastructure Security Systems Treatment Plant Bleachers - Gym StoreFront Entryway Aluminum Bleachers HVAC system overhaul Parking Lots - resurfacing + sidewalks Auditorium upgrades Parking Lot Lighting - LED Project Fiber Optic Cable upgrade Carpeting Upgrade - Furnishings in Cafeteria Replacement - Rubber Roofing (campus) Upgrade - Cafeteria, add HVAC Gymnasium Flooring - repaint CAPITAL ANNUAL TOTALS

MRSD FY 2015-16

Rate A A A B B B B B B B C C C C C C C C C C C C C C C

FY16

FY17

FY18 FY19

FY20

FY26

25,000 50,000 43,000 180,000 35,000 120,000 50,000 30,000 90,000 30,000 100,000 2,000,000 70,000 25,000 25,000 5,000,000 1,000,000 70,000 60,000 55,000 25,000 180,000 5,500,000 150,000 25,000

118,000 215,000 120,000 80,000 8,470,000 5,935,000

75

February 9, 2015

Debt Service Schedule The District issued bonds for $30,125,000 for the construction of the High School, waste water treatment plant, and renovation of the Middle School and field house in 2001. The total appropriation for principal and interest on these bonds for FY16 is $ 2,379,745. The District will also receive $1,291,498 in funding from the state to pay for a portion of these costs.

Masconomet Regional School District Debt Amortization Schedule - Summary Ch. 71 Sec. 16(d), voted on 10/6/97 and 3/17/99 Fiscal Year

Interest

Total

2000-01

270,000.00

550,502.50

820,502.50

2001-02

290,000.00

532,277.50

822,277.50

2002-03

615,000.00

985,152.50

1,600,152.50

2003-04

650,000.00

953,030.00

1,603,030.00

2004-05

890,000.00

1,567,352.51

2,457,352.51

2005-06

1,125,000.00

1,308,913.76

2,433,913.76

2006-07

1,170,000.00

1,253,970.00

2,423,970.00

2007-08

1,220,000.00

1,196,851.26

2,416,851.26

2008-09

1,275,000.00

1,146,151.26

2,421,151.26

2009-10

1,465,000.00

917,330.51

2,382,330.51

2010-11

1,470,000.00

900,151.26

2,370,151.26

2011-12

1,515,000.00

850,051.26

2,365,051.26

2012-13

1,575,000.00

793,988.76

2,368,988.76

2013-14

1,635,000.00

734,363.76

2,369,363.76

2014-15

1,700,000.00

671,795.00

2,371,795.00

1,780,000.00

599,745.00

2,379,745.00

2016-17

1,845,000.00

528,225.00

2,373,225.00

2017-18

1,920,000.00

454,015.00

2,374,015.00

2018-19

2,000,000.00

374,065.00

2,374,065.00

2019-20

2,085,000.00

283,200.00

2,368,200.00

2020-21

1,405,000.00

182250.00

1,587,250.00

2021-22

1,470,000.00

112000.00

1,582,000.00

755,000.00

37750.00

792,750.00

30,125,000.00

16,933,131.84

2015-16

2022-23

MRSD FY 2015-16

Principal

76

February 9, 2015

Budget Commentary Special Revenue Funds There are different types of funds that exist in a municipal environment. Some funds are for a specific purpose, and some are to support the general operation of the municipality. There are laws that govern the manner in which the monies are received by the District and accessed for spending. This section will provide a brief description of the main properties associated with the special revenue funds (grants, gifts, and revolving) categories. Special Revenue Funds or “Special Funds,” as they are often referred to, are established for specific purposes as defined by law or a legislative act. There are three types of special revenue funds that the school district encounters: revolving funds, gifts & donations accounts, and grants.

Revolving Funds Revolving Funds can be established only for specific purposes governed by statute. Generally, the revenue generated for these funds is derived from fees charged for a non-mandated service or activity (before and after school programs, athletics, transportation, building usage, etc.). The budgets for these funds are not subject to the annual adoption/approval process. However, expenditures from these funds must be related specifically to the purpose for which the fund was established. Any money left in the fund at the end of the year carries forward into the next year, and the fund remains open unless, or until, the revenue generating activity ceases to exist.

Gifts & Donations Gifts and donations can be accepted by the School Committee from charitable foundations, private corporations, or individuals. Money from these accounts can be expended only for the intended purpose and are subject to School Committee acceptance. The account closes when the funds are fully expended, or the purpose has been fulfilled.

Grants State and Federal grants are subject to legislative approval and are either competitive or entitlements. In addition, grants may be received from private sources. Grant applications, once approved by the School Committee, must be submitted to and approved by the appropriate awarding agency. Grant funds are intended to supplement funding from local appropriations for specific target areas. Because these funds are awarded on an annual basis, any funds not expended must be returned to the awarding agency unless otherwise stated at the time of the award. Money expended from grants is subject to School Committee approval. The following pages contain the program-related revolving funds and recurring grants that the District will maintain next fiscal year. The total special revenue fund receipts anticipated for next year are $2,660,791.

MRSD FY2015-16

 

77

February 9, 2015

Grants Masconomet’s revenue includes money from Federal entitlement grants in two major categories: special education and regular education. Grant funds received under special education entitlements represent the Federal Government’s contribution to the cost of mandated special education programs. The money received from the government covers only a small portion of the actual cost. Masconomet is fortunate to receive funds through both state and Federal grants. During the 2014-15 school year, the District is eligible for five (5) grants estimated to total $539,311. The largest recurring grant that we receive is the special education IDEA grant. This grant (an entitlement grant) accounts for a large percentage of our total grant funding ($432,604). Through these grants, we are able to fund 5.31 positions. Other federal entitlements are provided under the No Child Left Behind Act (NCLB), which combines grants in four areas of entitlement. Grants funded under this Act are structured to encourage stronger accountability for learning results, provide increased flexibility and local control, expand options for parents, and encourage districts to emphasize teaching methods that have been shown to work. The remaining grants (ranging from $7,277 to $63,236) provide funding for training consultants, conference money, new course materials, MCAS tutors, and curriculum development. All funds support programs, that have been identified as necessary to address District goals. Unfortunately, many Massachusetts grants have been reduced or eliminated due to statewide budget issues. In addition, most competitive grants are available to school districts confronted with socio-economic challenges, poor MCAS scores, or other social and academic challenges. These criteria make Masconomet ineligible for most grants.

Academic Support (DOE 632/625) Revenue Expenditures Salaries Operating Total Expenditures

Expended 2011-12 $11,699

Expended 2012-13 $4,348

Expended 2013-14 $8,975

Approved 2014-15 $7,675

Proposed 2015-16 $7,277

4,910 2,514 $7,424

1,600 0 $1,600

4,725 0 $4,725

7,075 600 $7,675

5,775 1,502 $7,277

Program Summary: The purpose of this program is to enhance academic support services for students who have performed in the failing, warning, or needs improvement categories in English/language arts, mathematics, and/or science on the MCAS. These services are to supplement currently funded local, state, and federal programs. At Masconomet, the Academic Support Grant provides tutoring for High School students who need additional support for MCAS. These funds pay stipends for teachers and tutors to work with students after school.

MRSD FY2015-16

 

78

February 9, 2015

Grants - Continued

Title I (Part A) (DOE 305) Revenue Expenditures Salaries Administrator Professional Staff Administrative Support Staff Tutors & Aides MTRS Operating Contracted Services Travel Other Total Expenditures Staffing:

Expended 2011-12 $47,010

Expended 2012-13 $41,450

Expended 2013-14 $45,566

Approved 2014-15 $60,761

Proposed 2015-16 $63,236

2,492 33,240 329 80 173

2,585 38,514 347 0 173

2,000 43,517 0 500 144

2,000 56,977 0 1,604 180

2,000 61,236 0 0 0

2,121 860 1,664 $40,959

0 0 0 $41,619

0 0 0 $46,161

0 0 0 $60,761

0 0 0 $63,236

0.80

0.80

0.80

0.90

0.90

Program Summary: The Title I grant provides resources to local school districts to assist low achieving students to meet the state's challenging academic demands. At Masconomet, the Title I grant provides for two (2) part-time teachers (.55) in English/language arts and (.35 FTE ) of the proposed MS math specialist.

Title II (Part A) (DOE 140) Revenue Expenditures Salaries Professional Staff MTRS Operating Consumable Supplies Contracted Services Travel Other Total Expenditures

Expended 2011-12 $20,420

Expended 2012-13 $10,146

Expended 2013-14 $4,700

Approved 2014-15 $19,580

Proposed 2015-16 $19,636

12,150 0

9,100 0

4,700 0

13,100 0

11,636 0

0 7,800 0 454 $20,404

0 0 835 211 $10,145

0 0 0 0 $4,700

1,580 4,900 0 0 $19,580

1,000 5,000 2,000 0 $19,636

Program Summary: The purpose of this federal grant is to help districts develop comprehensive initiatives that prepare, train, recruit and retain highly qualified teachers so that all students can achieve high standards. In FY16, these funds will be used to pay for Advanced Placement training for two teachers, a membership to Primary Source, six curriculum projects for new courses that have been approved by the administration, and curricuculum projects related to developing master courses in Blackboard.

MRSD FY2015-16

 

79

February 9, 2015

Grants - Continued SPED IDEA Entitlement (DOE 240) Revenue Expenditures Salaries Administrator Professional Staff Support Staff MTR & ECR Operating Consumable Supplies Contracted Services Travel Total Expenditures Staffing:

Expended 2011-12 $435,368

Expended 2012-13 $435,445

Expended 2013-14 $422,050

Approved 2014-15 $427,532

Proposed 2015-16 $432,604

46,567 342,285 10,524 35,944

49,407 338,828 11,256 35,954

50,849 324,399 11,928 34,846

54,109 325,517 12,228 35,267

55,508 328,237 12,534 36,325

0 0 0 $435,320

0 0 0 $435,445

0 0 0 $422,021

0 0 411 $427,532

0 0 0 $432,604

5.95

5.94

5.71

5.31

5.20

Program Summary: This federal grant represents the federal government's contribution to the costs of special education. The funds are primarily used to support staff positions. 1.2 FTE teachers in our High School program and 2.0 FTE teachers in the Middle School are supported by this grant. The grant also funds a half-time, assistant special education director, .5 of a secretary, and 1 psychologist, as well as the Essex County and Massachusetts Teachers' retirement costs related to these employees.

SPED Access (274) Revenue Expenditures Salaries Professional Staff Support Staff Operating Consumable Supplies Contracted Services Travel Total Expenditures

Expended 2011-12 $24,519

Expended 2012-13 $15,436

Expended 2013-14 $8,837

Approved 2014-15 $16,558

Proposed 2015-16 $16,558

2,600 1,325

0 0

0 0

0 0

0 0

3,143 15,843 1,048 $23,959

3,472 10,643 990 $15,105

0 6,125 2,119 $8,244

458 13,400 2,700 $16,558

458 13,400 2,700 $16,558

Program Summary: The majority of the funds (contracted services) are devoted to providing training and consultation to increase staff awareness of disabilities. The goal of this training is to enable regular and special educators to better meet the needs of special needs students in their classes and programs. Resources from this grant are targeted for professional development related to co-teaching.

MRSD FY2015-16

 

80

February 9, 2015

Revolving Funds Masconomet also generates income by charging fees for ancillary services that generally occur outside of the normal school day. During the 2015-2016 school year, the District will maintain eight (8) revolving funds for this purpose. The total estimated receipts in FY16 are $2,121,480.

Expended 2011-12

Expended 2012-13

27,710

24,069

14,099

83,500

0

27,710

24,069

14,099

83,500

Aides and Tutors

0

0

0

18,333

18,333

Durable Goods

0

0

0

5,000

5,000

Contracted Services

0

0

Non Resident Tuition

Expended 2013-14

Approved 2014-15

Proposed 2015-16

Revenue Fees Collected Total Expenditures

Tuition-Private school

26,200

0

10,000

0

0

Transportation

0

0

0

4,500

0

Fund Transfer

0

0

0

0

55,000

0

0

10,000

54,033

78,333

Profit (Loss)

Total

$0

$27,710

$14,069

-$39,934

$5,167

Fund Balance

$143,246

$170,956

$185,025

$145,091

$150,258

2

1

0

5

$13,855

$14,099

TBD

$16,700

Participation: Fee Charged per Person: Program Summary:

The Non-Resident Tuition revolving fund has maintained a fund balance for several years from tuitions charged to other parties for students attending one of our special education programs. Revenue in the past couple of years has come from international students attending school here for a fee. In FY16, these resources will be used to fund five more FM auditory systems, two part-time High School library paraprofessionals as well as support a fund transfer to finance the ELL Coordinator and a portion of the Assistant Superintendent (Program Administrator) positions proposed in the budget. In the upcoming school year, the district will be working with Cambridge Institute and Green Planet for recruitment, residential housing, and other related program services. Our recruiters are very optimistic that all 5 slots in our international student program will be filled by the start of the school year.

MRSD FY2015-16

 

81

February 9, 2015

Revolving Funds- Continued Athletics & Co-Curricular

Expended 2011-12

Expended 2012-13

Expended 2013-14

Approved 2014-15

Proposed 2015-16

Revenue Game Receipts

42,095

33,939

40,686

34,000

40,000

Fees Collected

538,174 580,269

534,020 567,959

544,458 585,144

540,000 574,000

535,000 575,000

Salaries

56,596

59,957

62,462

64,107

65,785

Contract Services

3,900

0

0

0

0

0

0

12,186

11,000

0

520,000 580,496

520,000 579,957

520,000 594,648

520,000 595,107

500,000 565,785

Profit (Loss)

-$227

-$11,998

-$9,504

-$21,107

$9,215

Fund Balance

$67,825

$55,827

$46,323

$25,216

$34,431

Total Expenditures

Durable Fund Transfer Total

Program Summary: These proceeds are raised to defray program costs associated with athletics and co-curricular activities. All expenses related to these programs are charged to the General O & M budget except for the cost of a part-time (.6) Athletic Director and equipment and/or field improvements. In FY16, the fund transfer will be reduced by $20,000 because the proceeds have not be adequated to cover the all fund related expenditure activities for the past 4 years.

Summer School

Expended 2011-12

Expended 2012-13

Expended 2013-14

Expended 2014-15

Proposed 2015-16

9,730 9,730

14,075 14,075

13,225 13,225

17,925 17,925

13,475 13,475

9,550 0 9,550 $180

10,500 0 10,500 $3,575

8,400 645 9,045 $4,180

10,010 834 10,844 $7,081

9,000 600 9,600 $3,875

$36,018

$39,593

$43,773

$50,854

$54,729

N/A 19

19 39

37 28

40 35

45 35

N/A $300

$125 $300

$125 $300

$125 $385

$125 $385

Revenue Fees Collected Total Expenditures Professional Salaries Supplies & Services Total Profit (Loss) Fund Balance Participation: Academic Camps ( Math)

Summer School Fee Charged per session: Academic Camps Fee Charged per session: Summer School Program Summary:

Masconomet offers summer school courses for remediation to students who have failed English, math or social studies. The academic camp that has run for the past few years is Math Camp, which offers two programs for incoming seventh graders in August. One focuses on developing problem solving skills and the other focuses on content review. Students may attend one or both of the weeklong programs.

MRSD FY2015-16

 

82

February 9, 2015

Revolving Funds - Continued

MRSD FY2015-16

 

83

February 9, 2015

Revolving Funds - Continued Use of Facilities

Expended 2011-12

Expended 2012-13

Expended 2013-14

Approved 2014-15

Proposed 2015-16

102,227 102,227

109,599 109,599

112,700 112,700

97,945 97,945

86,045 86,045

Revenue Fees Collected Total Expenditures Administrative Salaries

10,334

20,479

20,450

20,762

15,860

Facility Support Staff

93,721

102,083

84,002

61,192

64,362

Other Published Materials

3,634

3,833

3,833

4,000

4,000

0

0

0

0

50,000

33,215 140,904

0 126,394

11,700 119,985

0 85,954

0 134,222

Profit (Loss)

-$38,677

-$16,795

-$7,285

$11,991

-$48,177

Fund Balance

$118,933

$102,138

$94,853

$106,844

$58,667

1.9

1.9

1.9

1.4

1.3

Consultants and Other Service Providers Durable Goods Total

Staffing (FTE): Program Summary:

The revenue from the Use of Facility fund is derived from fees charged to non-Masconomet organizations or individuals to use our facilities, and pay the costs associated with building operations during off-school hours. The revenue generated can only be used for facility maintenance, utilities, materials, and salaries directly related to the activities and maintenance of the grounds and buildings. In FY16, the administration has recommended that a comprehensive needs assessment of our buildings and grounds be conducted by a qualified professionals. The assessment would be financed from this fund. The revenue estimate in FY15 is overstated by $10,000; therefore, the FY16 revenue estimate is lower.

College Testing

Expended 2011-12

Expended 2012-13

Expended 2013-14

Approved 2014-15

Proposed 2015-16

79,400 79,400

79,275 79,275

64,360 64,360

50,900 50,900

52,370 52,370

11,114 2,950 16,100 47,881 454 450 78,949 $451

9,596 2,375 17,757 49,435 892 0 80,055 -$780

4,781 1,650 17,152 53,541 668 1,617 79,410 -$15,050

1,800 800 0 47,340 960 0 50,900 $0

1,800 900 0 48,145 960 0 51,805 $565

$19,486

$18,706

$3,656

$3,656

$4,221

$225 $375 $26 $87

$250 $400 $27 $88

$250 $400 $28 $89

N/A N/A N/A $90

N/A N/A N/A $91

Revenue Fees Collected Total Expenditures Professional Salaries Administrative Support Salaries Aides & Tutors Other Published Materials Consumable Supplies Contracted Services Total Profit (Loss) Fund Balance Fee for SAT Verbal or Math Fee for SAT Verbal and Math Fee for PSAT ( per test) Fee for AP Testing ( per test) Program Summary: The College Prep Program covers AP (Advance Placement) & SAT testing. AP tests are given according to a schedule dictated by the College Board and administered by members of the Guidance Department. The PSAT testing (a test given every October to prepare students for the SAT) which was paid for out of the College Prep account in the past, will be paid for out of the operating budget moving forward. SAT Prep classes will no longer be offered. We are looking at possibly partnering with an outside agency for these SAT prep classes in the future. As a result, revenues are significantly less than in prior years. The two High School Library aides previously paid for from this fund have been moved to the Non-Resident Tuition revolving fund, effective in FY15.

MRSD FY2015-16

 

84

February 9, 2015

Revolving Funds - Continued Food Service

Expended 2011-12

Expended 2012-13

Expended 2013-14

Approved 2014-15

Proposed 2015-16

409,704 331,566 15,797 20,457 57,035 9,219 0 986 844,764

394,668 327,493 14,882 23,207 55,489 8,444 0 922 825,106

397,852 301,365 15,932 29,393 75,370 10,157 1,150 1,024 832,244

398,385 327,000 14,801 21,000 69,971 8,445 0 914 840,516

400,000 332,000 15,000 21,000 70,000 9,000 0 930 847,930

78,315 176,108 83,990 3,621 1,096 55,884 0 935 19,560 21,671 838 242,840 23,579 995 7,424 25,583 0 0 742,439 $102,325

92,100 186,116 102,465 426 1,277 59,005 0 850 19,778 23,279 536 240,213 24,063 930 3,308 60,943 0 30,000 845,289 -$20,184

91,526 177,272 107,171 1,921 1,277 58,827 0 701 20,286 23,664 875 257,976 24,228 996 1,228 7,143 816 30,000 805,908 $26,336

77,500 230,000 100,000 975 500 53,310

74,510 236,900 101,000 975 500 53,310

1,000 20,382 4,500 1,000 284,000 21,000 914 140 27,993 0 30,000 853,214 -$12,698

1,000 20,500 4,000 1,000 284,000 21,000 930 3,500 43,000 0 44,000 890,125 -$42,195

$356,583

$336,399

$362,735

$350,037

$307,842

13.44 880 25 531

15.00 913 23 473

13.25 876 23 543

14.23

14.23

921

909

2.50 3.75

2.50 3.75

2.50 3.75

Revenue Student Sales A La Carte Sales Adult Sales Other Sales Federal Reimbursement State Reimbursement Student Transition Program Meals Tax Total Expenditures Administrative Salaries Cafeteria Staff Employee Benefits Uniforms Rentals/Leases Administrative Services Staff Development Marketing Management Fee Maintenance Office Supplies Food & Commodities Non Food Supplies Meals Tax Durable Goods Equipment Student Transition Program Fund Transfer (Utilities) Total Profit (Loss) Fund Balance Staffing ( FTE): Student Participation: Adult Participation: Café Participation: Lunch Price: Student: Adult:

23

23

537

539

2.50 3.75

2.50 3.75

Program Summary: Whitson’s is committed to providing wholesome, high quality menus, prepared fresh daily from locally sourced ingredients whenever available and in season. We emphasize wholesome, natural ingredients, whole grains, fresh fruits and vegetables, lean protein and healthy snacks. Our menus comply with the new Healthy Hunger Free Kids Act to include the target 1 sodium reduction and the new Federal Smart Snack rule for competitive foods sold in schools. We continue to provide comprehensive orientation, training and continuing education for our team members. We continue to educate students about making healthy choices using our Smart Choices nutrition marketing materials and signage. In accordance with the federal regulations, the DESE conducted an Administrative Review of the food service program. The State inspector was very complementary of the program and we did very well. A new slicer and a new steamer were purchased for the kitchen. Also a new temperature alarm system was installed for the freezer and walk in refrigerator. We are hoping to add a Rotisserie in the serving area to expand our menu offerings. We had zero violations on our last Board of Health inspection. Whitson’s continues to fund a $1,500 Scholarship to a deserving student, we continue to participate at the annual Health Fair and the Food Service Director is a member of the wellness committee. Whitson’s continues to provide upscale catering to include the International Dinner.

MRSD FY2015-16

 

85

February 9, 2015

Appendix A New Courses & Initiatives Middle School Initiative II.

Math Specialist to Co-teach and Provide Differentiated Support for High Needs Students

Building and/or district goal(s) the initiative supports: This Middle School math initiative aligns with District Goal #1 - To provide programs and services which result in improved student achievement for all students on state and national assessments, including narrowing achievement gaps for identified student groups, as well as Goal # 3 -To increase the number of students exhibiting successful educational, social, career, civic, and health/wellness engagement behaviors. Middle School goals are also supported in that students will meet performance benchmarks and/or demonstrate improvement on a variety of local, state and national assessments. Math Department goals supported by this initiative include the full implementation of the 2011 MA Curriculum Frameworks with special emphasis on the mathematical practices of “making sense of problem solving and persevering in solving them” and “modeling with mathematics.” In addition, the goals of a mathematics curriculum that meets the needs of all students while developing the skills and habits of mind needed for college and career readiness, and working with Middle School math teachers to improve the performance of all students on MCAS, are also supported by this initiative. Brief Description: Each department will implement, review, or revise alignment to their specific curriculum standards and all departments will implement instructional strategies to incorporate Literacy Standards into each content area. The addition of a certified math/special education teacher in the Middle School would provide one co–taught standard level class (Grade 7 Pre–Algebra or Grade 8 Introduction to Algebra) on each team that does not currently have a co–taught class. The position would also allow for more targeted differentiation of curricular resources, instructional strategies and assessment tools to meet the needs of high needs students who are not on IEPs as well as students considered at risk due to MCAS math scores on the grade 6 and/or grade 7 test(s). The person filling this position would participate in the math professional learning communities (PLCs) at both the seventh and eighth grade levels. In addition, the person would be available to work with students individually or in small group settings during non-teaching periods and extra help periods.

MRSD FY 2015-16

86

February 9, 2015

Appendix A New Courses & Initiatives - Continued Anecdotal evidence from teachers currently co-teaching one section (7 Blue and 8 White) is positive. When co-teaching was implemented in one section of grade 10 high school math during FY08 there were very positive results: -

No student failed either semester of the course although 5 of the students had failed one or both semesters of the grade 9 feeder course; and Student performance for the content strands which were the focus of the course (geometry and measurement) improved from 28.6% correct on the grade 8 MCAS test to 52.6% on the grade 10 MCAS test.

High School Initiatives I. Applying Algebra to Introductory Physics Building and/or District goal(s) the initiative supports: This High School initiative supports all three of the District Goals: Goal # 1 - To provide programs and services which result in improved achievement; Goal #2 - To continue to expand the appropriate use of innovative educational techniques and strategies in the teaching and learning environment; and Goal # 3 -To increase the number of students exhibiting successful educational, social, career, civic, and health/wellness engagement behaviors. Applying Algebra to Introductory Physics supports the goals set by the High School as well; To increase student opportunities, and to foster twenty-first century learning skills including critical thinking, creativity, collaboration and communication.

MRSD FY 2015-16

87

February 9, 2015

Appendix A New Courses & Initiatives - Continued Math Department goals, including the full implementation of the 2011 MA Curriculum Frameworks with special emphasis on the mathematical practices of “making sense of problem solving and persevering in solving them” and “modeling with mathematics” using the concepts of introductory as a lens, and providing a mathematics curriculum that meets the needs of all students while developing the skills and habits of mind needed for college and career readiness, are also supported by this initiative. Brief Description: Using the content of introductory physics as a means of developing algebra skills provides a hands on, real world, problem-based setting in which to develop critical mathematical skills. The research done while developing the 2011 MA Curriculum Frameworks in Mathematics and the work done by Partnership for Twenty-First Century Skills indicate that these skills are best taught through explicit instruction embedded in meaningful applications. II. Mac Genius’ (Certification/Genius Bar) Building and/or District goal(s) the initiative supports: This Business & Computer Education initiative aligns with District Goal #2 – To continue to expand the appropriate use of innovative educational techniques and strategies in the teaching and learning environment. In addressing the increase in technology support of the 1:1 initiative providing all students with laptops, this class is being offered as a resource for students to learn the hardware and software aspects of MacBooks in order to provide extensive support to students and staff. The course will lead students towards Mac certification as part of college and career readiness training. Brief Description: Utilizing our Banking and Entrepreneurship courses, this Mac Genius’ course will provide real world learning experiences to our students that are authentic and will prepare them for college and career. Beginning in the Spring of 2016, this course should be offered in order to prepare students to be ready for the 1:1 initiative starting in FY17. With the addition of over 1200 new laptops into our network, the ability of the MIS department to maintain them could be daunting. This program will not only prepare our students for careers during or after high school, involving Mac certification, but will also be a long-term budget saver in terms of maintenance costs associated with keeping the computers operating and reliable. The course will guide students through the Mac certification process and will place them in a “Genius Bar” setting, where they will be able

MRSD FY 2015-16

88

February 9, 2015

Appendix A New Courses & Initiatives - Continued to provide support to their fellow students ranging from software to hardware issues. The course will be designed for high school sophomores and juniors the first year. It will be open to seniors in FY17, as well as providing another option for students to use for Internships.

III. Business and Personal Law 2 Building and/or District goal(s) the initiative supports: In addressing the District Goal #2, by “offering programs that focus on life skill acquisition,” this second year Business and Personal Law course will enhance teaching & learning by continuing “to expand the appropriate use of innovative education techniques and strategies in the teaching and learning environment.” This course would prepare students in understanding and identifying components of future contracts that they will enter into in their lives, including college acceptance, home and auto purchases, credit card and loan contracts, and other sales contracts. The Business and Personal Law 1 course has grown in enrollment over the past few years and a second year law course is an obvious extension to this increased growth and interest by the students. Brief Description: Masconomet offers a diverse curriculum that appeals to a variety of students’ interests thereby providing them with vast experiences beyond that of other school districts. As students enter the age of maturity and must take responsibility for their personal and legal actions, it is imperative that they have a basic understanding of contracts and contract law. This course will explore the basics of contract law including; offer and acceptance, genuine assent, consideration, legality and capacity to enter into a contract.

MRSD FY 2015-16

89

February 9, 2015

Appendix A New Courses & Initiatives - Continued The Business and Personal Law 2 course will be implemented as a half-year course available to juniors and/or seniors who have previously taken the first year law course. As a half-year course, it allows for enrollment by junior and senior students who typically need electives to fully program their schedule. The Business and Personal Law 1 course has grown in enrollment over the past few years and a second year Law course is an obvious extension to this increased growth and interest by the students. IV. Introduction to Acting Building and/or District goal(s) the initiative supports: The Introduction to Acting course supports the following two District Goals: Goal #2 Enhancing Teaching & Learning - To continue to expand the appropriate use of innovative educational techniques and strategies in the teaching and learning environment, and Goal #3 Student Engagement - To increase the number of students exhibiting successful educational, social, career, civic, and health/wellness engagement behaviors. Brief Description: The Introduction to Acting course will address the interests expressed by a number of students who currently participate in the after-school drama program. Introduction to Acting was offered until about 6 years ago when it was cut due to budget constraints. We believe that the enthusiastic participation in the after-school drama programs, both at the Middle and High School, indicate that there is an interest for a class that would allow student to explore the dramatic arts in a curricular setting.

MRSD FY 2015-16

90

February 9, 2015

Appendix A New Courses & Initiatives - Continued Other Instructional Services Initiative V. ELL Initiative This initiative fulfills a State mandate for a part-time English Language Learner Coordinator to oversee compliance and reporting related to ELL identified students, RETELL (Rethinking Equity and Teaching for English Language Learners) compliance, and to assist with the successful integration of our international student program. Brief Description: RETELL, as a new mandate, requires that all teachers must now complete a graduate-level course in teaching English Language Learners and must also meet certain criteria of training for special education. Teachers cannot be relicensed on their expiration date without these requisites. It falls to each school district to identify teacher cohorts on a priority basis, provide or monitor their training, and ensure that the District is compliant with all DESE requirements. This is a significant administrative burden which required additional work on a stipend basis at Masconomet to be in compliance this year. The ongoing training and monitoring requires a .2 FTE ELL coordinator (see Page 56) to manage course registrations, in-district training, and licensure compliance. This is not a temporary need, rather one that will be with us for the foreseeable future, at least until a substantial number of new teachers enters the profession with this training behind them in undergraduate or graduate programs.

MRSD FY 2015-16

91

February 9, 2015

Appendix B Central Office Restructure I did not expect to recommend a restructure of administrative positions in my first year as Superintendent of Schools. My plan was to evaluate all aspects of the District from the perspective of a full year’s experience and analysis. However, circumstances sometimes dictate a change in plan and require a sense of urgency. Two forces combine to bring this sense of urgency. The first is the need for an Assistant Superintendent position to provide needed leadership in critical areas that include development of the digital learning environment (DLE), the organization and articulation of curriculum- first in grades 7-12 and next, articulation with the Tri-Town School Union. This has been a less urgent need before the District made a commitment to alignment of instruction, and before failing to meet state accountability standards became more important, specifically the threat that Masconomet High School must improve the performance of High Needs students or risk becoming a Level II school in the accountability designations. Also, the Middle School needs to accelerate progress toward meeting its accountability targets. The performance of High Needs students is also directly related to the priority goal for the District— to control special education spending increases. Central, hands-on leadership in differentiating instruction for all students and personalizing instruction for all students is the most comprehensive long-term fix for this urgent problem, not being able to retain students with disabilities in-District. The DLE and 1:1 computing are key to this long-term solution. The CFO has been performing the role of an Assistant Superintendent for a number of years in addition to her responsibilities for budget and finance. The scope of the job (or two jobs) has become unsustainable in the present and going forward. The second force operating to create a sense of urgency is the imminent turn-over of central office positions vital to financial operation and controls. The CFO aspires to be a Superintendent and she will leave Masconomet to be one no later than within the next few years. Turnover of long-term employees is also expected in the positions of Administrative Assistant to the CFO, Administrative Assistant to the Superintendent and School Committee, Payroll and Benefits Coordinator, and Accountant. Succession planning is critical to this transition period to help ensure continuity of critical systems and to maintain workflow that already stretches experienced and highly competent people. I am proposing the following restructure to address current and future needs of the District.

MRSD FY2015-16

92

February 7, 2015

Appendix B Central Office Restructure - Continued This budget includes a proposal to restructure the Central Office to provide additional time and attention needed to advance the District in key areas related to District, state, and federal initiatives and succession planning associated with the impending retirements and career advancement aspirations of individuals serving in key roles. The proposal calls for the addition of a School Business Administrator and the restructuring of job responsibilities and re-titling of the Chief Financial Officer (CFO) position to Assistant Superintendent/Treasurer. These changes will address four important aspects of District leadership as well as the current and future needs of the District. 1. The CFO has, for a number of years, taken on added responsibilities in areas usually led by an assistant superintendent, including leadership in the development of a digital learning environment, the organization and articulation of curriculum and staff development, and maximizing the potential for revenues generated through the enrollment of international students, who also bring diversity and foreign culture to our campus. The combined responsibilities of CFO and the significant central administration tasks undertaken by the CFO are not sustainable as one position. 2. The position of Assistant Superintendent/ Treasurer is needed, based on the size of the District, increased federal and state mandates requiring centralized leadership, and the aspirations that we have to bring Masconomet to the next level with local initiatives that contribute directly to student outcomes. 3. Succession planning is also importantly connected to this restructure proposal. The CFO aspires to be a superintendent and is appropriately licensed. There are 30-50 superintendent openings annually in Massachusetts. The CFO, who brings not only important history of District finances to her position, but also a solid track record in fiscal management, can play a significant role in the re-staffing of the business office, including transitioning a new School Business Administrator, and setting up a leadership structure better designed to meet District goals and aspirations over the next five to ten years. This position will be needed even after Ms. Givens’ departure and responsibilities in the future can be re-evaluated based on current District needs and the attributes that complement the Superintendent. This position is needed, and will be needed, to bring Masconomet to the next level and to strengthen current transitional weaknesses between Masco and the elementary schools, and the establishment of high-functioning educator learning communities. Ms. Givens has made significant contributions in these areas and would continue to do so, as well as help guide the succession planning for an SBA and the key business positions that will be vacated. The proposed job descriptions for Assistant Superintendent/Treasurer and School Business Administrator are important for your review as well as the proposed reorganization chart for the central office found at the end of this document. 4. Retirements and turnover at Central Office, especially in the business department, will have a dramatic effect over the next two years, perhaps requiring replacement of several key positions at the same time. Central Office turnover expectations are found here as well. MRSD FY2015-16

93

February 7, 2015

Appendix B Central Office Restructure - Continued The proposed restructure of central office leadership by adding the position of School Business Administrator and transitioning the position of Chief Financial Officer to Assistant Superintendent/ Treasurer will serve the long-term needs of the District and enable Masconomet to become an exceptional school in providing personalized instruction and even higher student achievement outcomes. The immediate benefit of the restructure is to ensure a smooth transition, as key personnel working in the business area, including the CFO, will be leaving the District in the next several years. The Assistant Superintendent/ Treasurer will focus on this transition by organizing the workflow of business operations and human resources while continuing to guide development of the digital learning environment, staff development, and collaboration with the elementary schools in transitioning students to a digital learning environment. Reporting Lines (organization chart follows) The current organizational chart that has been in existence since FY05 is shown below. This restructure was put in place at a time when District finances were in disarray. This model served the District and community well during this time when internal controls, organizational systems, and accountability measures needed to be developed, implemented, and monitored. After 10 years, these systems and processes have now become part of the culture. To maintain these systems and enable the District to further evolve, the District must restructure to allow for a smooth transition as current staff retire or depart to pursue career aspirations and other pressing District needs are attended to.

MRSD FY2015-16

94

February 7, 2015

Appendix B Central Office Restructure - Continued The restructure involves the following changes to the positions in the Central Office: 1. Create the position of School Business Administrator (job description follows) who will report directly to the Superintendent. 2. Convert the CFO position to Assistant Superintendent (.8) who will report directly to Superintendent/Treasurer (.2) who will report to the school committee but be supervised by the Superintendent. 3. Create the position of Administrative Assistant to the Assistant Superintendent (.6)/Assistant Treasurer (.4) who will report to the Assistant Superintendent. 4. Convert the Accountant position to the Assistant to the School Business Administrator. 5. Convert the current Bookkeeping Assistant position to Business Office Support. 6. IT/Technology will report directly to the Assistant Superintendent/Treasurer.    

MRSD FY2015-16

95

February 7, 2015

Appendix B Central Office Restructure - Continued Cost of Restructure The estimated gross cost of this proposed restructure is $104,850. Revenue offsets aligned with the new job descriptions total $38,300 resulting in an anticipated net cost of $66,550 (analysis chart follows).

Central Office Reorganization Proposal Cost Analysis   Current Structure   Chief Financial Officer   Food Service Administrator   Accountant   Bookkeeping Asst.   AA to SC and Superintendent   AA to CFO  

Support Services Assistant   Payroll and Benefits Coordinator  

Departure Plans   16 - 48 months  

FTE   1.00  

Eliminated under plan  

Stipend   1.00   0.32   1.00   1.00   0.80   1.00  

Aspiring SBA -6 - 18 months   Unknown   Retiring (Est.) 36 months   Retiring 9 - 18 months   Unknown   Retiring June 30, 2015  

Proposed Reorganization   Assistant Superintendent/Treasurer   AA to SC and Superintendent   AA to AS/ Asst. Treasurer  

.8/.2   .2/.8  

.6/.4   Est.  

School Business Administrator   Assistant to SBA   Business Office Assistant   Support Services Assistant   Payroll and Benefits Coordinator  

12.00   32.00   Est.  

$482,857  

FTE   1.00   1.00   1.00  

Wage   $154,895   $76,247   $66,019  

1.00   1.00   0.32   0.80   1.00  

$115,000   $67,016   $12,064   $35,244   $61,222  

Gross Cost Impact/Increase   1.00   Revenue offsets:   Food Service Revolving   Non Res. Tuition Revolving   Net Cost  

96

$154,895   $5,253   $67,016   $12,064   $76,247   $66,019   $35,244   $66,119  

6.12  

7.12  

MRSD FY2015-16

Wage  

$587,707   $104,850   ($5,500)   ($32,800)   $66,550  

February 7, 2015

Appendix B Central Office Restructure – Job Descriptions POSITION TITLE:

Assistant Superintendent (.8) and Treasurer (.2)

Essential Goals: The Assistant Superintendent and Treasurer will provide hands-on leadership in the areas of curriculum, instruction, assessment, staff development and the programmatic use of data that supports effective teaching and learning. Qualifications: Successful candidates will have the following credentials: -

Licensure as a Massachusetts School Superintendent Qualified for or licensed as a Massachusetts municipal treasurer, license preferred A master’s degree in leadership or a curriculum area, a doctorate is preferred A record of implementing high quality initiatives, including digital learning environments, technology, and staff development A minimum of 5 years administrative experience as a senior central office administrator A minimum of 5 years experience in municipal finance

Reports To:

Superintendent of Schools

Evaluated By: Superintendent of Schools Supervises: MIS Director, Technology Coordinator, Administrative Assistant, Assistant Treasurer Major Responsibilities: Instructional Services 1. Design and create the instructional and administrative intranet architecture within the digital environment to ensure data is created, stored, shared, and retrieved efficiently and effectively 2. Work with key administrators and faculty to develop Master Courses in the digital learning environment (Blackboard) that align to applicable standards and effectively map all curriculum, grades 7-12 3. Work with key staff members to develop a District wide plan to expand the appropriate use of innovative educational techniques and strategies in the new teaching and learning environment that address the needs of all learners

MRSD FY2015-16

97

February 7, 2015

4. Work with key administrators to develop a District-wide plan to integrate assessment measures into the digital learning environment that can be used to track student progress, measure student growth and be used to modify instruction to improve achievement for all students 5. Work with key administrators and faculty to develop programs and services that increase the number of students demonstrating successful educational, social, career, civic, and health/wellness engagement behaviors, also ensuring alignment with College and Career Readiness expectations and requirements 6. Lead the coordination of curriculum and technology with Tri-town Union Elementary Schools to help ensure K-12 continuity of curriculum and technology tools that prepare students for the Masconomet digital learning environment 7. Oversee the Other Instructional Services Cost Center programs and related budget and pursue associated grant opportunities International Student Site Coordinator 1. Work with recruiting firm to develop marketing and application materials for the program 2. Assist with processing SEVIS applications and student registration 3. Work with partners (Cambridge Institute and Green Plan) to develop and manage admissions contracts for international students 4. Develop intermediary communication services to support attending international students during the academic year 5. Facilitate communication between student families and Masconomet Technology 1. Responsible for the overall planning, organizing, and execution of all IT functions including computers, network and telecommunication support, Internet and media services, instructional technology and learning resources, and online and blended learning 2. Supervise and evaluate the MIS Director and Technology Coordinator 3. Work with appropriate administrators and staff to develop policies and procedures related to the appropriate use and administration of technology in accordance with applicable laws, industry best practices, and the policies of the Masconomet School Committee Human Resources 1. Work with Principals, key administrators, and staff to plan high quality staff development for all employees 2. Coordinate Professional Development and training activities for the District 3. Develop a plan to consolidate and streamline human resource functions for the District 4. Provide mentoring for new central office staff as needed to support the succession plan 5. Manage Title IIA grant related to staff training and curriculum development 6. Coordinate and manages Master Teacher and Associate Master teacher committees for the District MRSD FY2015-16

98

February 7, 2015

General Administration and Leadership 1. To act on behalf of, and represent, the Superintendent of Schools as may be necessary from time to time 2. To assist in the development and maintenance of a positive organizational climate that is consistent with the core values of the District 3. To advise the Superintendent of Schools on all matters related to the responsibilities of the position 4. Assist the Superintendent with the development of a vision and strategic planning options for the School Committee 5. Actively participate in local, regional and state associations and other appropriate organizations. Participate in meetings, workshops and seminars for the purpose of conveying and/or gathering information required to perform functions 6. Other duties as assigned by the Superintendent Treasury 1. Optimize the use of District funds by anticipating receipt of funds, ensuring that funds are collected in a timely manner and invests idle cash 2. Develop and maintains a cash flow schedule 3. Arrange all bonds and notes as authorized by the School Committee 4. Optimize the terms, timing and rates when arranging for bonds and notes 5. Maintain a master control ledger for all bonds and notes 6. Calculate and certify assessments to the towns 7. Prepare and file all reports to the Bureau of Accounts 8. Oversee the storage of facsimile signatures and signing of all checks 9. Monitor and review banking services 10. Establish banking policies and relations 11. Execute transfers to and from bank accounts 12. Supervise the collection, safekeeping and distribution of all funds and assets 13. Provide financial reports related to the treasury to the Superintendent, School Business Administrator, and Masconomet School Committee  

MRSD FY2015-16

99

February 7, 2015

POSITION TITLE: Administrative Assistant to the Assistant Superintendent (.6) & Assistant Treasurer (.4) SUPERVISOR:

Assistant Superintendent

QUALIFICATIONS: Associates degree in Business or related area Qualified for or licensed as a Massachusetts Municipal Treasurer preferred At least two years of municipal experience, central office preferred Excellent computer skills – MS Word, Excel, PowerPoint, Google Drive programs, database applications, multi-media software, other school software applications preferred (Blackboard, PowerSchool, Naviance, etc.) Outstanding oral communication, written communication, and customer service skills Strong organizational skills, ability to multi-task and detail oriented. Ability to handle complaints, answer questions and resolve disputes in a professional, courteous manner OBJECTIVE: To assist the Assistant Superintendent with performing all aspects of their job as well as maintain the Districts cashbook, to perform the duties related to invoicing, cash receipts, and other related treasury functions. DESCRIPTION OF DUTIES: Invoicing and Cash Receipts   1. Receive, identify, deposit and record all funds payable to the District 2. Process “requests for funds” for Federal and State Grants 3. Prepare monthly invoices for assessments, tuition, etc. 4. Monitor collections and issues follow-up correspondence monthly 5. Provides the Business Office with information necessary to post all cash receipts 6. Maintain files for accounts receivable and outstanding check registers 7. Prepare related financial reports Cashbook Management 1. 2. 3. 4.

Maintain the cashbook reflecting the breakdown of all receipts, disbursements, and cash balances Maintain a master list of all bank accounts for the District Process all checks and maintain a check register of all checks issued Maintain outstanding check register and follows protocols to ensure checks are cleared timely and if not, pursues resolution according to the requirements of the law 5. Reconcile each bank account/bank statement to the cashbook monthly 6. Reconcile the cashbook to the general ledger with the Business Office monthly Instructional Service and Technology Support 1. Develop resource, reference and training materials for instructional service programs and the digital learning environment 2. Make arrangements for curriculum development activities 3. Prepare agendas, attendance forms, etc. to manage and track curriculum development activities 4. Research topics, create and tabulate surveys, etc. and summarize results 5. Communicate and otherwise provide support to staff working on assignments and projects associated with instructional services 6. Assist in the development and dissemination of high quality documents and reports MRSD FY2015-16

100

February 7, 2015

7. 8. 9. 10.

Assist with processing applications and coordinating services for international students Assist with monitoring adherence to regulatory requirements and District policies Participate in all weekly and periodic planning meetings Continuously improve and enhance knowledge, application, and skills associated with digital tools and software used by staff in the District

Human Resources 1. Develop resource, reference and training materials for professional development and human resources 2. Make arrangements, prepare agendas, attendance forms, etc. to manage and track professional development and Master teacher committee activities 3. Issue PDP certifications for participants when appropriate 4. Provide mentoring to new central office staff as needed 5. Communicate and otherwise provide support to staff working on assignments and projects associated with instructional services General Administrative Requirements

 

1. Maintain confidential records for the Assistant Superintendent 2. Keep the Assistant Superintendent informed regarding all matters related to the performance of their duties 3. Prepare, file and disseminate all correspondence for the Assistant Superintendent 4. Schedule appointments for the Assistant Superintendent 5. Open Assistant Superintendent mail and respond to inquiries when possible 6. Prepare purchase orders for the Assistant Superintendent 7. Prepare various schedules, gather data, manage website page, and create multimedia communication for training, public hearings, and other District programs 8. Provides coverage for AA to Superintendent and School Committee 9. Other tasks as requested by Assistant Superintendent/Treasurer  

MRSD FY2015-16

101

February 7, 2015

POSITION TITLE:

School Business Administrator

SUPERVISOR:

Superintendent or designee

QUALIFICATIONS: Bachelors Degree in Business Administration, Masters preferred Licensed School Business Administrator in Massachusetts Massachusetts Certified Public Purchasing Officer Experience as a School Business Official, regional preferred or Town Finance Director Demonstrated, successful experience in budgeting, school finance and reporting, accounting, GAAP, GASB, personnel, benefits, and contract administration, public procurement, public speaking Excellent and advanced computer skills – Accounting, Excel, Word, PowerPoint Knowledge of Municipal Finance, School Law, Risk Management, Food Service and Transportation OBJECTIVE: Provide leadership, in conjunction with the Superintendent and District Leadership Team, in developing, achieving and maintaining the best possible programs and services for the District with the resources available EVALUATED BY: Superintendent SUPERVISES: Assistant to the School Business Administrator, Payroll and Benefits Coordinator, Business Office Assistant, Support Services Assistant, Transportation Coordinator, Food Service Contractor DESCRIPTION OF DUTIES: Financial Management 1. Establish accounting procedures to conform to District polices, state and federal requirements, GAAP and GASB 2. Work closely with independent auditors and supervise and coordinate the annual audit 3. Prepare all required financial reports and ensure they are submitted timely 4. Communicate and interpret the financial position of the District to the communities at large 5. Maintain a list of all District assets 6. Oversees the athletic and co-curricular scholarship program Budget 1. Work with the Superintendent and School Committee to establish budget development guidelines and procedures 2. Establish the budget process and timelines to ensure that the requirements of the regional agreement and District polices are met 3. Compile necessary statistical and financial data for the budget including preparation of annual enrollment and utility projections 4. Assist the Leadership Team, Advisory Council, and Program Directors in evaluating budget requests 5. Prepare revenue projections, summarize budget requests, analyze trends and publish the budget for presentation 6. Assist the School Committee and Superintendent in marketing and presenting the budget

MRSD FY2015-16

102

February 7, 2015

7. Responsible for maintaining adequate budgetary controls to insure that funds are spent as approved by the School Committee and that adequate controls and accounting procedures are maintained Accounting 1. Review and post all transactions to the general ledger 2. Establish and maintain revenue and expenditure accounts for all funds 3. Initiate and post all budgetary and adjusting journal entries 4. Maintain a general journal for both budgetary and adjusting journal entries 5. Reconcile cash, appropriations and fund balances (i.e. special revenue, capital projects, etc.) with the appropriate personnel monthly 6. Verify that all other asset and liability accounts are properly stated 7. Monitor and reconcile all accounts monthly: a. Review account detail to ensure all expenditures charged to each account are appropriate. Document and post all adjustments needed to maintain the integrity of the accounts b. Review account detail to ensure that all revenue posted to each account is appropriate. Document and post all adjustments needed to maintain the integrity of the accounts c. Review and reconcile all liability accounts d. Execute all properly authorized line item transfers (bi-weekly) Purchasing 1. Chief Procurement Officer for the District 2. Write/develop all District invitations to bid (ITB's) and Requests for Proposals (RFP's) 3. Define, negotiate, interpret and enforce contract documents 4. Establishes procedures to ensure compliance with state laws and District policies. 5. Conduct workshops to ensure District administrators and others understand said procedures, laws and policies 6. Manage the procurement card (P-card) program 7. Approve all purchase orders and vouchers Personnel, Payroll and Benefits Administration 1. Recruit, supervise and evaluate all business office staff and staff identified in this document 2. Prepare job postings, advertisements, work performance standards, screening tests, and other paperwork for business office staff 3. Negotiate contracts for health insurance, dental insurance, life insurance, disability insurance, unemployment insurance and workers compensation insurance 4. Prepare cost analysis and impact reports on proposals during negotiations 5. Participate in staff orientation process for staff 6. Administer all contracts entered into by the District in conjunction with the Superintendent 7. Review, approve, and monitor all staffing changes prior to payroll processing to ensure funding, accounts, and documentation conform to policy and law 8. Review and approval all warrants prior to submission to the school committee 9. Ensure compliance with all state, federal and local regulations and policies associated with payroll and benefits (FLSA, FLMA, COBRA, HIPPA, etc.) 10. Oversee payroll and benefit administration for both active employees and retirees on behalf for the District MRSD FY2015-16

103

February 7, 2015

General Administration 1. Act as an advisor to the Superintendent, District Administrators, and School Committee on all business and/or financial issues 2. Recommend appropriate School Committee policies in the areas of assigned responsibility 3. Provide guidance to administrators with regard to fiscal management, budget controls, personnel management, purchasing, etc. 4. Regularly confers with building principals and other administrators regarding problems/solutions related to District operations 5. Work with the community Finance Committees and other Town Business Officials on budget and other financial issues Insurance 1. Manage and administer all District insurance programs 2. Examine and approve insurance contracts for property, auto, liability, school accident, health, dental, life and other insurance programs 3. Establish and monitor a system to process and record claims under the property, liability, workers' compensation unemployment compensation coverage's 4. Work with property, liability and group insurance agents and consultants regarding coverage and premium costs 5. Maintain a current register of coverage and periodically audit coverage against inventories, appraisals, liabilities and replacement costs 6. Develop a risk management program based on evaluation of exposures utilizing loss control reports and insurance claims 7. Monitor and evaluate the self-insurance fund for worker's compensation risk 8. Chair the Insurance Advisory Committee in accordance with MGL Chapter 32B Food Service Administration 1. Provides program oversight to ensure that the food service program is in conformance with the District's agreement with the food service contractor and that all the requirements of the school nutrition program are adhered to 2. Work with contractor to resolve program review and audit findings 3. Review and approve all prices for all meals served (e.g., pricing for reimbursable meals, a la carte food services and adult meals, as applicable). 4. Administer the free and reduced lunch program 5. Establishment of an Advisory Board-establish and maintain an advisory board comprised of parents, teachers and students to assist in menu planning Other 1. Assist in developing and implementing a long range strategic plan for the District 2. Oversee the administration of the transportation contract 3. Develop and maintain an electronic Operations Manual in the digital learning environment that includes appropriate procedures, practices and forms relating to District operation 4. Actively participate in local, regional and state associations of school business officials and other appropriate organizations 5. Maintain Budget and Finance website 6. Other duties as assigned by the Superintendent     MRSD FY2015-16

  104

February 7, 2015

POSITION TITLE: Assistant to the School Business Administrator SUPERVISOR:

School Business Administrator (SBA)

WORK HOURS:

Full time year round, 40 hours per week

QUALIFICATIONS: Associates degree in Business or related area, Bachelors preferred At least two years of municipal experience, central office preferred Massachusetts Certified Public Purchasing Officer preferred Experience with computerized accounting systems, Excel, Word, and other productivity software Excellent oral and written communication skills Strong organizational skills, ability to multi-task and detail oriented Ability to handle complaints, answer questions and resolve disputes in a professional courteous manner OBJECTIVE: To assist the School Business Administrator in providing a well organized, efficient office that coordinates the District's resources such that principals, teachers, students and the community are able to receive the maximum educational benefits in a safe, clean and pleasant environment within the mandates of the policies and regulations of all governing agencies. DESCRIPTION OF DUTIES: Procurement 1. 2. 3. 4.

Prepare documents, advertisements, and tabulate results for procurements Gather data and summarize District goods and services needs Assist SBA with preparation of specifications and soliciting of quotes Keep SBA informed when contractor is in violation of contract. i.e. charging price other than as agreed, not delivering merchandise within the specified time period, etc. 5. Prepare contract documents and ensures that all other support and reference documents are obtained and attached to the contract, and organized in the file at all times 6. Maintain vendor lists for bids 7. Disseminate bid documents and receive bids to/from interested vendors 8. Maintain records related to vendor and product performance 9. Maintain proper documentation as required by Chapter 30B and other local, state and federal regulations 10. Disseminate contract/vendor list to those authorized to purchase when contracts are awarded 11. Liaison between vendors and school District as it relates to bidding and contract award Purchase Orders (PO), Vouchers & Warrants 1. Validate compliance with Chapter 30B, validates vendor, validates proper account codes, and verifies account balances prior to submitting PO’s for SBA approval 2. Maintain a file system and encumber funds pending receipt of invoice and acknowledgement of receipt of goods by purchaser 3. Maintain online vendor file MRSD FY2015-16

105

February 7, 2015

4. Prepare and balance schedules of bills payable (warrants) for accounts payable 5. Reconcile P-Card statements monthly, report issues of concern to the SBA, and process undisputed items on warrant for payment 6. Reconcile Foods Service disbursements to budget and contract monthly and prepare warrant for payment 7. Prints checks for treasurer’s signature 8. Prepares 1099's annually 9. Liaison between vendor and school District as it relates to contract price adherence, invoice reconciliation, purchase order issuance and payments Business Support 1. Post all receipts and reconcile general ledger funds and accounts to cash book maintained by the assistant treasurer monthly 2. Ensure all athletic and co-curricular scholarship applications include all required documentation prior to the submission deadline 3. Prepare and mail athletic and co-curricular scholarship letters and process registrations for those approved 4. Maintain schedules and other documents related to athletic and co-curricular scholarships 5. Maintain computerized fixed asset inventory 6. Assist with budget development by entering data as well as preparing schedules, tables, and charts as needed 7. Process claims, forms, and reports for the Food Service program. 8. Process and obtain the appropriate signatures on the agreement to participate in the NSLP, the SBP, and the SMP, including the District’s free and reduced price policy statement and the Claim for Reimbursement 9. Maintain records and process claims for property damage and loss with insurance carrier General Administrative Requirements 1. 2. 3. 4. 5. 6. 7. 8. 9.

Maintain confidential records for SBA Prepare, file and disseminate all correspondence for the SBA Schedule appointments for the SBA Open SBA mail and respond to inquiries when possible Ensure that Central Office equipment is in good repair and coordinate service when necessary Ensure all Central Office staff can satisfactorily operate office equipment Prepare purchase orders for the SBA Prepare various schedules and gathers data for budget development, EOY reporting, etc. Other tasks as requested by SBA  

MRSD FY2015-16

106

February 7, 2015

 

POSITION TITLE: Business Office Assistant SUPERVISOR:

School Business Administrator

HOURS/WORK YEAR:

Part time, year round (12 hours per week)

QUALIFICATIONS: Strong organizational skills, ability to multi-task, and detail oriented Experience with computerized accounting systems and productivity software (Excel, Word, and Outlook) Demonstrated oral and written communication skills Bookkeeping experience preferred Ability to handle complaints, answer questions, and resolve disputes in a professional, courteous manner. A. Business Operations a. Files and disseminates purchase orders to all parties once all signatures have been obtained b. Maintains a file system for purchase orders pending receipt of invoices and acknowledgement of receipt of goods/services by purchaser c. Prepares paperwork required to process warrants, matching invoices, POs and receipt confirmation d. Prepares and mails checks with remittance documents e. Works with vendors to resolve issues and answer questions regarding purchase orders, contract price adherence, invoice reconciliation, purchase order issuance, and payments f. Assists central office staff with year-end closing, fiscal year start-up, school year opening, and school year closing tasks g. Maintains business office files h. Transports deposits prepared by the treasurers’ office to the bank i. Performs other tasks as requested  

MRSD FY2015-16

107

February 7, 2015

Masconomet Regional High School

School Profile 2014–2015

Learning is Life

The Masconomet High School community believes that learning enables us all to achieve ambitious personal goals, develop fine minds, and build strong character. Therefore, we foster the acquisition of attitudes, skills and knowledge necessary for life-long learners to think critically in order to participate in a global society.

The Community

Masconomet Regional School district serves the towns of Boxford, Middleton and Topsfield, known informally as the Tri-Town area. Located 25 miles north of Boston, the three towns are considered “bedroom” communities with most of the adult population working in and around Boston. The open spaces and scenic area in this formerly agricultural region continue to attract those successful in business or in professional careers.

Masconomet Regional High School • Four year public high school

ADMINISTRATION

Superintendent: Kevin Lyons, Ed.D. Principal: Laurie Hodgdon, Ed.D. Assistant Principals: Peter K. Delani (grades 9-10) Katherine E. DiNardo (grades 11-12) Director of Pupil Personnel Services: Patricia Bullard, M.Ed. GUIDANCE PERSONNEL

Director of Guidance: Irene C. Duros, Ed.D. ext.6181 [email protected]

Counselors: April Cochran, ext. 6184 [email protected] Julie DeMatteis, ext. 6182 [email protected] Constance Mosher, ext. 6183 [email protected] Michael Novello, ext. 6187 [email protected] Carleen Thurlow, ext. 6184 [email protected] Robin Wildman, ext. 6186 [email protected] Adm. Asst./College Visit Coordinator: Karen Simi, ext. 6177 [email protected] Registrar: Victoria Aguilar, ext. 6188 [email protected]

Students are assigned to counselors alphabetically. All counselors have students in each grade.

• Accredited by NEASC • Total enrollment as of September 2014: 1323 Class of 2015: 324 Class of 2016: 363 Class of 2017: 334 Class of 2018: 302

Graduation Requirements

Post-Secondary Plans • Class size of 2014: 345

• Four & Two Year Colleges: 93% • Post-graduate/other schooling: 1.2% • Employment: 0.6% • Military: 0.9 % • Other: 4.3%

110 credits are required to graduate. Full year courses grant 5 credits; Semester courses grant 2.5 credits. Students must take the following: Required Subjects: English Mathematics Science (lab) Social Studies Foreign Language Physical Education Comprehensive Health Community Service

4 years 3 years 3 years 3 years 2 years

Credits: 20 15 15 15 10 4 2.5 40 hours

The remainder of the 110 credits may be taken in elective areas. Students must successfully complete

required state MCAS exams in English, mathematics and science to obtain a high school diploma.

Acceptances 2014 (partial list) American University Bates College Bentley University Boston College Boston University Brown University Bryant University Carnegie Mellon University Colby College College of the Holy Cross Cornell University Dartmouth College Emmanuel College George Washington Univ. Georgia Institute of Tech.

James Madison University Mass. College of Art & Design M.I.T. Middlebury College New York University North Shore Community College Northeastern University Northwestern University University of Notre Dame Quinnipiac University Rochester Inst. of Technology Saint Lawrence University Salem State University Smith College Syracuse University

Tufts University University of Connecticut University of Massachusetts University of Michigan University of New Hampshire University of Rhode Island University of Vermont University of Toronto University of California- Los Angeles US Coast Guard Academy Washington University – St. Louis Wentworth Inst. of Technology Wesleyan University Williams College Worcester Polytechnic Institute

Masconomet Regional High School, Serving Boxford, Middleton and Topsfield 20 Endicott Road, Boxford, Massachusetts 01921 Telephone: 978-887-2323 www.masconomet.org

Extracurricular Activities

Athletics: Masconomet teams had a highly successful 2013-14 school year. Masconomet won the prestigious Division I Boston Globe Dalton Award for overall excellence in athletics for the second year in a row. Fifteen varsity teams earned league championships in the following sports: field hockey, girls’ cross country, boys’ soccer, cheerleading, girls’ basketball, boys’ ice hockey, swimming, baseball, softball, boys’ & girls’ track & field, boys’ and girls’ lacrosse, and boys’ & girls’ tennis. Masconomet’s varsity teams won state championships in baseball and boys’ soccer! Masconomet students earned allscholastics designation in field hockey, boys’ & girls’ soccer, golf, swimming, baseball, and girls’ lacrosse. Additionally, a Masconomet student earned a D2 EMass title in the javelin. Each year Masconomet fields 59 teams across 27 sports.

Arts: The Masconomet Art Department has gained a national reputation for outstanding achievement through the accomplishments of its students and faculty. We take pride in our solid program, which not only emphasizes the making of art and solving complex visual programs, but also encourages the ability to discuss art. The art program is open to all students of varying levels of ability and experience. We have a four-year sequential program culminating in AP Studio Art in addition to a varied elective program offering over 20 selections exploring new and emerging media. For the past seven years, Masconomet students have been awarded the greatest number of prizes in the Boston Globe Scholastic Art Awards program of any school in the state. In 2014, students received 46 Gold Keys, 35 Silver Keys and 49 Honorable Mentions for individual and portfolio entries, including two Best in Show awards and six National Silver Medals.

Student graphite drawing selected as an American Visions Award

Average SAT I 2014: (319 students) Critical Reading Math Writing

Masco

Massachusetts

National

Masco

Massachusetts

National

(seniors only)

557 589 562

Average ACT: (121 students) Composite

25.4

516 531 509

24.3

497 513 487

21.0

Advanced Placement 2014

Masconomet Regional High School offers 17 College Board Advanced Placement courses. Courses noted with an * are offered alternate years. Masconomet offers open enrollment in all AP courses and we do not limit the number of AP courses a student can take. In 2014, 276 students took 568 exams; 86% scored a 3 or higher. Score of 5: 159 (28%) Score of 4: 187 (33%) Score of 3: 140(25%)

Exam:

Art History* Art Studio (2D) English Literature Calculus AB Calculus BC Statistics US History Psychology English Language Human Geography Biology Chemistry

total # of students taking exam

# of students receiving a 5:

# of students receiving a 4:

# of students receiving a 3:

43 63 15 17 1 58

11 14 5 5 1 10

12 24 2 8 0 24

15 11 5 4 0 20

0 29 36 58 17 53 45 45 0 35 26 20

Physics C (Mechanics) Environmental Science Computer Science A French Japanese Spanish

Grading Scale A+ = A= A- = B+ = B= B-= C+ = C= C- = D+ = D= D- = F= N=

97-100 93-96 90-92 87-89 83-86 80-82 77-79 73-76 70-72 67-69 63-66 60-62 50-59 Audit

0 16 7 6 12 8 15 21 0 8 9 11

College-Prep 2

4.3 4.0 3.7 3.3 3.0 2.7 2.3 2.0 1.7 1.3 1.0 0.7 0.0

0 11 13 12 3 14 23 15 0 9 9 7

College Prep

4.8 4.5 4.2 3.8 3.5 3.2 2.8 2.5 2.2 1.8 1.5 1.2 0.0

0 2 12 17 1 22 4 6 0 9 6 2

Honors/AP

5.3 5.0 4.7 4.3 4.0 3.7 3.3 3.0 2.7 2.3 2.0 1.7 0.0

Extracurricular Activities

Class of 2014 Grade Point Average Distribution

Highest GPA in the class based upon eight semesters: 5.165

Grading Policies

Number of Students

• The Grade Point Average (GPA) and class rank are calculated each semester in grades 9-12 for all courses except Physical Education and courses taken Pass/Fail. The GPA is calculated on a 5.3 scale. • Failing grades are included on the transcript and incorporated into the GPA, even when the course is repeated or taken in summer school. • Students have the option to release their class rank. • An Honor Academic Diploma is awarded to students whose GPA is 4.500 or higher; a High Honor Graduate is a student whose GPA is 4.700 or higher. • Students who have a GPA of 4.300 and higher are invited to apply for induction into the National Honor Society in the fall of their junior year. • P/F: students can opt to take a course Pass/Fail if it is not a graduation requirement. These courses are not incorporated into the GPA.

Special Course Descriptions:

Music: The Masconomet Music Department offers many programs in vocal and instrumental music as well as music theory and song writing. Masconomet is host to the Heritage Music Festival, in which schools from across the US and Canada perform as part of the Boston Festival Experience. In April 2013, the Masconomet High School Band and Chorus traveled to Barcelona, Spain where they performed eight performances in addition to visiting many historical and cultural sites. The department is planning a trip to Disney during the spring semester of 2015. In the winter of 2014, 14 students participated in the Senior District Music Festival and 3 students participated in the All State Music Festival.

Students rehearse for “A Chorus Line”

SENIOR INTERN PROGRAM: The Senior Intern Program is available to qualified seniors during fourth quarter of the senior year. Usually, over 90% of the senior class will participate. Students are encouraged to find an internship in a field of their choice, while others choose to design an independent research project. Recent internship placements include the Massachusetts State House, the Boston Common Magazine, Lahey Clinic, Genzyme Biotech Company, Massachusetts Audubon Society and the North Shore Navigators. English and elective credits are earned to satisfy the graduation requirements. Students write a paper based on their experiences and share their experience through an oral presentation. STUDENT VOLUNTEER INTERN PROGRAM (SVIP): is designed to allow students to gain valuable work experience and interpersonal skills while serving the Masconomet community. Students contract with a faculty member and assist with a variety of tasks, including lab setup and office activities.

EMERGENCY MEDICAL TECHNICIAN EMT-B (taught at the honors level): EMT-B is a yearlong elective course for students interested in developing the skills and medical knowledge needed by EMTs. Upon successful completion of the 120 hour course, students are prepared to take the Massachusetts State and National Registry of Emergency Medical Technicians Exams for both the state and national EMT-B certifications. During the class, students complete five hours of field experience on an ambulance.

MEDIA YEARBOOK: During the school year, students enrolled in Media Yearbook complete the publication of the school yearbook. Admittance into this course is contingent upon a personal interview, and approval of, the yearbook teacher. The class is limited to 20 students in Grades 11 and 12. Students work in the areas of writing, designing (utilizing both Yeartech/Page Maker and other software programs), and photography. Students are also appointed by the teacher to fulfill staff positions, including Editorial positions.

MEDIA COMMUNICATION I & II: In these full year electives, students cover both print and broadcast journalism, including in the areas of news writing, video editing, and media literacy. Students are responsible for producing all aspects of our Morning Update program, aired live in all homerooms each day. Students also write for the “Chieftain Chronicle” – a weekly section in the Tri-Town Transcript, the community’s local newspaper.

Clubs: Masconomet offers numerous exciting opportunities for our students. Students are encouraged to create their own opportunities as well. In fact, some of our most successful clubs have been those founded and supported by student involvement. In 2013-14, Masconomet offered over 25 official clubs including WBMT (student run radio station), Best Buddies, Exit 51 Literary Magazine, Environmental Club and Robotics. Masconomet also offers a unique Peer Leading program, which matches upperclassmen with small groups of incoming freshmen who they work with throughout the year as freshmen transition to high school.

The majority of Masconomet students participate in multiple extracurricular activities. There is a fee to participate in each club or sport.

Masconomet Highlights

Career Discovery_____________________________________________________

One of the final activities at Masconomet is the Senior Internship program. In May of 2014, over 300 seniors showcased their projects to the community at the Senior Internship Program Exhibition Fair. The Senior Internship Program is a six-week program designed to give seniors the opportunity for personalized and authentic learning experiences. Students completed a myriad of projects and interned in a variety of places including law firms, the State House, bakeries, local businesses, and hospitals. In the spring of 2014, juniors participated in Masconomet’s annual Engineering Day. This day is designed to alert juniors to the many career paths available to students who pursue post-secondary engineering studies. This year included representatives from GE, Analog Devices, MIT, and UMass Amherst. Freshman geometry students complete an Architecture Project where they are required to design a house while using the many geometric principles they have learned throughout the year. The winners from each class showcase their projects at the annual Architecture Fair in May.

photo: Architecture Fair, May 2014

Service to Others_____________________________________________________

Masconomet students are committed to service. Although Masconomet requires all students to complete 40 hours of community service before graduating, the majority of students significantly exceed this amount. The culture of service starts freshman year when all students participate in Masco in Motion, a fundraising walk. This year’s walk raised $35,000 for the Cystic Fibrosis Foundation. This year, the junior and senior members of the National Honor Society raised over $4300 for the following organizations: Lawrence Boys and Girls Club, Red Cross to aid in Philippines Relief, Doctors without Borders and Wounded Warrior Project. In addition, the chapter has been reaching out towards local communities and organizations.

Masco’s Habitat for Humanity Chapter worked on three different job sites. They helped convert a home into three condos, completed finish work on a single family home, and helped to frame a new house. It’s always a rewarding experience helping to revitalize neighborhoods and spend time with people who are willing to give up their time to help others. In total, the Class of 2014 volunteered more than 30,000 hours throughout their four years at Masconomet.

photo: Habitat for Humanity works on converting single family home into a condo.

Beyond the Classroom

Throughout our numerous extracurricular activities, Masconomet students grow and learn, and most importantly, have fun as they explore their interests beyond the classroom. This year, a freshman student was selected to be 1 of 30 students to serve on the Alumni Leadership Council for Project 351, a statewide leadership program in which students work together towards positive change in their communities and in the state of Massachusetts. Our Environmental Club initiated a school wide Terracycling program to continue promoting their Masco motto of “Recycling, Reusing, Reducing, and Refusing.” The Masconomet Ultimate Frisbee team finished their season with a 30-3 record and won the Massachusetts State Tournament for the first time in program history! The team also won the Northeastern Regional tournament in Portland, Maine. Currently, Masco is ranked #19 of high school Ultimate Frisbee teams in the nation. Two junior students were selected to attend Massachusetts’ Student Government Day. They discussed and debated two bills that were brought to the House of Representatives. Both students were able to meet Representatives and Senators and to participate actively in the democratic process.

photo: Students participate in Massachusetts’ Student Government Day

Global Competency Diploma

Masconomet graduated its second group of Global Diploma students in June 2014. The Diploma emphasizes interdisciplinary course work in global ethics, economics, global travel, extended foreign language study, and global community service. Last year, students participated in a French immersion trip to Canada and foreign exchanges, including Spain and France. Other school sponsored international trips also include China, Italy, Greece, Vietnam, Cambodia, and Africa. Faculty continues to create engaging global learning opportunities to support the work of our Global Initiative. The Global Diploma is open and available to all students.

photo: Student graphite drawing awarded a National Silver Medal

Appendix D Donors & Grants The Masconomet Regional School District appreciates all of the time and effort put forth by staff members in soliciting and securing the various donations and grants, as well as the generosity of the donors of those funds. The list below represents funds received over the past twelve months.

Organization/Donor GE Star Awards /D. Kurtz Cell Signaling Grant MA Dept. of Public Health

Purpose

FY15

American Chemical Assoc./K. Rowett Masconomet Education Foundation Target- Take Charge of Eduation Rotary Foundation Masco Alumni Assoc. MS STEM Grant/Justin Chang

Any Science/Technology Educational purpose Science Department Supplies Essential School Health Service GrantProf. Dev. & Health Office Equipment Any Science/Technology Educational purpose 2015 Teacher Grants MS/HS Supplies Dr. Jos. Caroll/Educational use/Not Scholarships MASCO Sign Middle School Science

Chas. Stewart Mott Foundation

Ultimate Frisbee - Student Activity Club

500.00 2,500.00 3,000.00 550.00 6,236.70 258.46 1,000.00 2,500.00 300.00 10,000.00

TOTAL

$26,845.16

Please Note: The Masconomet Education Foundation’s FY15 fundraising objectives for FY15 focus on generating significant funding for a pathway to a STEM Diploma.

Thank You!

MRSD FY 2015-16

112

February 9, 2015

Appendix E Fee History & Schedule The School Committee approved the following changes to the fee schedule for FY16. HS Co-Curricular Activities American Sign Language club has run as a pilot for more than three years. In FY16, this club will be recognized as part of our official High School Co-curricular club offerings. The fee to participate in this club has been established at $65 with a minimum participation requirement of 10 students. MS Co-Curricular Activities The School Committee also voted to change the title of Future Problem Solvers (previously known as Destination Imagination) in the Middle School to STEM (Science, Technology, Engineering & Math Club), maintaining the minimum participation of 10 and the fee of $100. Athletic Fees The district uses several parameters in setting or adjusting athletic fees. Overall, the user fee represents approximately 60% of the actual cost. If the costs associated with a program increase, the Fiscal Management Subcommittee monitors the program to identify trends and if necessary recommends changes to fees to stay within target ranges. There are four fee ranges associated with the sport per athlete cost as follows: Cost Range

Fee

$350-$550

$250

$551-$800

$400

$801-$1100

$550

$1101+

$950

After the review by the Financial Management Subcommittee, the School Committee voted to raise the fee for Cheerleading in FY16: this is due to the addition of a 2nd coach and a choreographer. The fee will increase from $250 to $400

MRSD FY 2015-16

113

February 9, 2015

Appendix E Fee History & Schedule - Continued Event/Program Parking

FY11 $100

FY12 $100

FY13 $100

FY14 $100

FY15 $100

FY16 $100

per year

$50

$50

$50

$50

$50

$50

per course per course

$300 $125

$300 $125

$300 $125

$300 $125

$385 $125

$385 $125

$225 $375 $25 $86 $5 $1

$225 $375 $26 $87 $5 $1

$250 $400 $27 $88 $7 $2 $15

$250 $400 $28 $88 $7 $2 $15

N/A N/A N/A $90 $7 $2 $15

N/A N/A N/A $90 $7 $2 $15

per meal per meal

varies varies

varies varies

varies varies

varies varies

varies varies

varies varies

Facility Fees for Tri-town non-profit groups* Auditorium per hour Field house per hour Gymnasium per hour Cafeteria Dining Room per hour Classroom per hour Computer Lab per hour Roberts Field per hour All other Fields per hour

FY11 $70 $50 $35 $45 $35 $45 N/A N/A

FY12 $70 $50 $35 $45 $35 $45 N/A N/A

FY13 $70 $50 $35 $45 $35 $45 N/A $70

FY14 $70 $50 $35 $45 $35 $45 N/A $70

FY15 $70 $50 $35 $45 $35 $45 N/A $70

FY16 $70 $50 $35 $45 $35 $45 N/A $70

Facility Fees for all other groups* Auditorium Field house Gymnasium Cafeteria Dining Room Classroom Computer Lab Roberts Field All other Fields

per hour per hour per hour per hour per hour per hour per hour per hour

$230 $250 $125 $100 $75 $100 N/A N/A

$230 $250 $125 $100 $75 $100 N/A N/A

$230 $250 $125 $100 $75 $100 N/A $85

$230 $250 $125 $100 $75 $100 N/A $86

$230 $250 $125 $100 $75 $100 N/A $87

$230 $250 $125 $100 $75 $100 N/A $87

Facility Fees for Technicians* Multi Purpose Facility Technicians Computer Technician Auditorium Technician

per hour per hour per hour

$35 $30-62 $31

$35 $30-62 $31

$35 $30-62 $31

$35 $30-62 $31

$35 $30-63 $31

$35 $30-63 $31

Music/Tutoring Lesson Registration Fee Summer School Math Summer Camp

Measure annual

SAT Prep Critical reading and writing or Math per course Critical reading and writing and Math both courses PSAT per test AP Testing per test Transcript Fee - Mailed per request Transcript Fee - Picked up per request Transcript Fee - Portfolio per request Meal prices Student Adult

*The rates do not include set-up and breakdown charges.

MRSD FY 2015-16

114

February 9, 2015

Appendix E Fee History & Schedule - Continued Athletics Cross Country Track Cheerleading Soccer Field Hockey Football Golf Volleyball Indoor Track Swim Team Basketball Gymnastics Ski Team* Wrestling Ice Hockey Track & Field Baseball Lacrosse Tennis Softball

FY11

FY12

FY13

FY14

FY15

FY16

$250 $250 $400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $400 $650 $250 $400 $250 $400 $400

$250 $250 $400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $400 $650 $250 $400 $250 $400 $400

$250 $250 $400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $400 $650 $250 $400 $250 $400 $400

$250 $250 $400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $400 $650 $250 $400 $250 $400 $400

$250 $250 $400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $550 $950 $250 $400 $400 $400 $400

$250 $400

$65

$65

$65

$200 $65 $65 $65

$200 $65 $65 $65

$200 $65 $65 $65

$65 $65 $200 $65 $65 $65

$100 $100 $100 $65 $100 $65 $100 $100

$100 $100 $100 $65 $100 $65 $100 $100

$100 $100 $100 $65 $100 $65 $100 $100

$65 $100 $100 $100 $65 $100 $65 $100 $100

$65 $65 $200 $65 $65 $65 $65 $65 $100 $100 $100 $65 $100 $65 $100 $100

$65 $65 $200 $65 $65 $65 $65 $65 $100 $100 $100 $65 $100 $65 $100 $100

$65 $65 $65

$65 $65 $65

$65 $65 $65

$65 $65 $65 $65

$65 $65 $65 $65

$65 $65 $65 $65 $100

$65

$65

$65

$65

$65

$65

$400 $400 $550 $400 $550 $250 $400 $550 $550 $250 $550 $950 $250 $400 $400 $400 $400

HS Co-Curricular Activities American Sign Language Best Buddies Chinese Drama Environmental Exit 51 - Literary Magazine French Future Bus.Leaders of America Global Inititiative Vol. (GIV) Habitat for Humanity Math Team Model UN* Photography Science Team Spanish Ultimate Frisbee WBMT

$65

MS Co-Curricular Fees Drama Musical Masco Excels Math Team

Newspaper STEM ** Yearbook

*Additional costs for lift tickets (Ski Team)/ travel (Model UN) beyond the registration fee will be charged. ** Previously; Future Problem Solvers, and before that; Destination Imagination

MRSD FY 2015-16

115

February 9, 2015

Appendix F Account Descriptions

!

SALARIES Administrative Salaries paid to certified individuals who have responsibility for managing and supervising the resources and providing the leadership and direction to the organization. The following positions are included in this category: Superintendent, Chief Financial Officer, Principals, Assistant Principals, Directors, and Department Heads. Administrative Support Staff Salaries paid to non-certified individuals who provide support to the administrative team responsible for organizational oversight. Professional Salaries paid to certified professionals responsible for implementing programs and providing direct services to students. The following positions are included in this category: Teachers, Librarians, Nurses, Guidance Counselors, Adjustment Counselors, Social Workers, and Psychologists. Tutors & Aides Tutors and Aides provide classroom related instructional support to teachers and other professional staff. Facility Support Staff Salaries paid to individuals who secure and maintain the buildings and grounds. These positions include Multi-Purpose Facility Technicians, a Facility Support Assistant, and student summer help. Cafeteria Staff Salaries paid by Whitson’s Culinary Group, to individuals who are non-supervisory and work in the Food Service Program. These positions include all Cooks, Bakers, Cashiers, Floaters, and all other meal preparation staff. Stipends Allotment of money paid to employees who oversee activities outside of their regular job requirements; i.e. coaching, mentoring, club advisors, etc.

MRSD FY 2015-16

116

February 9, 2015

Appendix F Account Descriptions - Continued

✏

OPERATIONS

General Operating Consumable Supplies Supplies costing less than $5,000, with a useful life of less than one year. These items include paper, pencils, pens, crayons, staples, toner and developer, masters, computer supplies, etc. Durable Goods Items with a useful life of more than one year. These items include computers, audiovisual equipment, microscopes, musical instruments, desks, chairs, office furniture, stoves, washing machines, custodial equipment, etc. Consultants & Other Service Providers Any expense(s) for services rendered from an individual who is not an employee of the District or for services rendered from a company, including music accompanists, athletic training services, school physician, presenters, consultants, cleaning company, food service management company, etc. Maintenance, Rentals & Fees Contracts for services to repair equipment such as computers, copiers, musical instruments, and microscopes, as well as contracts for fire alarm service, and clock repair and servicing. It also includes entry fees and the rental of space, property, or equipment. Fees associated with warranties for servers and switching equipment, telecommunications equipment support contracts, and services such as real-time anti-spam, anti-virus updates, and the District’s connection to the Internet. Textbooks and Related Material Textbooks, workbooks, and materials (including accessories, such as CD-ROMs, videos, etc., provided as an integrated package, and printed manuals) used to support direct instructional activities. Other Published Material Books, software and other materials, excluding textbooks, for use in school libraries or classrooms (paperbacks, trade books, periodicals, reference materials, etc.)

MRSD FY 2015-16

117

February 9, 2015

Appendix F Account Descriptions - Continued Other District Operating Accounts Tuition Costs associated with students whose needs require attendance in private special needs schools. Collaboratives Costs associated with special needs students placed in collaborative schools. Transportation Costs associated with transporting special needs students to and from schools other than Masconomet. Testing Costs associated with the testing services and testing materials necessary to assess students. School Choice, Charter & Other Tuition State assessment charges related to School Choice and Charter schools. 504 Plan State mandate to provide access to programs and services offered by the District to those students, staff, and general public who meet certain criteria. Tuition Reimbursement Component of Chapter 70 State Aid provided to a municipality for public education. If a district was a "sending" district under school choice in the prior fiscal year (FY), the district generally receives school choice aid in an amount equal to any increase in its prior year estimated gross school choice liability, when compared to the previous year. Legal Settlements Costs resulting from any legal settlements entered into by the District. Legal Services Costs of general and labor counsel. Staff Development Memberships and training offered by associations and resources related to government and education.

MRSD FY 2015-16

118

February 9, 2015

Appendix F Account Descriptions - Continued Printing Costs associated with the printing of letterhead, envelopes, checks, and District forms. Postage Mailing costs for all business correspondence and newsletters. Auditing Costs associated with the annual audits of the District’s financial statements, the Pupil and Financial report submitted to the state, and the student activity funds. Banking & Other Fees Annual banking fees related to our bonds as well as any returned check fees. Advertising Costs associated with newspaper ads for employment. Also ads for bids and proposals for supplies & services that are required by MGL. Fixed Assets Any capital equipment valued at over $10,000 with a life of over 5 years. Property & Liability Insurance All Insurance policies for the School Committee, buildings and content, land, and District vehicles. Workers Comp Employee Workers Compensation Insurance Unemployment Unemployment insurance Active & Retired Employee Benefits The District’s share of health insurance, dental insurance and Medex. Retirement Contributions Essex County Retirement Assessment, the District’s 403b contribution, and FICA Medicare taxes. Regular Ed Transportation Masconomet’s share of the bus contract for regular and late bus runs to transport students to and from the three towns. Contract is entered into with Tri-Town School Union.

MRSD FY 2015-16

119

February 9, 2015

Appendix F Account Descriptions - Continued Telephones Contracts for District land lines, cell phones and beepers, as well as voice mail and substitute caller phone service to the District. Uniform Allowance Costs of MPFT Uniforms per contract Landscaping Costs associated with the maintenance of areas surrounding the school buildings, athletic fields, including seeding, fertilizing, aerating, parts for lawn equipment, and all costs associated with field lining. Snow Removal Costs associated with sanding, salting, ice melt, and stakes, as well as overtime for staff. Vehicle O & M Costs including fuel, repairs and maintenance of District owned vehicles and landscaping equipment. Engineers/Architects (See Consultants & Other Service Providers) Engineering for mechanical systems. Janitorial Contract Costs of the cleaning contract for the schools and Central office. Electrical Repairs and maintenance contract for electrical systems, including elevators, fire alarm system, parking lot lights, and generator repairs. Repair of Buildings Any miscellaneous repairs that do not fall into the other categories, such as door and window repairs, painting, floor repairs, etc. HVAC Repairs and maintenance contracts for heating, ventilating, air conditioning and control systems in the buildings, as well as any belts, air filters, and parts for Univents. Plumbing Testing and preventive maintenance contracts for both plumbing and sprinkler systems in the buildings, and any repairs and supplies.

MRSD FY 2015-16

120

February 9, 2015

Appendix F Account Descriptions - Continued Hazardous Removal Costs associated with testing and pumping chemical storage tanks in the science and art departments, as well as grease traps in the kitchen. Security Costs for testing and preventive maintenance contract for the alarm system, as well as repairs, software upgrades, and polling. Trash Removal Contracted amount for regularly scheduled emptying of trash and recycling dumpsters, as well as any additional dumpsters for projects. Utilities Costs for supply and delivery of heat and electricity, and water for the District buildings and irrigation of the athletic fields.

MRSD FY 2015-16

121

February 9, 2015