Manchester Public Schools - Board of Education Approved Budget 2022-2023
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Manchester
Public Schools
Board of Education
Approved
Budget
2022-2023
Mission
Manchester Public Schools will engage all students in the
highest quality 21st century education preschool through
graduation. Through an active partnership with students,
school personnel, families and community, the Manchester
Public Schools will create safe, inclusive schools where equity is
the norm and excellence is the goal. All students will be
prepared to be lifelong learners and contributing members of
society.
Mission of Manchester Public Schools
Equity
Equity is achieved when student outcomes are not predicated by
gender, race, ethnicity, first language, sexual orientation, class, or
special needs and where all students reach a level of efficacy and
competence that supports a rewarding and productive life. This
requires elimination of the inequities that contribute to
disproportionate learning and achievement by students of certain
social groups while ensuring students are prepared for a productive
and meaningful life.
Connecticut Center for School Change
Student Profile Manchester Public Schools is a diverse and inclusive community serving 6220 students: • 8.2% of students identify as Asian • 24.8% of students identify as Black • 31.4% of students identify as Hispanic or Latino • 2.4% of students identify as two or more races • 32.5% of students identify as White • 17% of students have disabilities • 7.9% are English Learners • Over 60 different languages are spoken • 55.3% of students eligible for SNAP benefits
Goals
All students will:
• Achieve mastery in literacy and numeracy as articulated in the Common Core.
• Demonstrate the skills and competencies required for success in learning and work beyond
school.
• Demonstrate personal responsibility, character, cultural understanding, and ethical behavior.
District and building level faculty and staff will:
• Develop capacity through reflection, professional learning opportunities including coaching,
job embedded professional development, and participation in workshops, and support from
school leaders and colleagues over time.
• Build relationships based on trust through listening, welcoming, respecting individual
differences, and allowing for shared decision making with parents, families, and other
stakeholders.
Blueprint: 2021-2024
Respond
The following activities are critical as we respond to the pandemic:
● Center all decisions on equity and race and ensure appropriate time and space for regular reflection on race
and equity throughout the year
● Ensure parents, students, and staff continue to work as partners to support learning at various locations and
provide any needed support or materials related to that learning to parents and families
● Continue to adjust learning models as needed while supporting students and staff with necessary materials,
technology, and human resources
● Ensure physical and mental health needs of students and families are prioritized by providing necessary
supports including food and nutrition, social work and counseling services, and family outreach
● Monitor the health and wellness of MPS staff and support staff self care by providing resources and time
● Support vaccine distribution in a manner determined by Connecticut Department of Public Health and local
health department
● Plan for potential spring / summer learning experiences designed to re-acclimate students to schools
academically, socially, and emotionally
Recover
The following activities will be critical as we recover from the pandemic:
● Continue to emphasize community building, healing, social emotional learning, improved mental and
physical health, and time to pause and reflect regularly
● Implement technology to support learning but identify how that is happening (is it helping with access to
information, organization and efficiency or is it transforming learning) and be realistic about our
expectations
● Clearly indicate what is meant by mastery and identify how we will assess / know skills & concepts have
been learned / mastered
● Clearly define what quality feedback will look like, how it is provided, and its purpose is to enhance learning
not judge performance
● Determine what is essential to learn and what can be pared from learning experience using clear criteria
which prepares students for the future without overwhelming them
● Collaborate with families to ensure students are able to access necessary in person academic and social /
emotional programming as often as possible
● Continue efforts to ensure student identities, experiences, insights, and understandings are centered in all
learning opportunities
Reimagine
The following activities will be critical as we reimagine schools coming out of the pandemic:
● Allow for flexibility of time and pacing as well as student voice, choice, and ownership, depending on
student needs, learning styles, and interests to remove the limits of one-size-fits-all schooling
● Connect work across content areas - as often as possible wherever possible - and to learner’s lives, our
community, or the world
● Ensure curricular experiences related to social justice and service learning are available to and expected of
all learners
● Ensure students have an opportunity to reflect on their work in order to ensure deep understanding of what
they have learned, their strengths, and areas for growth
● Ensure all learners - especially our youngest learners (K-2) and those still learning to read - have
foundational skills in reading and writing and math (transitional classes/programs)
● Nurture curiosity, passion, and skills of students to be lifelong learners who feel ownership of their
education
● Actively engage in conversations and actions necessary to move forward racial equity work of the district
● Expand how we as a district define, measure, report, and celebrate progress
The Future of Learning
Today we are not just looking for problem solvers. We are looking for problem-finders, people
with diverse interests — art, literature, science, anthropology — who can identify things that
people want before people even know they want them.
In the future, postsecondary education will be a hybrid ecosystem of company platforms, colleges
and local schools, whose goal will be to create the opportunity for lifelong radical reskilling.
Radical reskilling means I can take a front-desk hotel clerk and turn him into a cybersecurity
technician. I can take an airline counter agent and turn her into a data consultant.
Today, companies like Infosys, IBM or AT&T are all creating cutting-edge in-house universities —
Infosys is building a 100-acre campus in Indianapolis designed to provide their employees and
customers not just-in-case learning’ — material you might or might not need to master the job at
hand — but just-in-time learning,’ offering the precise skills needed for the latest task.
Ravi Kumar, President, InfosysStrengths Based Student Profile • Strengths and Evidence • Knowledge of Self • Belonging • Self-efficacy • Openness to New Learning • Growth mindset • Contributions to Community • Cultural / Global Competence
Strengths Based Student Profile
Budget Priorities
● Ensure wages allow for adequate staffing at all schools that ensures:
■ additional individual and small group intervention and acceleration needed as a result of lost
learning time
■ flexible times and spaces to support intervention and acceleration within and outside the
traditional school day
■ support for students who are struggling socially, emotionally and / or behaviorally
● Support resources needed to prioritize curriculum standards in preparation for 2022-23
● Ensure necessary instructional resources and materials, including appropriate technology are in place to
support teaching and learning equitably across the district
● Support the health and wellness of all Manchester Public Schools faculty, staff, students, and families
● Ensure necessary resources are available to support strategic recruitment and retention of candidates
representative of student demographics of Manchester Public Schools
● Provide resources to continue race and equity work through professional learning, reflective practice,
and curriculum developmentSummary of Recent Budgets Year 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Amount $109,147,246 $110,897,460 $111,730,227 $113,406,180 $116,531,237 $117,774,174 $117,774,174 Percent 2.5% 1.6% .75% 1.5% 2.8% 1.1% 0% Increase
Important Factors
• Economic Impact of Pandemic
• Staffing shortage
• Rising Wages
• Supply Chain Issues
• Inflation
• Alliance / ECS Funding - 10 year phase-in should result in an additional
$1,500,000 (CT Finance Project)
• ESSER 2 Federal Relief Package - $6,888,207
• ESSER 3 Federal Relief Package - $15,480,800
• Savings from 2020-21
• COVID-19 related Factors
• Local Property ReevaluationEducation Funding in Connecticut
• Alliance District program was established in 2012 when Governor Malloy signed Public
Act 12-116, An Act Concerning Educational Reform, into law.
• A central part of our effort to improve public education is to make sure that districts that
need the most help are getting the extra support they need, and that's exactly what the
Alliance District programs does. With this additional funding, districts are doing
everything from focusing on early literacy to adding full-day kindergarten. It's a huge
step forward, one that is led at local level to the benefit of every child in that district.
(Governor Malloy)
New Funding Formula
Year 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22
Manchester $1,343,579 $2,592,535 $3,857,041 $4,245,648 $3,821,324 $3,821,324 $4,317,896 $5,936,857 $7,632,378 $9,133,576Education Funding in Connecticut
Alliance districts are predominantly situated in the Connecticut communities in
need of support as reflected by nearly all economic indicators including: per
capita income; adjusted equalized net grand list per capita; equalized mill rate;
per capita aid to children receiving Temporary Family Assistance program
benefits; and unemployment rate
Alliance districts are serving 42% of Connecticut’s children (220,894) including:
○ 65% of Connecticut’s 224,000 low-income students (145,600)
○ 76% of CT’s 40,000 English Learners (EL) students (30,000)
○ 63% of CT’s 252,653 Students of Color (159,170)Education Funding in Manchester Year Estimate Town ECS Estimate MPS ECS Alliance Increase 2019 30,619,100 $4,317,896 2020 30,619,100 $5,936,857 $1,618,961 2021 30,619,100 $7,632,367 $1,695,510 2022 30,619,100 $9,133,576 $1,501,209 2023 30,619,100 $10,634,785 $1,501,209 2024 30,619,100 $12,135,994 $1,501,209 2025 30,619,100 $13,637,203 $1,501,209 2026 30,619,100 $15,138,412 $1,501,209 2027 30,619,100 $16,639,621 $1,501,209 2028 30,619,100 $18,140,830 $1,501,209
Education Funding in Manchester
Year Estimate Town ECS Estimate MPS ECS Alliance Increase Federal Funds
2019 30,619,100 $4,317,896
2020 30,619,100 $5,936,857 $1,618,961
2021 30,619,100 $7,632,367 $1,695,510 $1,540,381
2022 30,619,100 $9,133,576 $1,501,209 $6,888,207
2023 30,619,100 $10,634,785 $1,501,209 $5,156,644
2024 30,619,100 $12,135,994 $1,501,209 $5,156,644
2025 30,619,100 $13,637,203 $1,501,209 $5,156,644*
2026 30,619,100 $15,138,412 $1,501,209
2027 30,619,100 $16,639,621 $1,501,209
2028 30,619,100 $18,140,830 $1,501,209
* ARP ESSER Funds must be obligated by September 30, 2024Board of Directors
Update on ESSER 2 / ARP ESSER
September, 2021COVID RELIEF AMOUNTS ● Coronavirus Relief $ 855,575 ● ESSER $ 1,540,381 ● ESSER 2 $ 6,888,207 ● ARP / ESSER 3 $15,480,800
Safe Return to In-Person Instruction and Continuity of Services Plan
LEAs are required to publish a plan for the safe return to in-person instruction and continuity of services that includes the extent to
which the LEA has adopted policies and a description of any such policies on each of the following (section 2001(i)(1) of ARP):
Health and safety strategies:
● universal and correct wearing of masks;
● physical distancing (e.g., use of cohorts/podding, handwashing and respiratory etiquette);
● cleaning and maintaining healthy facilities, including improving ventilation;
● contact tracing in combination with isolation and quarantine, in collaboration with the State, local, territorial, and/or Tribal
health departments;
● diagnostic and screening testing;
● efforts to provide vaccinations to educators, other staff, and students, if eligible;
● appropriate accommodations for children with disabilities with respect to health and safety policies, as well as coordination
with state and local health officialsSafe Return to In-Person Instruction and Continuity of Services Plan Maintenance of Effort and Maintenance of Equity Both requirements are intended to help ensure that States and LEAs do not use ARP ESSER funds to reduce State and local financial support for education, which would have the effect of mitigating or even eliminating the purpose of the ARP ESSER program, which is to provide the extra, supplemental funding needed to maintain teaching and learning during and after the pandemic, safely reopen schools and maintain operations for full-time, in-person instruction as soon as possible, and address the effects of lost instructional time on students’ social, emotional, mental health, and academic needs.
Safe Return to In-Person Instruction and Continuity of Services Plan
● Manchester Public Schools involved a variety of stakeholders in the development of our Respond - Recover -
Reimagine Safe Return to In-Person Instruction and Continuity of Services Plan 21-22
● Survey data from students, parents, families, and staff (survey given May, 2021) was utilized to drive inital list of
potential strategies. Information from the survey and draft strategies were shared with members of the Board of
Education at their regular June meeting where development of the Respond - Recover - Reimagine Plan was on the
public agenda. Both Board members and members of the public gave input verbally and through electronic means
(email, social media etc.).
● The plan was discussed with community members of the Board of Education's Diversity, Equity, and Inclusion
Subcommittee.
● Our Office of Family Engagement organized a parent focus group where the Superintendent collaborated with
parents, including those who have previously participated in parent leadership programs, shared input on the
Respond - Recover - Reimagine Safe Return to In-Person Instruction and Continuity of Services Plan 21-22.
● Across multiple sessions, central office and building administrators, including pupil services administrators, school
health coordinator, and Covid-19 Liason had input on the development of the plan.
● Finally, local community based mental health providers were instrumental in developing the strategies and plans for
addressing mental health.ESSER 2 / ARP ESSER 3 AMOUNTS
● Addressing learning loss among students, including low-income students, children with disabilities, English learners,
racial and ethnic minorities, students experiencing homelessness, and children and youth in foster care, of the local
educational agency, including by: (A)Administering and using high-quality assessments that are valid and reliable, to
accurately assess students' academic progress and assist educators in meeting students' academic needs, including
through differentiating instruction; (B) Implementing evidence-based activities to meet the comprehensive needs of
students; (C) Providing information and assistance to parents and families on how they can effectively support
students, including in a distance learning environment; (D) Tracking student attendance and improving student
engagement in distance education; (E) Tracking student academic progress with evaluating and comparing to
pre-pandemic grades and progress to identify students that experienced learning loss.
● Coordination of preparedness and response efforts of local educational agencies with State, local, Tribal, and
territorial public health departments, and other relevant agencies, to improve coordinated responses among such
entities to prevent, prepare for, and respond to coronavirus.
● Providing principals and others school leaders with the resources necessary to address the needs of their individual
schools.ESSER 2 / ARP ESSER 3 AMOUNTS
● Activities to address the unique needs of low-income children or students, children with disabilities, English learners,
racial and ethnic minorities, students experiencing homelessness, and foster care youth, including how outreach and
service delivery will meet the needs of each population.
● Training and professional development for staff of the local educational agency on sanitation and minimizing the
spread of infectious diseases.
● Purchasing educational technology (including hardware, software, and connectivity) for students who are served by
the local educational agency that aids in regular and substantive educational interaction between students and their
classroom instructors, including low-income students and children with disabilities, which may include assistive
technology or adaptive equipment.
● Providing mental health services and supports, including through the implementation of evidence-based full-service
community schools.
● Planning and implementing activities related to summer learning and supplemental afterschool programs, including
providing classroom instruction or online learning during the summer months and addressing the needs of
low-income students, children with disabilities, English learners, migrant students, students experiencing
homelessness, and children in foster care.ESSER 2 / ARP ESSER 3 AMOUNTS
● Inspection, testing, maintenance, repair, replacement, and upgrade projects to improve the indoor air quality
in school facilities, including mechanical and non-mechanical heating, ventilation, and air conditioning
systems; filtering, purification and other air cleaning; fans, control systems, and window and door repair and
replacement.
● Developing strategies and implementing public health protocols including, to the greatest extent practicable,
policies in line with guidance from the CDC for the reopening and operation of school facilities to effectively
maintain the health and safety of students, educators, and other staff.
● Other activities that are necessary to maintain the operation of and continuity of services in local educational
agencies and continuing to employ existing staff of the local educational agency.
● Administrative Costs - necessary and reasonableEnsure all students have access to rigorous programming and targeted supports that inspire and accelerate learning ● Summer Programming ● Additional Teachers to support smaller class sizes ● Additional Tutors to support student learning needs ● Extended Learning Opportunities (MHS) ● Administrative Support for Curriculum Development
Budget
● Staffing for Summer Programming $ 1,000,000
● Transportation for Summer Programming $ 250,000
● Directors of Teaching and Learning 5 - 12 (2) $ 276,000
● Chief Performance Officer $ 150,000
● Additional Teachers (20) $ 1,500,000
● Tutors (10) $ 300,000
$ 3,476,000
$10,428,000Empower parents and guardians with the tools needed to support their children's academic endeavors, including those skills necessary to support technology use in the home A new approach is needed to address chronic absence. While we will continue to encourage students to attend school in person, we believe a much more flexible approach is necessary. That approach will include expanded opportunities for remote learning along with individual and small group in-person tutoring. As part of this work we will build parent / guardian capacity to support learning in the home. In addition to those academic supports, we are proposing an expansion of our family resource center staff to better and more frequently support our families. This idea comes from the case manager model that we have successfully implemented at Manchester Adult Education.
Budget
● Student Engagement Specialists $ 600,000
● Student Advocates $ 350,000
● Tutoring $ 150,000
● Supplies and Materials $ 150,000
$ 1,250,000
$ 3,750,000Prioritize the physical, emotional, and social well-being of all students, families, and school staff ● There is an unprecedented level of stress on both students and staff members which must be addressed, both through social and emotional support and also through continued emphasis on public health safety measures. One focus area should be on additional behavioral and mental health services delivered in-person or via remote/ telehealth access and social and emotional support mechanisms, so that these supports are available even for individuals who may have limited in-person access.
Budget
● CHR Case Managers $ 150,000
● CHR Therapists (on site) $ 450,000
● School Social Workers $ 200,000
● Special Education Supervisor $ 135,000
● Staff Wellness Support $ 100,000
$ 1,035,000
$ 3,105,000Maintain and upgrade access to technology and connectivity
while strengthening remote pedagogy for the long term
● MPS was previously 1:1 for students in grades 5 - 12. As a result of the pandemic, we are
now 1:1 for all students in grades PK - 12, adding 5 grade levels to our device replacement
cycle. At grades PK, K and 1, we are using ipads which are more expensive than
chromebooks. In addition, laptops were donated for all high school students. We did not
provide updated devices to all MPS staff last year and, as a result, will need to provide
new and higher quality devices to support remote instruction along with the increased
use of technology to support learning. Finally, we have invested in a significant number of
programs to support remote learning which we would like to continue to use as we know
how to use technology to transform learning.Budget
● Technology Integration Specialists $ 150,000
● STEM Teachers $ 225,000
● Additional Technology Support $ 85,000
● Devices $ 500,000
● PPE and Cleaning Supplies $ 150,000
$ 1,110,000
$ 3,330,000Staffing
Position School Position School
2.0 STEM Bennet 1.0 Preschool Teacher Keeney
1.0 STEAM / Computers Bennet 1.0 Grade 1 Teacher Keeney
1.0 Humanities Bennet 1.0 Grade 2 Teacher Keeney
1.0 Physical Education Teacher Buckley 1.0 Grade 4 Teacher Keeney
1.0 TESOL Teacher District-wide 1.0 Math Teacher MHS
2.0 ELA/Reading Teacher Illing 1.0 Spanish Teacher MHS
1.0 Science Teacher Illing 1.0 Special Education Teacher MHS
1.0 Technology Teacher Illing 1.0 Math Teacher MMA
1.0 Special Education Teacher Illing 1.0 Preschool Teacher MPC
2.0 Physical Education Teacher Illing 1.0 Kindergarten Teacher MartinESSER to Maintain
Total Narrative Description DIP Area Move to Alliance
$300,000 5.0 FTE @ $30,000 = $300,000 Academics $150,000
Tutors to support acceleration at the secondary level
$165,000 3.0 FTE @ $55,000 = $165,000 Academics $165,000
STEAM teachers - Middle School
$280,000 2.0 FTE @ 140,000 Academics $280,000
Director of STEAM - Grade 5 - 12 / Director of Humanities 5 - 12
$1,250,000 Estimated cost for staffing / transport of 21-22 MPS PK-12 Summer Programming Academics $1,000,000
$600,000 12.0 FTE @ $50,000 = $600,000 Culture and Climate $600,000
Student Engagement Specialists
$678,207 Contracted Services for Mental Health Supports Culture and Climate $500,000
$390,000 6.0 FTE @ $50,000 = $390,000 Culture and Climate $390,000
Behavior Technicians
$1,000,000 600 @ $400 = $250,000 Devices for students in grades 5 - 8 Operations $250,000
$180,000 2.0 FTE @ $90,000 = $180,000 Operations $180,000
Systems Analysts / Information Tech Positions to support use of devices and instructional technology
$130,000 2.0 FTE @ 65,000 = $130,000 Operations $130,000
Elementary Technology Integration Specialists
$85,000 1.0 FTE @ $85000 Operations $85,000
Purchasing Agent
$760,000 Approximate cost of insurance for staff included in grant $400,000
$400,000
$4,130,000Summary of Recent Budgets Year 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Amount $109,147,246 $110,897,460 $111,730,227 $113,406,180 $116,531,237 $117,774,174 $117,774,174 Percent 2.5% 1.6% .75% 1.5% 2.8% 1.1% 0% Increase
Supplement vs. Supplant Supplement means to build upon or add to; Supplant means to replace or take the place of. Federal law prohibits recipients of federal funds from replacing local funds with federal funds.
Minimum Budget Requirement (MBR)
• Connecticut’s MBR prohibits a municipality from budgeting less for education than it did the previous
year, unless it meets specific exceptions. Towns whose local public school districts are Alliance
Districts are not permitted to reduce educational expenditures and are not eligible for any of the
MBR exceptions.
• The MBR was implemented to prevent towns from reducing their local spending on education and
using state aid for education as a replacement for local funds, as well as to prevent towns from using
state funds targeted for education for other purposes.Minimum Budget Requirement (MBR)
• If a town fails to meet its MBR, the state can withhold the town’s Education Cost Sharing (ECS) funds
in the amount of two times the difference between the town’s MBR and what the town actually
budgeted for education.About the Budget Objects- Object codes represent the categories (i.e. certified salaries, professional development, instructional supplies, vehicles, etc.) we use to build a budget. Locations- Locations are places where teaching and learning and related activities take place (schools, central office, magnet schools (tuition)) Programs- Programs are essentially departments (ie. Language Arts, Math, Family and Consumer Science, Music etc.)
Summary of 2022-23 Budget Requests
ADOPTED 2021-22 BUDGET 117,774,174.00
PROPOSED 2022-23 BUDGET 121,489,162.93
PROPOSED BUDGET INCREASE 3,714,988.93
PROPOSED PERCENT INCREASE 3.15%Key Cost Drivers
● Intervention and Acceleration
○ Certified Salaries (Contractual Obligations)
○ Non-Certified Salaries (Contractual Obligations)
○ Health Insurance
● Out of District Placements / Magnets
○ Special Education Tuition and Related Services
● Transportation
● Avoid Funding Cliff5100 - Salaries OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 BOE Rec Diff Percent 5110 CERTIFIED ADMINISTRATORS 5,057,824.00 5,070,768.73 5,109,154.64 51,330.64 1.00% 5111 CERTIFIED SALARIES 41,729,412.00 41,521,844.50 42,975,109.06 1,245,697.06 2.90% 5112 NON-CERTIFIED SALARIES 12,683,704.00 12,687,270.87 13,131,325.35 447,621.35 3.41% 5115 HOURLY EMPLOYEES 2,700,000.00 2,831,953.76 2,931,072.14 231,072.14 7.88% 5117 TUTORS 554,574.00 566,594.80 586,425.62 31,851.62 5.43% 5118 PARAPROFESSIONALS 4,232,588.00 4,253,834.25 4,402,718.45 170,130.45 3.86% 5120 HALL MONITORS 226,034.00 247,821.09 256,494.83 30,460.83 11.88% 5122 BUILDING SUBSTITUTES 285,000.00 285,000.00 293,550.00 8,550.00 2.91% 5124 CERT. DEGREE CHANGES 0.00 0.00 100,000.00 0 0.00% 5130 OVERTIME 300,000.00 388,900.57 300,000.00 0.00 0.00% 5100 TOTAL 67,769,136.00 67,853,988.57 70,085,850.09 2,216,714.09 3.27%
5200 - Benefits OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5210 LIFE INSURANCE 127,143.00 124,652.42 133,156.00 6,013.00 4.52% 5220 SOCIAL SECURITY 2,321,913.00 2,321,912.63 2,376,160.00 54,247.00 2.28% 5230 TOWN PENSION 2,090,198.00 0.00 2,048,999.00 -41,199.00 -2.01% 5235 DEFINED CONTRIBUTION 685,213.00 387,631.35 752,301.00 67,088.00 8.92% 5240 TUITION REIMBURSEMENT 165,000.00 103,409.84 100,000.00 -65,000.00 -65.00% 5250 UNEMPLOYMENT COMP. 60,000.00 60,000.00 30,000.00 -30,000.00 -100.00% 5270 HEALTH & MAJ. MED. 16,561,532.00 16,530,991.27 17,249,912.00 688,380.00 3.99% 5280 MAN. SELF INS. PROG. MSIP 1,490,589.00 1,490,589.00 1,528,163.00 37,574.00 2.46% 5290 CERTIFIED-ACCUM. SICK 100,000.00 23,851.13 100,000.00 0.00 0.00% 5291 NON-CERT. ACCUM. SICK 100,000.00 21,083.06 100,000.00 0.00 0.00% 5292 CERTIFIED LONGEVITY 24,700.00 20,814.30 21,550.00 -3,150.00 -14.62% 5293 NON-CERT. LONGEVITY 35,100.00 28,532.78 32,400.00 -2,700.00 -8.33% 5200 TOTAL 23,761,388.00 21,113,467.78 24,472,641.00 711,253.00 2.99%
5300 - Purchased Professional Services OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5320 CONSULTANTS 160,000.00 40,432.70 60,000.00 -100,000.00 -166.67% 5330 PROFESSIONAL DEVELOPMENT 91,387.00 28,535.27 50,000.00 -41,387.00 -82.77% 5335 LEGAL FEES 220,000.00 388,000.00 250,000.00 30,000.00 12.00% 5340 OTHER PROFESSIONAL SERVIC 1,182,725.00 1,509,952.82 1,410,000.00 227,275.00 16.12% 5341 SPORTS OFFICIALS 56,715.00 53,207.00 55,069.25 -1,645.75 -2.99% 5342 SPED RELATED SERVICES 579,388.00 824,904.29 784,904.29 205,516.29 26.18% 5300 TOTAL 2,290,215.00 2,845,032.08 2,609,973.54 319,758.54 13.96%
5400 - Contracted Services OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5421 DISPOSAL SERVICES 141,000.00 140,000.00 140,000.00 -1,000.00 -0.71% 5430 CONTRACTED SERVICES 225,298.00 221,404.63 225,298.00 0.00 0.00% 5431 CONTRACTED REPAIRS 41,600.00 49,049.89 41,600.00 0.00 0.00% 5432 CONTRACTED SUBS 996,400.00 855,783.48 900,000.00 -96,400.00 -10.71% 5435 REPAIR OF EQUIPMENT 135,908.00 127,275.97 135,908.00 0.00 0.00% 5440 RENTALS 381,734.00 330,401.92 341,965.99 -39,768.01 -11.63% 5400 TOTAL 1,921,940.00 1,723,915.89 1,784,771.99 -137,168.01 -7.14%
5500 - Other Purchased Services OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5510 REGULAR TRANSPORTATION 2,855,857.00 2,773,487.62 2,995,366.63 139,509.63 4.66% 5511 SPECIAL TRANSPORTATION 2,685,751.00 2,931,856.89 3,166,405.44 480,654.44 15.18% 5512 TRANSPORTATION FIELD/ATHL 228,528.00 182,920.59 175,000.00 -53,528.00 -30.59% 5513 HOMELESS TRANSPORTATION 158,646.00 50,925.00 50,000.00 -108,646.00 -217.29% 5500 TOTAL 5,928,782.00 5,939,190.10 6,386,772.07 457,990.07 7.72%
5500 - Other Purchased Services OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5529 INTERSCHOLASTIC INSURANCE 29,500.00 27,218.00 28,170.63 -1,329.37 -4.72% 5530 TELEPHONE/COMMUN. 143,359.00 158,149.03 143,359.00 0.00 0.00% 5532 COMM RELATED EQUIP 15,232.00 7,994.94 15,232.00 0.00 0.00% 5535 LIBRARY DATA BASES 55,432.00 46,194.81 55,258.00 -174.00 -0.31% 5540 PRINTING/ADVERTISING 56,560.00 10,979.31 20,000.00 -36,560.00 -182.80% 5541 POSTAGE 40,256.00 30,411.47 40,000.00 -256.00 -0.64% 5561 TUITION-PUBLIC 3,602,113.00 4,110,116.18 4,010,116.18 408,003.18 10.17% 5563 TUITION-PRIVATE 2,366,948.00 2,840,471.76 2,710,471.76 343,523.76 12.67% 5564 INSTRUCTIONAL SERVICES 1,396,391.00 1,346,942.82 1,366,942.00 -29,449.00 -2.15% 5580 TRAVEL/LODGING 100,303.00 71,363.85 73,861.58 -26,441.42 -35.80% 5590 OTHER PURCHASED SERV 1,419,471.00 1,283,221.35 1,328,134.10 -91,336.90 -6.88% 5500 TOTAL 9,225,565.00 9,933,063.52 9,791,545.25 565,980.25 6.13%
Explanation of Objects Other Professional Services: Services other than educational services that support the operation of the school district (doctors, lawyers, therapists, audiologists, 1:1 paras) Special Education Related Services: Occupational therapy, speech, counseling, social work, psychology (billable)
Explanation of Objects Tuition - Public: Tuition paid for students to attend public magnet schools and outplacements operated by public school systems Tuition - Private: Tuition paid for students to attend private specialized schools in and out of state Instructional Services: Academic supports for students at placements (tutoring, resource etc.)
Special Education Totals Other Professional Services $ 1,410,000.00 Special Ed Related Services $ 784,904.29 Tuition - Public $ 4,010,116.18 Tuition - Private $ 2,710,471.76 Instructional Services $ 1,396,942.00 Total 2022-23 $ 10,312,434.20 Total 2021-22 $ 9,124,565.00 Change from 2021-22 $ 1,187,778.20
Students Out of District • Currently a total of 1262 Students in Magnet / Vo-Ag Schools • 604 students attend magnet or voag schools requiring Manchester to pay tuition Cost of tuition $ 3,205,223 (does not include special ed publics) • 400 students attend Hartford Public Magnets; Manchester does not pay tuition but is responsible for the cost of services • 168 Manchester students who attend Magnet / Vo-Ag schools receive special education / 504 services for which Manchester is responsible Cost of services $1,796,000
Summary of Magnet / Voag Enrollment
Year 15-16 16-17 17-18 18-19 19-20 20-21 21-22
# Magnet / 517 524 543 544 574 587 604
Voag
# Hartford 356 479 449 435 464 496 453*
Pub (no
tuition) * includes 53
Great PathSummary of Odyssey Enrollment • Currently a total of 237 students at Odyssey School; Manchester does not pay tuition • 22 Manchester students who attend Odyssey receive special education / services for which Manchester is responsible Cost of services $215,000
Summary Private Outplacements Year Number of Students Tuition + Related 2021-22 56** $3,762,791* 2020-21 54 $ 3,250,947 2019-20 61 $ 3,019,850 2018-19 62 $ 3,222,092 2017-18 48 $ 2,702,858 2016-17 53 $ 2,800,467 * Assumes $1,700,000 in Excess Cost Reimbursement ** Note: An additional 11 students are at public outplacements - tuition costs $1,217,871
Per Pupil Expenditure
• Net current expenditures (NCE) are calculated as defined in Connecticut General Statutes (C.G.S.)
Section 10-261(a)(3). NCE includes all current public elementary and secondary expenditures from all
sources, excluding reimbursable regular education transportation, tuition revenue, capital
expenditures for land, buildings and equipment, and debt service. The information for determining
NCE is provided from the Education Financial System (EFS).
• Per pupil expenditure is calculated by dividing the NCE by the average daily membership from the
October Public School Information System (PSIS) report.
Manchester
$18,023Special Education Excess Cost
• For Manchester residents, we are responsible for the first $81,123 (4.5 X $18,027)
per pupil expenditure from the previous year of the total cost including tuition,
support, and transportation.
• For Department of Children and Families (DCF) placements, we are responsible
for the first $18,027.025 of the total cost including tuition, support, and
transportation.
• After we exceed that cost, we are eligible for approximately 75% reimbursement.
Projected Reimbursement: $1,700,0005600 -Supplies OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5608 CAPITAL REPAIR 412,210.00 243,408.02 329,768.00 -82,442.00 -25.00% 5610 GENERAL SUP & MAT 307,776.00 291,834.78 307,776.00 0.00 0.00% 5611 INSTRUCTIONAL SUP & MAT 570,799.00 526,408.02 500,000.00 -70,799.00 -14.16% 5612 COMPUTER SUP & MAT 200,334.00 159,371.44 200,334.00 0.00 0.00% 5613 MAINTENANCE SUPPLIES 355,401.00 286,046.70 318,000.00 -37,401.00 -11.76% 5615 TESTING 54,630.00 34,282.07 40,000.00 -14,630.00 -36.58% 5616 ATHLETIC SUPPLIES 63,390.00 19,811.33 60,000.00 -3,390.00 -5.65% 5617 CUSTODIAL SUP & MAT 304,568.00 227,777.11 265,000.00 -39,568.00 -14.93% 5618 GROUNDS BEAUTIFICATION 27,434.00 31,277.97 25,000.00 -2,434.00 -9.74% 5600 TOTAL 2,296,542.00 1,820,217.44 2,045,878.00 -250,664.00 -10.91%
5600 - Utilities OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5621 HEAT ENERGY 541,787.00 541,787.00 565,000.00 23,213.00 4.11% 5622 ELECTRICITY 1,476,752.00 1,478,343.31 1,375,000.00 -101,752.00 -7.40% 5623 WATER 111,862.00 118,395.34 98,000.00 -13,862.00 -14.14% 5626 GASOLINE 308,423.00 232,253.57 280,000.00 -28,423.00 -10.15% 5600 TOTAL 2,438,824.00 2,370,779.22 2,318,000.00 -120,824.00 -4.95%
5600 - Supplies OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5641 TEXTBOOKS 25,162.00 5,657.28 20,000.00 -5,162.00 -25.81% 5642 LIBRARY BOOKS 77,368.00 52,305.18 77,368.00 0.00 0.00% 5643 PERIODICALS 17,370.00 3,708.63 17,370.00 0.00 0.00% 5650 MEDICAL SUPPLIES 50,413.00 16,577.86 52,000.00 1,587.00 3.05% 5651 SOFTWARE LIC/FEES 89,147.00 71,700.33 85,000.00 -4,147.00 -4.88% 5680 OFFICE SUPPLIES 184,794.00 87,725.19 184,794.00 0.00 0.00% 5600 TOTAL 444,254.00 237,674.47 436,532.00 -7,722.00 -1.74%
5700 / 5800 - Equipment / Dues & Fees OBJECT ACCOUNT DESCRIPTION 21-22 Revised 21-22 Actual 22-23 Supt Rec Diff Percent 5732 VEHICLES 150,000.00 125,237.24 150,000.00 0.00 0.00% 5734 COMPUTER EQUIP. 588,871.00 1,372,759.37 588,871.00 0.00 0.00% 5736 CAP PROJ 706,645.00 837,295.04 565,316.00 -141,329.00 -25.00% 5739 SECURITY UPGRADES 95,500.00 18,789.52 95,500.00 0.00 0.00% 5810 DUES/FEES 157,512.00 68,030.11 157,512.00 0.00 0.00% 5700/5800 TOTAL 1,698,528.00 2,422,111.28 1,557,199.00 -141,329.00 -8.32%
Key Cost Drivers
Intervention and Acceleration
Certified Salaries (Contractual Obligations) $1,350,000
Non-Certified Salaries (Contractual Obligations) $ 925,000
Health Insurance $ 700,000
Out of District Placements / Magnets
Special Education Tuition and Related Services $1,200,000
Transportation $ 475,000
$4,650,000
BOE Reductions $ 950,000
Net Increase $3,700,0002022-23 Budget Request Process Adopted 2021-22 Budget $117,774,174.00 Superintendent’s Recommended 2022-23 Budget $122,422,774.93 Proposed Budget Dollar Increase $ 4,648,600.93 Proposed Budget Percent Increase 3.95% Board of Education Approved 2022-23 Budget $121,489,162.93 Proposed Budget Dollar Increase $ 3,714,988.93 Proposed Budget Percent Increase 3.15%
Summary of 2022-23 Budget Requests
ADOPTED 2021-22 BUDGET 117,774,174.00
PROPOSED 2022-23 BUDGET 121,489,162.93
PROPOSED BUDGET INCREASE 3,714,988.93
PROPOSED PERCENT INCREASE 3.15%Supporting Docs
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