taconic and green regional school district...

TACONIC AND GREEN REGIONAL SCHOOL DISTRICT

2018

ANNUAL REPORT

Towns of Danby, Dorset, Landgrove, Londonderry, Manchester, Mt. Tabor, Peru, Sunderland, Weston

IMPORTANT DATES

Informational Meeting February 26, 2019 - 7pm

Manchester Elementary Middle School

Australian Ballot Vote March 5, 2019

See back page for voting locations

TABLE OF CONTENTS

1. Information Page Page 1

2. Warning -3

3. School Board Report Page 4-5

4. Frequently Used Terms Page 6-7

5. District Budget Frequently Asked Questions Page 8-12

6. Tax Rate Projections Page 13-14

7. Historical Tax Rates Page 15

8. School District Budget Page 16-32

9. FY18 Year End Summaries Page 33-39

10. Superintendent Report Page 40-41

11. Audit Report Page 41

12. Enrollment Report Page 42

13. BRSU Budget FAQs Page 43-45

14. BRSU General Budget Page 46-52

15. BRSU SPED Budget Page 53-61

16. BRSU Treasurer’s Report Page 62

17. Principal Reports Page 63-67

18. Goals & Norms Page 68

19. Letter from Burr & Burton Academy Page 69

20. Letter from Long Trail School Page 70

21. Minutes from February 27, 2018 Page 71-74

22. Notes Page 75-77

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Moderator Oliver Olsen

Clerk Rebecca Nawrath

Treasurer Tammy Heaton

Board Members Term Expires Georgeanne Bonifanti March 2019 (will be a 3-year seat effective March 2019) [email protected]

David Chandler, Clerk March 2019 (will be a 3-year seat effective March 2019) [email protected]

Joe Hoffman March 2019 (will be a 3-year seat effective March 2019) [email protected]

Jessica Stone-Watson March 2019 (will be a 3-year seat effective March 2019) [email protected]

Jeff Cleary March 2020 (will be a 3-year seat effective March 2020) [email protected]

Heidi French March 2020 (will be a 3-year seat effective March 2020) [email protected]

Herb Ogden, Chair March 2020 (will be a 3-year seat effective March 2020) [email protected]

Jay Ouellette March 2020 (will be a 3-year seat effective March 2020) [email protected]

Jim Salsgiver March 2020 (will be a 3-year seat effective March 2020) [email protected]

Richard Dale, Vice Chair March 2021 [email protected]

Mark Kaplan March 2021 [email protected]

Debra Lyneis March 2021 [email protected]

Lauralee Van Ommen Kloeke March 2021 [email protected]

Bennington-Rutland Supervisory Union 802.362.2452

Superintendent of Schools Jacquelyne Wilson [email protected]

Assistant Superintendent Randi Kulis [email protected]

Business Manager Sue Wilborn [email protected]

Director of Teaching & Learning Skyler LaBombard [email protected]

Currier Memorial School (PK-6) 802.293.5191

Principal Carolyn Parillo [email protected]

Sunderland Elementary School (K-6) 802.375.6100

Principal Jennifer Turner [email protected]

Flood Brook School (K-8) 802.824.6811

Principal Neal McIntyre [email protected]

Assistant Principal Beth Ann Drinker [email protected]

Manchester Elementary Middle School (PK-8) 802.362.1597

Co-Principals Debra Fishwick and Betsy Memoe [email protected] / [email protected]

The Dorset School (K-8) 802.362.2606

Principal Rosanna Moran [email protected]

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WARNING

The legal voters of the Taconic and Green Regional School District, consisting of the towns of Danby, Dorset, Landgrove, Londonderry, Manchester, Mt. Tabor, Peru, Sunderland and Weston, are hereby notified and warned to meet in the gymnasium of the Manchester Elementary Middle School in Manchester Center, Vermont on Tuesday, February 26, 2019 at 7:00 PM to consider and act upon the following articles and to discuss the articles to be voted upon by Australian Ballot. To be acted upon on Tuesday, February 26, 2019:

Article 1: To elect a Moderator to serve from July 1, 2019 to June 30, 2020.

Article 2: To elect a School District Clerk to serve from July 1, 2019 to June 30, 2020.

Article 3: To elect a School District Treasurer to serve from July 1, 2019 to June 30, 2020.

Article 4: To fix the salaries of the School District Officers for the 2019-2020 school year.

Article 5: To determine the date and time on which the 2020 Annual Meeting of the Taconic and Green Regional School District shall be held, and where such meeting shall be held.

Article 6: To hear and act upon the reports of the School District directors and officers.

Article 7: To discuss articles to be voted upon by Australian ballot.

Article 8: To transact any other business which may legally come before this meeting.

To be voted by Australian Ballot on Tuesday, March 5, 2019:

Article 9: Shall the voters authorize the School Board to borrow money by issuance of notes not in excess of anticipated revenue for the fiscal year July 1, 2019 to June 30, 2020?

Article 10: Shall the voters approve payment of the announced tuition rate of Burr and Burton Academy in the amount of $17,490 for the 2019-2020 school year for resident pupils in grades 9 through 12 who attend any approved Vermont independent school?

Article 11: Shall the voters of the school district approve the school board to expend $32,178,698, which is the amount the school board has determined to be necessary for the ensuing fiscal year? It is estimated that this proposed budget, if approved, will result in education spending of $17,151 per equalized pupil. This projected spending per equalized pupil is 2.7% higher than spending for the current year.

Article 12: Shall the voters appropriate the sum of $263,327 for the Building and Grounds Reserve Fund?

Article 13: Shall the voters authorize the School Board to establish a Bus Reserve Fund?

Article 14: Shall the voters appropriate the sum of $125,000 for the Bus Reserve Fund?

Article 15: Shall the voters authorize the School Board to establish a Technology Equipment Reserve Fund?

Article 16: Shall the voters appropriate the sum of $40,000 for the Technology Equipment Reserve Fund?

Article 17: To elect four (4) Directors from any of the four (4) largest towns (Danby, Dorset, Londonderry, Manchester) for three (3) year terms expiring in March 2022.

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WARNING (continued)

For the purpose of voting by Australian ballot:

Voters of the Town of Danby will vote at the Danby Town Clerk’s Office at 130 Brook Road. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM.

Voters of the Town of Dorset will vote at the Dorset School at 130 School Drive. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM.

Voters of the Town of Landgrove will vote at the Landgrove Town Hall at 88 Landgrove Road. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM.

Voters of the Town of Londonderry will vote at the Londonderry Town Hall at 139 Middletown Road, South Londonderry. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM.

Voters of the Town of Manchester will vote at the Manchester Town Hall at 6039 Main Street. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM.

Voters of the Town of Mt. Tabor will vote at the Mt. Tabor Town Clerk’s Office at 522 Brooklyn Road. The Polls will open on Tuesday, March 5, 2019 at 10:00 AM and close at 7:00 PM.

Voters of the Town of Peru will vote at the Peru Town Office at 402 Main Street. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM.

Voters of the Town of Sunderland will vote at the Sunderland Municipal Office at 104 Mountain View Road. The Polls will open on Tuesday, March 5, 2019 at 10:00 AM and close at 7:00 PM.

Voters of the Town of Weston will vote at the Weston Town Office at 12 Lawrence Hill Road. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM.

The legal voters of Taconic and Green Regional School District are further notified that voter qualification and registration relative to said meeting shall be as provided in Section 706(u) of Title 16, and Chapters 43, 51 and 55 of Title 17, Vermont Statutes Annotated.

Dated this 8th day of January 2019. On behalf of the Taconic and Green Regional School District Board of School Directors: Herbert Ogden, Chair Received for the record and recorded this 15th day of January 2019 by: Rebecca Nawrath, Clerk of the District

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SCHOOL BOARD REPORT January 2019 This is the second annual report by the thirteen-member school board for Danby, Dorset, Landgrove, Londonderry, Manchester, Mount Tabor, Peru, Sunderland, and Weston. The merger of the Danby, Dorset, Manchester, Mount Tabor, Sunderland, and Union District 23 (Mt. Tabor and Danby) School Districts and the Mountain Towns Regional Education District (Landgrove, Londonderry, Peru and Weston) passed overwhelmingly on the March 2017 Town Meeting Day ballot. The new Taconic and Green Regional School District became responsible for running all the district's schools in July 2018. These are the Currier Memorial School, The Dorset School, the Flood Brook School, the Manchester Elementary Middle School, and the Sunderland Elementary School. The chief goal in forming the new district was to give our students greater educational opportunities by combining the resources of all five schools and all nine towns. The committee that put together the merger felt that the longer we had seven separate school boards and five schools operating independently of each other, the harder it would be to use our tax dollars well, especially in a time of falling enrollment. We feel we are achieving our chief goal by applying district-wide policies that tell our administrators what we want them to achieve and allowing them to rearrange the way funds are used to give each child in the district the best education that is financially possible. The Taconic and Green board is responsible for presenting the new district's proposed budget. The accompanying budget presented on pages 16-32 shows how the proposed budget compares with the old districts' combined budgets, and with our budget and our anticipated spending and revenue for the first year of operation. There are savings in some areas and increased spending in others. Aside from the inclusion of salary increases, one reason for slightly higher spending in some areas is our effort to equalize program resources amongst our five schools. For example, in the area of enrichment, we tried to raise all schools up to the same level rather than bring all schools down to the same level. Pages 13-14 show how the proposed budget will affect each town's tax rate. Please note that, by merging fairly promptly, the new district reaped the benefits of a tax advantage (which will lessen over the next several years) and a 5% limit on changes in tax rates. Please note also that the tax rate in each town is adjusted on account of its Common Level of Appraisal. This adjustment increases the rate in towns that have under-appraised residents' property and decreases the rate in towns that have over-appraised. Finally, because budgets must be prepared before the legislature sets the property tax yield, the projected rates are subject to change. Of course, the many citizens of the Taconic and Green District who benefit from income sensitivity will not pay the stated rates on their homestead property. Developing a budget was only one of the tasks for the new Taconic and Green District. We had to approve our Board Goals and Operating Norms before starting to operate schools in July. While many policies are required by the state and can simply use the words of a statute or regulation, others can differ widely from district to district. We also had to carry our decisions made in 2017. The following was in our 2017 report, but it's worth repeating one more year:

After much debate, the Board decided to expand the scope of 7th and 8th grade In-District Choice to include all students of Taconic and Green. As a first step, all students from Danby, Mt. Tabor and Sunderland are assigned to the Manchester Middle School, all students from the Mountain Towns (Landgrove, Londonderry, Peru and Weston) are assigned to the Flood Brook School, all students from Dorset are assigned to The Dorset School, and all students from Manchester are assigned to Manchester Elementary Middle School. But all incoming 7th and 8th grade students in the District can choose to attend a middle school different from their assigned school. If any of the middle schools are over-enrolled, a lottery will be established for the students who chose to attend a non-assigned school. Students who are then selected by the lottery will go to the school of their choice. Students not selected by the lottery will attend their originally assigned school. Here are two examples: Incoming 7th grade students from Danby are first assigned to Manchester. If that is their first choice, they will attend Manchester Middle School. But each may choose The Dorset School or Flood Brook instead. Let’s assume the choice is Flood Brook. If Flood Brook has capacity, the student goes to Flood Brook. If, however, Flood Brook is over-enrolled, the Danby student will be placed into a lottery with all non-Flood Brook 7th and 8th Graders who want to attend Flood Brook. Those Danby students who are selected by the lottery will attend Flood Brook. If not selected, they will attend Manchester, their originally assigned school. The same procedure applies to Dorset students who want to attend Flood Brook for 7th and 8th grade. If there is room, they get in. If not, they enter a lottery to determine if they go to Flood Brook or remain in Dorset.

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SCHOOL BOARD REPORT (continued)

The In-District Choice program for the 2019-20 school year will start with communication in February to families newly eligible for choice. The communication will include forms and complete instructions. Students electing to choose a school different from their assigned school must return the form by March 15, 2019. Final decisions on assignments will be made by the end of April. Last year, we also had to decide what amount per student to pay for grades 9 through 12. Some of our old districts paid a set amount for students to go pretty much wherever their families wanted. Others paid only one or two independent schools more than the state public high school amount. We decided to pay all Vermont independent schools the same tuition that Burr & Burton Academy charges. We must pay all other high schools the state average amount. Please note that 34.6% of our budget funds the grade 9 through 12 programs at Burr & Burton and elsewhere, all in schools that we do not operate. On an annual basis voters approve the rate that will be paid to independent schools if that rate is over the state union average. It is has been the practice of our voters to approve this higher rate. The district-wide March Town Meeting Day ballot will show at least one candidate for the Taconic and Green Board. Joe Hoffman, one of the original 13 members elected in March 2017 for a term until March 2019, is not standing for re-election. We thank him for his good service. In electing a replacement, please note that each board member represents all district residents, not just the people who reside in the town where the candidate lives. There's a crucial difference between being “the representative of Sunderland” and “the representative from Sunderland.” None of us represent only our home town. All 13 members are elected by the voters in the whole district. Regardless of which town a retiring board member resides in, the member's replacement is elected by all the voters in the whole new district, not just by the voters in the town where the candidate resides. Representation rules in the new district are different from residency rules. The difference is complicated in our new district but let me try to explain: From among the legal voters in each of the nine towns in the district, one or more candidates will be on the ballot when a present board member ends a term of office. All voters in the district, not just the voters in the town where the candidate resides, will elect at least one person from each of the nine towns. That accounts for nine of the thirteen seats. From among all the legal voters in the four largest towns (Danby, Dorset, Londonderry and Manchester) combined, four additional seats are filled. All voters in the district, not just the voters in the town where the candidate resides, will elect these four additional members. Because each seat is voted on by all the voters in the new district, candidates for these four seats must appeal to voters outside their own towns. For example, assume that, for these four seats, there were four candidates each from each of the four largest towns. Along with however many candidates ran for the nine seats that are guaranteed to one resident of each of the nine towns in the district, there would be another sixteen candidates residing in Danby, Dorset, Londonderry and Manchester running for the remaining four seats. Residents of Londonderry could win all four of those seats (in addition to the seat reserved for a Londonderry resident) even if they ran slightly behind in the four largest towns, as long as they ran ahead in the smaller towns. This is true because every voter in the new district votes on every one of the 13 seats, and every board member represents all the voters in the whole district. It has been a pleasure to work with this energetic Board. I especially want to thank Dick Dale of Londonderry for his service as Vice Chair, Dave Chandler of Dorset for serving as Clerk, and Jim Salsgiver of Dorset and Lauralee Van Ommen Kloeke of Danby for serving on the Vermont School Boards Association Board. If you want to know more about how we operate or comment on our work, please attend one of our meetings. We meet at least monthly and rotate the meetings among the five schools in the district. We begin at 6:30 and aim to end by 8:30. There is a ten-minute public comment period at the beginning. We are surprised and sad that it is seldom used. Agendas and minutes are available at the Bennington-Rutland Supervisory Union website, www.brsu.org. You can also watch most of our meetings on Greater Northshire Access Television, on line at www.gnat-tv.org. We thank GNAT and the Manchester Journal for their good reporting on what we have been doing. Herbert G. Ogden, Board Chair

http://www.gnat-tv.org/

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FREQUENTLY USED TERMS AROUND BUDGETING AND TAX RATES

Assessments Assessments are funds collected by a supervisory union from local member districts to support the supervisory union’s budget(s). Assessments are calculated by subtracting any local revenues, such as interest earned and grants received, from the approved supervisory union budget. Assessments are allocated to member districts and included in the member districts local voted budget. Changes in a supervisory union budget have a direct impact on all member district local budgets. Assessments are distributed to member districts in variety of ways, such as average daily membership (ADM), projected enrollment, and management judgments. District assessments may vary from year to year due to changes in the supervisory union expenditures and/or revenues as well as the district’s overall share of the assessment. Average Daily Membership (ADM) Average Daily Membership (ADM) is a count by town of resident and state-placed students who receive an elementary or secondary education at public expense. Resident students are counted during the period from the 11th to the 30th day of the current school year, while state-placed students are counted for the school year prior to the current census period. ADM is used in the equalized pupil calculation which is then used to determine a district’s equalized tax rate. Equalized Pupils The equalized pupils figure is an average of the two most recent ADM counts with weights applied to PK, secondary, and state-placed students, and factors applied for poverty, limited English proficiency, and state-wide reconciliation. Equalized pupils are used to calculate the homestead tax rate. Education Spending Education spending is a school district’s voted and approved budgeted expenditures and appropriations minus local revenues such as interest, tuition charged for non-resident students, categorical grants, etc. Education spending for a school district is the amount the district will collect from the state education fund and is used to calculate the homestead tax rate. Common Level of Appraisal The Common Level of Appraisal (CLA) was developed to equalize what is paid in education property taxes across towns. The Common Level of Appraisal (CLA) for every Vermont town is the primary result of the Equalization Study performed by the Tax Department every year. The equalization study compares the ratio of Grand List value to sale price for all the arms-length sales in the town over the prior three-year period. The study considers sales price as the best measurement of fair market value. If Grand List values are generally less than sale prices for the recent sales, the town will end up with a CLA less than one hundred percent. If Grand List values are generally more than sale prices for the recent sales, the town will end up with a CLA of more than one hundred percent. Once the CLA is determined, it is used to adjust the homestead and non-residential education tax rates. The CLA doesn’t change taxpayer’s property values, only the education tax rate in a town.

http://tax.vermont.gov/research-and-reports/reports/equalization-study

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FREQUENTLY USED TERMS AROUND BUDGETING AND TAX RATES (continued) Penalties in the Tax Rate Calculation An excess spending penalty (32 V.S.A. § 5401 (12)(B)) is applied if a district’s education spending per equalized pupil (ES/EP) exceeds the statewide ES/EP increased by 121%. The variance is added to the district’s ES/EP prior to calculating the final tax rate. Property Yield The property yield is the “Property Dollar Equivalent Yield” which means the amount of spending per equalized pupil that would result if the homestead tax rate were $1.00 per $100.00 of equalized education property value. The homestead property rate is set in statute at $1.00. The Property Yield is used to calculate the homestead tax rate. Tax Rates – Equalized Homestead Tax Rate for FY19 and Beyond Act 46 §7 provides an 8 cent reduction to newly merged districts in the first fiscal year of operation (FY19 for Taconic & Green and Mettawee). In addition, the rate for each town within the new district shall not increase or decrease by more than five percent in that year. The following three years (FY20 – FY22) equalized tax rate calculations will be reduced by 6 cents, 4 cents and 2 cents, respectively. Once a town’s prior year’s tax rate is within 5% of the calculated tax rate of the newly merged district, the town’s tax rate will be equal to that of the newly merged district’s tax rate. Income Yield The income yield is estimated to be the amount of per pupil spending that a 2% tax on household income will yield in the upcoming year. It is used to calculate property taxes for those taxpayers that are income sensitive. Education spending per equalized pupil (ES/EP) is divided by the income yield then multiplied by 2% to get the percentage cap, which is then applied to household income for those homeowners that qualify. As ES/EP increases so does the percentage cap on income. The income yield is pending legislative approval and is estimated at $13,104 for FY20, up from $12,380 in FY19. Non-Residential Tax Rate The non-residential tax rate is pending legislative approval and is currently estimated at $1.58 for FY20, unchanged from FY19. This is a state-wide tax rate divided by the CLA in an individual town before being applied to non-residential properties.

You can find more information on the Vermont Department of Taxes Website at: http://tax.vermont.gov/property-owners/understanding-property-taxes/education-tax-rates/faqs

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DISTRICT BUDGET FREQUENTLY ASKED QUESTIONS 1. Is the FY20 Voted Budget increasing over the FY19 Voted Budget?

The amount of the FY20 budget to be voted is $32,178,698. This is a 0.9% increase, or $292,988 over the FY19 voted budget of $31,885,710.

2. What does the Warned Article amount of $428,327 represent?

The warned article amount of $428,327 includes the following three appropriation requests:

• Article 12 $263,327 - Appropriation for the Building & Grounds Reserve Fund

• Article 14 $125,000 - Appropriation for the Bus Reserve Fund

• Article 16 $40,000 - Appropriation for the Technology Equipment Reserve 3. Why are we appropriating $263,327 for the building and grounds reserve fund?

This amount represents the net remainder of tax stabilization funds from the Town School Districts of Danby and Mt. Tabor. At the time of the T&G merger, the school boards of Danby and Mt. Tabor requested that these funds be used in support of improvements for the Currier Memorial School building. The $263,327 from the Danby and Mt. Tabor tax stabilization fund has already been received by T&G. Next, the designated amount can only be moved to the intended building and reserve fund with the approval of the warned article by T&G voters. On the Projected Tax Rate schedule on page 13, the $263,327 is included in both the warned articles amount (b) and then in the Transfers net of Deficit Raised amount (e). The placement of the additional funds in the building and grounds reserve adds zero dollars to T&G education spending.

4. Why are we establishing a bus reserve fund and a technology reserve fund and how will the funds be spent? Article 13 of the school district warning asks the voters to establish a bus reserve fund for the future purchases of vehicles to support district transportation. Article 15 of the school district warning asks the voters to establish a technology reserve fund for the future purchases of technology equipment for students and staff. We know from experience that the cost of a new bus or updated technology can create a significant added expense in the year of the purchase. In anticipation of these expected future costs, we believe it is financially prudent to set aside an amount of money each year to limit our exposure in those years when actual expenditures are required. We based these amounts on a ten-year replacement schedule for both vehicles and technology equipment. A stable appropriation from year to year helps ensure the district can make a large purchase in any given year without impacting the tax rate.

5. Why is the 9-12 secondary program decreasing by 2.1%? This year’s graduating 12th grade class is larger than next year’s incoming 9th grade class and secondary enrollment is expected to decrease by 31 students.

6. What are assessments from the Bennington Rutland Supervisory Union (BRSU) and how are they determined? Assessments are funds collected by a supervisory union from local member districts to fully cover the supervisory union budget(s). Assessments are calculated by subtracting any BRSU local revenues, such as interest earned and grants received, from the approved supervisory union budget. The remaining net costs are then assessed to member districts in a variety of ways, such as average daily membership (ADM), projected enrollment, and management judgements.

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DISTRICT BUDGET FREQUENTLY ASKED QUESTIONS (continued)

Assessments may vary from year to year due to changes in the supervisory union’s expenditures and revenues as well as the overall district share of the assessment. For example, if an assessment is allocated by enrollment and the percentage share of students at one district is increasing relative to the supervisory union enrollment as a whole, that district’s percentage share of the assessment will go up. The comparison of assessments from this year to next year can be found on pages 52, 60, and 61 of this report. Additional information on the supervisory union budgets can be found on pages 43-45 of this report.

7. Last year we saw new assessments from the supervisory union in building and grounds, transportation, and the foodservice programs. What benefits has the district seen from these added services? Three new positions were added to the supervisory union budget in FY19 to support all the BRSU Districts: a Director of Operations and Assistant to the Director of Operations who oversee the building and grounds of all schools as well as transportation for all students; and a Director of Foodservice who oversees the foodservice programs in all schools of the supervisory union. All three positions were successfully filled with qualified internal staff. While this was an immediate increase to budgeted costs, the intention was to take advantage of the protection our current tax incentives furnished to most districts and provide equitable services to all schools. Due to the movement of internal staff and the oversight of operations we currently anticipate a savings of $124,000 in staffing costs in the current year. Operations, transportation and foodservice are all activities where close coordination of our work creates an opportunity to recognize long term efficiencies that can lower costs via improved allocation of resources. Another important benefit provided by these positions is that key administrative staff have been freed up to focus their time on instructional leadership. Principals have more time to focus on education. Our schools’ chefs are freed from added paperwork and have more time to cook from scratch. Our buildings, transportation, and foodservice programs are important elements to the overall well-being of our students. The folks in these positions also have a visible presence in our schools and are supporting students on many different levels. For example, the Director of Operations, Greg Harrington, is working with all of our schools to ensure that our buildings are safe and that we have the tools we need to communicate in emergencies. Greg also has been working with staff and students at MEMS and Dorset to get their maker-space classrooms up and running. Kelly Foster, our Food Services Director, has twice brought her entire team of school chefs together to cook for us on our in-service days eliminating the need to contract out this service. The food has been outstanding, and this approach allows all of us to rave about the menus and encourage students to step out of their comfort zones and try something new! Our operation services are now more consistent and of high quality - we believe adding these positions has been a valuable investment.

8. What steps are we taking to assure that our classrooms are rightsized?

In the fall of 2017 the Board adopted a three-year plan to rightsize instructional staffing. The plan uses attrition to achieve desired staff-to-student ratios. This means that if a teacher or paraprofessional retires or leaves the system, we don’t automatically rehire for that position. Instead, we consider staff-to-student ratios and the specific needs of students. Once we assess the need, we determine whether or not to fill the position. This year we had three vacated positions and we chose to fill one of those positions. The optimum classroom sizes that we are striving to achieve are 15-18 students in grades K-3 and 18-24 students in grades 4-8. Like the rest of Vermont, over the past twenty years we have seen a significant decline in overall student enrollment and our hiring practices have not responded to that decline. Many of our BRSU primary classrooms (grades K-3) have under fifteen students per classroom teacher, and in grades 4-8 we average around 15 students per teacher.

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There is no body of evidence or research to suggest that micro sized classrooms are the right investment that will result in increased student performance. Small classrooms have been shown to be beneficial for students in grades K-3, but small is defined as under 20 students.

9. What staffing changes did we make to meet the needs of our student population?

This year, after careful deliberation, we decided to upgrade our resources in music, guidance and health. We increased a music teaching position by 0.20 FTE (full time equivalent). This means that rather than having an instructor for only four days a week, we now have that person on staff a full five days. Not only do we get an extra day of music coverage for our schools, the full-time status gives us a better chance of retaining strong teachers. Next, a teacher who worked half time as a guidance counselor and half time as a nurse retired at the end of last year. To better meet the needs of our students we now have a full-time guidance counselor and full-time nurse. That resulted in a .5 FTE increase in both categories. Next year’s budget includes an increase of 1 health teacher. Currently, only the Flood Brook School has a full-time health instructor on staff. In our other schools, a variety of staff members (school nurses, physical education teachers, and classroom teachers) assume the responsibility for providing health instruction. We believe that wellness and health education is a critical component of a child’s education, so we decided to add one health teacher to the proposed budget. We will also be working across all the schools to firm up our health curriculum and provide opportunities for existing staff to get licensed in health instruction. The district has decreased contracted services for two mental health clinicians and added two full time mental health clinician positions. These clinicians will provide individual and group counseling and support families, teachers and staff in meeting our students’ social-emotional needs. In the special education program there is a decrease (budget to budget) of 2 ½ special education paraeducators and an increase of 1 special educator included in the special education assessment from the supervisory union budget. This provides us with more highly skilled professionals working directly with students. Since we had 5 ½ unfilled paraeducator positions this year, the budget reduction of 2 ½ positions does not involve any decrease to current staff. Instead we are budgeting to fill 3 of the 5 ½ unfilled positions this year.

10. Why did early retirement increase so much? The budget includes costs associated with early retirement. We are sometimes notified of all upcoming early retirements before the budget is approved by the board. For each individual, the cost of early retirement is spread over 3 budget years. The FY19 budget included the cost of early retirement for two teachers, but after the budget was completed, two more teachers opted for early retirement, bringing the actual FY19 total to four teachers. For FY20, three additional teachers have given notice that they will be electing early retirement raising the total to seven teachers. The FY20 budget exceeds the FY19 budget as we are covering the cost of early retirement for seven teachers in FY20 as opposed to two budgeted in FY19.

11. What is the impact on our FY20 budget from steps taken to address equity of access to programming and re-

sources for all our T&G schools? We have spent the past year reviewing programming opportunities in all five of our schools with the goal of building more equity of opportunity for students across the schools. It is not our expectation that all our schools will have identical programming opportunities and staffing levels, but we do want to be sure that we have been equitable when it comes to budget allocations and supports.

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Examples follow: ● Health Education - As noted in question number nine above, we have added an additional health teacher to increase

our ability to expand our reach across all our schools with professional instruction in the vital topic of health education.

● Enrichment - Significant discrepancies exist between our schools regarding the amount of funds allocated for student enrichment opportunities. In one school only $29 per student is allocated for enrichment while in another the amount is $135 per student. Enrichment activities include opportunities like field trips and artists in residence. We believe that enrichment opportunities are a critical part of a child’s education and have included funds in the proposed budget to support enrichment at a rate of $100 per child for the year. For four out of our five schools this represents an increase in enrichment funds.

● Supplies and Materials - Similar to enrichment allocations, discrepancies also exist in allocations for teacher resources for curriculum supplies and materials. We believe that the total allocation in last year’s budget is sufficient, so we have not increased this line in FY20. However, we will allocate these funds equitably on a per pupil basis. This will result in a slight increase in some schools, and a slight decrease in others.

12. How is Education Spending different from the Voted Budget and Warned Articles?

The Voted Budget and Warned Articles make up the total amount of funds that we plan to appropriate in FY20. Education Spending is the Voted Budget and Warned Articles minus local revenues and other resources such as available surplus funds or transfers from reserves. Each year the district generates revenue from various sources that can be used to lower the amount of education spending. In FY20 our Voted Budget and Warned Articles of $32,607,025 will be reduced by expected revenues of $2,380,444 and other available resources of $343,187. As a result, our net Education Spending will be $29,883,394, 1.0% higher than the FY19 amount of $29,575,336.

13. What is the projected tax rate for next year?

The calculations for the projected equalized and actual tax rates can be found on pages 13-14 of this report. The projected equalized tax rate for the Taconic and Green Regional School District is $1.603. After subtracting the 2nd year incentive of 6 cents afforded by Act 46, the equalized tax rate is adjusted to $1.543. We are receiving this tax relief because our Taconic and Green communities approved a merger plan prior to the state deadline. The equalized tax rate in each eligible town of the Taconic and Green Regional School District is then limited to a 5% increase or decrease from the prior year’s (FY19) equalized rate. Each town’s equalized rate is then divided by the Common Level of Appraisal in that town to get the final actual tax rate.

Once a town reaches the new district’s unified rate (when the prior year rate is within the 5% of the new tax rate) the 5% limitation no longer applies, and that town is no longer eligible for the limiter. Last year the town of Danby was within the 5% variance so is no longer eligible for the limiter. This year all towns except Mt. Tabor and Sunderland are estimated to be within the 5% variance so we expect that this limitation will only be applied to the towns of Mt. Tabor and Sunderland next year. The 5% variance protection remains available to eligible towns for two more years.

12


It should be pointed out that the property yield announced by the tax commissioner on December 1, 2018 is $10,666 and is subject to legislative approval so the tax rates prepared for review here are projections and will not be final until the property yield is approved by the legislature. Additionally, the equalized pupil figure has not yet been finalized by the state and the 1,747.45 used in the tax rate calculation is still subject to change.

14. Does the budget affect the non-residential tax rate? No. The non-residential tax rate is set by the legislature and is currently recommended by the tax commissioner at $1.58, unchanged from last year. This is a state-wide tax rate and is divided by the CLA in an individual town before being applied to non-residential properties.

15. What is the value of the State of Vermont’s $.06 incentive on the FY20 Residential Adjusted Equalized Tax Rate? In the passage of Act 46, the State of Vermont offered 4 years of tax relief as an incentive, or cushion, for local districts to develop their own plans for merging into new districts. Since we created an approved plan that was ratified by the voters in all districts in a timely fashion, the nine towns of the Taconic and Green District qualify for this tax relief. The incentive program will be phased out over 4 years. This creates an opportunity for Taconic and Green to make short term investments that will generate long term savings. The annual amounts of the tax incentives are 8 cents (FY19), 6 cents (FY20), 4 cents (FY21), and 2 cents (FY22). While difficult to calculate an exact number until we receive final details from the State, we estimate that each cent is worth approximately $186,383. Using that figure, $0.06 of tax relief is worth $1,118,298 (6 x $186,383) in FY20 to the taxpayers of the nine towns of Taconic & Green.

16. How do projected equalized FY20 Tax Rates after incentives compare to recent history? This report has a section on page 15 that looks at a 7-year history of equalized tax rates. You will see some degree of volatility in each town as tax rates are impacted by the voted budgets, use of reserves and/or surpluses, changes to equalized pupils and the property yield set by the state.

FY19 FY20

%

Variance

Tax Rate

Variance

(a) Voted Budget $31,885,710 $32,178,698 0.9%

(b) Warned Articles 0 428,327 n/a

(c) Total Voted Budget and Warned Articles (a + b) $31,885,710 $32,607,025 2.3%

(d) Local Revenues 2,310,374 2,380,444

(e) Transfers net of Deficit Raised 0 343,187

(f) Education Spending (c - d - e) $29,575,336 $29,883,394 1.0%

(g) Equalized Pupils (FY20 Estimate - TBA) 1,771.00 1,747.45

(h) Education Spending/Equalized Pupil (f ÷ g) $16,700 $17,101 2.4%

(i) Penalty Adjustment (FY20 - amount over $18,311) 0 0

(j) Ed Spending/Equalized Pupil w/Penalty (if applicable) (h + i) $16,700 $17,101

(k) Property Yield (FY20 Pending Legislative Approval) $10,220 $10,666 4.4%

(l) Residential Equalized Tax Rate (j ÷ k) $1.634 $1.603 ($0.031)

(m) Act 46 Sec. 7. (b)(1)(A) (FY20 Year 2 of 4 incentive) 0.08 0.06 0.02

(n) Adjusted Equalized Tax Rate (l - m) $1.554 $1.543 ($0.011)

Definitions for above terms can be found on pages 6-7 of this report.

Taconic & Green Regional School District

FY19 Tax Rate and FY20 Projected Tax Rate

13

FY20 Projected Adjusted Equalized Tax Rate $1.543

Act 46 Sec. 7. (b)(1)(C)

Town

FY19

Equalized Tax

Rate

District FY20

Estimated

Equalized Tax

Rate

% Increase

(Decrease)

Limited to 5%

Increase or

Decrease

Town FY20

Estimated

Equalized Tax

Rate

Danby $1.554 $1.543 NA(1)

NA $1.543

Dorset $1.606 $1.543 (3.9%) NO $1.543

Landgrove $1.477 $1.543 4.49% NO $1.543

Londonderry $1.477 $1.543 4.49% NO $1.543

Manchester $1.579 $1.543 (2.3%) NO $1.543

Mt. Tabor $1.400 $1.543 10.2%(2)

YES $1.470

Peru $1.477 $1.543 4.49% NO $1.543

Sunderland $1.050 $1.543 47%(2)

YES $1.103

Weston $1.477 $1.543 4.49% NO $1.543

Town Eq. Rates CLA Tax Rate Eq. Rates CLA Tax Rate

Tax Rate

Variance

Danby $1.554 125.21% $1.241 $1.543 121.28% $1.273 $0.032

Dorset $1.606 108.00% $1.487 $1.543 108.18% $1.427 ($0.060)

Landgrove $1.477 99.34% $1.487 $1.543 98.73% $1.563 $0.076

Londonderry $1.477 102.36% $1.443 $1.543 101.06% $1.527 $0.084

Manchester $1.579 103.53% $1.525 $1.543 104.36% $1.479 ($0.046)

Mt. Tabor $1.400 105.90% $1.322 $1.470 105.77% $1.390 $0.068

Peru $1.477 100.39% $1.472 $1.543 100.70% $1.533 $0.061

Sunderland $1.050 105.65% $0.994 $1.103 97.87% $1.126 $0.132

Weston $1.477 93.31% $1.583 $1.543 95.06% $1.624 $0.041

(1) The 5% tax rate increase/decrease limitation no longer applies in Danby as they did not experience an increase or

decrease greater than 5% from the prior year to the current year (FY18 to FY19).

(2) Using the current projections, the 5% limitation will only apply to Mt. Tabor and Sunderland next year.

FY19 Actual FY20 Projected

Town Projected Tax Rates for FY20

Taconic & Green Regional School District

14

Various factors impact the equalized tax rate from year to year such as the voted budget, local revenues (non-resident tuition fees, grants,

etc.), the use of a prior year surplus or available reserve funds, raising a prior year deficit, appropriations for reserves, changes to equalized

pupils and the property yield set by the state.

FY14 FY15 FY16 FY17 FY18 FY19(1)

FY20

Projection(2)

Danby $1.440 $1.565 $1.667 $1.704 $1.494 $1.554 $1.543

Dorset $1.494 $1.569 $1.617 $1.549 $1.691 $1.606 $1.543

Landgrove(3)

$1.604 $1.607 $1.676 $1.600 $1.407 $1.477 $1.543

Londonderry(3)

$1.604 $1.607 $1.676 $1.600 $1.407 $1.477 $1.543

Manchester $1.489 $1.528 $1.523 $1.632 $1.662 $1.579 $1.543

Mt. Tabor $1.166 $1.253 $1.179 $1.379 $1.333 $1.400 $1.470

Peru(3)

$1.604 $1.607 $1.676 $1.600 $1.407 $1.477 $1.543

Sunderland $1.315 $1.468 $1.410 $1.422 $1.000 $1.050 $1.103

Weston(3)

$1.604 $1.607 $1.676 $1.600 $1.407 $1.477 $1.543

FY20 is year two of four years of Act 46 incentives. When reviewing historical tax rates it's important to remember that in anticipation of the

merger, Danby, Mountain Towns RED (MTR), Sunderland and Currier used available surplus and reserve funds to reduce their FY18 tax

rates in order to take advantage of the limitation of a 5% increase to the FY19 equalized tax rate after merger. This resulted in an artificially

low equalized actual tax rate for FY18, as shown below in column 1, when comparing it to prior years. For comparison, the FY18 tax rates

for the impacted towns are adjusted, as shown below in column 2, removing the use of available surplus and reserves, in order to view what

the tax rate would have been without the use of these funds.FY18

Equalized

Tax Rate

Final

(1)

FY18

Equalized

Tax Rate

Adjusted

(2) Variance

Danby $1.494 $1.556 ($0.062)

Landgrove, Londonderry, Peru, Weston $1.407 $1.513 ($0.106)

Mt. Tabor $1.333 $1.388 ($0.055)

Sunderland $1.000 $1.561 ($0.561)

(1) The FY19 tax rate included an 8 cent incentive for year 1 of the merger.

(2) The FY20 projected tax rate includes a 6 cent incentive for year 2 of the merger.

(3) The incentives applied to the towns of Landgrove, Londonderry, Peru, & Weston in FY14 through FY17 due to the Mountain Towns RED

merger are removed from the tax rates presented in order to provide a year to year comparison through FY20.

Historical Equalized Tax Rates (Pre-CLA)

Equalized Tax Rates

15

Taconic & Green Regional School District FY20 Budget

% Change

FY18 FY18 Variance FY19 FY19 Variance FY20 Budgets

Budget Actual Fav/(Unfav) Budget Anticipated Fav/(Unfav) Budget 20 vs 19

EXPENDITURES

1 Pre-K Program/Early Education $734,460 $771,580 ($37,120) $749,244 $745,068 $4,176 $753,894 0.6%

2 K-8 Programs 10,043,741 9,795,044 248,697 10,199,578 10,025,597 173,981 10,737,203 5.3%

3 9-12 Programs 10,871,658 11,233,612 (361,954) 11,386,487 11,411,974 (25,487) 11,148,442 -2.1%

4 Health Services 252,742 244,377 8,365 258,611 304,729 (46,118) 312,646 20.9%

5 Library/Media Services 690,574 571,908 118,666 631,575 590,701 40,874 602,317 -4.6%

6 District Administration 159,957 129,253 30,704 161,456 167,360 (5,904) 159,982 -0.9%

7 Office of the Superintendent 615,977 615,977 0 667,617 667,617 0 653,334 -2.1%

8 School Administration 1,357,019 1,335,307 21,712 1,371,425 1,357,937 13,488 1,387,104 1.1%

9 Fiscal Services 165,980 153,654 12,326 171,814 186,814 (15,000) 190,493 10.9%

10 Operations - Facilities & Transportation 2,267,069 2,186,645 80,424 2,317,437 2,244,190 73,247 2,281,367 -1.6%

11 Special Education PK-12 2,651,521 2,635,922 15,599 2,804,045 2,804,045 0 2,777,368 -1.0%

12 Extracurricular/Enrichment 297,792 314,486 (16,694) 320,605 338,502 (17,897) 365,553 14.0%

13 School Meals Program 550,951 535,195 15,756 579,005 533,334 45,671 550,274 -5.0%

14 Long-Term Debt 282,526 282,526 0 266,811 266,811 0 258,721 -3.0%

15 Total Budget to be Voted $30,941,967 $30,805,486 $136,481 $31,885,710 $31,644,679 $241,031 $32,178,698 0.9%

16 Warned Articles 55,000 0 428,327 n/a

17 Total Budget & Warned Articles $30,996,967 $31,885,710 $32,607,025 2.3%

18 Program Summary

19 PK-8 Programs $14,209,805 $13,850,423 $359,382 $14,376,854 $14,162,679 $214,175 $14,967,712 4.1%

20 9-12 Education Program 10,871,658 11,233,612 (361,954) 11,386,487 11,411,974 (25,487) 11,148,442 -2.1%

21 Administration (Board/SU) 941,914 898,884 43,030 1,000,887 1,021,791 (20,904) 1,003,809 0.3%

22 Special Education 2,651,521 2,635,922 15,599 2,804,045 2,804,045 0 2,777,368 -1.0%

23 Operations - Facilities & Transportation 2,267,069 2,186,645 80,424 2,317,437 2,244,190 73,247 2,281,367 -1.6%

24 Total Expenditures $30,941,967 $30,805,486 $136,481 $31,885,710 $31,644,679 $241,031 $32,178,698 0.9%

Taconic & Green School Districts

Combined for Comparison

16


% Change


REVENUES Budget Actual Fav(Unfav) Budget Anticipated Fav(Unfav) Budget 20 vs 19

1 Tuition/Services

2 Tuition $406,000 $406,420 $420 $454,345 11.9%

3 Transportation Services 11,000 11,000 0 11,000 0.0%

4 Building/Bus Use 44,000 14,000 0 14,000 0.0%

5 $803,376 $944,328 $140,952 $461,000 $431,420 ($29,580) $479,345 4.0%

6 Miscellaneous/Local

7 Interest $10,000 $52,000 $42,000 $52,000 420.0%

8 Miscellaneous 4,000 4,000 0 4,000 0.0%

9 $113,864 $149,282 $35,418 $14,000 $56,000 $42,000 $56,000 300.0%

10 State/Federal Grants

11 Transportation Reimbursement $398,161 $404,244 $6,083 $378,008 -5.1%

12 Merger Support Grant/Miscellaneous 151,512 173,219 21,707 156,154 3.1%

13 Impact Aid 183,000 194,000 11,000 183,000 0.0%

14 Forest Revenue 35,000 35,000 0 35,000 0.0%

15 $827,862 $818,428 ($9,434) $767,673 $806,463 $38,790 $752,162 -2.0%

16 Special Education

17 Services to other Districts $119,000 $110,629 ($8,371) $116,491 -2.1%

18 Special Education Reimbursement 486,297 396,892 (89,405) 447,634 -8.0%

19 $632,035 $589,624 ($42,411) $605,297 $507,521 ($97,776) $564,125 -6.8%

20 After School Program

21 After School Program Fees/Subgrant $91,457 $114,988 $23,531 $101,135 $106,595 $5,460 $106,862 5.7%

22 School Meals Program

23 Federal Child Nutrition Program

24 Meal Sales/Grants $171,000 $165,000 ($6,000) $165,000 -3.5%

25 State Meals Match 5,550 5,550 0 5,550 0.0%

26 Federal Meals Reimbursement 257,319 245,000 (12,319) 245,000 -4.8%

27 $433,869 $415,550 ($18,319) $415,550 -4.2%

28 Locally Supported Program

29 Misc Meals Program $6,400 $6,400 $0 $6,400 0.0%

30 $438,950 $436,876 ($2,074) $440,269 $421,950 ($18,319) $421,950 -4.2%

31 Revenue Subtotal $2,907,544 $3,053,526 $145,982 $2,389,374 $2,329,949 ($59,425) $2,380,444 -0.4%

32 Education Spending 26,825,911 26,825,911 0 29,575,336 29,575,336 0 29,883,394 1.0%

33 Total Revenues Receipts $29,733,455 $29,879,437 $145,982 $31,964,710 $31,905,285 ($59,425) $32,263,838 0.9%

34 Healthcare Recapture Billed by State 0 (79,000) 0 -100.0%

35 Surplus Used/(Deficit Raised) 1,263,512 0 (51,368) n/a

36 Transfers 0 0 394,555 n/a

37 Total Budgeted Revenue $30,996,967 $31,885,710 $32,607,025 2.3%



17


FUND BALANCE SUMMARY

Total

General Fund

Building &

Grounds

Reserves

Assigned to

Bus Purchases

Assigned to

Tech

Equipment

Assigned to

Tax

Stabilization

Grants &

Contributions

1 Actual Balance June 30, 2017 $1,480,517 $830,249 $96,626 $54,616 $622,145 $128,277

2 Actual FY18 Revenues 29,879,437 104,929 613,930

3 Actual FY18 Expenditures (30,805,486) (500,723) (62,651) (19,044) (594,274)

4 Healthcare Recapture (154,949)

5 Transfer to/from Reserves (Voted 3/2017) 172,590 55,000 (227,590)

6 Transfer to Reserves (Voted 3/2018) (806,590) 806,590

7 Actual Balance June 30, 2018 ($234,481) $1,241,045 $88,975 $35,572 $394,555 $147,933

8 Anticipated FY19 Revenues 31,905,285

9 Anticipated FY19 Expenditures (31,644,679) (45,000) (35,572)

10 Healthcare Recapture (77,493)

11 FY19 Building & Grounds Projects

12 Phone System (Currier/Dorset/FB Net of Grant) (31,978)

13 Security Projects (All Schools - Net of Grant) (123,868)

14 Storage Shed (Currier) (18,795)

15 Outdoor Deck Repairs (Flood Brook) (18,140)

16 Temp Controls Contract Completion (Manchester) (47,470)

17 Paving Repairs (Manchester) (9,936)

18 Playground (Manchester) (234,210)

19 Flooring (Currier) (86,490)

20 Building Systems (Dorset) (3,000)

21 Grounds Improvements (Sunderland/Dorset-Net ) (62,350)

22 Anticipated Balance June 30, 2019 ($51,368) $604,808 $43,975 $0 $394,555

23 Budgeted FY20 Revenues 32,263,838

24 Budgeted FY20 Expenditures (32,178,698) (95,000)

25 Transfer from Reserves 394,555 (394,555)

26 Warned Articles (To be Voted 3/2019) (428,327) 263,327 125,000 40,000

27 Budgeted Balance June 30, 2020 $0 $868,135 $73,975 $40,000 $0

18


% Change


EXPENDITURES Budget Actual Fav/(Unfav) Budget Anticipated Fav/(Unfav) Budget 20 vs 19

1 PK Program/Early Education

2 Instruction

3 1100 110 Salaries $129,716 $134,716 ($5,000) $55,150 -57.5%

4 1100 115 Paraeducators 44,437 62,162 (17,725) 53,996 21.5%

5 1100 120 Substitutes 1,500 1,500 0 1,500 0.0%

6 1100 210 Medical 45,077 45,076 1 29,694 -34.1%

7 1100 290 P/R Taxes/Fringe/Insurance 21,317 23,679 (2,362) 14,789 -30.6%

8 1100 300 Private Provider Contract 405,108 389,982 15,126 402,720 -0.6%

9 1100 332 Para Services/PK 0 5,654 (5,654) 11,845 n/a

10 1100 331 Site Assessment 95,339 75,549 19,790 177,700 86.4%

11 1100 610 Supplies/Equipment 3,250 3,250 0 4,500 38.5%

12 $745,744 $741,568 $4,176 $751,894 0.8%

13 Staff Support

14 2200 270 Professional Development/Tuition $3,500 $3,500 $0 $2,000 -42.9%

15 Total PK Program $734,460 $771,580 ($37,120) $749,244 $745,068 $4,176 $753,894 0.6%

16 Classroom Teachers

17 1100 110 Salaries $3,927,592 $3,743,130 $184,462 $3,865,455 -1.6%

18 1100 110 Instructional Stipends (Math) 11,607 14,000 (2,393) 14,000 20.6%

19 1100 210 Group Medical 1,025,637 1,019,480 6,157 1,100,437 7.3%

20 1100 290 P/R Taxes/Fringe/Insurance 401,596 386,050 15,546 401,271 -0.1%

21 1100 320 Instructional Services 3,000 10,000 (7,000) 10,000 233.3%22 $5,369,432 $5,172,660 $196,772 $5,391,163 0.4%

23 Unified Arts

24 1100 110 Salaries $964,547 $945,006 $19,541 $988,095 2.4%

25 1100 110 Unified Arts Stipends (Music) 3,500 3,500 0 3,500 0.0%

26 1100 210 Group Medical 232,103 233,945 (1,842) 277,743 19.7%

27 1100 290 P/R Taxes/Fringe/Insurance 99,670 101,492 (1,822) 105,789 6.1%

28 2100 332 Shared Positions/BRSU 103,028 113,248 (10,220) 117,104 13.7%

29 $1,402,848 $1,397,191 $5,657 $1,492,231 6.4%

30 Instructional Intervention



19


% Change





31 1100 110 Salaries/Teachers $413,303 $403,965 $9,338 $408,550 -1.2%

32 1100 210 Group Medical 89,974 88,002 1,972 94,127 4.6%

33 1100 290 P/R Taxes/Fringe/Insurance 39,894 40,459 (565) 39,737 -0.4%

34 $543,171 $532,426 $10,745 $542,414 -0.1%

35 Social/Emotional Student Support

36 2100 110 Salaries $336,571 $255,724 $80,847 $263,366 -21.8%

37 2100 210 Group Medical 64,906 71,543 (6,637) 76,739 18.2%


39 2100 320 Contracted Services 102,000 70,958 31,042 38,950 -61.8%

40 2100 332 Shared Positions/BRSU 48,029 117,988 (69,959) 262,233 446.0%

41 $583,857 $542,118 $41,739 $667,985 14.4%

42 Total Teachers & Instructional Support Services $7,899,308 $7,644,395 $254,913 $8,093,793 2.5%

43 Paraeducator Positions

44 Regular Education

45 1100 110 Salaries $228,674 $294,028 ($65,354) $310,588 35.8%

46 1100 115 Substitutes 6,000 $6,000 $0 6,000 0.0%

47 1100 210 Group Medical 88,488 136,041 (47,553) 130,203 47.1%

48 1100 290 P/R Taxes/Fringe/Insurance 32,822 38,280 (5,458) 41,309 25.9%49 $355,984 $474,349 ($118,365) $488,100 37.1%

50 Special Education

51 1100 110 Salaries $660,832 $547,757 $113,075 $598,548 -9.4%

52 1100 120 Substitutes 19,500 19,500 0 19,500 0.0%

53 1100 210 Group Medical 239,994 170,057 69,937 207,251 -13.6%


55 1100 320 Behavior Intervention Support 33,950 33,950 0 33,950 0.0%

56 2420 115 Salaries/Staff Support 18,888 19,425 (537) 19,862 5.2%

57 2420 210 Group Medical 4,955 4,955 0 5,290 6.8%

58 2420 290 P/R Taxes/Fringe/Insurance 2,873 2,984 (111) 3,073 7.0%

59 $1,075,595 $875,553 $200,042 $972,554 -9.6%

20


% Change





60 Total Paraeducator Support $1,431,579 $1,349,902 $81,677 $1,460,654 2.0%

61 Other Instruction/Student Support

62 1100 110 Summer School Salaries $19,250 $19,250 $0 $18,500 -3.9%

63 1100 110 Teachers Stipends 102,158 92,143 10,015 92,175 -9.8%

64 1100 110 Teacher Leave Positions 0 61,124 (61,124) 55,000 n/a

65 1100 120 Substitutes 116,124 119,396 (3,272) 119,824 3.2%

66 1100 210 Group Medical 0 0 0 8,385 n/a


68 1100 331 ESL Assessment 80,506 80,506 0 77,362 -3.9%

69 1100 332 Shared Instructional Services 0 18,500 (18,500) 18,500 n/a

70 1100 610 Instructional Materials 145,500 151,500 (6,000) 151,500 4.1%

71 1100 610 Innovation Materials & Support 0 0 0 10,000 n/a

72 1100 733 Equipment - Instruction/Furniture 10,800 10,800 0 10,800 0.0%

73 Total Other Instruction/Student Support $496,640 $581,515 ($84,875) $587,248 18.2%

74 Early Retirement

75 1100 110 Early Teacher Retirement (Elected under contract) $49,471 $120,314 ($70,843) $181,802 267.5%


77 Total Early Retirement $53,255 $129,519 ($76,264) $195,709 267.5%

78 Staff Support

79 2200 110 Support Stipends $16,500 $17,850 ($1,350) $23,850 44.5%

80 2200 290 P/R Taxes/Fringe/Insurance 1,346 1,466 (120) 1,958 45.5%

81 2200 320 Contracted Services 0 0 0 0 n/a

82 2200 331 Curriculum/Support Assessment 120,650 120,650 0 193,691 60.5%

83 2200 610 Supplies 5,800 5,800 0 5,800 0.0%

84 2213 270 Professional Development/Tuition 160,000 160,000 0 160,000 0.0%

85 2213 320 District Professional Development 14,500 14,500 0 14,500 0.0%

86 Total Staff Support $318,796 $320,266 ($1,470) $399,799 25.4%

87 Total K-8 Instruction/Support Programs $10,043,741 $9,795,044 $248,697 $10,199,578 $10,025,597 $173,981 $10,737,203 5.3%

21


% Change





88 REGULAR EDUCATION 9-12 (& 7/8 grandfathered)

89 1100 320 Instructional Services $5,000 $5,000 $0 $5,000 0.0%

90 1100 561 Tuition - Public In State 528,495 515,767 12,728 414,572 -21.6%

91 1100 564 Tuition - Out of State 275,382 314,234 (38,852) 192,000 -30.3%

92 1100 566 Tuition - Private In State 10,246,679 10,249,922 (3,243) 10,227,977 -0.2%

93 1100 593 Service Fees 126,000 127,000 (1,000) 127,000 0.8%

94 1100 569 Vocational Tuition 197,431 193,485 3,946 174,893 -11.4%

95 2100 593 Service Fees 7,500 6,566 934 7,000 -6.7%

96 Total Regular Education 9-12 (& 7/8 grandfathered) $10,871,658 $11,233,612 ($361,954) $11,386,487 $11,411,974 ($25,487) $11,148,442 -2.1%

97 HEALTH SERVICES

98 2130 110 Salaries $141,235 $111,104 $30,131 $108,633 -23.1%

99 2130 115 Nurses Office Support Staff 0 8,095 (8,095) 9,080 n/a

100 2130 120 Substitutes 4,050 4,050 0 4,050 0.0%

101 2130 210 Medical Insurance 19,862 31,418 (11,556) 35,865 80.6%

102 2130 290 P/R Taxes/Fringe/Insurance 13,748 12,985 763 13,046 -5.1%

103 2130 332 Shared Position 74,366 131,727 (57,361) 136,622 83.7%

104 2130 390 Contracted Services 600 600 0 600 0.0%

105 2130 610 Health Supplies 4,750 4,750 0 4,750 0.0%

106 Total Health Services $252,742 $244,377 $8,365 $258,611 $304,729 ($46,118) $312,646 20.9%

107 LIBRARY/MEDIA SERVICES

108 2220 110 Salaries $203,438 $140,987 $62,451 $134,099 -34.1%

109 2220 115 Media Support Staff 38,131 8,095 30,036 9,080 -76.2%

110 2220 120 Substitutes 4,700 4,700 0 4,700 0.0%

111 2220 210 Medical 62,769 40,852 21,917 45,928 -26.8%


113 2220 610 Library Supplies/Equipment 5,700 5,700 0 5,700 0.0%

114 2220 620 Periodicals & Books 32,800 32,800 0 32,800 0.0%

115 2225 320 Contracted Tech Srvs/Internet 15,000 15,000 0 15,000 0.0%

22


% Change





116 2225 332 Shared Position 0 84,198 (84,198) 87,495 n/a

117 2225 332 Tech Service Assessment 157,756 157,756 0 161,843 2.6%

118 2225 430 Repairs & Maintenance 3,500 3,500 0 3,500 0.0%

119 2225 610 Technology Supplies/Software 11,500 11,500 0 11,500 0.0%

120 2225 739 Technology Equipment 69,500 69,500 0 75,000 7.9%

121 Total Library/Media Services $690,574 $571,908 $118,666 $631,575 $590,701 $40,874 $602,317 -4.6%

122 DISTRICT ADMINISTRATION

123 2310 115 Board $15,500 $14,500 $1,000 $14,500 -6.5%

124 2310 115 Treasurer/Clerk 600 1,800 (1,200) 1,800 200.0%

125 2310 115 Minutes 1,152 1,920 (768) 1,920 66.7%

126 2310 290 Social Security 1,326 1,405 (79) 1,405 6.0%

127 2310 320 Contracted Services 5,000 15,000 (10,000) 5,000 0.0%

128 2310 330 Communications Consultant 10,000 10,000 0 10,000 0.0%

129 2310 330 Background Checks 3,500 3,500 0 3,500 0.0%

130 2310 360 Legal Services 10,000 10,000 0 10,000 0.0%

131 2310 520 Comprehensive Insurance 83,800 78,657 5,143 81,800 -2.4%

132 2310 540 Advertising 15,500 15,500 0 15,500 0.0%

133 2310 610 Supplies/Postage/Printing 7,500 7,500 0 7,500 0.0%

134 2310 810 Dues & Memberships 7,578 7,578 0 7,057 -6.9%

135 Total Board $159,957 $129,253 $30,704 $161,456 $167,360 ($5,904) $159,982 -0.9%

136 OFFICE OF THE SUPERINTENDENT

137 2321 331 Assessment $615,977 $615,977 $0 $667,617 $667,617 $0 $653,334 -2.1%

138 SCHOOL ADMINISTRATION

139 2410 110 Principals & Co-Principal Salaries $640,332 $635,340 $4,992 $652,373 1.9%

140 2410 115 Administrative Staff 313,009 303,912 9,097 311,715 -0.4%

141 2410 210 Group Medical Insurance 149,905 161,361 (11,456) 174,275 16.3%


143 2410 320 Prof Development 35,000 35,000 0 35,000 0.0%

23


% Change





144 2410 330 Contracted Services/Mentoring 0 6,350 (6,350) 6,350 n/a

145 2410 332 Copiers/Services 60,000 56,531 3,469 41,000 -31.7%

146 2410 332 Shared Services 6,000 0 6,000 0 -100.0%

147 2410 530 Telephone 15,500 15,500 0 15,500 0.0%

148 2410 580 Travel 3,500 3,500 0 3,500 0.0%

149 2410 610 Office Supplies/Postage 32,300 32,300 0 36,000 11.5%

150 2410 739 Equipment 3,750 3,750 0 3,750 0.0%

151 Total School Administration $1,357,019 $1,335,307 $21,712 $1,371,425 $1,357,937 $13,488 $1,387,104 1.1%

152 FISCAL SERVICES

153 2520 321 Flex Administration $2,500 $2,500 $0 $2,500 0.0%

154 2520 331 Accounting Assessment 119,454 119,454 0 132,128 10.6%

155 2520 370 Audit Expense 27,360 27,360 0 18,365 -32.9%

156 2520 500 Short-term Interest 19,000 34,000 (15,000) 34,000 78.9%

157 2520 610 Supplies/Travel/Postage 3,500 3,500 0 3,500 0.0%

158 Total Fiscal Services $165,980 $153,654 $12,326 $171,814 $186,814 ($15,000) $190,493 10.9%

159 OPERATIONS

160 Facilities Wages & Benefits

161 2620 110 Salaries $464,937 $423,072 $41,865 $438,499 -5.7%

162 2620 210 Group Medical Insurance 149,570 148,152 1,418 161,632 8.1%


164 $704,126 $656,383 $47,743 $689,575 -2.1%

165 Transportation Wages & Benefits

166 2711 110 Salaries $245,385 $222,209 $23,176 $219,512 -10.5%

167 2711 210 Group Medical 61,961 57,639 4,322 63,737 2.9%


169 $348,512 $317,682 $30,830 $321,128 -7.9%

170 Total Operations Wages & Benefits $1,052,638 $974,065 $78,573 $1,010,703 -4.0%

24


% Change





171 Facilities Operations/Repairs & Maintenance

172 2620 331 Assessment/Director of Operations $95,089 $95,089 $0 $89,914 -5.4%

173 2620 411 Water & Sewer 14,000 14,000 0 14,000 0.0%

174 2620 495 General Repairs & Maintenance 175,000 175,000 0 175,000 0.0%

175 2620 500 Travel & Conference 5,000 5,000 0 5,000 0.0%

176 2620 610 Custodial Supplies 60,000 60,000 0 60,000 0.0%

177 2620 622 Electric 143,500 143,500 0 143,500 0.0%

178 2620 624 Fuel Oil/Gas/Pellets 132,000 120,000 12,000 132,004 0.0%

179 2620 500 Lighting Retrofit Payments 17,342 17,342 0 15,897 -8.3%

180 2620 739 Equipment/Improvements 40,000 40,000 0 40,000 0.0%

181 2630 490 Grounds Services 75,000 86,700 (11,700) 89,000 18.7%

182 2630 610 Grounds Supplies 7,500 7,500 0 7,500 0.0%

183 $764,431 $764,131 $300 $771,815 1.0%

184 Transportation Repairs & Maintenance

185 2711 331 Assessment/Director of Operations $62,493 $62,493 $0 $60,174 -3.7%

186 2711 332 Contracts 258,440 263,545 (5,105) 258,440 0.0%

187 2711 332 Services 6,000 6,000 0 6,000 0.0%

188 2740 430 Maintenance/Parts/Supplies 85,000 85,000 0 85,000 0.0%

189 2711 500 Bus Purchase/Lease Payments 33,835 33,835 0 33,835 0.0%

190 2711 520 Bus Insurance 6,100 6,621 (521) 6,900 13.1%

191 2711 580 Travel 1,500 1,500 0 1,500 0.0%

192 2740 626 Gasoline/Electricity 47,000 47,000 0 47,000 0.0%

193 Total Vehicle Operation Services $500,368 $505,994 ($5,626) $498,849 -0.3%

194 Total Operations $2,267,069 $2,186,645 $80,424 $2,317,437 $2,244,190 $73,247 $2,281,367 -1.6%

195 SPECIAL EDUCATION PK-12 Assessments

196 Early Education $109,129 $109,129 $0 99,903 -8.5%

197 Student Services K-8 1,207,225 1,207,225 0 1,354,455 12.2%

198 Student Services 9-12 1,015,721 1,015,721 0 1,000,755 -1.5%

199 Support Services/Administration 471,970 471,970 0 322,255 -31.7%

200 Special Education PK-12 Assessments $2,651,521 $2,635,922 $15,599 $2,804,045 $2,804,045 $0 $2,777,368 -1.0%

25


% Change





201 EXTRACURRICULAR

202 Enrichment/Field Trips

203 1100 110 Enrichment Program Stipends $24,930 $28,530 ($3,600) $29,980 20.3%

204 1100 290 PR Taxes/Fringe/Ins 2,176 2,342 (166) 2,467 13.4%

205 1100 390 Enrichment Activities 14,000 14,000 0 14,000 0.0%

206 1100 390 Field Trip Activity Fees 42,800 42,800 0 66,500 55.4%

207 1100 610 Enrichment Supplies 9,000 9,000 0 9,000 0.0%

208 1100 610 Farm to School Initiative 2,500 2,500 0 2,500 0.0%

209 2720 115 Transportation 8,700 9,900 (1,200) 9,900 13.8%

210 2720 290 PR Taxes/Fringe/Ins 1,158 1,419 (261) 1,432 23.7%

211 2720 330 Transportation Services 3,000 3,000 0 3,000 0.0%

212 $108,264 $113,491 ($5,227) $138,779 28.2%

213 Theater Program

214 1100 110 Production Directors $11,000 $11,000 $0 $11,000 0.0%

215 1100 290 PR Taxes/Fringe/Ins 898 904 (6) 905 0.8%

216 1100 610 Supplies & Materials 7,500 7,500 0 7,500 0.0%

217 $19,398 $19,404 ($6) $19,405 0.0%

218 Athletics

219 1100 110 Athletic Directors 9,000 $10,500 ($1,500) $10,500 16.7%

220 1100 110 Coaches 30,760 31,000 (240) 32,300 5.0%

221 1100 290 PR Taxes/Fringe/Ins 3,410 3,408 2 3,522 3.3%

222 1100 320 Referees 6,500 10,535 (4,035) 10,600 63.1%

223 1100 610 Supplies & Athletic Equipment 5,000 5,000 0 5,000 0.0%

224 2720 115 Transportation 6,300 7,500 (1,200) 7,500 19.0%

225 2720 290 PR Taxes/Fringe/Ins 838 1,069 (231) 1,085 29.5%

226 $61,808 $69,012 ($7,204) $70,507 14.1%

26


% Change





227 After School Program

228 1100 115 Salaries $110,015 $116,171 ($6,156) $116,171 5.6%

229 1100 290 P/R Taxes/Fringe/Insurance 12,620 11,924 696 12,191 -3.4%

230 1100 610 Supplies & Materials 8,500 8,500 0 8,500 0.0%

231 $131,135 $136,595 ($5,460) $136,862 4.4%

232 Total Extracurricular $297,792 $314,486 ($16,694) $320,605 $338,502 ($17,897) $365,553 14.0%

233

234 SCHOOL MEALS PROGRAM

235 Child Nutrition Program

236 3100 110 Salaries $218,624 $202,245 $16,379 $208,152 -4.8%

237 3100 210 Group Medical 64,896 40,295 24,601 42,459 -34.6%


239 3100 331 Assessment/Coordinator 75,161 75,161 0 83,067 10.5%

240 3100 630 Food 43,964 71,316 (27,352) 54,376 21.1%

241 $433,869 $415,550 $18,319 $415,550 -4.5%


243 3100 320 Services $2,100 $2,100 $0 $2,100 0.0%

244 3100 325 Professional Dev/Travel 5,000 5,000 0 5,000 0.0%

245 3100 430 Repairs 4,000 4,000 0 4,000 0.0%

246 3100 610 Supplies 15,000 15,000 0 15,000 0.0%

247 3100 624 Propane 4,500 4,500 0 4,500 0.0%

248 3100 630 Food 101,036 73,684 27,352 90,624 -9.2%

249 3100 670 Software/Support 3,500 3,500 0 3,500 0.0%

250 3100 730 Equipment 10,000 10,000 0 10,000 0.0%

251 $145,136 $117,784 $27,352 $134,724 -6.4%

252 Total Meals Program $550,951 $535,195 $15,756 $579,005 $533,334 $45,671 $550,274 -5.0%

27


% Change





253 LONG-TERM DEBT

254 5100 830 Interest (Thru FY23) $1,806 $1,806 $0 $1,463 -19.0%

255 5100 830 Interest (Thru FY24) 9,952 9,952 0 8,216 -17.4%

256 5100 830 Interest (Thru FY28) 22,507 22,507 0 19,896 -11.6%

257 5100 830 Interest (Thru FY28) 27,546 27,546 0 24,146 -12.3%

258 5100 910 Principal (Thru FY23) 15,000 15,000 0 15,000 0.0%




262 Total Long-Term Debt $282,526 $282,526 $0 $266,811 $266,811 $0 $258,721 -3.0%

263 TOTAL BUDGET $30,941,967 $30,805,486 $136,481 $31,885,710 $31,644,679 $241,031 $32,178,698 0.9%

264 Warned Article - Building/Grounds Reserve 55,000 55,000 0 0 0 0 263,327 n/a

265 Warned Article - Bus Reserve 0 0 0 0 0 0 125,000 n/a

266 Warned Article - Technology Equipment Reserve 0 0 0 0 0 0 40,000 n/a

267 TOTAL BUDGET & WARNED ARTICLES $30,996,967 $30,860,486 $136,481 $31,885,710 $31,644,679 $241,031 $32,607,025 2.3%

28


Secondary Tuition

Rate Students Tuition Rate Students Tuition Rate Students Tuition

1 Tuition - Public In State

2 Arlington $15,500 12.00 $186,000 $15,400 9.00 $138,600 $15,785 7.00 $110,495

3 Black River $17,400 2.00 34,800.00 $17,000 2.00 34,000 $17,425 2.00 34,850

4 Green Mountain $14,850 1.50 22,275.00 $16,000 1.50 24,000 0

5 Leland & Gray $17,000 1.00 17,000 $17,425 1.00 17,425

5 Mill River $14,200 20.10 285,420.00 $14,200 20.38 289,396 $14,555 17.30 251,802

6 Rutland High School $14,850 0.86 12,771

35.60 $528,495 34.74 $515,767 27.30 $414,572

7 Tuition - Out of State

8 Berkshire School $15,500 1.00 $15,500 $15,618 1.00 $15,618 $16,000 1.00 $16,000

9 Cardigan Mtn School $15,500 1.00 15,500.00 $15,618 1.00 15,618 $16,000 1.00 16,000

10 Carrabasset $15,618 1.00 15,618 $16,000 1.00 16,000

11 Choate $15,500 1.00 15,500.00 $15,618 2.00 31,236 $16,000 2.00 32,000

12 Culver Academies $15,618 1.00 15,618 $16,000 1.00 16,000

13 Flex School $15,618 2.00 31,236 $16,000 2.00 32,000

14 Franklin Academy $15,500 1.00 15,500.00 $15,618 1.00 15,618

15 Groton $15,500 1.00 15,500.00 $15,618 1.00 15,618 $16,000 1.00 16,000

16 Hanover High School (NH Public) $19,632 1.00 19,632.00

17 Hyde School $15,500 1.00 15,500.00 $15,618 1.00 15,618

18 Mercersburg Academy $15,618 1.00 15,618

19 Millbrook School $15,500 1.00 15,500.00 $15,618 1.00 15,618

20 Miss Porters $15,500 1.00 15,500.00 $15,618 1.00 15,618 $16,000 1.00 16,000

21 Northfield Mt. Hermon $15,500 1.00 15,500.00 $15,618 1.00 15,618 $16,000 1.00 16,000

22 Phillips Exeter $15,500 2.00 31,000.00 $15,618 2.00 31,236

23 Pomfret $15,500 2.00 31,000.00 $15,618 2.00 31,236

24 Riverview School $15,500 1.00 15,500.00

25 School Year Abroad $15,500 1.50 23,250.00 $15,618 0.50 7,809

26 St. George's $15,500 1.00 15,500.00

27 Stansbury Academy $15,618 0.62 9,683 $16,000 1.00 16,000

28 17.50 $275,382 20.12 $314,234 12.00 $192,000

FY19 Budget FY19 Anticipated FY20 Budget

29


Secondary Tuition

Rate Students Tuition Rate Students Tuition Rate Students Tuition

FY19 Budget FY19 Anticipated FY20 Budget

29 Tuition - Independent In State

30 BBA $17,065 534.45 $9,120,389 $17,065 542.94 $9,265,271 $17,490 533.79 $9,335,987

31 Compass School $17,065 1.00 17,065.00 $17,065 1.00 17,065 $17,490 1.00 17,490

32 Greenwood School $17,065 1.00 17,065.00

33 Long Trail School (8th grade grandfathered) $17,065 7.00 119,455.00 $17,065 4.00 68,260

34 Long Trail School $17,065 42.00 716,730.00 $17,065 35.63 608,026 $17,490 36.00 629,640

35 Maple Street (8th grade grandfathered) $17,065 1.00 17,065.00 $17,065 1.00 17,065

36 Putney $17,065 3.00 51,195.00 $17,065 3.00 51,195

37 Southshire $17,065 1.00 17,065.00

38 Stratton Mountain $17,065 10.00 170,650.00 $17,065 12.00 204,780 $17,490 13.00 227,370

39 Vermont Academy 0.00 $17,065 1.07 18,260 $17,490 1.00 17,490

40 600.45 $10,246,679 600.64 $10,249,922 584.79 $10,227,977

41 Total Secondary Tuition 653.55 $11,050,556 655.50 $11,079,923 624.09 $10,834,549

42 Vocational Tuition

43 CDC $19,150 7.42 $142,093 $18,603 7.42 $138,034 $19,068 6.44 $122,798

44 Stafford Tech Center $14,850 2.00 29,700.00 $15,457 2.00 30,914 $15,843 2.00 31,687

45 River Valley Tech Center $14,650 1.75 25,638.00 $14,021 1.75 24,537 $14,372 1.42 20,408

11.17 $197,431 11.17 $193,485 9.86 $174,893

30


BRSU Assessment - General Budget FY19 Budget FY20 Budget Special Education Revenue

FY19

Anticipated

FY20

Budget

Administration $667,617 $673,632 Service Fees K-8 $110,629 $116,491

Less Surplus Applied 0 (20,298)

Net Administrative Assessment $667,617 $653,334 Special Education Expenditure Reimbursement

ESL Assessment 80,506 77,362 Special Education - Expenses $875,553 $972,554

Curriculum/Support Assessment 120,650 193,691 Special Education - Revenue (110,629) (116,491)

Technology Assessment 157,756 161,843 Ineligible Costs (58,710) (58,710)

Director of Operations/Building & Grounds 95,089 89,914 Total Special Ed Net Expenditures $706,214 $797,353

Director of Operations/Transportation 62,493 60,174 Reimbursement Rate (Estimate) 56.200% 56.140%

Director of Food Service 75,161 83,067 Estimated Reimbursement $396,892 $447,634

Total General Budget Assessment $1,378,726 $1,451,513

TUITION REVENUE

Rate Students Tuition Rate Students Tuition

Mettawee $14,000 1.00 $14,000

Sandgate $14,000 4.67 65,380 Sandgate $15,800 5.00 $79,000

Stratton $14,000 3.00 42,000 Stratton $15,800 2.00 31,600

Wells $14,000 1.00 14,000 Wells $15,800 1.00 15,800

Winhall $14,000 19.36 271,040 Winhall $15,800 18.00 284,400

Total Tuitioned Students 29.03 $406,420 Total Tuitioned Students 26.00 $410,800

Charge/(Return) Prior Year Tuition 43,545

Total Tuition Revenue $454,345

FY19 Anticipated FY20 Budget

31


Summary of After School & School Meals Programs showing Net Cost Supported by District after Revenues Received

FY 19 FY 19 Variance FY 20

Budget Anticipated Fav/(Unfav) Budget

1 After School Program Expenditures

2 1100 115 Salaries $110,015 $116,171 ($6,156) $116,171

3 1100 290 P/R Taxes/Fringe/Insurance 12,620 11,924 696 12,191

4 1100 610 Supplies & Materials 8,500 8,500 0 8,500

5 $131,135 $136,595 ($5,460) $136,862

6 After School Program Revenues

7 1900 After School Program Fees/Subgrant $101,135 $106,595 $5,460 $106,862

8 District Supported After School Program $30,000 $30,000 $0 $30,000

9 School Meals Program Expenditures

10 Child Nutrition Program

11 3100 110 Salaries $218,624 $202,245 $16,379 $208,152

12 3100 210 Group Medical 64,896 40,295 24,601 42,459

13 3100 290 P/R Taxes/Fringe/Insurance 31,224 26,533 4,691 27,496

14 3100 331 Assessment/Coordinator 75,161 75,161 0 83,067

15 3100 630 Food 43,964 71,316 (27,352) 54,37616 $433,869 $415,550 $18,319 $415,550


18 3100 320 Services $2,100 $2,100 $0 $2,100

19 3100 325 Professional Dev/Travel 5,000 5,000 0 5,000

20 3100 430 Repairs 4,000 4,000 0 4,000

21 3100 610 Supplies 15,000 15,000 0 15,000

22 3100 624 Propane 4,500 4,500 0 4,500

23 3100 630 Food 101,036 73,684 27,352 90,624

24 3100 670 Software/Support 3,500 3,500 0 3,500

25 3100 730 Equipment 10,000 10,000 0 10,00026 $145,136 $117,784 $27,352 $134,724

27 Total School Meals Program Expenditures $579,005 $533,334 $45,671 $550,274

28 School Meals Program Revenues

29 Federal Child Nutrition Program

30 1600 Meal Sales/Grants $171,000 $165,000 ($6,000) $165,000

31 2430 State Meals Match 5,550 5,550 0 5,550

32 2460 Federal Meals Reimbursement 257,319 245,000 (12,319) 245,000

$433,869 $415,550 ($18,319) $415,550


34 1600 Misc Meals Program $6,400 $6,400 $0 $6,400

35 Total School Meals Program Revenues $440,269 $421,950 ($18,319) $421,950

36 District Supported School Meals Program $138,736 $111,384 $63,990 $128,324

32

Danby School DistrictFY18 Actual

FY18 FY18 FY18 Variance

EXPENDITURES Budget Anticipated Actual Fav/(Unfav)

Secondary Program $1,503,767 $1,588,903 $1,538,945 ($35,178)

General Administration/Board 7,282 7,089 6,073 1,209

Office of the Superintendent 36,099 36,099 36,099 0

Fiscal Services 5,318 4,593 4,493 825

Transportation 115,246 115,246 113,180 2,066

Special Education 186,990 186,990 187,267 (277)

Total Expenditures to be Voted $1,854,702 $1,938,920 $1,886,057 ($31,355)


REVENUES Budget Anticipated Actual Fav/(Unfav)

Local/Miscellaneous $310 $310 $3,979 $3,669

State/Federal 50,467 50,450 49,216 (1,251)

Revenue Subtotal $50,777 $50,760 $53,195 $2,418

Education Spending 1,757,774 1,757,774 1,757,774 0

Total Revenue Receipts $1,808,551 $1,808,534 $1,810,969 $2,418

Surplus Used 46,151

Total Revenue $1,854,702

FUND BALANCES General Fund

Tax

Stabilization

Reserve

Actual Balance June 30, 2017 $55,213 $100,466

Actual Revenue FY18 $1,810,969

Actual Expenditures FY18 (1,886,057)

Actual Balance June 30, 2018 ($19,875) $100,466

33

Dorset School DistrictFY18 Actual



Early Education $66,885 $82,628 $88,348 ($21,463)

Regular Education K-8 1,869,581 1,846,392 1,810,236 59,345

Regular Education 9-12 1,878,316 2,106,542 2,086,614 (208,298)

Health Services 40,800 40,785 39,566 1,234

Library/Media Services 180,325 172,345 161,623 18,702

Board 28,706 27,950 23,531 5,175


School Administration 272,373 269,011 264,099 8,274

Fiscal Services 22,632 24,892 22,887 (255)

Plant and Grounds Operations 247,215 252,459 244,583 2,632

Vehicle Operation Services 153,737 135,574 145,503 8,234

Special Education 455,632 455,632 455,632 0

Extracurricular/Enrichment 58,801 65,366 46,940 11,861

Foodservice Program 98,808 91,821 87,741 11,067

Total Expenditures $5,478,215 $5,675,801 $5,581,707 ($103,492)


REVENUE Budget Anticipated Actual Fav/(Unfav)

Local/Miscellaneous $188,400 $234,140 $234,532 $46,132

State/Federal/Subgrants 70,766 69,043 70,441 (325)

Special Education 102,129 120,180 109,139 7,010

Extracurricular/After School Program 20,209 27,222 15,925 (4,284)

Foodservice Program 82,900 65,900 60,383 (22,517)




Deficit Raised (145,366)


FUND BALANCES General

Building &

Grounds

Reserve

Grants &

Contributions

Actual Balance June 30, 2017 ($137,802) $96,068 $14,035

Actual Revenue FY18 5,649,597 14,646

Actual Expenditures FY18 (5,581,707) (66,258) (12,819)

Healthcare Recapture (33,341)

Actual Balance June 30, 2018 ($103,253) $29,810 $15,862

34

Manchester School DistrictFY18 Actual



Early Education $357,681 $344,474 $344,575 $13,106



Health Services 72,044 76,696 68,822 3,222


Board 50,671 50,486 47,874 2,797


School Administration 398,363 399,563 400,778 (2,415)

Fiscal Services 51,474 51,474 48,432 3,042


Vehicle Operation Services 169,408 131,136 105,368 64,040


Extracurricular/Enrichment 99,838 102,677 115,668 (15,830)


Long-Term Debt 144,691 144,691 144,691 0

Total Budget $11,087,531 $10,905,164 $10,777,247 $310,284

Warned Articles 55,000

Total Expenditures $11,142,531




State/Federal/Subgrants 82,271 82,244 99,817 17,546

Special Education 193,542 212,795 188,279 (5,263)

Extracurricular/After School Program 34,213 36,494 42,932 8,719


Revenue Subtotal $1,088,906 $1,166,905 $1,181,784 $92,878



Deficit Raised (90,388)



Building &

Grounds

Reserve Bus Reserve

Grants &

Contributions

Actual Balance June 30, 2017 $41,361 $125,570 $32,041 $44,789


Actual Expenditures FY18 (10,777,247) (74,438) (277,602)


Transfer to Reserve (Voted 3/2017) (55,000) 55,000


Actual Balance June 30, 2018 $0 $539,181 $87,041 $51,171

35

Mt. Tabor School DistrictFY18 Actual



Secondary Program $153,220 $185,976 $218,317 ($65,097)

General Administration/Board 800 724 424 376


Fiscal Services 4,366 4,241 3,477 889

Transportation 12,664 10,400 12,576 88


Total Expenditures to be Voted $198,052 $228,343 $261,796 ($63,744)


REVENUES Budget Anticipated Actual Fav/(Unfav)

Local/Miscellaneous $350 $412 $1,337 $987

State/Federal 62,632 14,631 25,551 (37,081)

Revenue Subtotal $62,982 $15,043 $26,888 ($36,094)

Education Spending 126,151 126,151 126,151 0

Total Revenue Receipts $189,133 $141,194 $153,039 ($36,094)

Surplus Used 8,919

Total Revenue $198,052

FUND BALANCES General Fund

Tax

Stabilization

Reserve


Actual Revenue FY18 153,039

Actual Expenditures FY18 (261,796)


36

Mountain Towns REDFY18 Actual



Early Education $139,832 $170,341 $167,518 ($27,686)



Health Services 65,184 65,648 64,242 942


Board 47,139 45,603 32,658 14,481



Fiscal Services 46,691 42,431 42,420 4,271

Plant and Grounds Operations 372,645 375,464 380,829 (8,184)

Vehicle Operation Services 222,975 218,428 237,911 (14,936)




Long-Term Debt 120,726 120,726 120,726 0

Total Expenditures $7,738,590 $7,814,949 $7,824,813 ($86,223)










Surplus Used/Reserve Transfer 494,385



Building &

Grounds

Reserve Bus Reserve

Lloyd Tech

Reserve

Tax

Stabilization

Reserve

Grants &

Contributions

Actual Balance June 30, 2017 $528,279 $50,548 $1,934 $54,616 $227,590 $14,307

Actual Revenue FY18 7,253,425 104,929 75,837

Actual Expenditures FY18 (7,824,813) (121,207) (19,044) (71,402)


Transfer from Reserve (Voted 3/2017) 227,590 (227,590)


Actual Balance June 30, 2018 $0 $178,870 $1,934 $35,572 $0 $18,742

37

Sunderland School DistrictFY18 Actual



Early Education $44,590 $31,367 $28,602 $15,988

Regular Education K-8 801,421 787,805 812,836 (11,415)

Regular Education 9-12 1,070,176 1,061,034 1,022,428 47,748

Health Services 29,864 29,750 28,729 1,135


Board 13,234 13,219 9,861 3,373



Fiscal Services 14,181 12,181 11,679 2,502

Plant and Grounds Operations 110,769 107,443 111,763 (994)





Total Expenditures $2,724,513 $2,700,650 $2,650,045 $74,468




State/Federal/Subgrants 293,814 285,324 309,832 16,018







Surplus Used 854,377



Building &

Grounds

Reserve Bus Reserve

Grants &

Contributions

Actual Balance June 30, 2017 $854,377 $541,420 $62,651 $21,728


Actual Expenditures FY18 (2,650,045) (238,820) (62,651) (3,987)



Actual Balance June 30, 2018 $0 $399,588 $0 $23,142

38

Union District 23FY18 Actual



Early Education $125,472 $115,938 $124,938 $534

Regular Education K-6 824,624 806,833 823,212 1,412

Health Services 44,850 44,679 43,018 1,832


Board 12,125 11,811 8,832 3,293


School Administration 178,607 184,080 182,049 (3,442)

Fiscal Services 21,318 20,968 20,266 1,052




Extracurricular/Enrichment 34,470 34,732 34,062 408


Long-Term Debt 17,109 17,109 17,109 0

Total Expenditures $1,860,364 $1,823,869 $1,823,821 $36,543





Special Education 37,604 37,547 42,393 4,789






Surplus Used 95,434



Building &

Grounds

Reserve

Grants &

Contributions

Actual Balance June 30, 2017 $141,685 $16,643 $33,418


Actual Expenditures FY18 (1,823,821) (228,464)



Actual Balance June 30, 2018 $0 $93,596 $39,016

39

40

SUPERINTENDENT OF SCHOOLS REPORT Jacquelyne Wilson January 2019 Act 46 governance changes finally came to an end this year for the Bennington Rutland Supervisory Union (BRSU). On July 1, 2018, we launched two newly merged districts: the Taconic and Green Regional School District (TGRSD) and the Mettawee School District. The Taconic and Green district operates public schools for grades K-8 and offers choice for grades 9-12. The Mettawee School District operates the Mettawee Community School for preK-6 students and offers choice for grades 7-12. The Winhall School District, a non-operating district offering school choice K-12, will remain in the BRSU. There was some anticipation that the Vermont State Board of Education (SBE) would assign both the Arlington School District and the Sandgate School District to the BRSU, but this did not happen. In November, both of these districts were assigned to our southern neighbor in Bennington, Southwest Vermont Supervisory Union (SVSU). So, it looks like our merger work, which has been ongoing for the past five years, has come to end. We are thankful that we can now dedicate our energies to what really matters - providing a quality education for our children. The Taconic & Green merger created a single district and brought five schools together (Currier Memorial, Dorset, Flood Brook, Manchester Elementary Middle, and Sunderland). The Board is concerned about equity of opportunity amongst our schools and charged me with striving for equity where reasonable and beneficial for student learning. We have made some changes this year to increase equity but there is more work to be done. If money were no object, the transition would be easy, but we know that we have a responsibility to be fiscally conservative and deliver a good product - so change will happen, but not all at once. In the current budget, we added one full time health teacher and we will be making some changes to the Manchester public preK program. Beginning in the fall of 2019, the Manchester preK program will allow access for families from Dorset, Sunderland, and the Mountain Towns. Currier currently operates a program for students from Danby and Mt. Tabor and this will continue. In the near future we will begin exploring the possibility of establishing a Taconic & Green Regional Middle School. This change will take a couple of years to realize so we want to start the discussion now. Building a student-centered budget is the most important task that I engage in with the Board. The Board charges me and my colleagues with making staffing and monetary recommendations that we believe best support student learning and are fiscally responsible and reasonable. The Board thoroughly reviews our recommendations and changes are made based on their feedback. Our primary goal this year was to build a budget that enhances the instructional experience for children. This means we carefully analyzed our staffing levels and took a close look at the instructional resources available in our schools - with the goal of improving quality and fostering equity. Quality and equity are at the heart of our budget decision-making process. The Taconic and Green Board is sensitive to the changing demographics in Vermont. The Board has adopted a 3-year attrition plan to reduce staffing when and where it makes sense. If a teacher or paraprofessional retires or leaves their position, my office carefully scrutinizes the need to rehire. The attrition plan suggests a class size of 15-18 students in grades K-3, and 18-24 students in grades 4-8 with the caveat that the educational experience and environment will always be considered in the decision-making process. Educationally, we are focusing on transitioning to Proficiency-Based Learning (PBL). Act 77, which was passed in 2013 by the Vermont Legislature, requires that all Vermont students graduate with a proficiency-based diploma in 2020. Given that we don’t operate a high school, the expectations for us are different. We are working to transition our system to one that uses proficiencies to measure student learning, but of course we won’t be required to produce a PBL transcript. Proficiency-Based Learning uses standards to assess learning and students are afforded more time if they need it to master the standards, while students who already demonstrate mastery of the standards are able to move on. The use of proficiencies will support our commitment to personalized learning. All of our schools are offering sessions on this transition throughout the year so please be sure to check your local school calendars and attend a session or two.

41

SUPERINTENDENT OF SCHOOLS REPORT (continued) We had some changes in leadership this year. Irene and Marty Nadler ended their interim principalships at Manchester Elementary Middle School and are attempting retirement again! We thank Irene and Marty for the support and caring they brought to Manchester Elementary Middle School. Deb Fishwick and Betsy Memoe were hired as Co-Principals for Manchester Elementary Middle School and began their tenure on July 1, 2018. Deb comes with many years of experience as a principal at the Shrewsbury Elementary School, and Betsy Memoe previously served as the MEMS middle school counselor for over two decades. Skyler LaBombard replaced Sarah Reed as the Director of Teaching and Learning. Skyler previously was the Principal for the Sunderland Elementary School. Skyler was replaced by Jennifer Turner. Jennifer previously was a math coach in the BRSU and prior to that a kindergarten teacher at Currier Memorial. Jennifer is a first-year principal and tells us she loves what she is doing - lucky us! My sincere thanks to all the Board members who made this first year of merger a success. Your commitment to our children is laudable. We are all growing and learning together and from my perspective the journey is a stimulating and fulfilling one. I thank all of our leaders, teachers, and support staff for their unrelenting commitment to excellence. Education has changed - it is demanding and requires continuous learning and adjustment. We are asking a lot of them and they step to the plate time and time again. And finally, a sincere thanks to all of you, the taxpayers. You continue to be there for the children of this community. Our children are truly lucky to learn in an environment where education is so highly valued.

AUDIT REPORT

The Taconic and Green Board of School Directors engaged RHR Smith & Company, CPA’s, Buxton, Maine, to conduct an audit of its FY18 financial statements. Copies of the audit report will be available upon completion for public inspection at www.brsu.org or by calling the Bennington-Rutland Supervisory Union at 362-2452.

ENROLLMENT * PK3 PK4 K 1 2 3 4 5 6 7 8 9 10 11 12 TOTAL

Currier 6 7 10 11 7 12 14 8 11 - - - - - - 86

Dorset - - 9 8 16 7 18 14 28 26 24 - - - - 150

Flood Brook - - 33 24 35 29 34 38 24 35 23 - - - - 275

MEMS 3 28 38 40 33 34 29 37 36 63 46 - - - - 387

Sunderland - - 7 11 14 11 12 17 9 - - - - - - 81

Total 9 35 97 94 105 93 107 114 108 124 93 0 0 0 0 979

* includes non-resident students

TACONIC & GREEN ** PK3 PK4 K 1 2 3 4 5 6 7 8 9 10 11 12 TOTAL

Arlington - - - - - - - - - - 2 1 2 2 2 9

Berkshire School - - - - - - - - - - - - 1 - - 1

Black River - - - - - - - - - - - - 1 1 - 2

Burr & Burton - - - - - - - - - - - 142 134 135 133 544

Cardigan Mtn - - - - - - - - - - - 1 - - - 1

Carrabassett Valley - - - - - - - - - - - - 1 - - 1

Choate - - - - - - - - - - - 1 - 1 - 2

Compass School - - - - - - - - - - - - 1 - - 1

Culver Academies - - - - - - - - - - - - 1 - - 1

Currier 6 7 10 11 7 12 14 8 11 - - - - - - 86

Dorset - - 8 8 16 6 18 14 28 26 23 - - - - 147

Flex School - - - - - - - - - - - 1 - 1 - 2

Flood Brook - - 33 24 35 29 34 37 23 35 23 - - - - 273

Franklin Academy - - - - - - - - - - - - - - 1 1

Green Mtn UHS - - - - - - - - - - - - - - 2 2

Groton - - - - - - - - - - - - 1 - - 1

Hyde - - - - - - - - - - - - - - 1 1

Leland & Gray - - - - - - - - - - - 1 - - - 1

Long Trail - - - - - - - - - - 4 9 13 8 7 41

Maple Street - - - - - - - - - - 1 - - - - 1

MEMS 3 28 36 36 32 30 28 34 34 60 42 - - - - 363

Mercersburg - - - - - - - - - - - - - - 1 1

Mill River - - - - - - - - - 2 3 5 2 8 3 23

Millbrook - - - - - - - - - - - - - - 1 1

Miss Porters - - - - - - - - - - - - 1 - - 1

Northfield Mt Hermon - - - - - - - - - - - - - 1 - 1

Phillips Exeter - - - - - - - - - - - - - - 2 2

PK Partners 59 60 - - - - - - - - - - - - - 119

Pomfret - - - - - - - - - - - - - - 2 2

Putney School - - - - - - - - - - - - - - 3 3

Rutland HS - - - - - - - - - - - - - - 1 1

School Year Abroad - - - - - - - - - - - - - 1 - 1

Stansbury Academy - - - - - - - - - - - - 1 - - 1

Stratton Mtn - - - - - - - - - - - 3 3 5 1 12

Sunderland - - 7 9 14 11 12 16 9 - - - - - - 78

VT Academy - - - - - - - - - - - - - 1 - 1

Total 68 95 94 88 104 88 106 109 105 123 98 164 162 164 160 1728** only resident students PK3 = 3 yr olds

PK4 = 4 yr olds

ENROLLMENT REPORTAs of December 1, 2018

42

43

BRSU BUDGET FREQUENTLY ASKED QUESTIONS 1. What does a supervisory union do?

The supervisory union is responsible for managing the operations of its member districts.

The main services provided per statute by a supervisory union to its member districts are:

● Establish and ensure implementation of a supervisory union wide curriculum ● Financial management services, inclusive of state or federal grants and human resource needs ● Professional development programs ● Special education services ● Data management services ● Manage a system to purchase and distribute all materials needed to operate schools ● Manage school operation systems and construction contracts ● Manage employee contract negotiations

2. How are the supervisory union budgets funded? The supervisory union collects assessments from local member districts to cover the supervisory union budgets. Assessments are calculated by subtracting any local (BRSU) revenues, such as interest earned and grants received, from the approved supervisory union budget. The remaining net costs are allocated to districts and included in the districts voted budgets as assessments. This allocation of BRSU funds to the districts, combined with the local BRSU revenue, supports 100% of the approved BRSU budget.

3. How are assessments allocated to districts? Assessments are allocated to member districts in a variety of ways, such as average daily membership (ADM), projected enrollment, and management judgements. Assessments may vary from year to year due to changes in the supervisory union’s expenditures and revenues as well as the overall district’s share of the assessment. For example, if an assessment is allocated using enrollment and the percentage share of students at one district is increasing relative to the supervisory union enrollment as a whole, that district’s percentage share of the assessment will go up. Assessment allocations for the general budget and the special education budget can be found on pages 51 and 59 of this report, respectively.

4. What staffing or program changes are included in the BRSU general budget? We have added a new position to the Student/Staff Support section of the budget under Curriculum. The Tech Innovation & Data Management Leader position will provide technology integration and innovation support to teachers and leaders. Currently we have a full time Director of Technology and two full time support positions. The three staffers oversee all of the technology for our schools and supervisory union, but their support is focused on keeping the technology up and running. While many of our teachers are highly skilled in leveraging technology to support learning, we believe we have a need to have a position dedicated to providing training and leadership in this area. This position will also be responsible for overseeing student performance data management and providing leadership with data analysis reports. Also included in the Student/Staff Support section of the budget are software subscriptions for services that support all of our schools.

44

BRSU BUDGET FREQUENTLY ASKED QUESTIONS (continued)

5. Last year the supervisory union added new program management positions in building and grounds,

transportation, and the foodservice programs. What benefits have the supervisory union and districts seen from these added services? Three new positions were added to the supervisory union budget in FY19 to support all districts in the BRSU: a Director of Operations and Assistant to the Director of Operations who oversee the building and grounds of all schools as well as transportation for all students; and a Director of Foodservice who oversees the foodservice programs in all schools of the supervisory union. All three positions were successfully filled with qualified internal staff. While this was an immediate increase to budgeted costs, the intention was to take advantage of the protection our current tax incentives furnished to most districts and provide equitable services to all schools. Due to the movement of internal staff and the oversight of operations, we currently anticipate a savings of $134,000 in staffing costs this year (BRSU & District budgets combined). Operations, transportation and foodservice are all activities where close coordination of our work creates an opportunity to recognize long term efficiencies that can lower costs via improved allocation of resources. Another important benefit provided by these positions is that key administrative staff have been freed up to focus their time on instructional leadership. Principals have more time to focus on education. Our schools’ chefs are freed from added paperwork and have more time to cook from scratch. Our buildings, transportation, and foodservice programs are important elements to the overall well-being of our students. The folks in these positions also have a visible presence in our schools and are supporting students on many different levels. Our operation services are now more consistent and of high quality - we believe adding these positions has been a valuable investment.

6. What grants are included in the BRSU general budget and what do we use these funds for?

We receive various grants from the state and federal government. Our largest grant, the Consolidated Federal Program (CFP) grant, includes federal Title IA, Title IS, Title IIA and Title IV funds. Funds are allocated to our supervisory union based on federal formulas and are to be used for addressing issues of equity, providing intervention supports, investing in professional development to support effective instruction, supporting programs that provide enrichment, and improving conditions for student learning through Science, Technology, Engineering & Math (STEM). We receive reimbursement funds from both the federal and state governments for certain support services we provide to students, these are titled Medicaid/EPSDT in the general budget. Additionally, last year we received a transition grant from the state of Vermont to help support the Taconic and Green & Mettawee mergers. Grant funds change on an annual basis and grant spending must respond to this while being designed to meet the needs of our students and supervisory union initiatives. Currently our grants cover the costs of 4 intervention positions, 4 instructional coaches, 2 home-school coordinator and social work positions, some occupational and physical therapy support and our after-school program coordinator. The Interventionists provide additional instruction in the areas of literacy and mathematics to students who need more focused instruction and/or would benefit from a more personalized approach. The four Instructional Coaches work directly with classroom teachers to help them improve their classroom instruction.

7. What staffing or program changes are included in the special education budget?

The Manchester PK Site currently has two PK teachers. With the retirement of one of our long time PK teachers at MEMS at the end of this year, we plan to replace this position with a teacher that also holds a special education license. Since special education services will be provided by this teacher in addition to classroom teaching, the employment moves from the Taconic & Green budget to the BRSU special education budget. The costs for this position are included in the assessment to Taconic & Green for PK sites.

45

BRSU BUDGET FREQUENTLY ASKED QUESTIONS (continued)

Due to the increase in student population attending the Anchor program, a class to support students with significant social-emotional needs, we have added another paraeducator to the staff. We have added two new mental health clinicians to the budget. These clinicians will provide individual and group counseling, and support families, teachers and staff in meeting our students’ social-emotional needs. They will provide special education services and serve to replace support that Taconic and Green currently contracts for. The Taconic and Green contracted services will be discontinued next year and the costs for the clinician services will be billed to Taconic and Green. This year we hired an additional special educator rather than replace district paraeducator positions after resignations at the end of last year. Next year we will maintain a decrease of 2½ paraeducator positions (budget to budget in districts) while the FY20 special education budget includes an additional special educator position. This provides us with more highly skilled professionals working directly with students. We have added an additional driver to the budget in order to provide services to students. Additionally, we plan to use available surplus funds to purchase new vehicles in order to increase our fleet by one vehicle and take some older vehicles out of daily service.

Bennington-Rutland Supervisory UnionFY20 General Budget

FY18 FY18 FY19 FY19 FY20

Budget Actual Budget Anticipated Budget

EXPENDITURES

District Shared Positions $238,912 $249,448 $243,630 $455,774 $472,709

Student/Staff Support Positions 140,295 218,274 233,057 219,513 317,310

Technology Staff 214,801 201,748 228,467 227,976 236,829

Administration 996,803 980,525 992,877 977,890 1,020,448

Director of Operations 0 0 183,678 169,533 175,431

Transportation 668,074 642,330 671,728 660,804 678,861

Director of Foodservice 0 0 89,020 95,274 99,009

Total Expenditures $2,258,885 $2,292,325 $2,642,457 $2,806,764 $3,000,597

Grants - CFP/Medicaid/Merger Incentive 1,184,554 1,134,896 1,123,477 1,251,651 1,220,751

Total BRSU Expenditures $3,443,439 $3,427,221 $3,765,934 $4,058,415 $4,221,348

REVENUE

Interest $1,000 $3,005 $1,500 $3,000 $3,000

Miscellaneous 500 1,207 500 500 500

District Service Fees 0 7,658 0 0 0

District Shared Teachers 238,912 249,448 243,630 455,774 472,709

Transportation Service Fees 668,074 642,330 671,728 660,804 678,861

Grants - CFP/Medicaid/Merger Incentive 1,184,554 1,134,896 1,123,477 1,251,651 1,220,751

Grant Administration 28,000 34,690 27,000 27,000 27,000

Revenues $2,121,040 $2,073,234 $2,067,835 $2,398,729 $2,402,821

Assessments 1,252,399 1,252,399 1,698,099 1,698,099 1,793,527

Subtotal $3,373,439 $3,325,633 $3,765,934 $4,096,828 $4,196,348

Surplus Used/(Deficit Raised) 70,000 0 25,000

Total Revenue $3,443,439 $3,765,934 $4,221,348


EXPENDITURES Budget Actual Budget Anticipated Budget

District Positions/Shared Teachers

1100 110 Salaries $163,630 $175,735 $169,016 $317,617 $327,146

1100 210 Medical Insurance 45,929 49,660 44,430 89,293 95,554

1100 290 PR Taxes/Fringe/Insurance 20,353 23,279 21,184 39,864 41,009

1100 320 Professional Development 9,000 774 9,000 9,000 9,000

District Shared Positions Subtotal $238,912 $249,448 $243,630 $455,774 $472,709

46




Student/Staff Support Positions

ESL Position

2100 110 Salaries $60,128 $60,304 $62,113 $62,113 $63,976




2100 580 Travel 1,000 0 1,000 1,000 1,000

2100 610 Supplies 500 0 500 500 500

$92,310 $85,720 $93,286 $87,498 $90,565

Curriculum

2212 110 Director of Teaching & Learning $17,000 $85,000 $87,380 $87,500 $87,380

2212 110 Tech Innovation & Data Mgmt Leader 0 0 0 0 60,000

2212 210 Medical Insurance 3,317 20,862 21,096 0 22,641



2212 580 Travel 2,000 1,833 2,000 2,000 2,000

2212 610 Supplies 2,000 1,597 2,000 2,000 2,000

$30,985 $118,435 $126,271 $105,264 $195,395

Services

2200 650 Alpine - Student Data $8,000 $6,219 $6,500 $7,598 $7,850

2200 650 Panorama - Survey System 4,000 3,000 4,000 4,000 4,000

2200 650 Progress Monitoring - Students 3,000 996 1,000 1,000 2,500

2320 670 Professional Learning System 0 0 0 6,053 7,500

2320 670 Substitute System 0 0 0 6,100 7,500

2200 592 Staff Training 2,000 4,122 2,000 2,000 2,000

$17,000 $14,119 $13,500 $26,751 $31,350

Student/Staff Support Subtotal $140,295 $218,274 $233,057 $219,513 $317,310

Technology Staff

2230 110 Salaries $146,850 $135,566 $153,089 $153,089 $157,662




2230 580 Travel 3,500 1,832 3,500 3,000 3,500

Technology Staff Subtotal $214,801 $201,748 $228,467 $227,976 $236,829

Administration

2320 110 Superintendent $135,000 $132,000 $135,000 $135,000 $138,000

2320 110 Assistant Superintendent 69,000 66,000 67,848 67,848 69,748

2320 115 Salaries - Staff 331,798 331,428 348,744 334,961 358,428

2320 116 Minutes 538 540 538 600 600



2320 320 Professional Development 19,500 17,921 19,500 19,500 19,500

2320 321 Board/Staff Development 3,000 7,436 3,000 7,500 7,500

2320 330 Contracted Services 1,500 2,893 1,500 1,500 1,500

2320 330 Flex Plan Administration 1,200 864 1,200 500 500

2320 330 Alarm System Monitoring/Maint. 700 276 700 700 700

2320 360 Legal 2,500 15,162 2,500 2,500 2,500

2320 370 Audit 10,000 9,500 9,500 9,500 9,500

47




2320 423 Custodial/Trash 6,100 5,649 6,100 6,100 6,100

2320 440 Equip Rent/Copier 3,500 3,093 3,500 3,500 2,000

2320 441 Rent 85,235 88,855 90,191 90,191 91,544

2320 520 Comprehensive Insurance 5,900 5,896 6,100 6,476 6,741

2320 530 Telephone 2,500 2,307 2,500 2,500 2,500

2320 530 Internet 8,200 7,740 8,200 8,000 8,000

2320 531 Postage 4,000 3,382 4,000 4,000 4,000

2320 540 Advertising 1,500 1,448 1,500 1,500 1,500

2320 580 Local Travel 6,000 3,135 6,000 4,500 4,500

2320 610 Supplies 10,000 10,532 12,000 12,000 12,000

2320 670 Tech Supplies/Services 3,000 7,956 8,000 8,000 8,000

2320 670 Accounting System 18,000 18,762 18,000 18,360 18,900

2320 670 Website Portal 4,200 4,550 4,200 1,050 0

2320 670 School Messaging Software 2,500 2,504 2,500 2,379 2,500

2320 670 Learning Mgmt/Student Info. System 25,200 27,706 27,000 33,860 31,900

2320 670 IQM2 (Board Mtg Mgmt System) 4,500 4,662 4,900 4,662 4,895

2320 670 Impero Security System 0 0 0 0 4,862

2320 730 Equip Purchase 4,000 3,928 2,000 2,000 2,000

2320 810 Dues 7,000 5,847 6,500 6,500 6,500

Administration Subtotal $996,803 $980,525 $992,877 $977,890 $1,020,448

Director Of Operations

26/27 110 Director of Operations Salary $0 $0 $80,000 $78,000 $80,340

26/27 115 Assistant Salary 0 0 35,000 36,900 38,007

26/27 210 Medical Insurance 0 0 42,192 28,380 30,356

26/27 290 PR Taxes/Fringe/Insurance 0 0 17,486 17,253 17,728

26/27 300/500 Professional Development 0 0 3,000 3,000 3,000

26/27 580 Travel 0 0 3,000 3,000 3,000

26/27 610 Supplies & Materials 0 0 3,000 3,000 3,000

Director of Operations Subtotal $0 $0 $183,678 $169,533 $175,431

Transportation

2711 115 Salaries - Drivers $67,922 $56,484 $61,950 $59,099 $60,780

2711 210 Medical Insurance 8,409 1,339 8,258 0 0


2711 519 Transportation Contracts 580,445 574,898 591,018 590,995 606,952

Transportation Subtotal $668,074 $642,330 $671,728 $660,804 $678,861

Director of Foodservice

3100 110 Director of Foodservice $0 $0 $60,000 $57,500 $59,225

3100 210 Medical Insurance 0 0 15,723 21,095 22,641

3100 290 PR Taxes/Fringe/Insurance 0 0 9,297 9,412 9,643

3100 300/500 Professional Development 0 0 1,500 1,500 1,500

3100 580 Travel 0 0 2,000 2,000 2,000

3100 610 Supplies & Materials 500 500 500

3100 650 Mealtime Mgmt System 0 0 0 3,267 3,500

Director of Foodservice Subtotal $0 $0 $89,020 $95,274 $99,009

Total Expenditures $2,258,885 $2,292,325 $2,642,457 $2,806,764 $3,000,597

48

Bennington-Rutland Supervisory Union

FY20 General Budget


GRANT EXPENDITURES Budget Actual Budget Anticipated Budget

Consolidated Federal Program (CFP) Intervention & Professional Development (Title I, II & Title IV)

Intervention Positions

1100 110 Intervention Salaries $236,239 $327,873 $289,850 $250,508 $257,940



2213 300/500 Professional Development 13,750 0 11,250 11,250 11,250

$361,757 $466,185 $416,442 $389,982 $412,540

Home School Coordinator

2110 110 Salary $59,018 $64,212 $35,658 $53,540 $55,146




$87,873 $84,792 $44,329 $65,996 $68,163

Instructional Innovation Leaders (FY18/Coaching)

2210 110 Salaries $132,103 $69,986 $131,966 $156,045 $160,606

2210 210 Medical Insurance 22,160 0 15,723 15,723 16,771


2210 610 Supplies & Materials 1,000 64 1,000 1,000 1,000

2213 580 Travel 3,000 0 3,000 3,000 3,000

2213 300/500 Professional Development 5,000 6,050 5,000 5,000 5,000

$196,600 $90,707 $187,010 $207,802 $231,141

Other Intervention & Professional Development

1100 300 Homeless Services $2,000 $1,790 $2,000 $2,000 $2,000

1100 300 Parent Participation Support 0 0 0 4,379 4,500

2210 116 Curriculum Development Stipends 15,000 11,800 15,000 4,500 5,000


2213 320 Professional Development Services 41,500 25,714 40,000 89,248 40,000

2213 320 Support Services/Independent Schools 7,815 0 7,815 800 5,000

2213 320 PBIS/BEST Training & Support 0 8,995 0 31,704 30,000

2213 610 Supplies & Materials 2,000 338 2,000 2,000 2,000

2400 300/500 Professional Development 12,000 11,500 12,000 55,000 12,000

$83,568 $62,835 $82,527 $190,681 $101,800

Total CFP Subtotal $729,798 $704,519 $730,308 $854,461 $813,644

Medicaid/EPSDT Intervention & Support

Intervention/Curriculum

1100 110 Intervention Salaries $0 $127,605 $127,756 $149,175 $153,650

1100 210 Medical Insurance 0 35,748 34,559 34,557 36,966

1100 290 PR Taxes/Fringe/Insurance 0 12,712 30,806 15,188 15,552

1100 320 Instructional Services 0 1,549 10,000 10,000 10,000

1100 610 Supplies & Materials 0 503 1,500 1,500 1,500

2212 110 Literacy Salaries 0 1,700 0 0 0

2212 290 PR Taxes/Fringe/Insurance 0 139 0 0 0

2213 300/500 Professional Development 0 13,191 5,000 5,000 5,000

$200,000 $193,147 $209,621 $215,420 $222,668

OT/PT (Non Sped Services)

216/90 110 Salaries $4,068 $1,521 $4,553 $0 $0

216/90 210 Medical Insurance 1,336 404 1,207 0 0

216/90 290 PR Taxes/Fringe/Insurance 630 242 673 0 0

$6,034 $2,167 $6,433 $0 $0

49

Bennington-Rutland Supervisory Union

FY20 General Budget


GRANT EXPENDITURES Budget Actual Budget Anticipated Budget

Social Worker/Nurse Support

2110 110 Social Worker Salary $24,465 $24,465 $50,397 $50,397 $51,909



2110 580 Travel 2,000 2,950 2,000 2,000 2,000

2110 610 Supplies & Materials 500 0 500 500 500

2130 650 Software Subscription 5,000 0 5,000 3,900 4,100


$48,112 $44,422 $88,838 $87,739 $91,197

After School Programs

1100 110 ASP Coordinator $0 $20,352 $19,974 $28,261 $29,108

1100 210 Medical Insurance 0 5,818 8,258 8,258 8,816


1100 580 Travel 0 321 2,000 2,000 2,000

1100 592 Local Services 0 0 10,000 10,000 10,000

1100 610 Supplies 0 817 500 1,000 500


$40,000 $32,239 $45,155 $53,448 $54,427

PBIS Coordinator/Support

2100 110 PBIS Coordinator $0 $2,000 $3,000 $0 $0



$0 $2,697 $6,245 $3,000 $3,000

Administration

2400 110 Salaries $20,660 $20,059 $20,660 $18,650 $19,210

2400 110 Sftw Implementation Team 0 2,610 0 0 0



2400 330 Contracted Services 5,000 4,698 5,000 4,698 5,000

$35,738 $38,418 $36,877 $34,355 $35,815

Total Medicaid/EPSDT Subtotal $329,884 $313,090 $393,169 $393,962 $407,107

Merger Transition Grant

2300 116 Salaries/Board & Administration $26,295 $18,325 $2,260

2300 291 PR Taxes/Fringe/Insurance 2,115 1,617 287

2300 330 Board Development 7,500 967 0

2300 330 Communications 0 21,000 0

2300 360 Legal 4,217 13,348 194

2300 580 Travel/Mileage 2,639 467 212

2300 610 Supplies, Postage, Adv., Etc. 1,106 6,482 53

2300 610 Election/Annual Report 0 14,622 0

2300 650 Learning/Student Sftw Implementation 25,000 14,900 0

2500 650 Other Software Implementation 5,000 6,964 222

2600 110 New Positions Start FY18 36,000 18,595 0

2711 650 Transportation Support 15,000 0 0

T&G Transition Grant Subtotal $124,872 $117,287 $3,228

Total Grant Expenditures $1,184,554 $1,134,896 $1,123,477 $1,251,651 $1,220,751

50

Total Mettawee

Taconic &

Green Winhall

1 ADM K-6/8 (Preliminary) 1076.29 156.90 919.39

2 District Share 14.58% 85.42%

3 Student/Staff Support Positions & Technology (80%) $506,773 $73,877 $432,896

4 ADM PK-12 (Preliminary) 2256.57 323.03 1,742.34 191.20

5 Percentage 14.32% 77.21% 8.47%

6 Administration $872,446 $124,891 $673,632 $73,923

7 ADM PK-12 (Preliminary) 2065.37 323.03 1,742.34

8 Percentage 14.86% 80.14% 5.00%

9 Accounting $164,868 $24,497 $132,128 $8,243

10 ADM K-6/8 (Preliminary) 1076.29 156.90 919.39

11 Percentage 14.58% 85.42%

12 Direction of Operations/Building & Grounds (60%) $105,259 $15,345 $89,914

13 ADM K - 12 served (Preliminary) 1761.54 1,580.54 181.00

14 Percentage 89.72% 10.28%

15 Fleet Oversight/District Runs (36%) $63,154 $56,665 $6,489

16 Contract Oversight (4%) 7,018 $3,509 3,509 0

17 Director of Operations/Transportation (40%) $70,172 $3,509 $60,174 $6,489

18 ADM PK (on site) - 6/8 (Preliminary) 1148.29 184.90 963.39

19 District Share 16.10% 83.90%

20 Director of Foodservice $99,009 $15,942 $83,067

21 Assessment Allocation Prior to Applied Surplus $1,818,527 $258,061 $1,471,811 $88,655

22 Less Surplus Used (based on prior years assessment %s) (25,000) (3,424) (20,298) (1,278)

23 FY20 Assessment $1,793,527 $254,637 $1,451,513 $87,377

Each category of the assessment is allocated to districts receiving services in that category. For example, Winhall is not assessed a share of

the Director of Operations/Building & Grounds on line 12 as the district does not operate a school.

BENNINGTON-RUTLAND SUPERVISORY UNION

GENERAL ASSESSMENT FY20

51

District assessments change from year to year, not only because of changes to budgeted revenues and expenditures, but also due

to the change in each district's percentage share of each portion of the assessment.

Total Mettawee

Taconic &

Green Winhall

1 Assessment Comparison - FY20 to FY19

2 FY20 Assessment $1,793,527 $254,637 $1,451,513 $87,377

3 FY19 Assessment 1,698,099 232,543 1,378,726 86,830

4 Increase/(Decrease) $95,428 $22,094 $72,787 $547

5 % Increase/(Decrease) in Assessment 5.6% 9.5% 5.3% 0.6%

The increased assessment is mainly due to the new Tech Innovation & Data Management Leader postion, explained on page

43 of this report.

6 Change in School ADM % Share

7 December 2018 ADM K-6/8 (Preliminary) 1,076.29 156.90 919.39

8 December 2017 ADM K-6/8 1,138.57 155.85 982.72

9 Increase/(Decrease) to ADM (62.28) 1.05 (63.33)

10 December 2018 ADM % Share 14.58% 85.42%

11 December 2017 ADM % Share 13.70% 86.30%

12 Increase/(Decrease) to ADM % Share 0.88% (0.88%)

13 Change in Overall ADM % Share

14 December 2018 ADM PK-12 (Preliminary) 2,256.57 323.03 1,742.34 191.20

15 December 2017 ADM PK-12 2,292.22 322.78 1,777.49 191.95

16 Increase/(Decrease) to ADM (35.65) 0.25 (35.15) (0.75)

17 December 2018 ADM % Share 14.32% 77.21% 8.47%

18 December 2017 ADM % Share 14.08% 77.54% 8.37%

19 Increase/(Decrease) to ADM % Share 0.24% (0.33%) 0.10%


GENERAL ASSESSMENT COMPARISON FY19 TO FY20

52

Bennington-Rutland Supervisory UnionFY20 Special Education Budget

FY18

Budget

FY18

Actual

FY19

Budget

FY19

Anticipated

FY20

Budget

EXPENDITURES

PK Sites $225,303 $192,859 $232,946 $196,527 $291,925

Early Education Instruction/Support 256,002 224,106 239,172 232,267 239,431

Direct Services 68,923 81,299 76,827 81,721 256,089

Anchor Program 271,174 329,058 335,440 359,956 390,498

Behavior Analyst 94,436 12,407 90,299 93,531 95,939

Services - Operating Grades in the SU 3,095,917 3,198,958 3,181,331 3,310,810 3,392,402

Services - Non-operating Grades 4,236,596 4,430,805 4,244,243 4,115,292 3,924,424

Psychological Services PK-12 266,556 262,957 274,458 271,868 286,002

Occupational/Physical Therapy PK-12 321,209 326,188 324,022 329,055 343,744

Administration PK-12 812,922 765,995 808,472 828,967 864,358

Transportation PK-12 318,419 349,630 348,021 365,684 404,591

TOTAL EXPENDITURES $9,967,457 $10,174,262 $10,155,231 $10,185,678 $10,489,403

REVENUE

Service Fees/Misc $0 $5,926 $0 $0 $0

Direct Services 68,923 81,299 76,827 81,721 256,089

IDEA Grants 645,803 620,990 662,840 684,879 718,333

Medicaid Grant 37,665 0 0 0 0

Early Education Block Grants 149,764 149,764 150,386 150,386 158,909

Special Education Block Grants 822,228 822,228 820,351 820,351 844,163

State Reimbursement 4,566,240 5,209,777 4,657,999 4,617,084 4,620,933

REVENUE SUBTOTAL $6,290,623 $6,889,984 $6,368,403 $6,354,421 $6,598,427

Districts Assessments 3,676,834 3,676,834 3,891,058 3,871,268 3,890,976

TOTAL REVENUE $9,967,457 $10,566,818 $10,259,461 $10,225,689 $10,489,403

Surplus(Deficit) offset to Assessments 0 (104,230) 0

TOTAL REVENUE $9,967,457 $10,155,231 $10,489,403

EXPENDITURES

FY18

Budget

FY18

Actual

FY19

Budget

FY19

Anticipated

FY20

Budget

PK Sites

1100 110 Salaries $120,329 $120,669 $124,169 $124,169 $182,774

1100 115 Paraeducators/Subs 18,072 18,346 18,936 1,000 1,500

1100 210 Group Medical 22,160 20,770 21,096 21,095 45,282

1100 290 PR Taxes/Fringe/Ins. 15,081 14,679 15,132 12,066 19,617

1100 610 Services/Supplies 3,000 1,448 3,000 1,500 1,500

2152 110 Salaries 39,077 0 33,600 28,250 29,080

2152 115 SLPA Salaries 0 11,211 0 0 0

2152 210 Group Medical 0 3,392 9,434 0 0


2200 110 Mentoring 0 0 0 900 2,400

2200 290 PR Taxes/Fringe/Ins. 0 0 0 69 184

2200 325 Prof Development/Tuition 4,000 566 4,000 4,000 6,000

Total PK Sites $225,303 $192,859 $232,946 $196,527 $291,925

53




Early Education Instruction

Instruction

1100 110 Salary $84,340 $78,990 $79,397 $74,390 $76,622

1100 112 ESY 3,000 287 500 1,500 500

1100 210 Medical 21,952 18,813 18,416 17,258 18,404


1100 320 Instructional Services 1,000 800 0 1,166 2,366

1100 320 Instructional Services/IDEA 10,987 3,852 10,534 8,000 8,000

1100 610 Supplies 1,000 4,464 3,200 3,200 3,200

$131,093 $114,899 $119,968 $112,950 $116,633

Speech/Support

2100 320 Support Services $500 $605 $500 $2,500 $2,500

2152 110 Salary - Speech 76,415 71,422 79,424 78,265 80,558

2152 112 ESY 500 437 500 500 500

2152 210 Medical 25,262 19,746 16,290 15,751 16,760


2152 610 Supplies 1,000 602 1,000 1,000 1,000

$111,909 $100,366 $106,204 $106,317 $109,798

Staff Support

2200 325 Prof Development/Tuition $6,000 $2,951 $6,000 $6,000 $6,000

2200 580 Travel 7,000 5,890 7,000 7,000 7,000

$13,000 $8,841 $13,000 $13,000 $13,000

Total Early Education Instruction/Support $256,002 $224,106 $239,172 $232,267 $239,431

Occupational Therapy

2160 110 Salary $10,166 $12,196 $9,638 $8,030 $8,270

2160 210 Medical 3,432 4,359 2,937 2,605 2,793


$15,222 $18,570 $14,076 $11,909 $12,371

Physical Therapy

2190 110 Salary $5,386 $2,701 $0 $0 $0


$5,843 $2,928 $0 $0 $0

Total Occupational/Physical Therapy $21,065 $21,498 $14,076 $11,909 $12,371

Administration

2420 610 Testing Supplies/Adv/Postage $6,000 $3,814 $6,000 $6,000 $6,000

Total Early Education Services $283,067 $249,418 $259,248 $250,176 $257,802

54




Direct Services PK-8

1100 110 Salary/Teacher $20,214 $24,532 $24,859 $25,268 $134,026

1100 110 Salary/Paraeducators 6,642 14,858 11,978 12,605 18,041

1100 210 Medical 6,966 3,867 4,129 4,129 45,162


1100 320 Behavior Interventionist 31,415 33,950 31,415 34,950 36,000

2200 325 Prof Development/Tuition 1,000 1,968 1,000 1,000 1,000

Total Special Ed Direct Services $68,923 $81,299 $76,827 $81,721 $256,089

Anchor Program

1100 110 Salary/Teachers & Behaviorist $126,969 $135,317 $162,306 $146,326 $155,269

1100 115 Salary/Paraeducators 35,554 73,803 50,641 68,861 78,328

1100 115 Salaries/ESY 0 3,437 3,500 4,500 3,500

1100 120 Substitutes 2,000 1,800 2,000 2,000 2,000

1100 210 Medical 52,758 52,898 55,521 56,523 66,000


1100 610 Program Supplies/Services 5,000 2,755 5,000 5,000 5,000

2100 110 Salaries/Counseling 22,000 17,039 19,191 32,316 33,286

2100 210 Medical 0 2,450 3,188 5,368 5,730



Total Anchor Program $271,174 $329,058 $335,440 $359,956 $390,498

Behavior Analyst

1100 110 Salary $57,784 $6,138 $55,000 $70,000 $72,100

1100 210 Medical 22,233 5,294 21,096 8,258 8,816

1100 290 PR Taxes/Fringe/Insurance 7,419 975 7,203 7,773 8,023

1100 610 Supplies 500 0 500 1,000 500

2200 3/500 Professional Dev/Travel 6,500 0 6,500 6,500 6,500

$94,436 $12,407 $90,299 $93,531 $95,939

Services Provided to Students in Grades Educated Within Schools in the Supervisory Union

Instruction

1100 110 Salary/Teacher $979,499 $1,109,968 $1,168,716 $1,252,111 $1,265,108

1100 112 ESY Services 26,000 30,857 29,000 35,000 29,000

1100 120 Substitutes 12,000 9,801 12,000 12,000 12,000

1100 210 Medical 284,082 260,209 266,646 268,874 317,464


1100 320 Instructional Services/IDEA 21,583 2,974 13,590 0 0

1100 3/500 Tuition/Services 775,546 801,207 682,212 715,956 711,268

1100 592 District Services/Extraordinary 152,370 154,544 154,108 155,430 161,153

1100 610 Supplies & Equipment 37,500 24,415 37,500 37,500 37,500

$2,394,615 $2,508,916 $2,487,784 $2,610,199 $2,667,681

55




Student Support

2100 320 Contracted Services $10,988 $16,400 $1,009 $1,009 $1,009

2100 112 ESY Support Services 5,000 897 4,500 7,000 4,500


2140 110 Salary/Counseling 4,200 7,444 7,700 5,600 17,600

2140 290 PR Taxes/Fringe/Insurance 341 569 628 460 2,401

2140 320 Evaluations 7,500 15,307 7,500 7,500 7,500

2140 320 Counseling Services 13,375 9,007 4,000 20,600 10,000

2152 110 Salary/Speech Teacher 422,196 418,309 443,697 444,631 457,683

2152 112 ESY Services 12,000 17,132 14,500 12,500 14,500

2152 115 SLPA 0 8,151 0 0 0

2152 120 Substitutes 2,000 0 2,000 2,000 2,000

2152 210 Medical 107,697 87,851 86,042 80,288 85,822


2152 320 Speech/Auditory Services 1,470 2,495 2,983 2,060 2,060

2152 610 Speech Supplies 7,000 7,007 7,000 7,000 7,000

2711 519 Transportation Services 2,000 8,069 0 500 500

$641,558 $642,767 $628,935 $638,587 $661,064

Staff Support

2200 112 PD Support Stipends $3,000 $5,970 $7,500 $5,100 $6,600


2213 325 Prof Development/Tuition 45,000 36,833 45,000 45,000 45,000

2214 325 District Prof Development 10,000 1,212 10,000 10,000 10,000

2214 580 Travel 1,500 2,652 1,500 1,500 1,500

$59,744 $47,275 $64,612 $62,024 $63,657

Total Services/Grades in the SU $3,095,917 $3,198,958 $3,181,331 $3,310,810 $3,392,402

Services Provided to Students in Grades Educated Outside of the Supervisory Union

Instruction

1100 3/500 Services/Tuition $3,869,223 $4,089,424 $3,909,286 $3,793,298 $3,669,418

1100 610 Supplies 500 924 500 500 500

$3,869,723 $4,090,348 $3,909,786 $3,793,798 $3,669,918

Student Support

2100 3/500 Services $2,805 $3,451 $7,750 $0 $0

2140 320 Evaluations 7,500 23,507 7,500 7,500 7,500

2140 3/500 Counseling Services 113,398 90,544 104,028 92,292 67,154

2152 3/500 Speech Services 210,789 174,739 162,129 149,699 141,822

2160 3/500 OT/PT Services 16,781 9,323 14,802 10,886 10,753

2711 519 Transportation Services 15,600 38,893 38,248 61,117 27,277

$366,873 $340,457 $334,457 $321,494 $254,506

Total Services/Grades Outside the SU $4,236,596 $4,430,805 $4,244,243 $4,115,292 $3,924,424

56




Psychological

2100 110 Salary/Psychologists $184,666 $184,665 $190,205 $190,205 $195,912

2100 210 Medical 30,670 27,606 29,355 23,981 25,587


2100 611 Materials & Supplies 3,000 2,554 3,000 3,000 3,000


2200 580 Travel 4,200 3,808 4,200 3,700 4,200

Total Psychological $266,556 $262,957 $274,458 $271,868 $286,002

Occupational Therapy K-12

2160 110 Salary $143,870 $143,444 $145,433 $151,594 $156,141

2160 210 Medical 49,472 52,145 46,306 47,843 51,305


2160 610 Supplies 2,000 1,973 2,000 2,000 2,000


2200 580 Travel 2,000 1,223 2,000 2,000 2,000

$221,970 $222,353 $223,290 $228,912 $240,545

Physical Therapy K-12

2190 110 Salary $71,552 $75,778 $79,478 $80,978 $83,362


2190 610 Supplies 300 147 300 300 300

2200 580 Travel 250 0 250 250 250

$78,174 $82,337 $86,656 $88,234 $90,828

Total Occupational/Physical Therapy K-12 $300,144 $304,690 $309,946 $317,146 $331,373

Administration

2400 110 Director of Student Services $46,000 $44,000 $45,232 $45,232 $46,498

2400 110 Program Directors 410,764 415,974 428,453 423,533 436,239

2400 115 Salaries - Clerical 40,000 20,059 20,660 37,834 38,969

2400 210 Medical 125,276 113,142 114,147 116,014 124,368



2400 330 Contracted Service 8,000 9,927 8,000 8,000 8,000

2400 360 Legal 5,000 1,227 5,000 5,000 5,000

2400 531 Postage 1,600 1,304 1,600 1,600 1,600

2400 540 Advertising 3,000 1,076 3,000 3,000 3,000

2400 580 Travel 13,000 10,294 13,000 13,000 13,000

2400 610 Supplies/Software/Copier 8,500 8,143 8,500 8,500 8,500

2400 739 Equipment 3,000 1,528 3,000 3,000 3,000

$768,776 $726,037 $763,279 $785,926 $819,893

57




Transportation Administration

2711 110 Coordinator $25,393 $25,732 $26,504 $24,600 $25,338

2711 210 Medical 7,559 0 7,173 8,438 9,056


$38,146 $36,144 $39,193 $37,041 $38,465

Total Administration $806,922 $762,181 $802,472 $822,967 $858,358

Transportation

2712 115 Salary/Drivers & Assistants $180,922 $194,376 $197,839 $201,749 $229,310

2712 210 Medical 25,285 32,859 32,249 32,830 43,320


2712 430 Repairs & Maintenance 16,000 22,834 16,000 20,000 20,000

2712 500 Services/Insurance 2,000 3,366 2,000 3,704 4,000

2712 540 Advertising 1,000 0 1,000 1,000 1,000

2712 580 Prof Dev/Travel 500 120 500 500 500

2712 592 Services/Districts 3,000 1,803 3,000 3,000 3,000

2712 610 Supplies 1,200 140 1,200 1,200 1,200

2712 620 Fuel 25,000 27,540 25,000 28,000 33,000

2712 910 Bus Lease Payments 31,000 33,191 34,284 34,677 24,332

Total Transportation $318,419 $349,630 $348,021 $365,684 $404,591

Total Special Education/Early Education $9,967,457 $10,174,262 $10,155,231 $10,185,678 $10,489,403

58

Total Mettawee

Taconic &

Green Winhall

1 PK Sites - Less Medicaid covered costs

2 Students at Site 28.00 44.00

3 Site Based Early Education $291,925 $114,225 $177,700

4 Early Education - Instruction - Less IDEA covered costs if applicable

5 ADM (less site) 130.00 2.00 117.80 10.20

6 Percentage Allocation 1.5% 90.6% 7.8%

7 Early Education Instruction $115,133 $1,771 $104,329 $9,033

8 Early Education - Speech - Less IDEA covered costs if applicable

9 ADM (less site for Mettawee) 174.00 2.00 161.80 10.20


11 Early Education Speech $116,298 $1,336 $108,144 $6,818

12 Early Ed Instructional/Support Services & Admin - Less IDEA covered costs if applicable

13 ADM 202.00 30.00 161.80 10.20


15 Early Ed Instr. Support Services/Admin $18,371 $2,728 $14,715 $928

16 Early Ed Block Grant Allocation

17 ADM 202.00 30.00 161.80 10.20


19 Early Ed Block Grant Allocation ($158,909) ($23,599) ($127,285) ($8,025)

20

21 Projected FY20 Enrollment 1,092.00 154.00 916.00 22.00


23 Services K-6/8 $3,878,839

24 Less Block Grant Allocation (364,904)

25 Less Estimated Reimbursement (1,899,234)

26 Services K-6/8 to be Assessed $1,614,701 $227,715 $1,354,455 $32,531

27 Services 7/9-12 & K-8 choice out of our SU

28 Projected FY20 Enrollment 880.00 134.00 597.00 149.00


30 Services 7/9-12 $3,924,424


32 Less Estimated Reimbursement (2,080,082)

33 Services 7/9-12 to be Assessed $1,475,150 $224,626 $1,000,755 $249,769

34

35 Projected FY20 Enrollment - PK-12 2,174.00 318.00 1,674.80 181.20


37 Psych/OT/PT/Admin/Transportation $1,169,991


39 Less Estimated Reimbursement (641,617)

40 Psych/OT/PT/Adm/Transp to be Assessed $418,307 $61,186 $322,255 $34,866

41 TOTAL FY20 ASSESSMENT $3,890,976 $609,988 $2,955,068 $325,920

Each category of the assessment is allocated to districts receiving services in that category. For example, Winhall is not assessed a share

of PK sites on line 3 as Winhall does not operate a PK site.

Services K-6/8 Grades Served - Includes Anchor Program & Behavior Analyst - Less IDEA covered costs

Behavior Analyst/Psychological/OT/PT/Administration/Transportation - Less IDEA covered costs


SPECIAL EDUCATION ASSESSMENTS - FY20

59

District assessments change from year to year, not only because of changes to budgeted revenues and expenditures, but also due to

the change in each district's percentage share of each portion of the assessment.

Total Mettawee

Taconic &

Green Winhall

1 Total Assessment

2 FY20 Assessment $3,890,976 $609,988 $2,955,068 $325,920

3 FY19 Assessment 3,891,058 627,357 2,899,384 364,317

4 Increase/(Decrease) ($82) ($17,369) $55,684 ($38,397)

5 % Increase/(Decrease) 0.0% (2.8%) 1.9% (10.5%)

6 Early Education (Sites and Special Ed Services)

7 FY20 Assessment less Grant Allocation $382,818 $96,461 $277,603 $8,754

8 FY19 Assessment less Grant Allocation 331,274 118,356 204,468 8,450

9 Increase/(Decrease) $51,544 ($21,895) $73,135 $304

10 % Increase/(Decrease) 13.5% (22.7%) 26.3% 3.5%

The Mettawee PK site had a change in staff this year. With this change, staff wages and benefits were less than originally budgeted,

resulting in a decrease in the assessment to Mettawee.

A teacher is retiring from the Manchester PK site this year. This position was previously budgeted in the Taconic & Green budget,

but has been moved to the BRSU special education budget as it will now provide special education services in addition to serving as

a classroom teacher. This results in an increased assessment to Taconic and Green.

11

12 Projected FY20 Enrollment 1,092 154 916 22

13 Projected FY19 Enrollment 1,126 154 947 25

14 Increase/(Decrease) (34) 0 (31) (3)

15 FY20 Percentage Allocation 14.1% 83.9% 2.0%


17 Increase/(Decrease) 0.4% (0.2%) (0.2%)

18 FY20 Assessment $1,614,701 $227,715 $1,354,455 $32,531

19 FY19 Assessment 1,435,413 196,319 1,207,225 31,869

20 Increase/(Decrease) $179,288 $31,396 $147,230 $662

This portion of the assessment is increasing as it includes additional staffing as noted on pages 44-45 of this report.


SPECIAL EDUCATION ASSESSMENT COMPARISON FY19 TO FY20

Services K-6/8 Grades Served - Includes Anchor Program & Behavior Analyst - Less IDEA covered costs and estimated

state reimbursement

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SPECIAL EDUCATION ASSESSMENT COMPARISON FY19 TO FY20

Total Mettawee

Taconic &

Green Winhall

21 Services 7/9-12 & K-8 choice out of our SU - Less estimated state reimbursement

22 Projected FY20 Enrollment 880 134 597 149

23 Projected FY19 Enrollment 898 132 605 161

24 Increase/(Decrease) (18) 2 (8) (12)



27 Increase/(Decrease) 0.5% 0.5% (1.0%)

28 FY20 Assessment $1,475,150 $224,626 $1,000,755 $249,769

29 FY19 Assessment 1,507,631 221,611 1,015,721 270,299

30 Increase/(Decrease) ($32,481) $3,015 ($14,966) ($20,530)

This portion of the assessment is decreasing due to declining enrollment.

31

32 Projected FY20 Enrollment - PK - 12 2,174 318 1,675 181

33 Projected FY19 Enrollment - PK - 12 2,232 319 1,715 198

34 Increase/(Decrease) (58) (1) (40) (17)



37 Increase/(Decrease) 0.3% 0.2% (0.5%)

38 FY20 Assessment $418,307 $61,186 $322,255 $34,866

39 FY19 Assessment 512,510 73,248 393,797 45,465

40 Increase/(Decrease) ($94,203) ($12,062) ($71,542) ($10,599)

The decline in this portion of the assessment is due to the inclusion of offsetting estimated reimbursement from the purchase of

vehicles with current available surplus funds.

41 FY19 Deficit Raised $104,230 $17,823 $78,173 $8,234

An anticipated deficit of $104,230 was included in the FY19 assessment; no deficit is expected this year lowering the overall

assessment for FY20 when compared to FY19.

Behavior Analyst/Psychological/OT/PT/Administration/Transportation - Less IDEA covered costs

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The Bennington-Rutland Supervisory Union engaged RHR Smith & Company, CPA's, Buxton, Maine, to conduct an audit of

its FY18 financial statements. Copies of the audit report will be available upon completion for public inspection at BRSU.org

or by calling the Bennington-Rutland Supervisory Union, 362-2452.

Equipment /

General Software Special

Fund Reserves Education

Balance June 30, 2017 $164,272 $0 $19,080

Transfer to Equipment Reserve Fund (15,000) 15,000

Actual Revenues FY18 3,325,633 0 $10,566,818

Actual Expenditures FY18 (3,427,221) 0 (10,174,262)

Actual Fund Balance June 30, 2018 $47,684 $0 $411,636


Anticipated Revenues FY19 4,096,828 0 10,225,689

Anticipated Expenditures FY19 (4,058,415) (10,000) (10,185,678)

Anticipated Vehicle Purchases (220,967)

Anticipated Fund Balance June 30, 2019 $83,097 $8,000 $230,680


Budgeted Revenues FY20 4,196,348 0 10,489,403

Budgeted Expenditures FY20 (4,221,348) 0 (10,489,403)

Budgeted Fund Balance June 30, 2020 $55,097 $11,000 $230,680

OFFICE OF THE SUPERINTENDENT - TREASURER'S REPORT

Summary of Fund Balances

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PRINCIPAL’S REPORT - Currier Memorial School January 2019 It has been another incredible year for our Currier Memorial School community. We continue to work towards our ultimate goal, focusing on our continuous improvement plan, striving to do what is best for our Danby and Mt. Tabor students. We are committed to doing all we can to ensure academic success for all of our students. We are thankful for the continued support we receive from our CMS community. Together we can help make a difference for CMS students. We continue to focus on a number of improvement goals for our school, which includes academic, social/emotional, and safety. Our school population is currently 86 students, PK-6th grade, with 74.11% of students qualifying for free or reduced lunch. Fortunately, all of our students were able to have access to free breakfast, snacks, and lunch for a second year through the Universal Meals and Fresh Fruit and Vegetables programs. It truly makes a difference for our school community, and the overall health of our students to not have hunger as a barrier. In addition to this, CMS is grateful for continued support from the Stratton Foundation who has provided a number of supports for our students, which includes free dental cleanings and a weekly backpack program that sends food home with children for the weekends. This fall we welcomed preschool students into our CMS building. It has been a huge joy to have this program become part of our school community. They participate in all school events and it has helped make our community more cohesive. This change has encouraged our older students to be role models, and they love helping the younger students when opportunities present themselves. Having this program in our building has provided the preschool students with a more diverse program, as we are able to share and provide resources within the same building. This past summer all asbestos tiles were removed in all eight classrooms and new flooring was installed. In addition to this safety improvement, we have also installed safety film on all of our windowed doors and mirrored tint on all of our classroom windows. Safety of our students is our number one priority. We had several safety assessments conducted at our school over this past school year (as have all VT schools) and we have been told each time that we are well ahead of most schools in Vermont. Our leadership team, which includes classroom teachers, special educators, and interventionists, have worked hard to oversee our Continuous Improvement Plan (CIP). This year we have added two committee’s that our leadership team oversees. The first is an Advisory Committee, which includes parent representatives, and the second committee is our newly founded CMS Student Council, which includes student representatives from grades 4, 5, and 6. We are focusing on engagement for students and our families. Our school was part of two assessments conducted last year, looking at our overall system and its ability to meet the needs of all students. From this assessment it became clear that we need to focus on our Tier One instruction for all students. In response to this, along with ongoing data analysis, reading instruction for our k-2 students has been restructured, implementing researched based programs that we believe will yield significant positive outcomes. Research is quite clear that students having success with reading directly impacts their overall success in all other academic areas as well as their social, emotional, and behavioral wellbeing. We are proud of our Danby and Mount Tabor students, and we are honored to be part of Currier’s professional learning community. If you would like to see CMS in action, we’d love to have you join us and follow us on Facebook. We look forward to another rewarding year educating our most precious gifts, the children of Currier Memorial School. Carolyn Parillo, Principal

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PRINCIPAL’S REPORT – The Dorset School January 2019

The Dorset School currently has 153 students. K-5 students stay with the same teacher for all core subjects, although teachers in 2-

3 and 4-5 share students throughout the day. Special Educators and the Reading Specialist push in to classrooms. This has the dual

benefit of keeping students in their classrooms with their peers and allowing interventionists to work with all students. Our middle

School is comprised of students in grades 6-8. Students have classes in Math, Science, Social Studies, and this year, Reading and

Writing have been extended to two classes. Students in the middle school have a multi-aged daily advisory. This serves the purpose

of building community as well as providing a ‘home base’ for students as well as a time for daily reflection. Students are also mixed

in our seminar elective courses. This year, in addition to the more traditional electives in music, visual arts and technology, we have

offered cooking, sewing, financial literacy and botany. The reception from students has been very positive!

School Climate - The Dorset School has continued with Positive Behavioral Interventions and Supports (PBIS) and has been

recognized as a School of Distinction, and a Merit School! Through PBIS, we continue to fine tune our expectations for positive

behavior, and to celebrate as a community when we meet them! K-5 classrooms start the day with the Responsive Classroom Morning

Meeting, and we have designed our schedule to incorporate a daily advisory for middle school at the beginning and end of the day.

We have a weekly period for a celebratory WalkAbout, or Mentor/Mentee activity. For the Mentor Mentee, each Middle School

Advisory is paired with a K-5 classroom. They meet together twice a month for an activity they can do together.

Physical Plant - We did some minor construction this past summer, as we distributed the computers from our computer lab to other

areas in the building. That room was divided to provide two small counseling spaces. Our multi-purpose room is in the process of

being transformed by our students into a MakerSpace Workshop. When completed, it will contain areas for woodworking, sewing,

computer programming, and the flexibility to accommodate new areas of interest from our students! Many of our classrooms contain

flexible seating areas where students can utilize ‘wiggle chairs,’ work on a stepper, stand on a balance board, sit on stools at counter

height tables or even lay on a rug to read. The Town of Dorset has been extremely supportive as we plan to renovate our soccer

field.

Personal Learning Plans and Report Cards - Students continue to self-assess their goals and reflect on their progress through

Personal Learning Plans (PLP) and Student Led conferences. We continue our move toward a more standards/proficiency-based

system of reporting out student progress. Our Middle School teachers are in their second year working with the Tarrant Foundation

on Proficiency Based Learning. Our report card looks different this year, and we will continue to work toward the best way to report

out student progress within each subject area, as well as in transferable skills, such as self-direction, communication, responsibility

and problem solving. A component of the PLP is student reflection on their personal goals as well as their progress toward proficiency

in each standard.

Outreach for Students - We strive to give our students opportunities to enjoy the rich cultural events here in the Northshire, as well

as to see the world beyond Dorset. Many of our classes work with the Farm and Forest Program at Merck Forest, our fifth graders

spend a night in the Boston Museum of Science, and sixth through eighth graders attend a team building program at Camp

Chingachgook each fall. Our Farm to School program is once again thriving with a garden and visits to local farms. The Taconic

String Quartet performs here each year, and students attend local theater and musical events. This year, for the first time, we took a

trip to New York City to see a Broadway Musical! We are once again grateful to the Dorset Playhouse and the Southern Vermont Arts

Center for allowing us to use their facilities for our winter and spring concerts!

The Adopt a Classroom program, where community members and businesses sponsor a classroom or program, allows staff to

purchase supplies and/or programs that would not be possible within the budget. Parent Volunteers are an integral part of The Dorset

School through the Dorset Parent Volunteers (DPV) and the Four Winds Science Program as well as the Trout in the Classroom

project.

We are extremely grateful to the Town of Dorset for their generous contributions in terms of maintenance and weather-related issues.

Thank you, it is a pleasure to work with you for the good of our children!

Rosanna Moran, Principal

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PRINCIPAL’S REPORT – Flood Brook School January 2019

With the near conclusion of our Act 46 work, we are now realizing the implications of the changes we have worked so many

years to complete. Many of those changes are structural and organizational; not changes that students or parents would

experience or feel on any given day. But many of those changes have resulted in a shift in the ways we conduct the business

of education, and the administrative team at BRSU, from building principals to the office of the Superintendent, have been

focused on ensuring those changes lead to improved outcomes for students, parents, and taxpayers.

For example, a not-so-visible change has been that all of our bus drivers and custodians are Taconic and Green employees.

That means that when we have an opening for a driver, we can now flexibly and easily move a willing employee from one school

to another without impacting the service to our students. More visibly, and more germane to the experience of our students,

are the proficiency-based report cards that are being rolled out, through multiple evolutions, over the course of this school year.

For the first time, all T&G (and BRSU) schools are employing the same student reporting mechanism, with only slight differences

between the various schools. That allows educators to collaborate on what we think are the crucial components of student

progress reports, which in-turn lends the expertise and experience of many educators to the conversation rather than those just

at one school. The pooling of the intellectual resources of the district, while itself is not a visible benefit to students or parents,

will surely create a more thoughtful, consistent, and predictable school program and place of employment. While these changes

aren’t always easy, please rest assured that the work we are doing is focused where it should be: on our students.

At Flood Brook School we have been doing our part to try and make our practices more uniform and consistent. Relatively few

people experience school the way kids in a K-8 school do, spending 9-years in the same building. Where most children

experience 4-5 schools in their K-12 experience, our students experience just 2-3, and that comes with its benefits and

considerations. The broader any school’s scope, such as in K-8 or K-12 settings, the more complex the array of programming,

and the greater possibility for inconsistency. The name of the game this year has been alignment; making sure our instructional

and student-life programming is aligned across grade levels at FBS and are also aligned with our peer schools in Taconic and

Green. As an example, we are employing the use of intervention blocks at each grade level across the SU, which means

dedicated time weekly to helping all students address their areas of lagging skill, or to provide enrichment opportunities. While

we are still early in this work, it is demanding that we examine our teacher team practices, our use of student data, and our

understanding of proficiency-based learning. It is demanding work, but it will result in a better, more personalized student

experience.

Change can be challenging for anyone, and school organizations are no different. What makes the greatest difference is how

that change is viewed and approached. I am very fortunate to work in an organization where leaders embrace the current

changes as opportunities to improve our students’ experiences. We are always doing our very best to ensure equitable

opportunity for all, and to examine any practices that may be unwittingly disserving our students. That is our responsibility, and

one we take seriously. From the school board to the amazing teachers and staff in our halls, we are working to make sure our

systems for teaching and learning are personalized, consistent, and prepare our students for the next step in their educational

journey.

Neal McIntyre, Principal

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PRINCIPAL’S REPORT – Manchester Elementary Middle School January 2019

Manchester Elementary Middle School welcomed over 87 new students and 14 new staff to its community at the First Annual Welcome Back Night on a steamy, hot evening in August. MEMS enrollment continues to hold steady at 386 students, serving grades PK-8. Amongst the new faces was a transition in leadership as Irene and Martin Nadler returned to retirement and Debra Fishwick (PK-4) and Betsy Memoe (5-8) came on board as co-principals. Deb comes to MEMS with 30 years in education and 15 years as a Vermont principal. Betsy has been at MEMS for 25 years working as a teacher and school counselor and recently completed her principalship endorsement under the Nadlers’ tutelage. Our newly enrolled students come from many of our local towns seeking school choice and others find their way here from much further destinations. We are proud to embrace a student population that is diverse by Vermont standards. The combination of the newly formed Taconic & Green District merger going live July 1 and the transition of leadership July 1 has initiated a high level of exciting transformation within MEMS! The transportation, food service, technology and special education programming all became centralized within the district, increasing efficiency and equity amongst schools. These foundational changes caused a ripple effect throughout all of MEMS creating the opportunity for the leadership team to examine all facets of MEMS. From an elementary student perspective, the highlight of the year would have to be our new PK-4 playground! We kept the original footprint within the protective walls of our building and designed a fenced in PK-K play area and a K-4 play area. The middle school students will also benefit from a new play space as early as this Spring. Our instructional practices and classrooms are also transforming under the direction of our highly talented and dedicated teaching staff. Our teachers are infusing innovative, personalization and project-based learning practices throughout our classrooms. Students are designing their own learning priorities and having voice in the layout of their learning spaces, projects, learning tasks and assessment opportunities. A highlight of this work is the 7th graders who worked in teams of four to design our newly created “Maker Space”. This room is currently under construction! The ultimate goal is to provide students with the space, time, equipment and resources to CREATE (and learn) anything their minds can dream up! The possibilities are endless! We are working closely with staff to ensure that all of our learners have the solid foundation skills in place, so that they can access their future educational opportunities. To this end, we are committed to regular data meetings with staff, consistent learning opportunities between classrooms, responsive intervention support for struggling learners, and professional development to support this work with staff. Perhaps, the programming that may have the greatest impact on student learning, our MEMS community and the community at large, is our newly implemented PBIS (Positive Behavior Intervention System) providing clear and consistent expectations throughout the school. We recently received our Year 1 Award of Distinction from PBIS and are excited to continue to infuse this mindset into all areas of our school. Our school motto says it all and was created with input from 100 of our middle school students: “At MEMS we live and learn in a caring, accepting and supportive community by being: Safe, Responsible and Respectful.” Deb Fishwick, Co-Principal Betsy Memoe, Co-Principal

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PRINCIPAL’S REPORT – Sunderland Elementary School January 2019

The mission of the Sunderland Elementary School community is to provide a safe, child-centered environment with a focus on

high expectations for student learning. Academic, social and emotional growth for all students is achieved through

developmentally appropriate curriculum and best practices delivered by a nurturing staff in close partnership with parents. We

currently have 81 students from 55 families enrolled kindergarten through 6th grade. Our faculty and staff are dedicated to

meeting the diverse needs of our learners and their families.

Sunderland is in the second year of implementing Positive Behavioral Interventions and Supports (PBIS). A team of five

teachers attended the Best Summer Institute in June. Together they worked to revise the universal level based on feedback

from the first year of implementation. They also finalized the targeted level which provides additional support to students who

have not responded to the universal interventions. The Second Step program is being taught in all our classrooms this year to

provide consistent social-emotional learning. Focusing on the interpersonal skills of our children is imperative to success

academically.

As a BRSU school, we have been involved in bringing consistent programming to our classrooms. This year the foundational

skills of our youngest learners have seen change. Heggerty’s Phonemic Awareness Curriculum is being followed to ensure that

all the necessary pre-reading and spelling skills are strong. This is being coupled with the Wilson Fundations program which

includes all the components of a systematic approach to laying the groundwork for life-long literacy. A strong foundation will

lead to more success throughout our students’ school careers.

Our classroom learning environments continue to transform to meet the needs of our 21 century learners. Our 5th and 6th grade

teachers are working with the UVM affiliated Tarrant Institute for Innovative Education again this year. They are building units

of study that incorporate project-based learning. All our teachers are engaged in learning about proficiency-based learning which

is designed to identify and address individual needs of every student. Our initial focus is on transferable skills, the broad set of

knowledge, skills and abilities that are believed to be critically important to success in today’s world.

A few smaller building and equipment improvements have been made this year. New staging that includes safety railings was

purchased for our school performances and events. Door knobs throughout the building were replaced by lever handles that

are easier for small children to open. All our interior doors are now unlocked with one master key and all our exterior doors are

also unlocked with one master key. It was a safety recommendation to reduce the number of keys needed to navigate the

building.

It has been my pleasure to take the educational leadership role in this outstanding school and community. I look forward to our

continued success.

Jennifer Turner, Principal

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BOARD GOALS Goal #1 - Governance - The Board will adopt a governance model that looks to the future and fosters a high level of effectiveness and efficiency. Goal #2 - Community Engagement - The Board will use a proactive approach to community engagement to assist in the formulation of ends policies. Goal #3 - Equity - The Board will use possibilities presented from the merger to provide substantial equity in the quality and variety of educational opportunities. Goal #4 - Legislative Action - The Board will keep abreast of legislative issues and take action when needed to support the district.

BOARD NORMS As a Board: We will make sure all our students are our first priority We will set policies and measure our performance against these policies We will conduct ourselves in a courteous and professional manner. This means we will:

• Respect time

• Follow protocol

• Speak to the point

• Be prepared

• Bring closure to open items We will make fact-based decisions that are in the best interests of our stakeholders We will clearly and effectively communicate with all stakeholders We will set goals for our work that are SMART (specific, measureable, attainable, results-oriented, and time-bound) and we will periodically check in on these goals. We will support the Administration by not engaging in micro-management

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Dear Sending Town Voters: We are pleased to submit to you our 2019-2020 sending town tuition of $17,490, which constitutes a 2.49% increase from the current year. This compares with our tuition for non-sending towns of $19,490. We arrived at this sending town tuition number based on our strong desire to continue to be a source of strength to our sending communities. Our primary cost drivers, teacher salaries and benefits, will increase at 2.8% and over 11%, respectively, but we are confident we can cover this gap through additional fundraising and prudent cost management. BBA’s tuition has increased 2.3% annually since the 2015-2016 school year, and over the last decade, the average increase is 2.74%. These figures represent not only our immediate sensitivity to the cost pressures faced statewide, but our long-term commitment to maintaining affordability. During the past decade, thanks to our capital fundraising efforts, we have invested millions of dollars in facilities. We have created special programming at the Mountain Campus and the Dene Farm at Hildene, invested in sound and projection systems in our Riley Center for the Arts, purchased Steinway pianos, and more. We became an iPad school and have put iPads in the hands of every single student, expanded athletic offerings, constructed a state of the art turf field, renovated our fitness center, and now we embark on a $20 million building program to expand our capacity, enhance academic offerings, and provide more space together as a community. In addition, most recently we raised $100,000 at our fundraising gala in May to directly support public elementary schools by creating an education innovation fund. We raise close to $1 million annually to support operations, and we augment annual fundraising with an endowment draw of approximately $800,000. Additionally, we bring in students from around the globe to enhance cultural diversity and understanding while providing $3 million in additional revenues. BBA provides outstanding educational opportunities to young people in our communities. We strive to be a source of strength to our communities, and the support we receive from these communities is one of the greatest sources of strength for our school. Respectfully submitted, Mark H. Tashjian Seth Bongartz Headmaster Chair of the Board

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January 2019 Dear Residents, We raise heroes. We expect our students to shape the arts, sciences and commerce of tomorrow, to build families and communities, and to make a difference. We here at Long Trail School, as students, faculty, staff, families and volunteers, look at ourselves not only as members of a school family but as stewards of the future. For more than four decades, we have offered our students opportunities to self-challenge, learn and grow. Today we educate nearly 200 students from over 43 towns and 5 countries. Families seek us out for our unparalleled creative and intellectual challenges and embrace our respectful learning environment. A plurality of our students will be the first in the family to attend college. As Vermont’s first IB World School, we work to help all students embrace the world as learners who are:

• Inquirers

• Knowledgeable

• Thinkers

• Communicators

• Principled

• Open-minded

• Caring

• Risk-takers

• Balanced

• Reflective These qualities and skills will serve our students – and our communities - as they move beyond our campus. We strive every day to imbue students with a sense of purpose and place. In this regard, student organizations work with local agencies and faith groups to assist others. Fundraising for particular causes supplements volunteer hours to clean roadsides, spread holiday cheer and connect with town members. Our students team with community leaders to make a difference. They are becoming meaningful world citizens. Thank you for caring about our students and school. We invite you to visit our campus. Please email Irene Goyette ([email protected]) to set up a convenient time for you. You are welcome to reach me directly at [email protected] or 802.867.5717. Grateful for the commitment of tuition funding from area school districts, we remain committed to the children of this region who benefit greatly from the compelling educational experiences we offer. Your investment in a Long Trail education is an investment in the future of our communities and in the children of our neighborhoods. Thank you for your consideration. Respectfully, Seth Linfield, Head of School John Moser, Board of Trustees, Acting Chair

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ANNUAL MEETING MINUTES FEBRUARY 27, 2018 The meeting started at: 7:20 after the Mountain Town RED had their annual meeting. Article 1: To elect a Moderator to serve from July 1, 2018 to June 30, 2019. Deb Lyneis moved the name of Oliver Olsen as Moderator to serve from July 1, 2018 to June 30, 2019. Pam Spaulding 2nd. Dick Dale moved the nominations be closed. And that clerk cast one ballot in favor of Oliver Olsen for Moderator. 2nd by Pam Spaulding. Motion carried. Article 2: To elect a School District Clerk to serve from July 1, 2018 to June 30, 2019. Melissa Rice moved the name of Rebecca Nawrath as School District Clerk to serve from July 1, 2018 to June 30, 2019. George LeGasse 2nd. Dick Dale moved Clerk cast one ballot for R Nawrath and that nominations be closed. 2nd Michael Cohen. Motion carried. Article 3: To elect a School District Treasurer to serve from July 1, 2018 to June 30, 2019. Melissa Rice moved the name of Tammy Heaton as School District Treasurer to serve from July 1, 2018 to June 30, 2019. Pam Spaulding 2nd. Dick Dale moved nominations be closed and clerk cast one ballot for Tammy Heaton. Melanie Virgilio 2nd. Motion carried. Article 4: To fix the salaries of the School District Officers for the 2018-2019 school year. Jon Mowry moved to fix the salaries of the School District Officers for the 2018-2019 school year as follows: $1500 for the School District Clerk, $300 for the School District Treasurer. Dick Dale 2nd. Motion carried. Question: Herb Ogden questioned salary of School District Directors. Article #4 only included salaries for treasurer and clerk. J. Wilson: Directors don’t have to have their salaries fixed as it was done last year. Those salaries remain the same unless the voters change it. Peter Van Vleck: what is the salary? J. Wilson: $1000 per board member, $1500 for the Chair. Article 5: To determine the date and time on which the 2019 Annual Meeting of the Taconic and Green Regional School District shall be held, and where such meeting shall be held. Motion to set the date and time on which the 2019 Annual Meeting of the Taconic and Green Regional School District shall be held, and where such meeting shall be held Tuesday February 26, 2019 at 7 pm at the Manchester Elementary School. Motion: Jon Mowry moved to set the above date and time for the 2019 Annual Meeting. 2nd Peter Van Vleck. Dick Dale: It is the intention of the board to move the meetings around from school to school each year. Manchester is up next year. It will be one of the other 3 schools the next year and so on. Motion carried. Article 6: To hear and act upon the reports of the School District directors and officers. Jackie Wilson: Welcomed everyone. She introduced all the principals of the schools. Neil McIntyre Flood Brook, Skylar LaBombard Sunderland, Carolyn Parillo Currier, Roseanne Moran Dorset, Irene, and Marty Nadler Manchester Elementary Middle School. This has been quite an interesting 9 months for me to create something new. Wilson is very fortunate to be working with this board. They are progressive, committed, engaging, challenge each other and me and have the right mind set in supporting our kids. They created a $31 million budget, we have passed about 50 policies in the last few months which no easy task. Act 46 Update: T & G is officially in a side by side relationship with the newly formed Mettawee School District. Pawlet and Rupert have had a challenging time over the last 2 years as they have tried to bring their merger together. They are a new district now. They are in a side by side relationship with the T & G. This means they must be in the same supervisory union and must go live on the same day. The change in the law allowed Pawlet and Rupert to merge and enjoy all that T & G will enjoy. Approved a waiver to have a different configuration for our BRSU Board. Because T & G is so large. We will not have a new configuration. We will go from 23 members to 9 members. Most important part of what we do: Schools paying a lot of attention to positive behavior interventions. We are firming up the social well-being of our kids. Making sure they are in a good place where they are ready to learn. Huge area of focus. We are putting in place the system called PBIS (Positive Behavior Interventions System) system. Manchester is starting this year and all the other schools have this underway. It will make a significant difference on our kids’ ability to be available to learn and builds strong community.

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ANNUAL MEETING MINUTES (continued) Focusing on early literacy and the ability of our kids to read on grade level by the time they reach 3rd grade. Huge area of focus. We’ll always continue to focus on this. We are seeing an increase in poverty in our schools. This makes learning more challenging. They may not have that same readiness level. Biggest one is: Proficiency based learning. Moving from the traditional way that most of us learned to proficiency-based learning. When most of us went to school and then went on to college, probably did ok getting a job. Your trajectory was straight. But now, kids that are entering first grade, we don’t even know what those jobs are yet. Our world has changed drastically. Many schools are stuck in that industrial model. Students don’t move on the traditional trajectory. We don’t know what the jobs will be that our kindergarteners will have when they are ready to work. We are focusing on what we can do differently so that our kids are creative problem solvers, self-directed, strong communicators, etc. Days of having the same career are gone. Some skills identified by the State of Vermont are: clear and effective communication, self-direction, creative and practical problem solving, informed and integrative thinking and responsible and involved citizenship. The way we report out will be different. You won’t see A, B or C. The report cards will look different. This will be the lion’s share of our work this year. State of Vermont put in place a new way of reviewing how our schools are doing: Teams went to different schools on the same day and reported back to the superintendents. They were looking at different quality standards to see how our schools are going. We were the first supervisory union to go through this. Some findings were: 1. Implementation of PBIS, which we are already working on; 2. Low student to staff ratios; 3. Proficiency based learning. They complimented us on: Witness a culture of instructional innovation, implementation of personal learning plans, provide a wide range of opportunities for our students to exercise their voice and their choice, schools are welcoming, well maintained and are safe. We were very pleased with the result of this report. We will look at more innovative programs. We are offering all 7th and 8th grade students choice of schools to attend within our T & G District. Should we expand this? We will explore this in the future so kids will find a match. Questions: Marguerite Mason - When did we decide on how the school day is structured? Who made the decision. Answer: The state department of education decides this. Our kids are different: answer different from about 10 years ago. Do we still stress reading, math, etc. Less than half of students entering college are reading ready. Answer: reading and math are at the center of this work. Jen Allen: Dorset School Board and parent of a child in Dorset. We worked very hard for many years on the Ends Policy. Are we continuing with this? Thanked the T & G Board for all their work. Answer: Prior to T & G: all school boards went through a process with their communities: what do we want for our kids, what matters for our kids, what do we want them to leave our school knowing and being able to do, what kind of citizens do we want them to be? That policy work really informs what all the boards do. We will do that all over again. Come together as a group. Jamie Kunisch: Manchester - 7 & 8 grade school choice. What if all kids want to go to one school and there isn’t enough room? If we get to that point where there is not room, we will go into a lottery. No student will be asked to leave their school if they are residents in that town. Heidie Vazquez Garcia: school board member of UD 23 - In your report you mention that kids are problem solvers, and creative and innovative and overall they found the schools to be safe. What plan does the T & G to help to advocate for safely in our schools, beyond school- based plans for safety but on a state-wide basis. Wilson: haven’t had a meeting yet since this all happened. We will bring it up at the next meeting. Will we advocate for safely at a state-wide level? Can we take a strong stand on the state level? VSVA is working on a resolution now but I’m sure we’ll get involved. Article 7: To discuss articles to be voted upon by Australian ballot.

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ANNUAL MEETING MINUTES (continued) Article 8: To transact any other business which may legally come before this meeting. Sandy Pinsonault: Wants Article #4 as Australian Ballot. Answer: After consulting with the Secretary of State, won’t be needed next year. We would have to change the articles of agreement if we vote for the Board Officers by Australian Ballot. Voted by Australian Ballot on Tuesday, March 6, 2018: Article 9: Shall the voters authorize the School Board to borrow money by issuance of notes not in excess of anticipated revenue for the fiscal year July 1, 2018 through June 30, 2019? PASSED BY VOTERS ON MARCH 6, 2018 Herb Ogden: Mr. Ogden explained the different tables, etc. in the annual report. Rob Giaotti: If we look at K-8 and not 9-12 what is the per pupil spending? Sue Wilborn: Business Manager: It is about $14,000. Mr. Boothby: page 19, line 7 Office of the Superintendent. 8.4% percentage increase greater than the cost of living: Explanation. Page 10 question #3. We applied surplus funds last year to lower our cost and didn’t have a surplus this year. Line 13 extracurricular activity and enrichment up as well. Some schools don’t have the same things available as others do. We are trying to level the playing field with all schools who don’t have extracurricular activities. Marguerite Mason: How important is it to the board to deliver the lowest cost budget? Jay Ouellette: I try my best, but I don’t do the cheapest. George Lagace Londonderry: When is your budget meeting? How is your budget process posted? In all Town Clerks’ offices and on the BRSU.org web site. Posted in the schools too. They happen the first Tuesday of the month. Peter Van Vleck: Sunderland: where are the meetings held? At all the schools but they will rotate among the 5 different schools. Jen Allen: the Dorset Community has a News Letter. It’s a great way to get information. Article 10: Shall the voters approve payment of the announced tuition rate of Burr and Burton Academy in the amount of $17,065 for the 2018-2019 school year for resident pupils in grades 9 through 12 who attend any approved Vermont independent school? PASSED BY VOTERS ON MARCH 6, 2018 Mark Tashijan: BBA: Delighted to have this opportunity to speak. The better our K-8 schools are, the better BBA is. Thank you to T&G. Wants to put the tuition in context: We have a set of core values. This is the defining description of our school. We value an engaging, vigorous educational experiences.

• Engaging: ACTIVE in the process.

• Vigorous: Captures the notion of working hard.

• Educational Experiences: Teacher are creating experiences for our students. \

• We have a mindset of perseverance. We accept virtually all students. We have IQ points, interests, and aptitudes all over the map. We care very deeply about respect for individuals.

• We foster dialogue and understanding across the spectrum.

• We have a caring and supportive community. Working together, the whole is greater than the individual parts. We look like the sum of all our communities.

• We have over 170 different courses. We have a cadre of amazing teachers. The Headmaster is looking for the ties that bind: the sense of community within the colleagues is the tie that binds.

• New England Association of Schools and Colleges: Every two years they do an exhaustive evaluation of our school and other schools in their constellation. The #1 commendation was: primacy of rapport. This is a hallmark of BBA.

• The tuition rate is a 2.2% increase. State wide average tuition went up 3.2%. Governor asked that tuitions stay below 2.5%. The teachers’ salaries going up 2.8%. With the right fundraising we can make up the difference.

• We raise about $1,000,000.00 each year from the Annual Giving. We draw about $700,000.00 from our endowment. International students bring in about 2.5 million in revenue. We raise millions and millions of dollars privately for capital improvement. We have never floated a capital bond.

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ANNUAL MEETING MINUTES (continued)

• We have an extraordinary educational institution and an extraordinary financial situation. We as taxpayers get a tremendous value.

Questions: Marguerite Mason: Since 2011 your tuition has gone up 25%. Inflation was 12%. It costs more to send a student to BBA than it does to UVM. A lot of what I think you offer is ‘bells and whistles.” Tashijan: We could be cheaper, we’d be worse and very ordinary. That’s not what we want to be. “I’m not going to back down from our extraordinary ambition.” UVM has a day school rate that is highly subsidized. She thinks BBA owes the taxpayers. Chuck Sweetman: Landgrove: The board made a wonderful report. It said that 58% of the increase they have no control over. Like a business, can you have more control over the points in the budget. Does this Board have access to the finances of BBA? What are the 3 levels of Special Ed? Do you charge for accommodations for special ED? Like when I child needs 10 more minutes for a test. What are your special ED costs. Is the state still supporting retirement for BBA teachers. Answer: SPED discussion is outside this discussion. We have a very different system at this point. Teachers are eligible to participate in teachers’ retirement. They are part of the state-wide Union. We are a unionized school. Does the T & G board have access to BBA financials. Mark: We have public reporting through our 990 and have access to our financials. Derek Boothby: comment and a request: Comment: As a retiree he is appalled by his taxes. He doesn’t have kids or grandkids in the schools. He’s glad to see the turnout this evening. Request: He went to the meeting at the library when BBA had students presented ideas from BBA. Mr. Boothby was very impressed. Thoughtful, articulate, impressive, 6 American students and one Chinese International Student. Please, do this again, as it gives us a chance to see what BBA is doing and what we are getting for our tax money. Herb Ogden: Do we have access to BBA Financials? We do some extent but not to the same extent if we were dealing with our own public schools. Look at page 2, article 10 which includes the amount to send to those going to independent schools. Please come to our budget deliberation meetings next September. Michael Cohen: On the Board at BBA: full disclosure. On the faculty of Bennington College. The State offers college courses to High School students. He teaches Intro to Conflict Resolution at both the college and at BBA. Not a different course at all. There is nothing different in the course I teach in each school. It is a pleasure to teach at BBA. The students there ask as good or even better questions than the college students. This is because of the totality of the experience at BBA. Jon Mowry Peru: Will the Board continue to pay for kids to go to any independent schools in or out of state? Yes, the state will pay the state average to an independent school out of state. State statute pays the average Union rate that fluctuates from year to year. Article 11: Shall the voters of the school district approve the school board to expend $31,885,710, which is the amount the school board has determined to be necessary for the ensuing fiscal year? It is estimated that this proposed budget, if approved, will result in education spending of $16,700 per equalized pupil. PASSED BY VOTERS ON MARCH 6, 2018 Article 12: Shall the voters authorize the School Board to establish a Building and Grounds Reserve Fund? PASSED BY VOTERS ON MARCH 6, 2018

Article 13: Shall the voters authorize the School Board to transfer any cumulative surplus existing on June 30, 2018 from the districts merging into the Taconic and Green Regional School District, an amount estimated to be $452,427 to the Building and Grounds Reserve Fund? PASSED BY VOTERS ON MARCH 6, 2018 Article 14: To elect the following position to the Taconic and Green Regional School District: Sunderland - 1 Director for a two (2) year term expiring in March of 2020. VOTERS ELECTED HEIDI FRENCH ON MARCH 6, 2018 Motion made by Herb Ogden to recess meeting until Tuesday March 6, 2018 for Australian Balloting. 2nd by M. Mason. Approved. 8:55pm. Rebecca Nawrath, Clerk of the District

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ANNUAL MEETING

Tuesday, February 26, 2019

7:00pm

Manchester Elementary Middle School

For the purpose of voting by Australian ballot: Voters of the Town of Danby will vote at the Danby Town Clerk’s Office at 130 Brook Road. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM. Voters of the Town of Dorset will vote at the Dorset School at 130 School Drive. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM. Voters of the Town of Landgrove will vote at the Landgrove Town Hall at 88 Landgrove Road. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM. Voters of the Town of Londonderry will vote at the Londonderry Town Hall at 139 Middletown Road, South Londonderry. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM. Voters of the Town of Manchester will vote at the Manchester Town Hall at 6039 Main Street. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM. Voters of the Town of Mt. Tabor will vote at the Mt. Tabor Town Clerk’s Office at 522 Brooklyn Road. The Polls will open on Tuesday, March 5, 2019 at 10:00 AM and close at 7:00 PM. Voters of the Town of Peru will vote at the Peru Town Office at 402 Main Street. The Polls will open on Tuesday, March 5, 2019 at 7:00 AM and close at 7:00 PM. Voters of the Town of Sunderland will vote at the Sunderland Municipal Office at 104 Mountain View Road. The Polls will open on Tuesday, March 5, 2019 at 10:00 AM and close at 7:00 PM. Voters of the Town of Weston will vote at the Weston Town Office at 12 Lawrence Hill Road. The Polls will open on Tuesday, March 5, 2019 at 8:00 AM and close at 7:00 PM. The legal voters of Taconic and Green Regional School District are further notified that voter qualification and registration relative to said meeting shall be as provided in Section 706(u) of Title 16, and Chapters 43, 51 and 55 of Title 17, Vermont Statutes Annotated.

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