Keara Coakley

This document outlines the 2026-2027 budget development process for Wheatland-Chili Central Schools. It details proposed expenditures across key areas including Instruction (covering Pupil Services, Special Education, Elementary, Secondary, Sports, Co-Curricular, and Technology), Employee Benefits, General Support, Capital/Debt Service, and Transportation. The plan also addresses major expense and revenue assumptions, including salary increases, benefit trends, state aid, tax levy limits, and the utilization of reserves, to project and manage the district's financial position for the upcoming fiscal year.

This strategic plan outlines the Wheatland-Chili Central School District's mission to provide a safe and inclusive learning environment, guiding its 2026-2027 budget parameters. Key strategic objectives involve creating a fiscally responsible and balanced budget that supports Board goals, preserves assets, and considers future financial planning. Board priorities emphasize supporting equitable curricular strategies, fostering continuous staff growth, integrating inclusion and social-emotional learning, defining a digital transformation strategy, ensuring sustainable budgeting for facilities and programs, and promoting effective stakeholder engagement.

The meeting focused on the 2026-2027 Budget Development process, specifically presenting the initial parameters, staffing, and enrollment projections. Key revenue assumptions discussed included a projected 2.0% increase in State Aid and a new projected tax levy limit of 1.97%, factoring in a decrease in the Tax Base Growth Factor and CPI limitations. Major expense assumptions detailed anticipated increases in retirement systems (Teachers' Retirement System at 8.75% and Employees' Retirement System at 17%), as well as increases in health/dental/vision benefits (12%). The discussion highlighted that initial projections showed approximately $400,000 of anticipated expenses not covered by revenues under the current constraints. Detailed enrollment projections and class size considerations for grades K-6 and 7-12 were presented to inform staffing needs.

The meeting included a review of district demographics, iReady data results for both elementary and secondary schools, and updates from student board members. The Superintendent reported on the Capital Improvement Project and recognized the Board's dedication. Updates were provided from various MCSBA and BOCES meetings, as well as feedback on Board Visitation Day. The board approved bid acceptances for capital improvement projects, a BOCES Installment Purchase Agreement, student worker appointments, and several personnel actions, including probationary and provisional appointments, mentors, advisors, and substitute appointments. The meeting adjourned to Executive Session to discuss the employment history of a certain individual.

The priorities include supporting curricular strategies that ensure equity for all students, fostering continuous growth for staff, and integrating inclusion, cultural responsiveness, and social and emotional learning across the District. Additional priorities are defining a strategy for digital transformation, creating sustainable budgeting solutions, and providing opportunities for stakeholder involvement through effective communication and engagement.