New Haven Public Schools

The 'Path to Excellence' is a five-year strategic plan for New Haven Public Schools, developed to define what the district aims to provide for its students. It is grounded in core values of equitable opportunities, high expectations for all students, collaboration with families and the community, and continuous improvement. The plan outlines several key goals to be achieved by 2029, including 80% of kindergarteners meeting language, literacy, and numeracy benchmarks, a 94% four-year graduation rate, 9th graders on track for graduation, and a reduction in chronic absenteeism to 20%. Additionally, it aims for 85% of students to achieve their annual growth targets in assessments, 85% of English Language Learners to acquire English, 83% of high school students to take at least two dual credit courses, and 85% of students to feel a strong sense of belonging. Operational efficiencies and equitable resource allocation are emphasized, particularly regarding budget development and federal grants.

The meeting commenced with a presentation by the Seleno 5 through 8 chorus in celebration of Black History Month. Public participation was held, with speakers expressing gratitude for the service of retiring Principal Margaret Gettings of Worthington Hooker, highlighting her child-centered approach, program establishment, and positive impact on students and the community. The board also acknowledged several long-serving employees retiring, including Principal Gettings, a pre-k par educator, two special education par educators, the chief auditor, and a cafeteria manager. Key business involved the approval of the minutes from January 26, 2026, and the superintendent's personnel report, which included approvals for personnel actions. Furthermore, the Finance and Operations Committee presented resolutions for the completion and filing acceptance for several building projects: Jackie Robinson project, Seleno project, Worthington Hooker School project, and Bishop Wood School project. Finally, the board approved the updated 2026-2027 governance calendar dates and addressed main finance motions covering abstracts, an amendment, and a purchase order. The Student Report mentioned discussions planned regarding a state capital trip and an upcoming SCCL day.

The regular board meeting included a public comment session addressing multiple critical issues raised by educators and community members. Key discussion points centered on financial fairness, including inflation-adjusted salary stagnation, the high cost and inadequacy of current healthcare plans, and the disparity between teacher sacrifices and central office spending. Specific concerns were raised regarding special education staffing, noting sharp increases in student enrollment in self-contained classrooms, worsening student-to-teacher ratios, and increased case loads for resource teachers, social workers, and psychologists, leading to burnout and compliance risks. The condition of science curriculum development funding, offering an insulting hourly wage to teachers, was also discussed. Furthermore, public commenters strongly advocated for adopting the State Partnership Plan for health insurance due to its better cost predictability and access to care, and for codifying academic freedom as a right to protect educators from retribution. The union representative also highlighted the city's growing fund balance and revenue while noting education's shrinking share of expenditures, arguing that this financial growth allows for better salaries and staffing levels.

The Finance and Operations Committee meeting focused primarily on the November 2025 financial report and the budget update for 2026-2027. Discussion included total expenditures through November 30, 2025, amounting to $76.8 million ($60.6 million in general funds and $16.2 million in special funds). A significant part of the presentation clarified the difference between year-to-date actuals and encumbrances, noting that the inclusion of encumbrances ($85 million) brings the committed figure to $146 million (68% of the budget). The presenter addressed concerns regarding reported deficits in tuition and transportation, explaining that these figures do not reflect upcoming revenue reimbursements (e.g., magnet funding, tuition funding, excess cost funding) or opportunities to shift positive special fund balances to cover shortfalls later in the year. The committee also confirmed that detailed, line-item budget reviews were available, showing granular data for expenses across categories like salaries, supplies, and utilities, which can be further broken down by location. The presentation of financial projections for the remainder of the year was deferred to the next meeting. The analysis of special funds showed that approximately 25% of funds were spent through November, which was noted as slightly lower than historical averages for the first five months, though this is expected as most special fund expenditures occur in the second half of the year, heavily driven by staffing costs.

The Finance and Operations Committee meeting, called to order on January 20, 2026, included the welcome of attorney Barrera from the city's corporation council's office. The agenda was reordered to prioritize the Chief Financial Officer's reports. Discussions focused on the financial report for general funds and special funds as of December 31, 2025, the FY26 finance projections, and the 2627 budget update. The report projected an $8.8 million deficit for the general fund, which, if the elders' $3 million contingency were used, would reduce the deficit to $5.8 million. Key areas contributing to the overage included substitute teachers, with approximately 2,400 sick-related absences in December alone, highlighting a shortage of available substitutes. The Chief Financial Officer emphasized that the core issue is insufficient revenue, noting the projected need of $222 million versus the received $213 million. Furthermore, high transportation expenses, particularly for students receiving service across large distances, were identified as areas requiring structural review and potential community engagement to streamline. The team is actively exploring moving eligible general fund expenses to special funds and reviewing security/custodian overtime costs for non-district events.