New Rochelle City School District

The session involved reconvening the public session and conducting a budget workshop (number five). Key discussion points focused on the budget process, which is guided by principles, strategic roadmap, and stakeholder input, leading to a May budget vote. Presentations reviewed state aid summaries, noting an overall decrease despite an increase in foundation aid, and detailed general fund revenues, including tax cap calculations. Discussions covered capital priorities such as boiler and HVAC system replacements, particularly addressing mandates for cooling areas due to heat index concerns, and the status of secure vestibules projects. A significant portion of the meeting addressed scenarios for increasing the tax levy beyond the maximum allowable limit of 1.85% to cover increasing costs, which include transportation, rising health/dental insurance, mandated student service staffing increases (special education), and projected costs related to new charter schools. The administration detailed the fiscal gap if the 1.85% levy is used, potentially requiring the reduction of 85 to 90 individuals if the maximum allowable levy is adopted.

This 100-day entry plan report for New Rochelle Public Schools outlines initial findings, recommendations, and actions to lay the groundwork for future strategic initiatives. It focuses on five key areas: increasing student achievement and well-being, ensuring effective school district governance, improving public trust through authentic engagement, enhancing organizational effectiveness and efficiency, and establishing a positive and supportive school district climate. The report details progress and sets the stage for a comprehensive strategic planning process to be finalized by mid-2022, aiming to foster an environment of trust, collaboration, and inclusive educational experiences.

The meeting began with an executive session to discuss employment history and potential personnel matters, reconvening to a public session later. Board member announcements included commendations for the Nurell Branch of the NAACP's 1002nd year celebration and the honoring of district nurses and a student. Recognition was also given for significant Halloween spirit week activities and the opening of the children's garden at the Nurell Public Library. The student board member provided a report highlighting the high achievement of the Nurell High School symphonic band, which received the highest score with distinction at a county performance, and an art department trip to Storm King. Superintendent updates detailed the commencement of implicit bias training for staff and teachers, involving curriculum, the teachers' federation, and the State United Teachers Social Justice Department, with the goal of understanding and challenging bias. Updates on high school sports noted the girls' varsity soccer team loss in the quarterfinals and the boys' varsity soccer team becoming Section One Co-Champions despite losing the final game in penalty kicks. Financial discussions centered on the Strategic Roadmap Resource Management presentation, involving the postponement of the roadmap timeline to 2029 due to the current financial landscape, while maintaining established goals. Key objectives discussed included maximizing purchasing value, ensuring fiscal stability, modernizing facilities, and leveraging systems to improve operational practices.

The board meeting commenced with a motion to immediately enter executive session to discuss employment history and potential appointments, before reconvening to public session. Key discussion items in the public session included announcements regarding Black History Month and Lunar New Year celebrations, well wishes for the high school cheerleading teams competing nationally, and an update from the Superintendent focusing on the significance of Black History Month and the district calendar for February. The board then moved to a presentation by Trinity Elementary School, which included a performance by the marching band and recognition of seven educators receiving tenure. The school leadership detailed their focus on supporting the whole child socially and emotionally by implementing professional learning on neuroscience-based strategies to understand student behavior as communication stemming from stress, utilizing resources like the Rethink curriculum and PBIS matrix, and focusing on reframing staff responses to student behavior.

The discussion centered on the potential opening of a new charter school in New Rochelle, targeting grades K through 4, with a focus on STEM education. The proponents for the charter school are reportedly adjunct professors from a local university and individuals connected with the archdiocese and Catholic schools. The presentation detailed that the local Board of Education has no authority over the charter school's approval, as applications are submitted to the SUNY Board of Trustees via the SUNY Charter Schools Institute, which scores applications on ten metrics including public input. The speaker expressed strong opposition to the charter school based on two primary concerns: the adverse financial impact on the district and taxpayers, citing potential annual funding loss of approximately $7,438,000 if all students transferred, which could necessitate budget cuts to positions, programs, and staff layoffs; and the perceived lack of transparency in charter schools, noting they are not required to hold open board meetings and are permitted to employ up to 15 uncertified teachers. The speaker emphasized support for the current public school system, which has experienced stability and improvement over the last two years.