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Article 43 Motion 2 - Dept. 840 - Blue Hills Regional Technical School.pdf pdf file
Saved text from 80 source pages. Transcription and OCR may contain errors; verify figures and wording against the original. Retrieved 2026-10-15.
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Mission Statement
Blue Hills Regional Technical School's mission is to continue its history of academic achievement,
technical training and character development through a curriculum that emphasizes the integration of
cutting‐edge technical programs and challenging academic courses while enabling its students to
become competent, caring and productive people in a diverse and changing world.
Vision Statement
To be the premier secondary-level technical training and college-preparatory institution in the state of
Massachusetts. In keeping with industry standards and emerging technologies, we aim to increase our
leadership in the development of world-class Career and Technical graduates who are highly sought for
both employment and higher education.
Core Values:
Blue Hills is committed to:
Community
● Creating an atmosphere of mutual respect through collaboration, inclusion, and relationships.
Opportunity
● Offering various diverse opportunities where ALL students can reach their full potential both in
and out of the classroom.
Relevance
● Providing a relevant, high quality, cutting-edge, and innovative education that promotes
individual growth for the future.
Employability
● Uniquely preparing our students for the many possible college and career pathways.
Theory of Action:
If we ensure dynamic and equitable teaching and learning, foster a positive and supportive climate and
culture, establish a proactive and responsive system of communication, and provide relevant and
personalized professional development, then students at Blue Hills will become competent, caring, and
productive people in a diverse and changing world.
Four Pillars of Success:
1. Dynamic & Equitable Teaching & Learning
o Strategic Objective: Establish & implement a curriculum that fosters instructional
practices that meet the social, emotional, academic, & vocational needs of all students.
2. Positive and Supportive Culture and Climate
o Strategic Objectives:
▪ Improve diversity among staff & faculty.
▪ Foster diversity & equity in all academic & vocational programs.
3. Proactive & Responsive Communication
o Strategic Objective: Establish a cohesive communication plan that addresses
procedures to effectively engage all stakeholders in the school’s success.
4. Relevant & Personalized Professional Development
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o Strategic Objective: Ensure professional development is relevant, current and
individualized.
In addition to the Strategy Plans Four Pillars of Success, the 2023 Budget will allocate financial
resources to achieve the following goals:
o Financial Goal-To identify, secure and responsibly manage district financial resources to
effectively and adequately support educational objectives of the district. Continue to
work to maximize student achievement and social emotional data to identify and
prioritize needs so that funding decisions can best inform budget development.
o School Building Goal-Maximize operational efficiency created by our renovation project
through the establishment of a comprehensive maintenance plan for existing facilities as
well as continue to create a safe/healthy environment in response to the COVID-19
pandemic and CDC guidelines.
o Equity and Access-Provide all students with rigorous and culturally relevant curriculum,
resources and programs that support their individual goals and ensure that all students
gain knowledge and skills to be productive community members after high school
o Student Engagement-Provide meaningful professional learning for all staff in order to
create engaging learning opportunities for the benefit of all our students
o Communication & Community Relations-To engage in advance planning, with staff and
community, in order to achieve the greatest educational returns in relation to dollars
expended. While improving community outreach efforts between the district and all
stakeholders
Specific actions related to each goal and Pillars of Success are outlined later in the booklet.
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Notes
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Education with Purpose
At Blue Hills, we are committed to our students and community. Today’s technical high schools put equal emphasis on
academic achievement and vocational proficiency. These are not separate goals. Teachers at Blue Hills understand that
the two combine to drive our students toward successful post-high school careers and endeavors, and that they set the
foundation for a prosperous and meaningful adult life in the workforce and to thrive in a post-pandemic world.
The 2023 budget focuses on building a district that is dedicated to the success of all Blue Hills students who are children
of the pandemic and meeting their needs including social emotional needs and addressing achievement gaps. This
budget is based on our Core Values and our Pillars of Success, recently approved in our multi-year Strategy Plan.
Academic Achievement as Measured by MCAS
For the school year 2021, the Massachusetts Department of Elementary and Secondary Education has classified Blue Hills
as making substantial progress towards improving academic achievement. In 2019, the last year for which MCAS results
were reported (due to COVID-19), Blue Hills Regional Vocational Technical School met or exceeded expectations in the
grade 10 English Language Arts evaluation 54% of the time. In mathematics, 49% of students met or exceeded
expectations, and in science, 74% of students scored proficient or higher. As a school, this data is useful in understanding
how close our school is to helping all students meet proficiency on the standards. The data also helps us identify areas
where our students are doing well academically as well as where they need extra support. Additionally, teachers and
administrators review state data and identify areas where students have mastered a subject, where students need more
help, and where educators need to adjust their lesson plans, materials, or approach in order for students to meet the
standards.
Currently, the Department of Elementary and Secondary Education designates our school as making “Substantial
Progress towards Targets.” The next accountability update regarding targets and lowest performing student group
information will be made from DESE in 2022. Below are the grade 10 student achievement levels for the 2021 Next
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Generation MCAS in ELA and Mathematics as well as the grade 10 student achievement levels for the prior two years of
the Legacy MCAS for ELA and Mathematics.
English Language Arts
Percent of Students at Each Achievement Level 2019/2021 Comparison
Mathematics
Percent of Students at Each Achievement Level 2019/2021 Comparison
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In order to raise the achievement level on the MCAS, Blue Hills currently provides after school preparation classes for
English Language Arts and mathematics. These classes focus on providing students test-taking strategies as well as giving
students practice in those domains through remedial help. Starting the second semester, we will also be offering before
and after school tutoring. These general tutoring sessions will give our students another avenue to become proficient in
their grade-level standards. Finally, this year our teachers have been working with the Department of Elementary and
Secondary Education’s Acceleration Roadmap model. The Acceleration Roadmap is a way to close achievement gaps due
to the pandemic in which students receive consistent access to grade-level work with targeted scaffolds to make it
accessible. Traditionally, using the remediation model, students mainly receive work better suited for earlier grades, with
the understanding that they must master all past concepts before accessing grade-level work. The exploration and use of
the new Acceleration Roadmap will help educators understand more closely which teaching strategies might be most
effective in post-pandemic education. It also helps educators better understand the supports needed to help students
recover from the challenges brought-on from the pandemic, which are required for scaffolding strategies and just-in-time
supports as outlined in the Roadmap.
Addressing the 2023 Budget Goals and Pillars of Success
Financial Goal: To identify, secure and responsibly manage district financial resources to effectively and adequately
support educational objectives of the district. Continue to work to maximize student achievement and social
emotional data to identify and prioritize needs so that funding decisions can best inform budget development.
The first challenge in the budgeting process the district faces each year is assessing the impact of costs that are beyond
the control of the day-to-day decision process. As in any public entity, those costs are typically related to employee
benefits, utility charges, cost of insurance, state and federal mandates and debt repayment associated with capital
projects. In FY21 and FY22 the district focused on a multitude of data gathering from stakeholder surveys and examining
data sprints pertaining to student achievement. With this information, we are able to determine if there are additional
needs of our students and staff and we are able to directly allocate our budget funds to address those known needs.
School Building Budget Goal: Maximize operational efficiency created by the renovation project through the
establishment of a comprehensive maintenance plan for existing facilities as well as continue to create a safe/healthy
environment in response to the COVID-19 Pandemic and CDC guidelines.
In November of 2019, we reached substantial completion with the renovation project. The newly modernized HVAC
system came just in time for the global pandemic and made the building safe to occupy as we added MERV13 filters and
the ability to cycle in outside air to keep staff and students safe. In the winter of 2020, the district began entering into a
number of service contracts to keep the facility in prime occupational condition. Ideally, the efficiencies created by the
new systems will generate savings in the future necessary to cover any added maintenance costs. However, some capital
projects were not included in the renovation project and will need to be prioritized with a capital project plan. In 2021
the district completed an upgrade to the west side stairwell. In fiscal year 2023, we plan on working on some additional
projects such as the athletic bleachers, additional security cameras, and adding additional cooling coils to the gym and
LPN (Licensed Practical Nursing) department.
Equity and Access Budget Goal: Provide all students with rigorous and culturally relevant curriculum, resources and
programs that support their individual goals and ensure that all students gain knowledge and skills to be productive
community members after high school.
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Student needs have changed during this pandemic. We are faced with a significant number of mental health, social, and
emotional challenges among our students. In order to provide equitable access to all of our students, our strategic
initiatives have included social emotional training for teachers in the building, opportunities to look at student work
through a data lens, and professional development on co-teaching. Learning acceleration models have been adopted,
and additional support has been provided during the summer months and in after-school programs. Curriculum mapping
and review is scheduled to continue next school year as teachers work to ensure that the curriculum is rigorous and
culturally relevant. This work is foundational to fulfilling our first strategic objective - “establish and implement a
curriculum that fosters instructional practices that meet the social, emotional, academic, and vocational needs of all
students.”
Relevant & Personalized Professional Development Goal’s Strategic Objective is to ensure professional development is
relevant, current and individualized.
After creating a Professional Development committee last year, this year we published a Professional Learning & Growth
handbook, which outlined the various professional development opportunities for our faculty. Part of that training this
year has been to explore emotions through a free YALE course called Managing Emotions in Times of Uncertainty &
Stress. Counseling staff continue to work with students and families on a myriad of issues and challenges that have arisen
out of the pandemic. Professional development for all staff has centered on individual needs this year; topics such as
co-teaching, cultural proficiency, entrepreneurship, technology integration, and using data to ensure student success
have been offered. These activities have all served to support Pillar 4: Relevant and Personalized Professional
Development.
Student Engagement Budget Goal: Provide meaningful professional learning for all staff in an effort to create
engaging learning opportunities for all students.
The Professional Learning and Growth plan for this year has provided opportunities for teachers to work on creating
engaging learning opportunities for all students. Teachers have learned how to analyze student work in order to create
better lessons and opportunities for students. Professional learning for faculty has focused also on specific areas of
growth. This year’s offerings include co-teaching, advanced instructional strategies (technology), teaching
entrepreneurship in vocational classes, and using data for student success. Each of these focus areas have been selected
based on faculty interest, professional growth needs, and as part of the strategic plan. Additionally, a number of teachers
are engaging in peer observations, providing valuable insight into the strategies and techniques of other teachers. This
provides a lens for teachers to learn authentically how best to engage students. Using grant funding, we have also started
a before and after school tutoring program which provides support for students who need extra help with time
management, study skills, and learning strategies.
Continue Technology Integration:
Maintaining a 1:1 Chromebook school comes with significant financial challenges. Several of our technical programs
require the use of proprietary software and high-level equipment. Network security, infrastructure upkeep, and
Chromebook maintenance have proven to continue to be the most expensive of these challenges. We are proud of our
1:1 school environment and have been able to continue expanding our use of technology through online textbooks, the
use of e-hall pass, and student access to work through online platforms.
This year we hired a new position, an Instructional Technology Specialist. Maintaining this position is imperative to
building a strong foundation for our technology integration. With cleartouch TVs in every room, chromebooks in the
hands of every student, and countless online programs and platforms, this position has served to provide meaningful
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training and support to the entire faculty and staff. Professional development is no longer relegated to “in-service” days,
as teachers and staff are constantly learning and improving their practice. Much of this improvement is centered on the
effective implementation of technology.
Communication & Community Relations: To engage in advance planning, with staff and community, in order to achieve
the greatest educational returns in relation to dollars expended. While improving community outreach efforts between
the district and all stakeholders. Improve community outreach efforts between the district and all stakeholders. Ties in
with Pillar 3: Proactive & Responsive Communication
Strategic Objective: Establish a cohesive communication plan that addresses procedures to effectively engage all
stakeholders in the school’s success.
This year, we formalized an emergency communications plan. Additionally, the crisis team has met, and a subset has
been meeting, to ensure that we are prepared for any scenario. While we are in-person this year and remote learning
has not been necessary, the advent of google classroom and other online platforms has been helpful to engaging
students who may be missing school due to illness or quarantine. The principal sends home a weekly newsletter and we
have been using social media platforms such as Facebook, Instagram and Twitter to improve communication with
families. This regular and predictable communication has been a significant improvement in keeping channels of
communication open between the school and the parents. In addition, while we have been forced to limit visitors to the
building due to the pandemic, we have used technology - zoom and google meets - to conduct meetings with parents
and other stakeholders. This has been incredibly valuable. We continue to work on a formal social media and general
communications plan to help connect with the greater community.
Keeping Vocational Programs Industry Relevant
Blue Hills strives to ensure that their 17 exciting career and technical programs remain relevant. In keeping with our core
values, we make connections to our communities. We meet with industry professionals who provide timely and crucial
industry trends with us. These connections are made through our General and Program Advisory Boards, through the
cooperative education program or through the ways in which we interact with the public through internships, clinical
settings or through our robust cooperative education program. Additionally, we connect with our education partners
and offer articulation agreements with several post-secondary institutions. These articulation agreements allow our
students to move seamlessly into further education in their chosen field with credits earned for their coursework at Blue
Hills.
The post graduate success of our students is a testament of the incredible work done here. Many students are ready to
enter the world of work, whether it's an apprentice program, union, or private sector. They are equipped with the skills
and tools needed in hundreds of professions. Many of our programs offer industry-recognized credentials as part of
their coursework. For instance, our students earn certifications for Adobe, Hot Work, OSHA, CompTIA, and A+, just to
name a few. Still other programs offer students a license. Cosmetology students earn a State Cosmetology license which
allows the students to own or work in a salon upon graduation. Early Education and Care students earn a preschool
certification and Health Assisting students are able to obtain their Certified Nursing Assistant license. These credentials
are verified by their respective industries and provide our students with a competitive advantage.
MSBA Renovation Project and Capital Assessments
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In 2020, 2021, and 2022 the district allocated most of its capital-operating budget to cover borrowing costs. Moving
forward into 2023 and beyond, the district has shifted to funds away from debit payments and back to capital operating
expenses as not all district capital needs were covered by the renovation.
Annual cash outlay for the repayment of the bonds is 2.2 million annual and extends out to the year 2049. Because MSBA
has yet to finalize a number that it intends to reimburse the school, the school has taken the approach of using
short-term BAN (Bond Anticipation Notes) funding to cover its current debt. The range of potential reimbursement runs
the full gamut from nothing to the full 5.7 million. Because interest rates are still at historic lows, it is prudent to continue
borrowing short-term until the last of the MSBA funding is received.
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GRADUATE PLACEMENT
Class of 2021 Future Plans
Year 2020-2021
Plan # of Students % of Students
Employment 61 31%
Military 6 3%
4-Year College 80 41%
2-Year College 30 16%
Technical School 7 4%
Unknown 10 5%
All Students 194 100%
* Apprenticeship = Missing Data
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Where Our 2021 Graduates Attended:
Benjamin Franklin Institute of Technology Salem State University
Bridgewater State University Savannah College of Art and Design
Bristol Community College Simmons University
Bunker Hill Community College St. John's University
Fitchburg State University Stonehill College
Framingham State University The Culinary Institute of America
Johnson & Wales University UMass Amherst
Massachusetts College of Liberal Arts UMass Boston
Massasoit Community College UMass Lowell
MassBay Community College University of Maine
New England Institute of Technology University of New Hampshire
Northeastern University University of Northwestern Ohio
Pennsylvania University University of Notre Dame
Quincy College University of Rhode Island
Quinnipiac University Wentworth Institute of Technology
Regis College Worcester State University
Benjamin Franklin Institute of Technology Salem State University
Bridgewater State University Savannah College of Art and Design
Bristol Community College Simmons University
Bunker Hill Community College St. John's University
Fitchburg State University Stonehill College
Framingham State University The Culinary Institute of America
Johnson & Wales University UMass Amherst
* Cosmetology school
** Preparatory college
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Addy, BLUE HILLS REGIONAL TECHNICAL SCHOOL Messages from our Co-op Partners 2O21 Heve ave some comments from a few of our business partners...thank you for all you do to get our students ready for the “real world” Eric - Electronics “Eric has been working with us for over a year wow Since starting in March of 2020 and it has been my pleasure to watch as he has developed into a crucial part of our team. When Eric ‘first started, he was a bit shy and weeded some guidance, but as the months passed, he has grown into a more confident employee who helps lead others by using his adept Rnowledge base. Eric ts always willing to help with whatever tasks we have at hand and will put extra time in to make sure we meet our production goals. He has been a great addition to our team, and | am excited to see how he develops further when he starts full time this summer!” ~ Manufacturing company in Canton Madison - Drafting “tt was a pleasure working with Madison. Her understanding of Avatting and computers made the training to our drafting procedures and computer systems seamless. Madison was given projects anal guidance on what was needed. She took the projects from beginning to end with little supervision. Her bright personality ana intelligent made it a pleasure to work with her. Any company or school that Madison ts part of is getting a great addition.” - Electronics Manufacture, Easton 15
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Addy, BLUE HILLS REGIONAL TECHNICAL SCHOOL Valerie — Health Occupations “valerie has shown tremendous progress ana promise as a team member ana young professional. Over the semester she has honed her problem solving ana communication sieills with both kiddos ana adults alike. Valerie's confidence males her a rising leader and resource among her peers. She is always friendly and inviting and creates a welcoming environment for everyone. | cannot wait to see Valerie showcase her skills as she continues her education and work in health services.” — Preschool Setting, Westwood RR Devlin - Engineering "Devlin has been working with us for just over half a year and has been a great addlition to our Operations team. Devlin is always on time andi eager to work and has shown great motivation and interest tn the activities that we olo here. Over the past months | have been able to watch as Devlin Learned the different applications and developed into a crucial member of the operations team. Not only that, but Devlin has also been able to balance work and playing football very well. Devlin has always made sure to have his worle done for the day before leaving for games/practice. tt has been a pleasure to work with Devlin and | wish him well at UMASS Amherst! Hoping he comes back in the future!” - Manufacturing Company, Canton 16
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FY23 Budget Request Breakdown
Salary Accounts
This budget is built without the full knowledge of contractual salary increases for 2023, as at the time of print, the 2023
contracts of two of the bargaining units are not settled. Should the district fail to negotiate contracts that fit into the
budget / assessments voted and approved by the member towns, the committee will have to find ways to fund the
contracts without changing the budget bottom line or member town assessments.
This Salary budget is with the request of two additional positions to be funded by the General fund (described below).
The chart below is a summary of the districts staffing plan for FY 2023
Instructional Staff increase is SPED teacher that will be funded through ESSER fund until FY25
Facilities Staff is the increase of 1 Maintenance personnel
Administrative staff is 1 IT technician funded through the general fund and 1 nurse position funded through ESSER.
Nurse position may be a .5
The following pages present the 2023 Proposed Operating Budget for salaries with explanation of significant changes in
the budget.
17Source page 55
Ms 2EGIONAL TECHNICAL SCHOOL
1000 Series Salary
Description 2023 2022 2021 2020 Change
P Proposed Proposed Budget Budget %
1110 District School Committee $49,838 $37,483 $73,465 $75,510 $73,432 $12,355 33.0%
1210 Superintendent $219,531 $212,225 $245,675 $264,675 $257,461 $7,306 3.4%
1410 Business Office $348,812 $330,692 $346,409 $348,912 $335,000 $18,120 5.5%
1000 Totals $618,181 $580,400 $665,549 $689,097 $665,893 $37,781 6.5%)
1110 Line — Due to restructuring DSC support staff. Money set aside for Hrly SC Admin
1210 Line — Contractual Increases
1410 Line — Contractual Increases
Blue Hills’ students compete in the annual Skills USA Contest
18
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1000 Series Salary
1110 Line – Due to restructuring DSC support staff. Money set aside for Hrly SC Admin
1210 Line – Contractual Increases
1410 Line – Contractual Increases
Blue Hills’ students compete in the annual Skills USA Contest
18Source page 56
BLUE HILLS
-—__—+-~__4 REGIONAL TECHNICAL SCHOOL
2000 Series Salary
Description 2023 2022 2021 2020 2019 Change Change
Proposed Proposed Budget Budget Actual $ %
2110 Curriculum Directors $494,204 $466,955 $458,266 $460,766 $453,652 $27,249 5.8%
2120 - Department Head $139,423 $128,771 $126,934 $134,336 $125,844 $10,652 8.3%!
2210 School Leadership $479,542 $457,164 $443,864 $441,289 $443,081 $22,377 4.9%
2305 Classroom Teachers $8,035,119 $7,486,358 $7,304,214 $7,273,289 $7,021,431 $548,761 7.3%
2325 Substitutes $176,961 $170,571 $133,499 $145,281 $123,614 $6,390 3.7%|
2330 - Instructional Support $37,650 $25,000 $22,379 $0 $0 $12,650 50.6%
2340 Library Media Specialist $95,189 $152,868 $81,999 $81,558 $77,762 -$57,679 -37.7%
2354 Teacher Mentor Program $6,367 $10,000 $10,000 $10,618 $14,470 -$3,633 -36.3%
2356 Professional Development $35,000 $20,000 $20,000 $20,000 $20,000 $15,000 75.0%|
2710 Guidance $516,434 $486,531 $466,545 $446,774 $416,650 $29,903 6.1%
2800 Psychological Services $260,883 $245,912 $239,125 $230,419 $246,049 $14,971 6.1%
2000 Totals $10,276,773 $9,650,131 $9,306,825 $9,244,330 $8,942,553 $626,642 6.5%
2305 Line - Increase due to anticipated contractual obligations (Steps/Lanes and COLA) 15 Teachers with Lane Change
requests for FY23
2356- Increase due to new language in BHEA contract requiring 35,000 for PD reimbursement.
19
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2000 Series Salary
2305 Line - Increase due to anticipated contractual obligations (Steps/Lanes and COLA) 15 Teachers with Lane Change
requests for FY23
2356- Increase due to new language in BHEA contract requiring 35,000 for PD reimbursement.
19Source page 57
3000 Series Salary
3200 Line – Anticipated contractual increases – Request for .5 nurse will be funded until FY25 out of Esser
3510 Line – Anticipated contractual increases – Coaching Stipends Steps and potential Lane changes.
3600- One security position moved to Maintenance
Graduation 2020
20Source page 58
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
4000 Series Salary
Description 2023 2022 2021 2020 2019 Change Change
P Proposed Proposed Budget Budget Actual $ %
4110 Custodial Services $506,900 $481,199 $516,481 $514,520 $479,467 $25,701
4210 Maintenance of Grounds $703,872 $601,122 $707,521 $697,837 $618,679 $102,749
4220 Maintenance of Buildings $45,000 $45,000 $55,000 $55,000 $13,752 $0
4450 District Technology $212,429 $168,129 $158,376 $134,760 $115,638 $44,300
4000 Totals $1,468,201 $1,295,451 $1,437,378 $1,402,117 $1,227,536 $172,750
4210- Contractual increase and movement within the unit. Also additional positions added per FY23 department request.
4450 Line — Increase associated with contractual increases and Additional position added per FY23 department request.
Students in Health Assisting Program
Expense Accounts
21
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4000 Series Salary
4210- Contractual increase and movement within the unit. Also additional positions added per FY23 department request.
4450 Line – Increase associated with contractual increases and Additional position added per FY23 department request.
Students in Health Assisting Program
Expense Accounts
21Source page 59
The 2023 expense budget increase is .82%; much of that is from increases in fixed costs and inflation on supplies and
materials.
Being cognizant of this being the fourth year of the renovation project assessments increases, the district worked at
keeping budget growth to a minimum. The increase in the instructional line is reflective of the district's efforts to
continue to keep our teachers' resources relevant to industry standards. Fortunately the district is able to allocate some
instructional subscriptions as well instructional technology to the ESSER grant. These services will move back into the
budget in FY25.
The Operations and Maintenance of the Plant line is essentially level funded. We have realized some savings in the
utilities since the renovation and those funds were reallocated to other areas like capital improvements for special
projects that were not included in the renovation project.
The 5000 Series is tied to anticipated increases in employee benefits, property and liability insurance. The district did
not set funds aside to fund OPEB in this budget as we have not created a OPEB trust at this time. Once trust is
established then the district will start to allocate funds for this purpose.
1000 Series Expense
22Source page 60
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
Description 2023 2022 2021 2020 2019 Change Change
Proposed Proposed Budget Budget Actual $ %
1110 District School Committee $59,830 $56,830 $56,330 $57,400 $63,836 $3,000 5.3%!
1210 Superintendent $70,500 $82,500 $82,100 $78,869 $78,395 -$12,000 -14.5%|
1410 Business Office $36,320 $33,320 $30,614 $31,540 $25,834 $3,000 9.0%!
1430 Legal Services $57,500 $52,500 $50,000 $50,000 $40,822 $5,000 9.5%!
1450 District Technology $71,715 $71,165 $51,100 $40,425 $57,883 $550) 0.8%
1000 Totals $295,865) $296,315) $270,144) $258,234) $266,770 -$450 0.2%!
Notes:
1210 Line — Decrease due to reallocation of funds to admissions lines
1450 Line — Increase is minimal because items were moved to ESSER funding until FY25
Blue Hills Culinary students serving Fish Tacos in the “Chateau” school restaurant
23
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Notes:
1210 Line – Decrease due to reallocation of funds to admissions lines
1450 Line – Increase is minimal because items were moved to ESSER funding until FY25
Blue Hills Culinary students serving Fish Tacos in the “Chateau” school restaurant
23Source page 61
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
2000 Series Expense
Description 2023 2022 2021 2020 2019 Change Change
Proposed Proposed Budget Budget Actual $ %
2110 Curriculum Directors $6,000 $6,000 $6,000 $7,000 $8,251 $0 0.0%|
2120 Department Heads $18,500 $3,500 $3,500) $3,500) $2,834 $15,000 428.6%
2210 School Leadership $15,000 $13,500 $13,500 $13,500 $12,850 $1,500 11.1%
2250 Non Inst. Building Technology $16,150 $12,850 $22,400 $25,600 $29,284 $3,300 25.7%
2345 Distance Learning $2,040 $2,040) $0 $0) $0 $0 0.0%
2356 Prof. Development Stipends $6,000 $6,000] $6,000 $6,000 $5,261 $0 0.0%|
2358 Professional Development $12,000 $12,000 $12,000 $12,500 $20,260 $0 0.0%|
2410 Text and Instruct. Material $67,118 $71,427 $65,507 $72,820 $48,051 -$4,309 -6.0%
2415 Other Instructional Materials $292,137 $301,127 $297,583) $291,907 $259,882 -$8,990 -3.0%
2420 Instructional Equipment $154,098 $110,187 $114,000 $113,782 $147,874 $43,911 39.9%
2430 General Supplies $51,000 $51,000 $51,000 $51,000 $43,819 $0 0.0%|
2440 Other Instructional Services $5,125 $2,000 $2,000 $2,000 $525 $3,125 156.3%
2451 Instructional Technology $108,000) $130,500 $123,000 $120,300) $312,097 -$22,500 -17.2%
2453 Instructional Hardware $10,000 $10,000 $9,024 $7,718 $800 $0 0.0%|
2455 Inst. Software $41,055 $37,978 $25,050 $31,900 $34,102 $3,077 8.1%
2710 Guidance $3,500 $3,500 $3,500 $3,500 $2,157 $0 0.0%|
2720 Assessment $5,000) $5,000 $5,000) $5,000) $4,031 $0 0.0%
2800 SPED Services for Students $3,000) $3,000 $3,000) $3,000) $0 $0 0.0%
2000 Totals $815,723 $781,609 $762,064 $771,027 $932,078 $34,114 4.4%|
Notes: No reduction in programs offered or in services provided to students
2120 Line - Budget funds were moved here to align with the DOE function codes for Admission expenses.
2410 Line — Annual academic text replacement cycle. This line varies each year based on department needs or
replacement cycle timing.
2420 Line — Cost for major equipment or material purchases are split between the District Budget and the Federal
Perkins grant in 2023. Reallocation of funds to align to the proper DOE function codes
24
[Original embedded text, retained for comparison]
2000 Series Expense
Notes: No reduction in programs offered or in services provided to students
2120 Line - Budget funds were moved here to align with the DOE function codes for Admission expenses.
2410 Line – Annual academic text replacement cycle. This line varies each year based on department needs or
replacement cycle timing.
2420 Line – Cost for major equipment or material purchases are split between the District Budget and the Federal
Perkins grant in 2023. Reallocation of funds to align to the proper DOE function codes
24Source page 62
2451 Line – The district has been working to stay ahead on Chromebook purchases, so in any one year there is not a big
increase for the replacement of Chromebook or other educational technology. The district remains committed to the 1 to
1 Chromebook program for staff and students. Reduction in this line is due to expenses being moved to the ESSER grant.
2453 Line – Instructional hardware associated with vocational program needs
2455 Line – Instructional software tools for staff and students such as Discovery Streaming, LinkedIn Learning, and
Curriculum Mapper
Students in the Collision Technology and Automotive Repair programs
25Source page 63
3000 Series Expense
Notes: No reduction in programs offered or in services provided to students
3300 Line – Increase due to daily school bus contractual increase.
3510 Line – Anticipated contractual increases
3600 Line – District portion of SRO officer to the Town of Canton.
4000 Series Expense
Notes:
4110 Line – Anticipated increase in supply costs
4130 Line –Decrease due to the district continuing to evaluate energy and water consumption post-reno. Majority of
savings was in water usage.
26Source page 64
4450 Line – New 3 year service and software renewal contract with Vertical Communications. new digital Persona
licensing, E-rate project- wireless access points ( will be partially funded with E-rate), Risk assessment and new JAMF Pro
software.
5000 Series Expense
Notes:
5200 Line – Reflects an anticipated 4% to 5% increase over 2022 projected actual costs for active employee health
insurance costs
5250 Line –No OPEB allocation at this time. Realignment of funds to actual expenses.
5260 Line – Reflects an anticipated increase to costs for vehicle, building, and liability insurance
5300 Line – Cost of copier leases
5450 Line – All debit service is captured in 8000 series. No anticipated BAN costs this year.
27Source page 65
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
7000 & 8000 Series Expense
Description 2023 2022 2021 2020 2019 Change Change
i Proposed Proposed Budget Budget Actual $ %
7200 Improvement of Buildings $150,000 $100,000) $100,000) $100,000) $334,170 $50,000 50.0%
7500 Capital Motor Vehicles $65,000 $65,000 $0 $0 $0 $0 100.0%
7000 Totals $215,000 $165,000 $100,000) $100,000 $334,170 $50,000 30.3%)
Description 2023 2022 2021 2020 2019 Change Change
7 Proposed Proposed Budget Budget Actual $ %
8100 Long Term Debt Principal $730,000 $695,000 $500,000) $500,000) $0} $35,000 5.0%|
8200 Long Term Debt Interest $1,365,956 $1,401,206 $0 $0) $416,963 -$35,250 -2.5%
8000 Totals $2,095,956 $2,096,206 $500,000) $500,000 $416,963 -$250 0.0%
Notes:
7200 Line — Funds budgeted for capital items not covered in renovation project. Also funding for MiniVan replacement.
8100 & 8200 Line —Annually budgeted debt funds associated with long term project debt.
28
[Original embedded text, retained for comparison]
7000 & 8000 Series Expense
Notes:
7200 Line – Funds budgeted for capital items not covered in renovation project. Also funding for MiniVan replacement.
8100 & 8200 Line –Annually budgeted debt funds associated with long term project debt.
28Source page 66
Member Town
Proposed Assessment
2022-2023
Feb 1, 2022
V1.0
29Source page 67
2023 Assessment Rationale
The following five items are key factors in calculating the 2023 assessment for each town
I. MSBA renovation project debt service
II. Enrollment changes at Blue Hills
III. Changes in the school’s operating budget
IV. Excess and deficiency fund allocation
V. Foundation budget and minimum required contribution calculations/ESSER II Funding
I. MSBA Renovation Project Debt Service
The district currently has borrowed and bonded $37,000,000 for the project with an additional short
term BAN debt of $5,740,198 due November 4, 2022. The MSBA has reimbursed the district $39,588,972, as of February 1
2021. The district expects another $3,316,561 in MSBA reimbursement once the project is completed and the MSBA has
conducted its final project audit. Once the final MSBA reimbursement is received, the district will be able to develop a final
payment schedule.
Should the district need to issue any new BANS in 2023 the cost of the interest for those will come from either the district’s
2023 operating budget or from a stabilization fund transfer.
4-Year Debt Schedule for Existing Bonds
II. Enrollment Changes at Blue Hills
A town’s percentage of the total enrollment at Blue Hills is the single largest determinant of the size of a town’s annual
assessment request from Blue Hills.
This fact is clearly demonstrated in the 2023 municipal assessments. The average per pupil cost for a student at Blue Hills is
$16,726 so an increase of 10 students will cost the average community an increase of $167,260 in assessed cost. Where the
per pupil assessment varies from town to town the increase will also vary. For 2023, Braintree and Dedham saw their
assessments increase significantly due to increases in the number of students enrolled at Blue Hills. On the flip side Avon and
Holbrook saw drops in enrollment and corresponding drops in assessment.
30Source page 68
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
Year to Year Enrollment by Town
BLUE HILLS REGIONAL TECHNICAL SCHOOL
FOUR YEAR HIGH SCHOOL ENROLLMENT COMPARISON REPORT
FROM FY 2018 - 2021
DISTRICT
TOWN(S) FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22
31
[Original embedded text, retained for comparison]
Year to Year Enrollment by Town
31Source page 69
Additional historic enrollment and assessment data can be found on pages 36 through 39.
III. Changes in the School’s Operating Budget
After enrollment, changes in the Blue Hill’s operating budget will have the second greatest impact on the growth of each
member community’s assessment. For fiscal year 2023, Blue Hills is requesting a 3.8% increase ($886,175) in its operating
budget.
Budget growth from year to year is inevitable; however, how that growth is managed is a choice. New Superintendent Rossetti
made a decision early on in the process to level fund as many areas of the budget as possible. With all five union contracts
being negotiated in FY22 the district was able to more closely align our funds to our needs. With inflation affecting all aspects
of supplies and materials across the US the district has to account for this increase within our requests . Our goal is to ensure
that we are able to provide our students with the same materials and opportunities as we have in the past.
32Source page 70
IV. Excess and Deficiency Fund Allocation
Excess and Deficiency Fund (E & D): A regional school district is allowed to have in its treasury a balance at year’s end not to
exceed 5% of the following year’s budget. Any funds in excess of the 5% threshold must be used to offset the following year’s
municipal assessments. A regional district may at any time allocate all of or portions of its E & D funds in building its operating
budget (603 CMR 41.00: M.G.L. c. 69, §1B; c. 71, §14B and §16D; c. 150E, §1).
As shown by the chart by the solid blue lines, the
district was required to apply significant excess E &
D to the annual assessments in FY14 and FY15. The
accumulation and use of excess E & D to reduce
annual assessments is unwise as this use has the
greatest likelihood of causing dramatic swings in
assessments not related to enrollment or budget
growth. The accumulation of excess E & D is also
an indicator that the district is over assessing its
member towns by creating inflated budgets.
By FY17, the district had weaned itself off the use
of excess E & D and began applying smaller
sustainable amounts to reduce the assessment
year-to-year. In FY18, the district used an additional $681,157 of E & D to fund one-time expenses related to the renovation
project. In FY19 the district put $300,000 of E & D into a stabilization fund to help reduce assessment spikes related to the
renovation projects debt payments or E & D budget supports. In 2021 the district reduced the amount of E & D to $350,000
from $500,000 in 2020.
In 2023 the district budgeted the use of 450,000 of E&D this is level from 2022. The district also is cognizant of the financial
outlook for most of our districts in this challenging year and felt it was important to use these reserves in an effort to keep
assessments down. The long-term goal for the district would be to reduce the use of E&D to support the operating budget and
to use it to reduce capital assessments in the future.
V. Foundation Budget and Minimum Required Contribution Calculations
The assessment that Blue Hills requests from its member towns is made of two major components. The first is the Chapter 70
required contribution. This number is calculated by the state and comprises anywhere from 59% to 75% of the assessment
requested by Blue Hills.
Several factors indirectly affect the state’s calculation of the required contribution for a member community. One major item is
changes in the values used for each member town’s Chapter 70 Aid calculation. This includes the foundation budget
calculation; the town’s equalized valuation, and the required local contribution.
A final way to measure the impact of changes in a municipality’s required contribution is shown on the chart on page 39. The
Blue Hills share of each member's per-pupil cost is equal for all members; the real changes come in the required contribution.
33Source page 71
34 PJ m ia) (e) Zz > 2 4 m fa} x Zz a > = wu fa} <i (ec) ie) Q OY | om Cc m = rf | “v
Source page 72
Addy, BLUE HILLS REGIONAL TECHNICAL SCHOOL FY 22-23 Budget Worksheet BUDGETED EXPENDITURES Blue Hills Regional Technical High School 2021 Operating Budget $end 22,121,033 | Transfer E &D to Stab Or ed a nnnnnnnnnnnnnnnnnnnnne $n nnnnnnnnnnn 100,000 MSBA Rennovation 2022 Capital Debt Service + 2,095,956 Total 2021 Operating & Capital Budget, Debt Service, & Stabilization Funding $ 24,316,989 REVENUE BY SOURCE _State Funding “Budgeted Transportation Aid $ 622,382 : State Funding Subtotal $ 7,382,022 _E& D Fundin: $ 450,000 ti $ 14,319,011 Fata! Rive Atitis ating Suaget Fevenve THAwvoes $ 22,121,033 100,000 Tota! Rive Mills Stabilization Fund Fevenue Sauces $ 100,000 _Capital Debt Service Assessments “interest : nunttsinnnnnnnnnnmnnnnnnnnnnnnnnnnnde tpial Debit Service Assessment Subtotal: $ 2,095,956 Fate! Rive Hills Capital Lieht Service Assessment Fevenve TANCES $ 2,095,956 Total Operating and Capital Budget Funding - AllSources $ 24,316,989 ADDITIONAL ASSESSMENTS Blue Hills Regional - School to Careers Assessment 7 Member Town Assessments $ 157,054 Total Blue Hills Operating Budget 2022, $ 24,474,043 35
Source page 73
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
EXPENSE & REVENUE SUMMARY
’ 2022 f 2023 / % Change
Operating Budget S$ 21,234,608 $ 22,121,033 | 3.80%
Debt Service i$ 2,096,206 $ 2,095,956 | -0.01%
Stabilization Fund Assessment i$ - $ 100,000 i 0.0%
Total $ 23,330,814 $ 24,316,989 41%
State Funding $s 5,687,123 | $ 7,352,022 | 22.6%
E & D Funding $ i 450,000 - 0.0%
Chapter 70 Required Contribution $ 12,263,867 | 8.0%
Blue Hills Operating Assessment Ss 2,055,144 | -83.7%
ESSER II Funding to reduce Assessment | - 0.0%
Capital Assessment $ 2,095,956 © 0.0%
E & D Transferred to Stabilization fund $s : 100,000 | 0.0%
Total $ 23,287,677 $ 24,316,989 | 4.2%
Additional Assessments is 152,480 _$ 157,054 | 3.0%
Governors Chapter 70 Blue Hils F¥22 - 23 Municipal Assessments
1012020 1012021 change BH Renovation Total Total
Foundation % of Foundation %of = in, Operating . School to
Towns Enrolment students Enrollment students student increase Budeet 4-Yeat Renovation Stabilization Careers FY23 Requested Requested Assessment Percentage
i)
decrease Enrollment Assessment — Assessment FY23 FY22 Ine.(Dect.) —Inc.t{Decr.)
for 2022 bytown for 2023 bytown 5, 21to Assessmen Assessment
” ito 22 ' % assessment assessment
Avon 4 $112180 6.7% — 140,034 0 15058 = 893986 = 1,109,505 (216619) -19.42%
Braintree $325,323 16.1% © 338,104 0 0 283,300 2582763 248.645 9.63%
Canton
Dedham
Holbrook
Milton
S161540 7.6% = 159,316 0 27.970 1,603,337 1472906 = 130,431 «8.86%
$235,579 10.3% , 214,858 0 27970 2,184,334 2,008,969 175,385 8.73%
$246,797 138% 289,686 15,058 1,627,398 1,783,840 (186,444) 877%
$89,744 47% = (98,952 0 15,058 866638 «= 913,087 (46,449) 109%
$235,579 8.0% , 166,652 0 27970 «2017441 1.952994 64,447 = 3.30%
$634941 320% © 671,359 0 27970 4416092 4590821 (174.729) -3.81%
O 134307120617 17801374
100% — 2,095,956 0 $157,054 16572021 $16,544,492 $27,529 0.17%
Norwood
Randolph
Westwood I } I $13462_ 08% —_17,000
Totals 891 100.0%
36Source page 74
Ade, BLUE HILLS Assessment History FY23 FyY22 FY 18 FYI? FY 16 Buon 1 BSS REIT RST TR RE TT RS Braintree Canton Dedham Holbrook Milton Norwood Randolph | 4.916,092] 4.590, a _ |. 4,022, as 4) ae pas oe dB 7B, ae Alt, bat Westwood ee Gs 572) 020 | 16,544. o 16, a ie 1. 332, = 14, STI. = Se 13, 565, 7 13,281) mn Dollar Change in Year-to-Year Assessments Ayon 7 Braintree | | , (38,252) (79,895) Canton Dedham Holbrook Milton Norwood Randolph £23) . . aay - Westwood (1,707) (35,275) F al 528 451,454 100, 763 1,420,894 [as725a] = 548,396 283,514 | $ 547, 438 re 3290214] T year net Avon Braintree Canton Dedham Holbrook Milton Norwood Randolph Westwood The green boxes represent years where the $ or % amounts increased 37
Source page 75
~~} REGIONAL TECHNICAL SCHOOL Chapter 70 Enrollment History yoiv2021 | 102020 | 102019 | 10NIZ018 | 10NIZ017 1ONIZ016 1ONZ015 toONi2014 wOIN2013 | 1OM2012 | 102011 Enrollment | Enrollment | Enrollment} Enrollment | Enrollment} Enrollment for | Enrollment} Enrollment for} Enrollment} Enrollment] Enrollment forFY23 | forFY22 | forFY21 forFY 20 | forFY 19 FY 18 for FY 17 FY 16 forFY 15 | forFY' 14 | forFY 13 Avon Braintree Canton Dedham | Holbrook Milton Norwood | Randolph | Westwood oo eS oe oo P| se PGT OTs] 830] Enrollment Changes Over Time 3, 5, & 7 years Last3years} Last3 Last 5 years LastS Last 7 years Last? Enrollment | years % Enrollment years % Enrollment years % change Change change Change change Change Avon ee ae Canton TH 1 18% 6 a” Dedham rE ee a a Assesment Changes Over Time 3, 5, & 7 years Last 3 Last3 LastS LastS Last? Last? years $ years % years $ years % years $ years % increase increase increase moreese increase moteere Avon 10,678 Braintree [—asssr] =] aa] eo] aes sao] Canton | 155.643| | aaz751] 38%] 485.383] at Dedham 311,547 1 733,392 50% 27,477 Six Holbrook (450,160) -2 (203,473) = (323,764) -1?% Milton a a Norwood Randolph | _ (203,069) 346.094 “388, 785 me Westwood (18,105) (15,976) (26,678) -22% $573,751 44] $ 2.978, 772 21%] $_ 3,290,214 25% 38
Source page 76
Addy, BLUE HILLS REGIONAL TECHNICAL SCHOOL Changes in Enrollment and Assessment Change % Change Change % Change Change % Change over Last over Last over Last over Last over Last over Last 3 Years 5 Years 5 Years 7 Years 7 Years Avon Enrollment | (13) -21% -14% 1 2% $(131,501)] -13%] $14,140) 256 $10,678 re re $139537| xls 66.118] 66] $369,932 Canton Enrollment | 7% 11 18% Assessment] $ 155,643 s442,751| 38%] $485,383 $311,947 $739,392 $727,477 re ee $ (450,160)| 22% $ (203,473) -a1%] $ —(329,764)| -17% | gl as (11) 8% [s_67,7a2| ae S 38,506] Sm] S45,544)| 5 28 88% 52 98% |s_707,676| __—S4% $958,632] 91%] $1,099,945 | 115% 1% 13 2% $ (203,069) -a%ls 346,004 | 9%] $998,785 ee Assessment| $ _ (18,105 S 15,976 s 26,678 39
Source page 77
Ade, BLUE HILLS REGIONAL TECHNICAL SCHOOL FY23 Per Pupil Breakdown FY23 State Calculations Blue Hills Calculations 2021 A A+B+C = FY23 Per Pupil Debt Service c Total Total Per Towns n students __ Required [Putz ee Capital Total Blue Hills |Requested FY23 , Pupil Enrollmen by town Contribution | Required Assessment Per Pupil Costs Per Pupil Assessment '55€5sment ’ a a (Not Incl t ’ Assessment Assessment STC OR 626,714 . $112,180 $140,034 878,928 Braintree 2,167,975 ; $325,323 $338,101 2,831,399 Canton 1,254,512 : $161,540 $159,316 1,575,368 Dedham 1,705,927 : $235,579 H $214,858 . 2,156,364 Holbrook 1,075,856 . $246,797 7 $289,685 x 1,612,338 Milton 662,884 H $89,744 $98,952 851,580 Norwood 1,587,241 ; $235,579 $166,652 1,989,472 Randolph 3,081,823 f $634,941 $671,359 4,388,123 Westwood 100.935 ; $13,462 $17,000 131,397 Totals 100.0% $12,263,867 $14,482 $2,055,145 $2,244 $2,095,957 $2,366 $16,414,969 $19,091 Average Average Average Average Foundatio ~~ of AAA Ana a
Source page 78
r
BLUE HILLS
REGIONAL TECHNICAL SCHOOL
Per-Pupil Costs Three-Year History
A
Per Pupil
Towns FY Required
Contribution
Avon
Braintree
Canton
Dedham
Holbrook
Milton
Norwood
Randolph
Westwood
District Average 14,482 $
B
Total Blue Hills Per
Pupil
Assessment
2,244 §
Total Per Pupil
Assessment (Not
Incl STC or
Capital)
Per Pupil
FY Required
Contribution
$
$
$
$
$
$
$
$
$
Total Blue
Hills Per
Pupil
Assessment
13,362
14,190
15,130
15,242
8,990
12,750
11,779
10,092 $
15,582 3
5,453
5,453
5,453
5,453
5,453
5,453
5,453
5,453
5.453
+B=
Total Per
Pupil FY Required
Assessment Pane
{Not Incl Contribution
12,302
13,454
15,582
15,242
9,231
14,817
14,685
10,236 $
15,582 $
Per Pupil Total Blue
Hills Per
Pupil
Assessment
4.176
4.176
4.176
4.176
4.176
4.176
4.176
4.176
4.176
Total Per
Pupil
Assessment
(Not Incl
16.726)$ 13.013 S$ 5453 $ 18466/5 13459 $ 4176 $ 17,635
41
[Original embedded text, retained for comparison]
Per-Pupil Costs Three-Year History
41Source page 79
Addy, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
Blue Hills Applicant to Enrollment by Community
Four-Year History
The chart below shows the number of students from each community that applied to Blue Hills for each of
the last five years. % Accepted = Percent of those who applied that were accepted, % Actually Enrolled is
percent of those who were accepted and who actually attended on day one of the school year
Blue Hills Applicant to Enrolment by Communi —C Onn]
Chass of 2022 | class of 2024
Class of 2024 Class of 2025
2020-21 2021-22
Se
J sects Enotes | soe we
BRAINTREE ee
s6 Actually Enrolled Es es =
OO
%6 Actually Enralled a a a
36 Actually Envalled iS ss ee ed
HOLBROOK es
Class of 2023 S-Year Avg
2018-19
Tatal
‘4
96 Actually Enrlled es ee ee
36 Actually Enralled | 2s
ee a
57
a es ee
RANDOLPH Rs
TS ES
% Actually Enrolled Ee es
42
[Original embedded text, retained for comparison]
Blue Hills Applicant to Enrollment by Community
Four-Year History
The chart below shows the number of students from each community that applied to Blue Hills for each of
the last five years. % Accepted = Percent of those who applied that were accepted, % Actually Enrolled is
percent of those who were accepted and who actually attended on day one of the school year
42Source page 80
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(Notes)
43