This comes after our annual financial report. So this is pulling in um information based on the FY26 school year. What we're going to see first is a decrease from our adopted budget. You're going to see a decrease in our group A enrollment. This is going to be our FTE, our number of FTE students. So, this is going to be our number of full-time um students. So, this takes into account, so even though our average daily membership is currently 1,566, I think as of today, um 1523, that's taking into account our kindergarten program plus our NAB students as well, who we share enrollment with. The decrease um on group B you can see from the adopted is uh from from the original adopted is 2140 to 20 uh 127. So remained relatively uh relatively the same. And this is taking into account our students with special needs.
We know that we are going to have uh medical increases in the future. So, we want to really be intentional in pulling that information in and seeing how it's affecting our staff and what options could we have in the future to help mitigate those rising costs that we're looking for the next 5 years of increases every year. So, it's going to be a a big conversation um and that was a huge win for us to uh get to a decision to develop that committee. I think that committee's going to be very uh important in the next couple years. Okay. Thank you. I I would just add that we do get monthly reports from our Valley Schools partners that we look at. I know uh Mr. Piro and myself both get those reports uh and it gives a lot of data and a lot of information that that will be part of the conversation that we bring to the committee.
>> Miles, what did you say your title was? >> We fondly refer to him as dean of students as well. This is that's the second hat that he wears uh because he does manage uh those disciplinary issues. So, uh, in turning to our slideshow now, uh, just an overview of my presentation. I'll be talking about the current overtime trends and reductions, operational factors contributing to overtime, uh, rural transportation demands, the challenges impacting route scheduling, and the potential operational solutions and considerations. And as you know, under the operational scope, I'm not telling you anything that you don't know already. The this district is large. It just covers a large rural geographical area. The coverage areas is comparable to the size of the state of Connecticut. We have very long travel distances uh which significantly increase operational hours and then we do have remote pickup and drop off location which do require extended coverage.
Um and so this is when we look at our adopted budget, we don't have those final numbers for FY26. We're kind of going on some um predictions of what it's going to look like on that 100th day. And so this is giving that um that actual number. You're going to see on this next slide is the budget balance carry forward. This is what was carried forward from FY25. And so there are no numbers on the FY26 adopted and FY26 revised because we didn't have that number yet. So this is showing that we carried forward $2.4 million into this school year and that's going to affect our M budget. which you'll see um you'll see two lines down going from that 13 million uh 13.1 to the 15.9 um for our M budget this year. The teacher experience index is uh that one went up from 1.05 to 1.07 07.
Okay. Thank you. Good evening. I'm Eve Carroll. I'm the Effective Schools uh program manager, so the grants department. Um So, I'm going to talk a little bit about our working conditions recommendations. So, one of the things that we already have in practice is a work from home option for some of our sped related service providers. This would primarily uh be for psychologists, um but that is something that they work with their site supervisor in order to get approval to do that if needed when it's needed. So, we're just putting that in the agreement. It's already something in practice, but we just put it in the agreement. Um we're including the assistant principals in the efficiency study that includes division of responsibilities. We're um there's an efficiency efficiency study that is going to look at our front office staff and make sure that the division of responsibility is where it should be and we're going to include the assistant principals in that.
The the map that you see included there is actually our longest route and that route uh runs approximately 350 miles a day. If you jump to the next slide, I put a few more details about this extended route. Uh the driver begins at 3:50 in the morning with her pre-trip. Her route is uh concluded at 8:00 a.m. Her afternoon res noon route resumes around 1:45 in the afternoon. Again, that's her clock in time for her afternoon pre-trip. And then that route concludes usually around 700 p.m. if there aren't any traffic delays or uh any delays in dismissal or anything of that nature. So, the PM routes, as you may notice, if you do the math, are longer than the AM, but that's because we have the dismissal at the three campuses, which takes time for students to load. So, the estimated uh daily route miles for that is about 350.
Again, very similar. Um, but that's just our that's um kind of a another piece that we get. Not a bonus, but it's, you know, it kind of adds to our um our calculations when we have that high teacher experience index, the capital budget. Uh so you'll see the decrease on the capital budget and that is because if you recall, we moved $900,000 into M. And so um so that final $543,000 is due to that 900,000 that was moved into maintenance and operation. >> I just want to make sure I'm clear, Courtney. So the actual money that we got for our M this year was the 15.9. >> That's our that is our budget including that $900,000 that we moved over from capital. Correct. Um and so what we'll look at then next year is you know hopefully that carry forward into FY27 right and so um I think the with everybody being as conservative conservative as we've been with the capital um spending as well that's where we are in a position where we can go for you know we can um ask about those teacher laptops too.
And then we're also going to gather additional information related to the expectations for duties, including breakfast in the classroom across sites for next year's survey. The rationale for these things is that these recommendations aligned to SOFG goals and guardrails by tightening systems and procedures across all sites. And when increasing efficiency and then also it is reducing staff overextension and staying within federal and state compliance. So it's really important that we're uh making sure that we tighten some of those systems so that teachers and staff can really focus on SOFG things without other things getting in the way. Jay, I have a quick question. Um has the team been able to be briefed on our theory of change? Um we we talked about it very I did um join the team early in their work and gave some updates on the on some of the work that the board's been doing and that was one of the items that we brought forward to them.
And you'll see if you do the math on that total route, that route takes 9 and a half hours roughly to complete. >> If you if is idling like a factor overall because if you're sitting somewhere, is it actual drive time that you're counting? So that that would include the time uh that the driver would be on the clock. So includes we usually give them 15 minutes for a pre-trip >> and then um then it would be drive time to campuses or for the PM, you know, they would go to secondary campus and then primary campus and intermediate campus loading at each one of those sites and then heading out to complete their route. A morning time, obviously they don't have that. Yeah. >> They're heading out and then they're able to drop. So roughly the morning route time is about 4 hours and 10 minutes.
Can you say a few things about >> Can you say a few things about how the staff or the the entire staff work towards saving that much money? >> Um well, so one of the it's really more of the M cost as far as the salaries. Um, you know, I think we I'm excited that we can when we're looking at what we have and you know, being in my position for the first time this year, um, I think I was, you know, we and everybody being in their position for the first time this year, everybody approached it as, you know, we were being conservative as far as, you know, what what what did we spend last year and so we did a lot of comparisons to what we did last year. Um, I relied a lot on Kimberly Dougdale's support to, you know, to guide me through some of that spending and and some of the dollars that we put through.
But we didn't spend a significant amount of time on it. It was just a quick overview. Okay. We also did some mindset work before one of the meetings. Thank you. Uh now we have several slides that will go over the recommendations as far as compensate or the compensation package. Um the first two have to do with the um pay for performance plan that I believe you just approved during consent agenda. So um the adjustments are for the certified amount to go up to 4,500 with an additional um thousand that can be achieved through reaching SOFG goals. And then uh an increase of the classified from 500 to 1,000 with those the classified staff also having access to additional funds pending SOFG outcomes. Uh an additional compensation recommendation has to do with adjusting the market demand. There's a market demand one and a market demand two related specifically to special education staff.
That same route in the afternoon is 5 hours and 15 minutes because the additional time. So that driver that one route accounts for approximately 33% of the overtime budget for the district on that route alone. And that's again because it's at 9 and a half hours. So looking at our transportation overtime trends, uh we basically with the help of Miss Carile and uh Ed, we were able to take a look at what some of those numbers were over time. And as you can see, we have been uh successful in having a reduction over previous years. We're pretty much consistent around 31 to $32,000 a year in overtime for our department between 2019 and the 2425 year. Uh but we have we've done the very best that we can uh to try and minimize overtime. You know, I I promised you when you brought me in as your director that I would give the department the same attention to detail just as I would as if it were my own.
Um, I actually I have to give a lot of credit to Mr. Bosley um and also Mr. Neil on um how just how well they work with the vendors um and finding really great solutions to some of the you know some of the purchases that we have to make. Um and as and then as far as our um as far as our salaries, I mean those that's where you know that is our salaries and our benefits are those are costs that are you know naturally incurred and there's there's no change on that. But based on what we've seen this year, we can move forward with those thousand raises for the teachers um and absorbing some of that cost from next year's insurance as well. >> Good. I think you've done a great job. >> Thank you. Uh this final piece is the classroom site fund and this is the this is how we fund our teachers 301 compensation.
And the recommendation is to increase the market demand one that applies to resource teachers and developmental preschool teachers to $10,000. It's currently 4,500 and then for the level two which applies to the regional program staff so the self-contained programs and they're listed there pace rise drive stars and places that amount currently is 7,500 and this recommendation is to raise it to 15,000.
And I want you to know that my heart is there and I'm going to treat it the the same way, this operation the same as if it just belonged to Mr. B. And so we've done our very best to to reduce that time. And if we jump to the next slide, you'll see the year-to- date reduction. And if you jump right to the corner, you can see for the school year uh fiscal year 19, the overtime for our department was the 31,523. Um 2025, the 31,843. And then for fiscal year 26, you can see we've dropped to 21,655. And we're probably going to end the year since we're very close to the end already, very close to that number. So the key factors influencing uh the overtime again is just the large area rural area that we service uh the extended route durations and the total mileage that we're doing.
Um and so again so we we stayed with that same $9,200 this year for qualifying teachers moving into next year. We're hopeful and I don't and I don't want to speak too much to the amount but I I'm confident that we can offer at least that much if not maybe a bit more to our teachers next year for our classroom um our classroom site funds. So those 301 um so this is but this is going towards that um this is that performance pay you know that classroom from site fund bucket >> does the state set the amount they say oh blurry this is how much you get >> so we get yeah we they will tell us how many how how many dollars we get per student this year was $842 per student next year it's going up to $882 a student which is good the the only issue is our enrollment has dropped a bit so it's probably going to balance out.
Good evening members of the board. Ivan Carvajal your director of community education and outreach and I will continue with the rest of the the recommendations for compensation and so on. The next slide you're going to see that one of the recommendations also include the certified schedule repair. This is very important because it will help with compression and I know that my director by the board we have been working in compression but not fully solve it so this will be something that is will be critical in bringing those new hires that are being paid too close for those experienced employees and and prevent those further compression issues. Same with registered nurses schedule repair and the years of service of all certified and classified employees. This is a very important to address because as long as we want to be competitive we want to attract attract new talent but also we want to retain those who have been given a lot of years of service in our district.
Uh after school activities and athletic transportation also have an impact because again those activity routes are going into the same areas. Um uh driver scheduling uh uh is also has to impact driver coverage in those scheduling demands. vehicle maintenance and operational support impacts it as well along with compliance and training responsibilities. We jump to the next slide. Um many of the drivers assigned to the shorter daytime routes which we have tried to do as best as possible also provide that after school uh activity transportation. We do that to try and balance out those hours for them so that the drivers in a effort to be fair can get close to their 40 hours uh of working uh per week. Um, the activity schedules often extend transportation operations into the evening hours. I think the latest bus gets back in around 9 9:00 p.m. Uh, maintaining extracurricular transportation ensures continued student participation and opportunities.
>> Um, Courtney, there's some there's some numbers that, you know, where our expenses, our year-to-day expenses are are, you know, over what we've budgeted for expenses and then we have some revenues that are way behind. Can you kind of just tell about what why that might be? >> I can. So, if you look at the so in the monthly financial report that I we you receive every month, you'll see that there are some negative balances in um in the general connection report and those are due to our grant reimbursements. And so, we pay those we pay that dollar amount out and then we put that re reimbursement request into the state and they pay us back for that. And so we have several um several of those accounts, several of those funds that we um that we get those reimbursements back from. I believe that is it.
The next recommendation includes the assistant principals extending their contract and this is with no increase to pay just adding two additional weeks of work for for their contract year. Another thing that it came through the stories that we hear from the members that we represent during the process is that we have some of our 30-hour classified employees that sometimes, as we all get excited to be on a break or on a holiday, they don't get that excitement because they don't get that those paid holidays. And so, when they come back out of the holiday, their check is shorter, and then that furthers put them away into wheels and other things. And so, as we hear that, we were able to recommend or to find that at least 3 days of holiday pay to be to those groups of employees. Because we value what they what they do.