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Career Center moves to PowerSchool, discusses enrollment funding and program expansion
Summary
Board members discussed program growth, a shift to PowerSchool to create permanent student transcripts, the six‑semester trailing average funding model that delays revenue recognition for newly enrolled sending-district students, and staff efforts to expand CTE and adult-education programs including a potential CDL program and competitive grant applications.
The board heard a multi-part update on program growth, funding mechanics, and an administrative technology change intended to preserve student records.
Dennis (director) reported the auditor has completed the district audit and will present the results soon. He also noted early-stage work on a possible CDL training program and said adult-education coordinator Roger has submitted a competitive grant application that could provide three years of support (staff discussed a competitive pool with $3.1 million available and referenced a three-year, $100,000-per-year award possibility).
Staff described substantial enrollment growth in medical professions and other CTE programs and the effects of sending-district tuition accounting. “Those students would go into our fall 2026 count, which doesn't count until essentially the next year,” staff explained when describing the six-semester trailing average used to compute funding; the board discussed the budgetary lag that delays revenue recognition for newly enrolled students and the possibility of advocating for statute/language changes in the future.
To address record-keeping gaps, staff recommended moving from JumpRope (a grading tool) to PowerSchool for a permanent student information system that will build transcripts, store embedded credits and college credits, and allow reliable records when students leave and later request proof. Staff emphasized that adoption is meant to produce consistent transcripts for students and improve interoperability with most sending schools that already use PowerSchool.
The director highlighted growing program partnerships (Middlebury College and local workforce providers), expanding lab renovations (welding, electrical, gaming/computer equipment) and the self-funded nature of adult education: tuition typically covers program costs though the general fund may absorb shortfalls. Roger summarized adult ed program growth and partnership efforts and said the center plans outreach and continued grant seeking.
Board members asked for more detailed budget line items related to marketing and program costs; staff said marketing is now a discrete budget line and that more analysis could be returned to the board.
