state of the district€¦ · enrollment growth projections from planning & analysis no central...
TRANSCRIPT
STATE OF THE DISTRICT
Mark Ferrandino, Chief Financial Officer
Erik Johnson, Executive Director Finance
OUTLOOK
3
5-YEAR FORECAST: BASE CASE ASSUMPTIONS
Teacher Leadership & Collaboration is fully funded to original model; overages need to be solved internally
Enrollment growth projections from Planning & Analysis
No central reductions tied to student enrollment in base case
Capital Reserve Fund stability and all known compensation increases included
Compensation increases assumed at CPI unless otherwise governed by bargaining agreement
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
District Enrollment 77.0% 75.2% 73.4% 72.3% 71.3% 70.7%
Charter Enrollment 23.0% 24.8% 26.6% 27.7% 28.7% 29.3%
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
District Enrollent Growth -0.78% -2.71% -3.11% -1.95% -1.78% -0.94%
Charter Enrollment Growth 7.30% 7.81% 6.39% 3.43% 3.04% 2.17%
Total Enrollment Growth 0.97% -0.30% -0.75% -0.52% -0.44% -0.05%
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
CPI 2.8% 3.1% 2.6% 2.5% 2.3% 2.3%
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
At Risk Students 47,930 46,851 45,797 44,767 43,759 42,775
Total At Risk Funding 58,293$ 57,832$ 57,405$ 56,827$ 56,081$ 55,184$
Percentage of At-Risk Students (Free) 57.3% 56.1% 55.2% 54.3% 53.3% 52.2%
Percentage of FRL 65.2% 63.4% 61.6% 60.0% 58.6% 57.6%
4
5-YEAR FORECAST: BASE CASE
FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23
Revenue
Total Program Revenue Baseline1 $952,989 $978,937 $1,007,139 $1,028,519 $1,047,224 $1,063,814
Change in Formula Revenue $30,758 $21,639 $15,258 $14,864 $13,080 $17,022
Change in 2012 & 2016 MLO $6,788 $4,529 $5,551 $5,418 $4,231 $4,263
Tuition & Other Revenue Increases ($11,599) $215 $1,258 $1,343 $1,054 $1,054
Total Program Revenue $978,937 $1,005,321 $1,029,206 $1,050,145 $1,065,589 $1,086,152
Expense
Expense Baseline2 $922,176 $992,272 $1,019,671 $1,039,943 $1,056,154 $1,073,284
Enrollment and Purchasing Power Expense Changes $25,119 $22,395 $18,295 $14,098 $14,557 $15,267
DCTA New Compensation Agreement $4,713 $0 $0 $0 $0 $0
Teacher Leadership & 2016 MLO programs $37,032 $3,533 $1,105 $1,207 $1,144 $926
Mill Levy Equalization $1,132 $1,381 $373 $406 $429 $0
Grant Cliffs $0 $0 $0 $0 $0 $0
Footprint Expansion $1,611 $602 $0 $0 $0 $0
Centrally Managed Programs ($11) ($1,012) $0 $0 $0 $0
Total Expense $991,772 $1,019,171 $1,039,443 $1,055,654 $1,072,284 $1,089,478
Net Change in Fund Balance ($12,835) ($13,850) ($10,237) ($5,510) ($6,696) ($3,326)
Fund Balance 109,683$ $95,833 $85,596 $80,086 $73,390 $70,065
10% of Revenue $97,894 $100,532 $102,921 $105,014 $106,559 $108,615
Fund Balance remaining to 10% of Revenue $11,790 ($4,699) ($17,324) ($24,928) ($33,168) ($38,550)
1 Includes all General Fund revenue sources (Program Funding, Specific Ownership Taxes, ECE Tuition and Mill Levy Overrides)
5
STATE OF THE STATE
Overall
Economic
Update
Colorado’s economy is one of the strongest in the nation and economic growth is expected to
continue at a moderate pace through 2019
Unemployment remains strong at 2.7% across the state and will continue to stay low due to the
increasingly tight labor force
Federal tax reform (Tax Cuts and Jobs Act) is expected to increase State revenues over current
projections, however, will continue to be under the TABOR Referendum C cap for the near future
Residential assessment rate is expected to drop from 7.2% in FY 2018 to 6.11% in FY 2019
Budget
Impacts
FY 2017-18
Decrease of State Equalization expense from Adopted Budget of $110M
$12.9 attributable to lower than forecasted pupil counts
$97M attributable to higher local share (property tax collected)
Governor’s proposed supplemental budget includes $12.9M for additional K-12 funding or less than
12% of the additional funds available, while continuing to withhold more than $850M of funding from
Colorado schools annually
FY 2018-19
December Governor’s budget request (proposal) for 2018-19 released Jan 2:
Increases funding for K-12 education by enrollment and inflation
Increases categorical expenses by inflation
Reduces the Budget Stabilization Factor (Negative Factor) by $100M
$30M increase over previous proposal (December 2017)
Likely tied to proposed PERA changes that increase contribution rates for both employees and
employers (see next slide)
6
PROPOSED PERA CHANGES
In an effort to help improve PERA’s risk profile and funding status, Colorado PERA is preparing to make a recommendation to the State Legislature in the 2018 legislative session that will impact all PERA membership. The recommended changes include:
1. Increase member and working retiree contribution rates by 3%, from 8% to 11%
• Impact of over $20M from district-run and charter school employee take-home pay
2. Increase employer contribution rates by 2%
• Increase of ~$12M to district expenditures, and ~$1.5M to charter schools
3. Redefining PERA-includable salary from net pay to gross pay, including payments made to employees for health insurance coverage & benefit programs
• DPS pays over $52M annually in flex benefits to employees which would now be subject to the employee and employer contribution rates
- Impact of over $5M from employees net pay- Increase of $11M to district expenditures
4. Additional reductions to benefit payouts for current and future retirees, including:
• Reducing the Annual Increase from a cap of 2% to a cap of 1.5%• Suspending the Annual Increase for 2 years• Change Annual Increase waiting period from 1 year to 3 years• Increasing the Highest Average Salary calculation used for annual benefit eligibility calculation from 3
years to 5 years
7
CHANGES TO FEDERAL FUNDING
FY 2018-19 Federal funding projected to decrease 10% YOY
$6.5M reduction in competitive funding includes:
Cliffs in TIF/TQ, Career Connect, I3, and 21st Century totaling $4.7M
Decrease of $1.2M in School Improvement Grants due to changes in federal accountability
Demographic changes reduce Formula funding by $1.9M
Additional $3.0M potential decrease if Title II is eliminated
FY 2014-15 to Projected FY 2018-19
$31,478 $32,725 $30,338 $32,860 $32,277
$15,946 $16,762$16,130
$16,959 $16,540
$4,601$4,525
$3,934$3,741 $3,048
$8,447 $8,123$10,394
$10,605 $10,602
$34,759$25,169
$20,896 $14,834
$8,342
$95,231
$87,305
$81,692$78,999
$70,809
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
FY 2014-15Actual
FY 2015-16Actual
FY 2016-17Actual
FY 2017-18Budget
FY 2018-19Forecast
$ in Thousands
TITLE I IDEA TITLE II OTHER FED FORMULA FEDERAL COMPETITIVE
Federal
Competitive
Federal
Formula
FY 18-19 PROPOSED BUDGET CHANGES
9
DPS SPENDING TREND
School budgets have increased by an average of 5.1% per year over the period from FY 13-14 to FY 17-18 on a per pupil basis while Department budgets have increased less than 2%
Much of the increase from FY 2016-17 to FY 2017-18 for both schools and some departments is due to the implementation of the 2016 Mill Levy Override
HR increase primarily due to increased payments to teachers through Teacher Leadership & Collaboration
General Fund Only
Total Total Total Total Total CAGR
Schools
Total School Per Pupil $6,149 $6,334 $6,514 $6,822 $7,501 5.1%
Departments
Leadership, Teaching & Learning $ 1.0
Academic and Innovation Office $535 $601 $537 $495 $452 (4.1%)
Student Equity and Opportunity $498 $514 $546 $505 $525 1.3%
Chief Schools Office $519 $582 $626 $633 $546 1.3%
Total Leadership, Teaching & Learning $1,553 $1,697 $1,708 $1,632 $1,524 (0.5%)
Operations
Transportation $260 $257 $272 $289 $302 3.9%
Department of Technology Services $189 $179 $189 $182 $183 (0.8%)
Facilities Services $734 $736 $748 $763 $811 2.5%
Financial Services $365 $315 $221 $216 $223 (11.6%)
Office of the COO & Other $144 $165 $158 $157 $226 11.9%
Total Chief Operating Officer $1,691 $1,652 $1,587 $1,607 $1,745 0.8%
Total Human Resources $108 $148 $212 $302 $295 28.5%
Other Central Department Services $131 $133 $175 $174 $177 7.9%
Total Departments $3,482 $3,629 $3,682 $3,715 $3,741 1.8%
FY13-14 vs
FY17-18
FY13-14
Amended Budget
FY14-15
Amended Budget
FY15-16
Amended Budget
FY16-17
Amended Budget
FY17-18
Adopted Budget
10
SUMMARY OF NET CHANGES TO BUDGET
SBB (School Budgets) is proposed to increase by $21M - $24M primarily due to inflation and student count while Non-SBB expenses will be reduced by $6M - $8M
Summary of Year over Year Proposed Changes Low High
SBB Inflation and Student Count $18,000 $20,000
Proposed Changes to SBB $3,000 $4,000
Non-SBB Changes ($6,000) ($8,000)
Total Proposed Year over Year Net Changes $15,000 $16,000
11
PROPOSED EXPENSE INCREASES GREATER THAN $225K
Description YoY Change*
SBB Changes (School Budgets)
Inflation and Student Count $18,568
Adjusted Direct Certify student count and weight $1,500
Minimum 1.0 FTE for Psychologists, Social Workers & Nurses (PSN) for Elementary Schools $1,467
Additional 0.5 FTE for every Elementary Affective Needs Center Program $408
Total SBB Changes (School Budgets) $21,943* All YoY Change values are estimates and will be finalized during the school/department site-level budget process
Description YoY Change*
Non-SBB Increases over $225K
Multiple Departments: Compensation Adjustments - Targeted increases to compensation structures for low-wage
employees in chronically underfilled and hard to fill positions
$1,500
Student Equity & Opportunity: Discipline Reform - Supporting schools and teachers with tools to decrease out of school
suspension, eliminate expulsions, and decrease habitually disruptive behaviors for our younger learners
$600
Department of Secondary Education: Sustain and expand the Generation Teach summer program for rising 6th, 7th
and 8th graders.
$350
Department of Secondary Education: Sustain Gear-Up programming at Lincoln HS (Grant Cliff), Funding for Pathways
Advising program (specific to career opportunities for DPS students, CareerConnect opportunities including Apprenticeship
and Technical College) and an additional Future Center at Northfield HS
$330
Student Equity & Opportunity: Establish a pool of behavior techs / paraprofessionals to meet schools needs to meet
behavioural issues
$293
Talent Management: New Teacher Pathways - multiple strategies to work toward our vision of increasing the quality and
extending the developmental runway for future teachers. These include expanding our engagement with preparation
program partners and expanding our training and support of those teachers who are mentoring pre-service candidates.
This funding request also includes shifting resources from the current Denver Teacher Residency strategy to this new
pathway for early teachers.
$232
Total Non-SBB Increases over $225K $3,304* All YoY Change values are estimates and will be finalized during the school/department site-level budget process
12
PROPOSED EXPENSE DECREASES GREATER THAN $225K
Description YoY Change*
Non-SBB Decreases over $225K
Student Equity & Opportunity: SE&O Partner Realignment - Reduce SE&O Partners to one partner per network and
charter to better focus resources (~30 FTE). These resources can likely find positions in schools in upcoming school year.
($2,469)
Student Equity & Opportunity: Vacancy Savings - Reduce perenially vacant positions not seen as being necessary for
ongoing Operations
($1,249)
Curriculum & Instruction: Reduction of FTE in various parts of Curriculum & Instruction to better align with priorities. ($681)
Accountability, Research & Evaluation: Eliminate ANet from the 1819 District Opt-In common assessment option ($425)
Career Connect: Capture 25% of the increased CTE revenue collected . The CTE revenue is expected to increase YoY
over $1.4M, so this is still a net benefit to department albeit at a lower amount.
($344)
Student Equity & Opportunity: Supervisor Reduction - Reduce a layer of mangement to flatten the organization
structure and better align with other districts.
($317)
Facility Operations: Community Use Reimbursements - Improve collection and proper billing for use of District facilities by
non-District organizations.
($300)
Student Equity & Opportunity: Excelsior @ Morey - Recommend moving toward exploring a K-8 therapeutic day school
model in SY18-19 and implementing in SY19-20
($250)
Accountability, Research & Engagement: Consolidate two separate Istation contracts to include intervention and
assessment into existing agreement
($230)
Total Non-SBB Decreases over $225K ($6,266)* All YoY Change values are estimates and will be finalized during the school/department site-level budget process
13
IMPROVEMENTS TO SCHOOL BUDGETINGPositive Changes for Schools Leaders & Students Each Year
• DPS implemented Student Based Budgeting (SBB) for the 2007-08 School Year
• The values that drove the changes at that time guide the improvements we make each year
• Funds Follow Students
• Fund our Highest Priorities
• Increase Flexibility
• Transparency to School Leaders & Community
• More Predictability
SBB Formulas and Base Allocations
• Increase Base Allocation to Maintain Purchasing Power
• Improve Direct Certified Weight from 2017-18 to include all students of High Poverty & Weight Concentrations of High Poverty
• PSN & AN Centers
Tiered Supports Predictability
• Repurpose existing resources to provide predictable funding at Tiered Schools for at least three years
• Eliminate funding cliffs created when schools improved from Red or Orange to Yellow or Green
Central to Schools
~$25M
• Center Programs ($17M)
• ECARE (3.1M)
• Principal Incentives ($3.1M)
• Portions of SEO Budget Assistance for Mental Health and Mild/Moderate funded via formula ($2.5M)
14
TIERED SUPPORTS FRAMEWORK: RECOMMENDED MINIMUM FUNDING
RESTART / REDESIGN (Highest
Priority Intensive Schools)
Intensive Funding for
Restart/Redesign
Provides reliability for school
leaders over five year period
Total commitment of $1.3M to
$1.7M
ACCELERATED IMPROVEMENT (All
Other Intensive Schools)
Schools identified as “Intensive” but
not identified for Restart
Reliable funding, phasing out over
three years
Improves ability for schools to plan
and execute and improvement plan
without the major investment
needed for Restart / Redesign
Great deal of flexibility to re-asses
school needs & total funding
commitment
Total commitment of $420k-$600k
in thousands
340 332 332
235
100
60
440 432 432
285
11090
0
50
100
150
200
250
300
350
400
450
500
Year 1 Year 2 Year 3 Year 4 Year 5 Strategic
Elementary Secondary
After year 3, evaluate if intensive school is on
trajectory to exit
200
140
80
300
200
100
0
50
100
150
200
250
300
350
400
450
500
Year 1 Year 2 Year 3
Elementary Secondary
Constant monitoring to determine if school
should restart 3 year Accelerated improvement
or move to Restart
15
INCREASE TO DIRECT CERTIFICATION WEIGHT: FOCUS ON HIGH CONCENTRATIONS
Proposal: Increase the Direct Certification Weight in schools with high concentrations of High Poverty
• Tiered increase would add an estimated $1M to SBB for school year 1819
• Proposal would deploy add’l ~$500k to schools in the top 15th percentile of High Poverty students at an average of $17k per school
• Schools receiving the highest amount of additional funding would include Trevista, Cheltenham, Pl Bridge, Barnum, West EC, Goldrick, McGlone, and Fl Pitt Waller – all with add’l allocations estimated to be greater than $20k
80
120
150
180
0
20
40
60
80
100
120
140
160
180
200
All High Pov Students 50th% - 70th% 70th% - 85th% 85th% - 99th%
High Poverty Per Student Allocation
16
SBB BASE SUMMARYFY 2018-19
Primary changes to SBB per pupil amounts and weights are increases to maintain purchasing power
FY 2017-18
Funding 1
FY 2018-19
FundingDescription
Base Per Pupil $4,051 for all schools K-12 (K=1.0) $4,260* for all schools K-12 (K=1.0)
The base funding for all students. This amount has
been adjusted in coordination with changing
compensation for teachers tied to inflation to maintain
purchasing power at sites
Student Based ELL Weight $400 per student $421* per student Additional funds for each student identified as CELA
Free and Reduced Lunch
Supplemental Funds
$471 for Elementary
$508 for Secondary
$495 for Elementary
$534 for Secondary
Additional funds for each student eligible for free or
reduced lunch
Direct Certify
Supplemental Funds$80 per DC Student
$80* per Adj. DC Student +
Progressive Funding for High
Concentrations
Additional funds for student identified as direct certified
and additional funding for high concentration of DC
students
Gifted & Talented Per Pupil $120 per student $126* per studentAdditional funds for each student identified as Gifted &
Talented
Targeted Interventions $100,000-$250,000
SPF "Orange" and "Red" per school
Tiered Funding Approach 3-5 Year
Phased Funding
Additional funding for schools scoring “Red” or
“Orange” on the School Performance Framework
Performance Allocation $65 -$115 per student $65 -$115 per student
Per student funding for school wide improvement on
the SPF:
$65 per student - SPF Blue
$95 per – growth to Orange
$100 per – growth to Yellow
$105 per – growth to Green
$115 per – growth to Blue
Supplemental Base for
Center Programs
$7480 x Number of Center Programs
at the school
$7480 x Number of Center Programs
at the school
Additional funding based on the number of center
programs in a school
English Language Learners
ELA Para Hours
ESL Teachers
TNLI Teachers
ELA Para Hours
ESL Teachers
TNLI Teachers
Based upon the number of projected Spanish speaking
ELA students
Mild Moderate $0 $1000* per student above typical
caseload at a school
Add'l funds for high concentrations of Mild Moderate
students
1- Funding levels from 2017-18 are based on the Adopted 2017-18 Budget and do not reflect compensation increases to teachers negotiated in Summer 2017
*All YOY change values are estimates and w ill be f inalized during the budget development process
17
SCHOOL TIMELINES Budgetary and Staffing Timelines for the 2018-19 School Year
• School Leaders develop budgets for the upcoming year in late January and early February so that DPS can be the first school district hiring school positions
• During the State of the District presentation, the financial outlook and programmatic priorities for the upcoming school year are summarized & discussed with the Board of Education
• The Board of Education is scheduled to adopt the budget in May. By that time, School Leaders and Department leaders will have already created their budgets for the upcoming year and will be hiring for vacant or new positions on their teams
Jan Feb
2018
State of the DistrictJan 11th
Budget AdoptionMay BOE Meeting
School Leader SBB Conference CallJan 17
Jan 22- Feb 9
Bud Development
Apr JunMayMar
External Hiring Cycle
Feb 23 – Next School Year
Internal Hiring FairFeb 22
18
5-YEAR FORECAST – INCLUDING RECOMMENDED REDUCTIONS
FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23
Revenue
Total Program Revenue Baseline1 $952,989 $978,937 $1,007,139 $1,028,519 $1,047,224 $1,063,814
Change in Formula Revenue $30,758 $21,639 $15,258 $14,864 $13,080 $17,022
Change in 2012 & 2016 MLO $6,788 $4,529 $5,551 $5,418 $4,231 $4,263
Tuition & Other Revenue Increases ($11,599) $215 $1,258 $1,343 $1,054 $1,054
Total Program Revenue $978,937 $1,005,321 $1,029,206 $1,050,145 $1,065,589 $1,086,152
Expense
Expense Baseline2 $922,176 $992,272 $1,016,171 $1,036,443 $1,052,654 $1,069,784
Enrollment and Purchasing Power Expense Changes $25,119 $22,395 $18,295 $14,098 $14,557 $15,267
DCTA New Compensation Agreement $4,713 $0 $0 $0 $0 $0
Teacher Leadership & 2016 MLO programs $37,032 $3,533 $1,105 $1,207 $1,144 $926
Mill Levy Equalization $1,132 $1,381 $373 $406 $429 $0
Grant Cliffs $0 $0 $0 $0 $0 $0
Footprint Expansion $1,611 $602 $0 $0 $0 $0
Centrally Managed Programs ($11) ($4,512) $0 $0 $0 $0
Total Expense $991,772 $1,015,671 $1,035,943 $1,052,154 $1,068,784 $1,085,978
Net Change in Fund Balance ($12,835) ($10,350) ($6,737) ($2,010) ($3,196) $174
Fund Balance 109,683$ $99,333 $92,596 $90,586 $87,390 $87,565
10% of Revenue $97,894 $100,532 $102,921 $105,014 $106,559 $108,615
Fund Balance remaining to 10% of Revenue $11,790 ($1,199) ($10,324) ($14,428) ($19,168) ($21,050)
1 Includes all General Fund revenue sources (Program Funding, Specific Ownership Taxes, ECE Tuition and Mill Levy Overrides)
Assuming $3.5M of Reductions to Base Expenses
$3.5 of reductions are noted in “Centrally Managed Programs” and are in addition to $1M of reductions already assumed
SBB+ UPDATE
20
SBB+ UPDATE: WHERE WE’VE BEEN
In the past decade, we have worked hard to develop one of the most decentralized budget systems of any district in the country:
In 2007-08, we first began student-based budgeting (SBB) to provide schools with increased financial flexibility and have been developing and refining SBB in the years since.
In 2016-17, we launched SBB+ so that schools in our first Innovation Zone would have even more flexibility. This funding model offers select schools the opportunity to decline specific central services in exchange for additional funds.
In 2017-18, we expanded SBB+ to schools in Innovation Management Organizations (IMOs).
This summer and fall we also investigated the possibility of allowing all innovation schools to access SBB+ starting 2018-19.
21
SBB+ UPDATE: WHERE WE ARE
After working collaboratively across central teams to analyze our services and develop an updated SBB+ Menu, we have decided that we will not be expanding SBB+ to all innovation schools next year as the level of complexity, transactional costs, and interdependencies among expenditures made this very difficult to do in a clear and cost-effective way.
While we will not be moving forward with expanding SBB+ to all innovation schools, we will be enhancing school autonomy by increasing the resources going to all schools.
SBB+ will continue for our Innovation Zones and Innovation Management Organizations. The maximum per pupil amount available to each school over and above SBB has decreased for 2018-19 due to shifts of dollars to SBB (raising the SBB amount for all schools), budget reductions and updates to the services available.
22
SBB+ UPDATE: LESSONS LEARNED
Why are we not expanding SBB+ to all innovation schools?
• The change management required for this shift is considerable and would detract from other important district priorities this year and next.
Culture Shift
• As we sought to determine the best way to group services, we often got caught in between larger baskets of services that did not offer schools the individual choices they desired and individual services that were simply not severable or economically independent from other services.
Level of Granularity
• In some cases, providing the option to take dollars in lieu of services appeared likely to result in inequities or moral hazards that worked against key equity goals.
Equity and Legal Concerns
• The deeper we dug into the complexity of these issues, the more it became apparent that untangling these issues would entail significant time, taking away further from key priorities, and transaction costs.
Transaction Costs
CATALOG OF SERVICES
24
PURPOSE OF THE CATALOG
As the Portfolio and Finance teams reviewed services for SBB+, we worked with teams to create the DPS Catalog of Services – a document to publically and transparently share the services DPS centrally provides. The purpose of the DPS Catalog of Services is to increase:
Transparency: By releasing this catalog and displaying how we choose to invest our resources to support our students and schools, DPS will demonstrate a nationally unprecedented level of transparency to schools, the community, and taxpayers.
Accountability: Through increased transparency, DPS will be held accountable to equitably providing high quality services that meet the needs of schools and students.
Clarity around and Equity of Access to Services: School leaders will be able to use this catalog to better understand what services are available to them and the broader family of schools. As we worked with school leaders, several were unaware that some central services even existed.
Quality: Through the factors above, we hope to improve service quality to schools over time.
25
CATALOG OF SERVICES
For each service that DPS centrally provides, the Catalog will list:
a detailed description of the service,
who it intends to serve,
A normalized per pupil cost of the service, and
a central point of contact.
This information was created in partnership with school-support team leaders. The process helped them to re-examine their services and inform budget adjustments for 2018-19
The document will be a resource for school leaders, central teams, and the public to provide detailed information about how we allocate our resources to support our students and schools.
This will not be a resource for determining flexibilities. Any services that are part of SBB+ or Universal Flexibilities will be separately analyzed and defined.
26
UNDERSTANDING THE CATALOG
The DPS Catalog of Services:
Is based on the 2017-18 adopted budget. Is not based on the 2018-19 budget (and
thus does not reflect projected budget
reductions).
Includes per-pupil costs based on the K-
12 student count in non-charter schools
for the 2017-18 adopted budget -- 67,322
students. Using a consistent K-12 count
helps stakeholders to more easily make
comparisons across services.
Does not reflect the actual cost of each
student being served.
Includes services funded, at least in part,
by the General Fund. This includes Mill
Levy Funding.
Does not include funds from grants, Title,
Bond, or other funding sources – or
services exclusively funded from these
sources.
Will be updated annually, after the state
budget has been released and the district
budget has been adopted.
Has not been updated to reflect mid-year
budget changes.
Should be used to inform school leaders
and the public of how DPS allocates its
resources.
Should not be used to inform school
budget decisions or opt-in and opt-out
choices.
27
NEXT STEPS
Action Item Timeline Method
SLT to
cascade
internally
January 2018 Share with senior leadership and
have them cascade to internal
teams
Share with
School
Leaders
1st Quarter 2018 Principal Weekly
Release on
DPS Website
1st Quarter 2018 Post on DPS Commons page
Annual
Revision
Late spring/early summer,
after the budget has been
updated by the state and
adopted by DPS. 2018-19
catalog will be released
~July 2018.
Work with departments to adjust
services, descriptions, per pupil
costs, etc. based on org
structure and adopted budget for
subsequent school year.