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Denver Public Schools
Financial State of the District
2003 through 2010
Presented to the Board of Education
April 6, 2006
1
Presentation Agenda
• 2005-2006 Accomplishments
• What’s at Stake?
• Why is Our Budget Broken?
– DPS Revenues: Where Do We Get Our Money?
– DPS Expenditures:
• Where Do We Spend the Public’s Money?
• The Real Numbers - Discretionary vs. Non-Discretionary Dollars
• How We Have Historically Addressed The Budget Gap
• Next Year’s Budget
• The Bottom Line
• What Happens if We Don’t Address the Bottom Line?
• Moving Forward: Strategic Alternatives
• Next Steps
2
2005-2006 Accomplishments
• Board Adopted Budget Principles
• Consolidated Budget Staff & Budgets
• Aligned Budget to The Denver Plan
• Completed Budget/Staffing Calendar four
weeks earlier than previous years (allowing
district to compete with suburban districts)
• Increasing Budget Transparency
3
What’s at Stake?
• Student Achievement
• Quality of Education Richness in School
Environment & Curriculum (Number of Teachers
and Other Staff; Class sizes; breadth of Elective offerings)
• Competitive Wages for Teachers, Principals,
and other Employees
4
Why is Our Budget Broken?
• District Enrollment Declining
• Retirement Costs Increasing
• Compensation Increases to Remain
Competitive Exceed our Revenue Increases
• Non-Discretionary Costs Increasing Faster
than Inflation
• Low Per Pupil Funding Compared To Urban
Districts Across the Country
5
District Enrollment Declining
140,000
120,000
100,000 Regular
80,000
Charter,On-Line,Contract
60,000
40,000 School-Age Children
20,000
-
02
03
04
05
06
07
08
09
20
20
20
20
20
20
20
20
School-Age Children is based on data from the
State Department of Local Affairs
6
Excess Capacity in our School Buildings
2005-2006 Square Feet (SF) in SF/Student in District
Enrollment School Buildings School Area (sq
(excluding Only (Charters in Buildings (excl mi)
Charter students non-district Charter students
in non-district buildings excluded) in non-district
buildings) buildings)
Denver 68,324 12,249,040 179 155
Douglas 43,530 4,430,500 102 850
Jefferson 82,343 10,010,578 122 774
7
Increasing Retirement Costs
$ in millions
90
80
70
60
50 PCOPs Payments
40 Pension Contribution
30
20
10
0
03 03
04 04
05 05
06 06
07 07
08 08
09 09
0
01
20 -20
20 -20
20 -20
20 -20
20 -20
20 -20
20 -20
-2
02
20
Board actions in January 2005 and March 2005 will set the pension
contribution rate at the actuarial level by July 2008 and level the
PCOPs payments by 2008-2009, respectively 8
Compensation Increases are Over Revenue Increases
Comparison of CPI Increase to Revenue and Compensation
Increase in General Fund Budget
6.00%
5.00%
4.00%
Prior Cal Yr CPI Increase
3.00% Revenue Increase
2.00% Compensation Increase
1.00%
0.00%
2003- 2004- 2005- 2006- 2007- 2008- 2009-
04 05 06 07 08 09 10
Over this 7-year period, the cumulative CPI, revenue and compensation increases
are 14.1%, 23.0% and 35.4%, respectively.
NOTE: 2006-07 thru 2009-10 Compensation Increases assumes CPI on
salary and benefit allowance, plus steps, educational and longevity
increments
9
General Fund Compensation Increases Over Current
Services Budget
$ in millions 25.0
20.0
15.0 Sal/Ben Allow
10.0 Pension
5.0
0.0
20 004
20 005
20 006
20 007
20 008
20 009
0
01
-2
-2
-2
-2
-2
-2
-2
03
04
05
06
07
08
09
20
Over this 7-year period, the cumulative salary/benefit allowance and pension
increases are $86.6 million and $37.5 million, respectively.
NOTE: Current Services Budget is the current staffing level
before staff cuts to address the budget gap
10
2005-2006 Full-Time Staff Allocations
All Funds (6,817.17 FTEs) • Building
Administrators:
Principals & Asst
Principals
• Other
Administrators:
District Management,
Business & Central
Support Administrators
87
55 • Certificated:
163 Represented by the
DCTA (i.e., teachers,
218.71 445 librarians, nurses,
4,515.27 , 1,963.53 , psychologists, social
66% 29%
291.77 workers, counselors,
ROTC, etc.)
183.65
• Other: Includes
519.4
professional technical,
208.30 , 3% 4 Bus Driver 4 Bus Mechanics office, contract
4 Custodial 4 Secretaries/Clerical paraprofessionals,
130.07 , 2% 4 Facility Maintenance 4 ProTech transportation, facility
4 Supervisors 4.1 Other and custodial, security,
warehouse, and
maintenance personnel
• * Does not include
1 Admin-School 2 Admin-Other 3 Certified 4 Other hourly
paraprofessionals, bus
drivers, mechanics,
custodians, clerical, etc.
personnel
11
Where Do We Get Our Money?
Categories of Funds for the 2005-2006 Budget
$1.3 Billion $ in millions
7%
General=$690
3% Building=$129
20% 2% Bond-Redemp=$261
2% Gov-Grants=$92
10%
2% 1% Spec-Rev=$38
Food-Serv=$30
2% 1% Cap-Res=$24
0% * Trust=$21
0% * Stdt-Activ=$9
52% Self-Insur=$8
*Less than .5% Int-Serv=$4
Pupil-Activ=$2
12
How Much of the Public’s Money is Restricted?
Starting with the $1.3B of resources, there are certain funds that are restricted
in their entirety :
$ in Millions
Total 2005-2006 Budget $1,308.3
Less:
Building Fund 128.9
Bond Redemption Fund 261.2
Special Revenue Fund 37.5
Food Services Fund 30.3
Capital Reserve Fund 24.1
Trust Fund 20.9 Of this $782.6 million:
Student Activity Fund 8.7 General Fund = $690.2 million
Self-Insurance Fund 8.3
Government Grants Fund =
Internal Service Funds 3.5 $92.4 million
Pupil Activity Fund 2.2
Permanent Government Fund 0.1
$525.7
General Fund and Government
Grants Fund $782.6 13
How Much of the Public’s Money is Restricted?
In the General Fund , there are $204.5 Million Restricted Uses :
$ in Millions
1998 and 2003 MLO
2005-2006 General Fund $ 690.2 Maintenance 4.9
Less: UAL Taxes pass-thru to the
2005B PCOPs State 4.7
Reserve/Expenses 65.4 1998/2003 MLO Textbooks
Charter/Contract Schools 42.3 (non-charter) 4.1
1998/2003 Mill Levy Reserves 19.8 Technology Licenses 3.5
Capital Reserve Fund 2003 MLO Early Education 3.0
Transfer 14.6
TABOR Reserve and LOC fees 2.1
Out-of-district placed student
tuition 9.2 1998 MLO Library Books 1.0
Colorado Preschool Program 8.1 Property Tax Collection Fees 0.7
Property and Liability E-Rate Match 0.6
Insurance 7.6
Tuition based expenditures 0.6
2003 MLO Arts & Music 7.0
Biennial Board Election 0.2
Gen Fund 1% Cont. Reserve 5.1
$204.5
Remaining General Fund $485.7
14
How Much of the Public’s Money is Restricted?
In the Government Grants Fund , there are $72 Million Restricted Uses :
$ in Millions
2005-2006 Government Grants Fund 92.4
Less:
Local Grants 0.2
State Grants and EGOS 14.1
Other Federal Grants 41.3
Title I & II Required Allocations 9.7
Title I Reading Recovery 1.0
Title I Reserves 0.5
Title I Early Childhood Educ 3.2
Title I Alternative Educ 0.4
Title I Truancy 0.2
Title II Curriculum 0.5
Title II Gifted & Talented 0.9
Title II Various Programs 0.4
72.4
Remaining Title I & II 20.0
15
What Money Do We Really Have Discretion Over?
Now to Address the $485.6 million (General) + $20.0 (Grants) = $505.6 Million
Non-Discretionary
5% Schools=54%
7% 3% Spec Ed=5%
5%
6% 4% PCOPs=7% Discretionary
4% ProComp=5% •Schools – expenditures in the
schools
98/03 ML=3%
20% 3%
Post-Retire=6% •Special Ed – itinerant teachers,
9% paras and transportation for
Title I&II=4% special ed students
Util/Fuel=4%
54% •PCOPs – pension COP
Spec/Lvs/Subs=3% payments
Everything Else=9% •Pro-Comp – 2005 pro comp
funds
•98/03 ML – other 1998 and
$505.6 Million x 63% = $315.0 Million 2003 mill levy funds
•Post-Retire – Retiree Health
Less Schools (54%) of (268.7) Million Trust and retiree life contributions
Everything Else (9%) = $ 46.3 Million
•Title I&II – other Title I & II funds
•Util/Fuel – utilities, phone/fax and bus fuel
•Spec/Lvs/Subs – nurses, psych, soc.workers, paid
FMLA leaves and teacher subs 16
Breakdown of Expenses
$505.6 Million
$ in Millions
8%
87% 12%
3%
1%
1% * Less
than .5%
0% *
Salaries and Benefits=$442.7 Supplies=$39.2 Purchased Services=$14.2
Transfers=$4.5 Capital Outlay=$2.9 Other=$2.1
17
What is “Everything Else”?
$ in Millions
•Facilities & Building Maintenance $7.1
•Other Transportation (non-Spec Ed) 9.0
•Safety & Security 3.4
•Central & Business Support 5.1
•Chief Academic Officer Support 11.0
•Human Resources 3.2
•Technology Services 5.6
•General Administration 1.9
Total $46.3
18
General Operating Fund
Causes of Projected Current Services Budget Gap
$ in millions
30
20 One-Time Fixes
Retirement
10
Enrollment Reduction
0 Other Changes
-10
2003- 2004- 2005- 2006- 2007- 2008- 2009-
2004 2005 2006 2007 2008 2009 2010 Enrollment
Reduction
One-Time Fixes 20.6 7 3 3 3 0 0 excludes
Retirement 7.4 9.8 5.3 6.1 5.6 4 0.1 charter,
contract and
Enrollment 3.2 4.8 2.6 1.3 3.9 3.4 3.5
on-line students
Reduction
Other Changes -0.5 3 0.9 6 -2 -3.3 1
19
How We Have Historically
Addressed Our Budget Gap $ in Millions
2003-2004 $30.7 million
2004-2005 $24.6 million
$1.0 $0.7 One-Time Reduction
$1.0 $4.0
$2.5 Central Reductions
$2.0 $0.3 $2.6
$-
School Resource
Reductions
Comp Increase
Reduction
$8.0 $8.0
School Closure
$8.6 $11.7
Legisl Funding Increase
Summer School
Reduction
$4.9 ECE Tuition Revenue
Other
2005-2006 $11.8 million 2006-2007 $16.4 million
$1.9
$3.0
$3.0
$5.9
$1.8
$0.9
$4.2
$7.5
20
Next Year’s Budget
• $3.0 Million Recurring Cut in Maintenance
• $7.5 Million Cut in Administration
• $5.6 Million Cut to Schools offset by $1.9
Million in Program Expansions, $1.6 Million
in teacher allocations to certain Northeast
Schools, and $3.2 Million increase in available
Title I dollars
• $.3 Million Other Cuts
21
The Bottom Line
We have balanced the budget by cutting
services, but we have not meaningfully
addressed the structural flaws in our fiscal
condition, with the exception of the District’s
commitment to better manage its retirement
costs.
22
What happens if we do not address
the Structural Problems? $ in Millions
Current Services Budget Gap in Red * 2005-06 thru 2007-08
Resources & Reserves
$ in millions
exclude $63.1m for
700.0 12/15/07 PCOPs
Redemption
650.0
600.0
550.0 Projected Resources
Projected Exp/Reserves
500.0
4.1 4.6
16.4 10.5
450.0 2003-04 thru 2009-10
30.7 24.6 11.6
Resources and
400.0
2003- 2004- 2005- 2006- 2007- 2008- 2009- Expenditures exclude
04 05 06 07 08 09 10 Charter, Contract and
On-Line Schools
Projected 474.8 479.0 471.8 484.8 494.0 502.6 512.9
Resources
Projected 505.5 503.6 483.6 501.2 504.5 506.7 517.5
Exp/Reserves
* This does not include any resources to improve our textbook purchasing
to meet national standards or to make any improvement in class sizes.
23
What are the Assumptions for the Current
Services Budget Gaps
in 2007-2008 thru 2009-2010
2007-2008 2008-2009 2009-2010 Cumulative
Budget Gap $10.5 $4.1 $4.6 $19.2
Revenues:
– School Finance Act Funding Formula and Categorical Funding - Average of
OSPB and Legislative Council CPI projections for calendar years 2006 thru 2008 (2.55%;
2.75% and 2.85%) + 1% inflation for FY 2007-2008, 2008-2009 and 2009-2010
– Enrollment Projections – Use of Planning’s non-charter/contract enrollment projections
for Oct 2007, 2008 and 2009 of decrease of 1104, 1005 and 1047 students, respectively
– Specific Ownership Taxes – Increase of $250,000 each year (2005-2006 is the first year in
many that has had any increase from this revenue source)
Expenditures:
– Current Year Expenditures – Assumes that the prior year’s shortfall was addressed with
recurring expenditure cuts
– Pension Contribution Rate – From 11.14% for 2006-2007 to 12.81% for 2007-2008 and
14.47% thereafter, per actuary
24
What are the Assumptions for the Current
Services Budget Gaps
in 2007-2008 thru 2009-2010
• Expenditures (continued)
– PCOPs Lease Payment – Additional $1.45 million for 2007-2008 and level thereafter
– PCOPs Refunding – Use of refunding reserves to refund 1997 PCOPs in 12/15/07, the
redemption date
– Enrollment Changes – Decrease to non-charter schools at the 2006-2007 variable resource
allocation per pupil (approximates 50% of School Finance Act per pupil funding)
– Other Compensation – CPI for COLA plus, steps, longevity and educational increments,
plus salary tail (impact of prior year compensation increases in September and/or January)
– One-Time Fixes – restoration of prior years’ annual maintenance expenditure reduction of
$3 million in 2007-2008
– Other Expenditure Changes – includes such expenditures as
• property/liability insurance premiums (est. 5%);
• utilities and fuel (est. 5%);
• technology license/maintenance contract fees (est. 10%);
• fixed costs for new Stapleton K-8 school in 2008-2009;
• statutory increases in pass-thru per pupil funding to charters, facilities, EGOS students;
• facilities students excess costs (est. 5%); and
• annualized employee turnover savings (est. $5.1 million)
25
What Happens if we do not address
the Structural Problems? $ in Millions
$ in millions Budget Gap in Red Current Services
Expendiutres increased
540.0 for textbook purchases
and class size
520.0 decreases
500.0 Projected Resources
12.1 12.6
480.0 Projected Exp/Reserves
16.4 17.5
460.0
30.7 24.6 11.6
440.0
2003- 2004- 2005- 2006- 2007- 2008- 2009-
04 05 06 07 08 09 10
Projected Resources 474.8 479.0 471.8 484.8 494.0 502.6 512.9
Projected 505.5 503.6 483.6 501.2 511.5 514.7 525.5
Exp/Reserves
By 2009-10, the annual textbook budget will be $8 million over
2006-07 levels to be comparable to our peers; and class sizes will
be 3 less 2006-07 levels…some still view as above optimum
26
What are Some Additional Needs?
$ in Millions
We Have Heard that There are Other Needs
2007-2008 2008-2009 2009-2010 Cumulative
Budget Gap $17.5 $12.1 $12.6 $42.2
The following are some of the other needs we have heard, which if added, will
further exacerbate the budget gap (these are annual costs):
Full-Day Kindergarten – assuming school buildings can accommodate, schools would
need an additional $6.5m
ECE Services to all 4-Year Olds – the cost for approximately 2200 4-year olds that are
not currently served but are projected to enter kindergarten is $4m
Intervention Teachers – based on the Denver Plan, the cost would be $1m
Librarians - $3.4m is the cost to add a .5 librarian to each elementary, K8, middle and
high school
Social Workers - $3.4m is the cost to add a .5 social worker to each elementary, K8,
middle and high school
School Nurses - $2.6m would buy us a .5 nurse for each of the 91 elementary and K8
schools
Counselors - $1.6m is the cost to add 1 counselor to each middle and high school
K8: MS Athletics –1st year cost for the 10 K-8 schools not participating is $.5m
27
2007-2008
Hypothetical Ways to address Budget Gap of $17.5 Million
$ in Millions
• $17.5m cut in “everything else” – or • $17.5m reduction in compensation –
37.8% of the 2005-06 level of $46.3m in eliminate projected increase of $12.9m
everything else (as an example, $17.5m and cut current level by $4.6m (this could
adds up to all non-special ed transportation wipe out all efforts to be competitive with
plus all technology services plus all the marketplace)
general administration plus part of
security!) • $17.5m increase in class sizes – based on
projected enrollment, this would translate
into an average increase of 4.5 students
per class (elimination of 308 teachers!) .
50
17.5
40 Cut • $17.5m net available resource increase
30 from increased enrollment – assuming
Remaining Everything
20 28.8 Else
50% of per pupil funding is needed for
incremental costs, we would need 5,173
10 more students attending our DPS schools,
0 or a 7.8% increase over the 9/30/05 level.
1
28
2008-2009
Hypothetical Ways to address Budget Gap of $12.1 Million
$ in Millions
• $12.1m cut in “everything else” – for the • $12.1m reduction in compensation –
two years, the cumulative cut of $29.6m eliminate $12.1m of $12.9m projected
increase (this could wipe out all efforts to
would be 63.9% of the 2005-06 level of be competitive with the marketplace)
$46.3m in everything else (as an example,
$12.1m adds up to all facilities costs plus • $12.1m increase in class sizes – based on
all central & business support!) projected enrollment, this would translate
into an average increase of 3.0 students
per class (elimination of 212 teachers!) .
50
• $12.1m net available resource increase
40
29.6 Cumulative Cut from increased enrollment – assuming
30 50% of per pupil funding is need for
Remaining Everything
20 Else
incremental costs, we would need 3,447
16.7 more students attending our DPS schools,
10 or a 5.2% increase over the 9/30/05 level.
0
1
29
2009-2010
Hypothetical Ways to address Budget Gap of $12.6 Million
$ in Millions
• $12.6m cut in everything else – for the • $12.6m reduction in compensation –
three years, the cumulative cut of $42.2m eliminate $12.6m of $13.8m projected
would be 91.1% of the 2005-06 level of increase (this could wipe out all efforts to
$46.3m in everything else (as an example, be competitive with the marketplace)
this additional $12.6m adds up to all
academic support plus all half of human • $12.6m increase in class sizes – based on
resources; leaving only part of security projected enrollment, this would translate
and part of human resources and nothing into an average increase of 3.2 students
else!) per class (elimination of 221 teachers!) .
• $12.6m net available resource increase
50 from increased enrollment – assuming
40 Cumulative Cut 50% of per pupil funding is need for
30 42.2
incremental costs, we would need 3,457
Remaining Everything more students attending our DPS schools,
20 Else or a 5.2% increase over the 9/30/05 level.
10
4.1
0
1
30
2007-2008, 2008-2009 and 2009-2010
Cumulative Hypothetical Effect to address Budget Gap
Assuming the entire budget gap was accomplished by one of these strategies
“Everything Else” - $42.2m cut from the $46.3m level in 2005-2006, or
91.1%; “everything else” becomes “nothing else”
Compensation – assuming other school districts granted traditional comp
increases, we would be $42.2m below everybody else
Class Sizes – to cut $42.2m, we would need to increase class sizes on
average by 10.7, or eliminate 741 teachers
Increase Enrollment – to increase net available resources by $42.2m, we
would need to add 12,077 students, or 18.2% more than the 9/30/05 level
of students attending our DPS schools
31
Presentation Summary
To address the structural flaws in our financial flaws in our fiscal condition, we could either take the:
• Traditional Paths to reducing our budget gaps through cuts in
Compensation – School Resources – Erase “Everything Else”
making us utterly non- degrading our – eliminating all
competitive in the schools and repelling operational support and
market place students and parents accountability
OR
• Systematic Reform Paths to reducing our budget gaps through
Increase revenues Consolidate and
with increased strengthen our
enrollment – we have academic offerings
available capacity and into fewer, better
competitive offerings schools
32
Increase Revenue by Increasing Enrollment
Market our existing competitive programs in our schools
Create schools and academic programs that are compelling educational choices
for parents and students
Work with school communities to ensure neighborhood school choices reflect both high
academic expectations and community interests
Support schools to better tell their stories in their respective communities
Reward schools that attract and retain students
Reward and recognize schools that achieve distinguished academic results
Provide innovation grants to schools that submit meritorious proposals that
promise to improve their academic results and increase student enrollment
NEXT STEPS – Convene a work group by mid-May to conduct market research
and develop strategy for attracting and retaining students in DPS schools
33
Examine the District’s Fixed Costs
Consolidate and strengthen our academic offerings into fewer better
schools
Address the District’s fixed costs to serve the academic needs of our 21st
century student population in our new, competitive environment
Evaluate our buildings based on current performance, quality of physical
plant, current use, potential enrollment (now and in the future), etc.
NEXT STEPS – Convene a broad-based blue ribbon citizen’s committee by
mid-May to address district facilities and recommend where to consolidate some of
our buildings and create a richer academic environment
34
DEFINITIONS AND
ASSUMPTIONS
35
Definitions of Types of Expenditures
• Salaries/Benefits – gross salaries for full-time and part-time employees plus the District’s
payment of pension contributions & PCOPs, benefit allowances, unemployment and worker’s
compensation claims, social security and Medicare taxes, accrued sick leave upon retirement,
and contributions to post-retiree health and life insurance
• Purchased Services – independent contractor services and other services contracted out or
purchased by the District; e.g., tax collection fees, water and sewer fees, tuition payments,
property and liability insurance, and payments to charter and contract schools
• Supplies – consumable materials, such as textbooks, paper and office supplies, custodial
supplies, maintenance parts, fuel for vehicles, electricity, natural gas and the like
• Property – amounts paid for acquisition and construction of fixed assets, land and real
property
• Interfunds/Indirect/Other – transfers between funds (e.g., General Fund to Capital Reserve
Fund); indirect cost reimbursements from the Colorado Preschool Program and federal grants
to the General Fund; and other expenses such as registration fees
• Debt –annual principal and interest payments on outstanding general obligation bonds and
capital certificates of participation
• Reserves – reserves held for bond redemption, food service operations, capital programs,
TABOR compliance, contingencies, trust and mill levy designated purposes
36
District Fund Definitions
Sixteen individual funds (General Funds includes 4 sub-funds) – State budget
law; self-balancing
• General Operating Fund – sub-fund of the General Fund that is used for general
operations. This Fund is the Focus of the Presentation – other funds are restricted
as to use.
• 1998 Mill Levy Override Fund – sub-fund of the General Fund; November 1998 voter-
approved mill levy override for student literacy, computers in schools and deferred
building maintenance
• 2003 Mill Levy Override Fund - sub-fund of the General Fund; November 2003 voter-
approved mill levy override for arts/music teachers in all elementary schools, textbooks,
repairs and maintenance, all-day kindergarten and early education, improve high school
graduation rates, and improve academic achievement in under-performing schools
• 2005 Mill Levy Override Fund – sub-fund of the General Fund; November 2005 voter-
approved mill levy override for the professional compensation system for teachers
• Government Designated Purpose Grants - local, state + federal grants + EGOS
37
District Fund Definitions
• Special Revenue - non-government grants, tuition-based + fee-based programs, federal e-rate and local
enterprise activities
• Pupil Activity - high school athletics; gate receipts + pay-to-play + GF support
• Bond Redemption - separate mill levy for general obligation bond (GOB) debt
• Building - GOB proceeds + earnings for capital projects (ballot question)
• Capital Reserve - 1996 COP lease payments, vehicle + large equipment acquisition, equipment +
building maintenance, DURA funded schools, 2003 COP proceeds for northeast school buildings
improvements
• Food Services - student breakfast + lunch programs funded by federal government + food sales
• Self-Insurance - property + liability insurance + worker's comp premiums + claims within deductibles
and risk management services – purchased by other District funds
• Warehouse/Reproduction Internal Service - class max + digi-pro services purchased by
schools + departments
38
District Fund Definitions
• DoTS Service Bureau Internal Service - reimbursable enterprise activities
• Maintenance Internal Service - reimbursable services for schools and departments
• Custodial Internal Service - floater staff to address school vacancies
• Private Purpose (Trust) - funds not for DPS; benefit individuals or other organizations
(COBRA, retiree health and life subsidies, DCTA & Paraprofessionals education trusts)
• Government Permanent - endowed funds; restricted use of earnings
• Student Activity - school sponsored activities (student clubs, etc.)
39
Everything Else Definitions
• Facilities & Building Maintenance- facility services, maintenance, districtwide
custodial support , facility construction services
• Other Transportation – all pupil transportation excluding special education
• Safety & Security – all building-based security, 24/7 patrols, dispatch and investigative
services
• Central & Business Support – budget & finance, disbursing, accounting, payroll, fixed
assets, purchasing, warehouse, digipro services, central ROTC services and grants
management
• Chief Academic Officer Support – CAO Office, misc. School support, curriculum and
instruction. planning/assessment and research, Balarat, CTE Office, English language
acquisition, GT Office, community partnerships, area offices and student services
• Human Resources – personnel services and employee benefits office
• Technology Services – all districtwide technology services excluding software/hardware
licenses, fax and telephone services, and federal E-Rate match
• General Administration – Superintendent’s Office, legal services and communications
office
40
Estimated Savings from Closing Schools
For the smaller schools in the following levels, the estimated annual
savings from “moth-balling” a school is:
• Elementary School - $350,000
• Middle School - $890,000
• High School - $1,300,000
The above savings include, depending upon the school level, the cost of the
following
• types of staff: principal, assistant principal, incremental supplemental
teacher and paraprofessional, incremental student service day, GT support,
librarian, counselor/student advisor, secretarial/clerical staff, facility
manager, custodial and
• types of other costs: custodial supplies, counselor extra pay, and utilities
41
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