Tight Times, Tough Choices: Taxpayer Input into the Upper Darby School District Budget Process

Transcription

1 Tight Times, Tough Choices: Taxpayer Input into the Upper Darby School District Budget Process February 28, 2013 March 5, 2013 March 10, 2013 March 11, 2013 Harris Sokoloff, Ph.D. Center for School Study Councils and Penn Project for Civic Engagement University of Pennsylvania

2 Your Work at This Forum To assess some of the difficult budget choices facing your school district. To consider what s best for the entire school district and community. To advise the Board of School Directors and administration about your priorities and values in making some of those difficult budget choices. 3

3 Revenues: Preliminary Budget (rounded to nearest 100,000) 3% 1% 33% Local Revenue $99,100,000 (62%) 62% State Revenue 53,200,000 (33%) Federal Revenue %5,400,000 (3%) Other revenue $1,700,000 (1%) 4

4 Local, State and Federal Revenue as a Percent of Overall Spending ( ) % 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% Local State Federal Other 20.00% 10.00% 0.00% 2008/09 $146,440, $152,500, /11 $158,200, /12 $158,200, /13 $162,400,000 5

5 Local Revenue Sources (Rounded to nearest 100,000) Property/Real Estate Taxes ($93,900,000) (96.5%) Other Local taxes ($1,400,000) (1.4%) IDEA (Federal Pass-Thru) (1,800,000) (1.8%) Summer School Tuition, performing arts (students) Summer recreation fees and community activities ($458,000) (0.5%) Extended Day Care fees ($1,300,000) (1.3%) Miscellaneous income (includes interest, dividends, child development fees and rental income) ($276,600) (0.3%) 6

6 Effect of Proposed Millage Increase!"##$%&'()**+,$ -./01 (+2)3"3')%4#$+5$' 6$78#$'#$7$#$%9"3./:; <8&+*'()**+,$ -1/;= Example: House assessed at $100,000 Increase of $22.99 per month or $ per year NOTE: Each one mill increase adds $8.33 per month, or $ per yr. 7

7 Expenditures: Preliminary Budget (rounded to nearest 100,000) 27% 3% 4% Instruction 111,600,000 (66%) 66% Instruction Support Services 45,000,000 (27%) Non-Instructional Support Services 5,000,000 (3%) Other Expenditures 7,400,000 (4%) 8

8 Mandated/Non-Mandate Discretionary/Non-Discretionary Some Examples Bussing - Charter Schools Bussing - Special Educa6on Bussing Regular Public Schools Bussing Private Schools Professional Salaries by Contract Number of Professionals Non- Professional Salaries by Contract Number of Non- Professionals Student ac6vi6es Special Educa6on Voca6onal Technical Summer School Mandated (State/Federal) Non- Mandated Discre6onary Non- Discre6onary 9

9 Sub-Group Enrollment Over Time as a Percent of Total Enrollment 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% Special education ELL Charter School Enrollment 4.0% 2.0% 0.0% (11,737) (11,839) (12,004) (12073) (12228) 10

10 Expenditures Over Time as a Percent of Total Expenditures 20.0% 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% Spec Ed % TOTAL Charter % TOTAL ELL % TOTAL 4.0% 2.0% 0.0% 2008/2009 $146,482, /2010 $152,421, /2011 $158,148, /2012 $158,225,817 BUDGETED /13 $162,396,763 PRELIMINARY 2013/14 $169,105,890 11

11 Preliminary Budget Revenue & Expenditure Summary * REVENUES EPENDITURES Description Local Revenue State Revenue Federal Revenue Other Revenue TOTAL REVENUE Preliminary Budget $99,126,070 53,244,098 5,358,253 1,700,000 $ 159,428,421 Description Preliminary Budget Instruction $111,607,566 Support Services Noninstructional Services 45,101,986 5,011,788 Other Expenditures 7,384,550 TOTAL EPENDITURES $ 169,105,890 SHORTFALL = $9,677,469 12

12 Budget Categories for Workshop Included in Worksheet Instructional - Regular Support Services (related to instruction) Support Services (not instruction related) Community services Not Included in Worksheet Instruction - Other Special Education Debt Service and Transfers Student Activities 13

13 How We ll do this work: Reach 100 points (or get as close as possible) As you review the choices, which are: l The Low-Hanging Fruit - Sure, let s start there. l The No Hows, No Ways - Take those off the table. l The Shared Pain - Ouch, but if we really have to. l The Gut-wrenchers - Wow, this is really hard. Consider trade-offs with each other & decide 14

14 SAMPLE WORKSHEET 1 Service Area: Instruction (regular) Action (current) Impact Points (@97000) Your Choice Elementary Classroom Teachers Reduce regular elementary school regular education by anticipated loss of 10 teachers through attrition(retirement, moving, etc. - - for the upcoming year for retirement or other reasons). Elementary class size would increase from average of 21 to up to an average of 24 per class. Reduce elementary school staff by Elementary class size would increase 10% (roughly 26 regular education from an average of 21 up to an average teachers). of 29 per class 9 23 Eliminate Kindergarten (which is only 1/2 day). This would mean a reduction of 27 teachers. More students would enter the district without academic or social skills and classroom experience. Parents would have to Vind alternative options for Kindergarten with potential cost to the district. Possible loss of additional students to charter schools 24 15

15 Your Work at This Forum To assess some of the difficult budget choices facing your school district. To consider what s best for the entire school district and community. To advise the Board of School Directors and administration about your priorities and values in making some of those difficult budget choices. 16

16 Ground Rules Listen to each other it s as important as talking. Talk with each other, not to the moderator. Everyone is encouraged to participate. Everyone understands the talk is deliberative, involving weighing choices If you disagree, explore where you disagree and why. Examine trade-offs across choices. Everyone works toward making a decision about what s best for the Upper Darby School District. Listen to each other it s as important as talking. 17

17 Your Work at This Forum To assess some of the difficult budget choices facing your school district. To consider what s best for the entire school district and community. To advise the Board of School Directors and administration about your priorities and values in making some of those difficult budget choices. 18