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FY18-19 PROPOSED BUDGET

Mark Ferrandino, Chief Financial OfficerErik Johnson, Executive Director Finance

OVERVIEW

3

FY18-19 BUDGET ASSUMPTIONS

Budget Driver AssumptionPer Pupil Revenue: $8,369

Funded Pupil Count: 86,639 (K=.5)

Total Projected Enrollment: 92,891 (ECE & K = 1.00)FRL 63.4% (including charters)

Average Teacher Salary of $55,819

Steps and Lane increases for DCTA (equivalent to a 1.76% increase), and a 2.64% COLA increase, for a total increase of 4.4%

All ProComp-eligible DCTA members receiving additional incentives as earnedAdditional incentives for Highest Priority and Teacher Leadership program

3.4% compensation increase for all other bargaining groups

Employer PERA Contribution Rate of 20.15%

CPI of 3.4%

1.25% growth in Denver Assessed Valuation, with no change to Assessment Rate

Utility Rate Increases of 1% for Electricity, Water, and Natural Gas

Enrollment

Compensation

Other Factors

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LEGISLATIVE IMPACTS

School Finance Act / Long Bill: Governors Proposed Budget (February) - $100 Million buy down in BS Factor, which we assumed would go

to pay for PERA.Final Budget $150 million buy down in BS Factor not tied to PERA $35 million in one-time funds for Safety and Security (to be allocated to districts as a competitive grant

program) Additional ECARE Slots and small changes to ELPA funding that could give us up to an additional $500K

New School Funding Distribution Formula (HB18-1232) Bill to be discussed at Interim Committee The proposed bill creates a new school funding formula to replace the existing formula created in 1994 The new formula would substantially increase funding for Colorado schools and add additional funding for

student and district characteristics that:- Increases funding for English language learners, gifted and talented students, poverty factor expanded

to free and reduced lunch eligible students, special education, etc.

Distributing Mill Levy Override Revenue to Schools (HB17-1375): The state legislature passed HB17-1375 in the spring of 2017 requiring school districts to either allocate a

flat per pupil equal to at least 95% of total MLO revenue to charter and innovation schools OR to adopt a plan allocating mill levy revenue by program- Allocations cannot differentiate based on governance model- Plan must be posted by July 1, 2018 with implementation in FY 19-20- Will come to Board of Education in May/June with plan for approval

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In an effort to help improve PERA’s risk profile and funding status, Colorado PERA made a recommendation to the State Legislature in the 2018 legislative session that will impact all PERA membership. The recommended changes included: Increases to Employee and Employer contribution rates by 3% and 2% respectively Redefining PERA-includable salary from net pay to gross pay, including payments made to employees for

health insurance coverage & benefit programs 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

The legislature (in process) is proposing to not adopt PERA’s proposals, but rather implement a direct appropriation from the General Fund to PERA of $226M annually and not impact employer and employee contribution rates Proposal includes a change from net to gross pay for future employees hired after 2020 Cost of Living Increase capped at 1.25% with a two year timeout Changes retirement age to 60

PERA CHANGES

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SOURCES OF DPS FUNDING

Denver Public Schools receives funding through 5 main sources:

Local Revenue• Local Share of School Finance Act, Mill Levy

Overrides, Bond Levy Revenue, Specific Ownership (Motor Vehicle Tax) Revenue

State Equalization• State Share of School Finance Act

Other Local Support• Tuition for ECE, Athletics, Indirect Cost Allocation

from Grants, Other Misc. Donations

Federal Revenue• Title I, II, III, IV, Food Service Reimbursement

Revenue, other Misc. Federal Grants

State Categorical• Vocational Education, READ Act, Supplemental

ELA and At-Risk Revenue, Charter School Capital Construction

60%20%

9%

7%4%

Local Revenue State Equalization Other Local SupportFederal Revenue State Categorical

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PER PUPIL REVENUE AND IMPACT OF THE BUDGET STABILIZATION FACTOR

$7,672

$6,941 $6,873 $6,858$7,013

$7,355$7,612 $7,686

$7,925

$8,369

$7,744$7,894

$8,174$8,292

$8,451$8,634 $8,686

$8,908

$9,182

$5,000

$5,500

$6,000

$6,500

$7,000

$7,500

$8,000

$8,500

$9,000

$9,500

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19(Proposed)

Actual PPR vs. Pre-BS Factor PPR

DPS Per Pupil Revenue PPR - Before Budget Stabilization Factor

• The Budget Stabilization Factor (formerly known as the “Negative Factor”) was introduced in FY10-11 to balance the State budget after the Great Recession

• The Governor’s Proposed Budget for FY18-19 includes a statewide reduction of $150M to the Budget Stabilization Factor, from ~$830M in FY17-18 down to $680M in FY18-19

• Despite this reduction to the Budget Stabilization Factor, DPS PPR remains over $800 below the PPR designated by the School Finance Act, or ~$70M in FY18-19

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GRANT FUNDING OVERVIEW

• FY18-19 Budget includes Title II funding and an increase to Title IV due to the signing of the Federal Omnibus Appropriations bill. Previous Federal bills had proposed the elimination of both Title II and Title IV funds

• Each year competitive grants have decreased due to grant cliffs for larger grants (greater than $1M) outpacing new awards. Going forward a strategic focus will be made towards pursuing larger grant opportunities

$67,280 $69,330 $68,074 $64,245 $64,765

$56,589 $44,272

$35,029 $29,824

$17,588

$17,300

$16,393

$19,609

$21,432

$21,393

$‐

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

FY15‐Actual FY16‐Actual FY17‐Actual FY18‐Forecast FY19‐Budget

Grant Expenditures by Type ($‘s in Thousands)

Formula Competitive EGTC

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GENERAL FUND VS OTHER FUNDING SOURCES

Funding nearly 60% of total annual district expenditures, the General Fund is the largest funding source for DPS and is used to provide the majority of recurring resources at schools for instruction, operations and other support services

Due to the nature of revenue sources that comprise the General Fund, there is a higher level of spending flexibility that allows district leadership to invest in priorities and programs that will most strongly impact student outcomes

The remaining 40% of funding sources at DPS are generally designated for specific, planned purposes and have constraints on how those funds may be used

Some of these funding sources include: Grant Funds

- One-time funding sources that provide revenue for a specific goal or program during a designated time period (Private grants such as Wallace, Gates Foundation, etc, Title, IDEA, and other donations)

Capital Funds- Restricted funds for capital outlays for construction, maintenance, renovation and

associated debt service for raising these funds – typically considered one-time in nature

Other funds- ProComp Trust, miscellaneous donations, Enterprise Fund (Food & Nutrition

Services), other trust funds for retiree health insurance & education

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5-YEAR FORECAST: BASE CASE ASSUMPTIONS

Enrollment growth projections from Planning & Analysis 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 22-23District Enrollment Growth -1.0% -1.1% -2.5% -2.1% -1.2% -1.0%Charter Enrollment Growth 7.7% 3.7% 4.7% 4.3% 1.8% 2.6%Total Enrollment Growth 0.8% -0.01% -0.8% -0.5% -0.4% 0.0%

FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23District Enrollment 77% 76% 75% 74% 73% 72%Charter Enrollment 23% 24% 25% 26% 27% 28%

FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23CPI 2.8% 3.4% 2.9% 2.8% 2.6% 2.3%

FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23At Risk Students 48,413 47,324 46,259 45,218 44,201 43,206Total At Risk Funding $59,824 $59,114 $58,734 $58,227 $57,599 $56,650Percentage of At-Risk Students (Free) 58.0% 56.8% 55.9% 55.0% 54.0% 52.8%Percentage of FRL 65.2% 63.4% 61.6% 60.0% 58.6% 57.6%

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5-YEAR FORECAST: PROPOSED BUDGET

In January, DPS Finance presented a forecast to the Board of Education that projected a $39M deficit in fund balance in FY 22-23 to remain in compliance with Board fund balance policy (10% of Revenues)

With the passage of the School Finance Act, the Legislature reduced the Budget Stabilization factor by $150M vs the Governor’s proposed budget of $100M, giving DPS ~$5M of additional resources per year, however, there are risks associated with future year PERA increases not known at this time

FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23Revenue

Total Program Revenue Baseline1 $952,989 $974,592 $1,024,279 $1,045,960 $1,066,725 $1,086,152Change in Formula Revenue $27,341 $37,691 $15,628 $16,504 $15,732 $16,903Change in 2012 & 2016 MLO $5,870 $4,395 $2,742 $2,807 $2,473 $3,367Tuition & Other Revenue Increases ($11,608) $7,600 $3,311 $1,454 $1,222 $2,130

Total Program Revenue $974,592 $1,024,279 $1,045,960 $1,066,725 $1,086,152 $1,108,551

ExpenseExpense Baseline $983,816 $1,028,507 $1,050,778 $1,069,213 $1,086,905 $1,105,200School Support Efficiencies $0 ($11,839) $0 $0 $0 $0Other Investments in School Support Services $0 $3,311 $0 $0 $0 $0Low Wage Worker Compensation $0 $3,000 $0 $0 $0 $0Footprint Expansion with Premiums & Utility Increases $1,611 $2,593 $750 $750 $750 $750SEO & Facilities Additional Support $0 $1,450 ($300) $0 $0 $0Reserves for Employee PERA Increases $0 $3,400 $0 $0 $0 $0

Total Expense $985,427 $1,030,422 $1,051,228 $1,069,963 $1,087,655 $1,105,950

Net Change in Fund Balance ($10,835) ($6,143) ($5,268) ($3,238) ($1,503) $2,601

Fund Balance 111,683$ $105,540 $100,272 $97,034 $95,531 $98,132

10% of Revenue $97,459 $102,428 $104,596 $106,672 $108,615 $110,855

Fund Balance remaining to 10% of Revenue 14,224$ $3,112 ($4,324) ($9,639) ($13,084) ($12,723)

1 Includes all General Fund revenue sources (Program Funding, Specific Ownership Taxes, ECE Tuition and Mill Levy Overrides)2 Special Projects expenditures forecasted to match revenue based on historical trends

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FY 2017-18 TO FY 2018-19 CHANGES

Revenues ($'s in Thousands)

FY18 Total GF Amended Budget Revenue $958,928Total Program Increase (CPI + Student Growth) $24,539Budget Stabilization Factor Buydown $15,000State Categorical, Specific Ownership, Tuition & Other Revenue $7,719

FY19 Total GF Proposed Budget Revenue $1,006,186

Expenditures ($'s in Thousands)

FY18 Total GF Amended Budget Expense $969,877Charter and District School Budgets* $32,123Direct Certify Additional Weight $1,500Additional SPED Supports in School Budgets (Elementary Psych/SW & AN Center Suppor $1,875School Support Compensation Increase $4,676Support Services Efficiency Reductions ($11,839)Additional Compensation for Low Wage Employees $3,000FootPrint and Rate Increase for Utilities, Insurance, etc $2,593Additional Custodial Staff / Facilities $700Additional Special Education Supports $750Other School Support Investments $3,674Employee Compensation Reserve for PERA Increase $3,400

FY19 Updated General Fund Expenditures $1,012,329Forecasted FY19 Source / (Use) of Funds with Incremental Spend ($6,143)Year over Year Change in Expenditures 4.4%

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DISTRICT WIDE USE OF FUNDS

The 4 Cost Centers are as follows:

Principal Managed: includes all Principal managed & SBB expenditures and ProComp. For the first time in 2018-19, Center Programs are included in Principal Managed

School Supports & Centrally Budgeted School Expenditures: includes expenses not managed by principals but predominately consists of activities that support schools & students directly; i.e. Textbooks, Career Tech Ed, Paid Leaves for Teachers, Principal Performance Compensation, Library Services, Unassigned Teachers, Student Board of Education, HR (Recruitment, Teacher Leadership management, New Teacher Pathways), FACE, Pupil Records, Assessments, SEO Supports, English Language Acquisition (ELA), Educational Technology, Choice & Enrollment, Curriculum and Instruction

Operations: includes Facility related expenses for Utilities, Custodial, Maintenance, Property & Workers Compensation Insurance and other operational costs such as Transportation, Technology Services, Dept of Safety, and others

Headquarters / Central: includes Office of Superintendent, Instructional Superintendent team, Legal, Communications, Finance, Planning & Analysis, Accounting, Purchasing, Payables, Payroll, Labor Relations, Grants, Board of Education, Chief Operating Officer, Associate Chief of Academics, CELT

*Derived from categories outlined in the CDE Financial Policies & Procedures Chart of Accounts and through collaboration with Educational Resource Strategies

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USE OF FUNDS – GENERAL FUND & MLO

96% of expenditures support students with 4% funding Central/Headquarters Includes all K-12 district managed General Fund and ProComp expenditures Excludes all Charter expenses and ECE expenditures Excludes all Federal & Private Grants, Capital/Bond, Food Service, and Other Funds All Charter portions of Central, Center Programs and Operations adjusted

Cost Center ($'s in thousands)Total FY18-19

Budget % of Total Budget

School SupportPrincipal Managed Resources* $514,735 64%School Support Operations 1* $124,771 16%School Supports & Centrally Managed School Expenses 2* $128,550 16%

Headquarters/Central* $35,876 4%

Grand Total $803,933 100%

*All Charter School & ECE Expenses excluded for comparison purposes, including appropriate charter portions of Facilities, Headquarters, etcIncludes General Operating Funds, Mill Levy Funds, ProComp; excludes all Federal and Grants including Title I1- Examples of School Operations detailed on previous slide including facilities, transportation, Tech Services, Dept of Safety and others2- Examples of School Supports detailed on previous page including Curriculum & Instruction, ARE, FACE, Choice, and others

DEPARTMENTS OVERVIEW

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BUDGET TRANSPARENCY GUIDEBOOK: SCHOOL SUPPORT SERVICES

Why did DPS create the Budget Transparency Guidebook?

• Offer educators and families even greater perspective into district budget decisions

• Ensure school leaders are fully informed of the services provided by the district – and taxpayers know how their money is spent

• Encourage even greater accountability about budget decisions and providing high-quality services to schools

• Spark robust conversations that will lead to continuous improvement districtwide

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BUDGET TRANSPARENCY GUIDEBOOK: SCHOOL SUPPORT SERVICESWhat financial information is included in the guidebook?• General Fund per-pupil costs of school support services

• FY 2017-18 adopted budget numbers

• New guidebook will be released with FY 2018-19 budget numbers in August

• Per-pupil costs calculated on the number of ECE-12 students enrolled in the district (92,469 for the 2017-18 school year)

How does DPS compare to other districts? • This year, DPS spent just 4% on overhead costs, and 96% on

supporting students

• Other urban districts typically spend between 10-20% of their budgets on central administrative costs

• By releasing this guidebook, DPS is leading the nation in district financial transparency

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DEPARTMENT OVERVIEW

Department FY 17-18 Budget Key Areas of WorkAcademics $94,014 Access, Competency & Engagement; Accountability,

Research & Evaluation; CareerConnect; Curriculum & Instruction; Division of Secondary Education; Early Childhood Education; Elementary Education; English Language Acquisition; Imaginarium, Organizational Excellence; Professional Learning; Tiered Supports

Student Equity & Opportunity $45,868 Special Education; Whole ChildHuman Resources $50,289 COLA and Employee Salary Increases, Principal Pay for

Performance, Leaves and LTA's, Employee & Labor Relations; HR Non-Operational; Talent Acquisition; Talent Management; HR Operations and BIS; HR Strategic Partners

Operations $159,607 Choice & Enrollment; Facilities Management; Financial Services; Operation Support Services; Process Improvement; Department of Safety; Technology Services; Transportation; Warehouse

Family & Community Engagement $4,054 Family and Community EngagementCulture, Equity & Leadership $2,523 Culture, Equity & LeadershipCommunications $3,973 Communication Services; Multicultural ServicesLegal Services $1,363 Legal ServicesPortfolio Management $1,528 Portfolio ManagementDistrict Strategy $2,232 Office of the Superintendent; Public AffairsTotal Academics $365,452

All $'s in Thousands

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ACADEMICSFY 2017-18 Budget by Service

Contacts

Department Summary

Department Services Provided FY 17-18 Budget Key Areas of WorkEarly Childhood Education(Lisa Roy)

Community Site Providers and Direct School Supports

$14,764 Classroom & School Staffing, Community Site Providers

Curriculum & Instruction(Cathy Martin)

New Curriculum Adoption $12,335 Curriculum Adoption Materials, Curriculum Adoption Implementation Support, Early Literacy Supports

Career Connect(Lauren Trent)

Career Connect $6,349 Program Coaching and Support, School-Based Learning, Work-Based Learning

Division of Secondary Education(Nicole Veltze)

Student Engagement $5,913 AVID, Balarat, Denver Kids, Edgenuity: Credit Recovery, Summer Programs, Transition Programs, etc.


Literacy $5,361 Coaching and Support, Curriculum, Assessment and Resource Development, Professional Development, Denver Literacy Fellows, etc.


Math $4,721 Coaching and Support, Curriculum, Assessment and Resource Development, Professional Development, Denver Math Fellows, etc.

Division of Secondary Education(Nicole Veltze)

College & Career Readiness $3,936 Advanced Placement, ASCENT, College Access Initiatives, Concurrent Enrollment, Denver Scholarship Foundation, Direct-To-School Funding, etc.

Professional Learning Center(Laura Summers)

Professional Learning $3,660 Development and Design PDU Support and Training, Culturally-Responsive Education (CRE), Data-Driven Instruction (DDI), etc.

Access, Competency & Engagement(Cheri Wrench)

Extended Learning & Community Schools

$3,588 Before- & After-School Programming, Community Partnership, Family Empowerment Volunteer Services, Summer Academy Programming


Arts & PE, Social Studies, Science, STEM, World Languages, Visual Arts, Theater, Dance, Music

$2,895 Coaching and Support, Curriculum, Assessment and Resource Development, Professional Development, etc.

Other Academics $30,492 English Language Acquisition; Elementary Ed; Library Services; Educational Technology; Tiered School Supports; Imaginarium; Military Education; DSE Instructional Superintendents; Accountability, Research & Evaluation; Organizational Effectiveness;

Total Academics $94,015

The Academic team's goal is to ensure that every school provides a joyful, rigorous and personalized education that prepares all of our students for success in college, career and life. We do this through a focus on developing exceptional educators and leadership, stimulating innovation and providing quality academic and whole child resources and services that build educator capacity, increase student success and close opportunity gaps.

Ann Whalen, Associate Chief of Academics; Jorge Robles, Executive Director of ELA; Amy Keltner, Deputy Chief of Schools; Lauren Trent, Executive Director of Career Connect; Nicole Veltze, Associate Superintendent; Brette Scott, Associate Superintendent

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STUDENT EQUITY & OPPORTUNITYFY 2017-18 Budget by Service

Department ContactEldridge Greer, Associate Chief of Student Equity and Opportunity

Department Summary

Services Provided FY 17-18 Budget Key Areas of WorkSpecial Ed - Direct to School Funding $16,119 Center-Based Programs, Mild/ModerateSpecial Ed - School-Based Providers and Related Se $11,753 Assistive Technology, Deaf and Hard-of-Hearing Services, Extended School

Year, Occupational Therapy, Physical Therapy, Speech Pathology, Vision

Special Ed - Placement Services $5,027 Child Find, Homebound, Out of DistrictWhole Child - School-Based Providers and Related S $3,790 Psychology, Social Workers, Substance Abuse and PreventionWhole Child - Direct to School Supports $2,024 Classroom Planning and Support, Professional Development, School wide

Systems Planning and Oversight, Student Support Planning, Teacher Coaching, Mental Health Expansion

Special Ed - Assessment $2,012 Child Find, English Learners, Private SchoolsSpecial Ed - Direct to School Supports $1,603 Classroom Planning and Support, Professional Development, School wide

Systems Planning and Oversight, Student Support Planning, Teacher Coaching

Gifted and Talented $897 Assessment, Classroom Planning and Support, School wide Systems Planning and Oversight, Student Support Planning, Student Trips, Teachers Coaching

Whole Child Systems Oversight $854 Healthy Schools, Human Resources, Peer Evaluation, Professional Development Coaching and Oversight, Records Maintenance, Technology Services

Other Student Equity & Opportunity $1,789 SPED Oversight, SPED Transition/Work Study, Native American Student Supports, No-nonsense Nurturing, Nursing, Psychology & Social Work, Discipline, Personal Success Factors

Total Special Education $45,868


Student Equity and Opportunity holds the key to student success in school and success in life. Our services range from Special Education, Whole Child Supports, 504 accommodations, mental health, social work, school nurses, Gifted Education, Title programs and more! We strive to provide the highest level of service to our schools, students and families.

21

HUMAN RESOURCESFY 2017-18 Budget by Service

Department ContactDebbie Hearty, Chief Human Resources Officer

Department Summary

Services Provided FY 17-18 Budget Key Areas of WorkTalent Management $14,604 Teacher Leadership and Collaboration, Teacher Growth and

Development, LEAP Design and Implementation, New Teacher Pipelines, New Teacher Supports, Leadership Pipeline, New Leader Support and Development, School Leadership Growth and Performance, Instructional Leadership Team Network Support, Professional Development

Talent Acquisition $1,748 Recruitment Strategy and Implementation, Requisition, System Management and Support, Screening

Strategic Partners $2,289 Partner and Specialist SupportsHR Operations and Business Information Services $5,077 HR Systems and Applications, Orientation and Onboarding, HR

Connect Service and Support, Employee Compensation, Benefits and Stipends, Business Information Services

Employee & Labor Relations $994 Advisement and Counseling, Investigative Services, Hearings and Legal Proceedings, Salary and Contract Negotiations

Human Resources: Non-Operational $25,576 Guest Teachers, Highest Priority Incentive, Leaves & LTAs, Principal Pay for Performance, COLA and Employee Performance Increases

Total Human Resources $50,289


The Denver Public Schools Human Resources team is here to welcome and provide all of our team members with excellent customer service and the information you need to enjoy a satisfying and successful career with us. When you join Team DPS, you join a diverse team of dedicated and talented professionals who come from all walks of life with one goal in mind — helping us achieve our vision, Every Child Succeeds.

22

OPERATIONSFY 2017-18 Budget by Service

Department ContactDavid Suppes, Chief Operating Officer

Department Summary

Department Services Provided FY 17-18 Budget Key Areas of WorkFacilities Management(Trena Deane)

Custodial $30,440 Direct-to-School Supports, Districtwide Management and Quality Assurance

Facilities Management(Trena Deane)

Maintenance $21,461 Corrective Maintenance, Planned Routine Maintenance, Preventative Maintenance

Transportation(Nicole Portee)

Driving and Routing $20,215 Daily Bus Service, Field Trip and Athletic Service, School Bus Route Planning and Scheduling, Training Compliance and Hiring

Facilities Management(Trena Deane)

Sustainability $18,165 Utilities - Electricity, Natural Gas, Water/Sewage

Financial Services(Mark Ferrandino)

Budget Assistance $14,243 2003 Mill Levy School Improvement Grants, ELA, General Assistance, Mental Health, Mild-Moderate, Pathways, Principal Turnover, Small Schools, Special Program, TLC, and Turnaround Schools

Technology Services(Dave Landy)

Technology Services $17,306 Data Services, Network and Infrastructure Services


Risk Mitigation $10,323 Internal Audit, Risk Management, Insurance Premiums and Claims

Department of Safety(Mike Eaton)

Safety & Security $6,623 Campus Safety, Operations, Emergency Management, Investigations

Transportation(Nicole Portee)

Fleet & Maintenance $6,150 Bus and Vehicle Maintenance


School and Department Supports $2,628 Budget Analysts for District-Run School, Charter and District School Financial Partners, Department Financial Partners

Other COO $12,052 Choice & Enrollment Services, Safety & Security, Payroll, Office of the Controller, Operation Support Services, Process Improvement, Warehouse, etc.

Total Other COO Total Other COO $159,607


Operations supports all students and employees in the District in providing safety and security, transportation, enrollment services, risk mitigation, technology and financial services. In addition, Operations supports all campuses and facilities across the district with physical maintenance, general upkeep and utilities.

23

OTHER DEPARTMENTSFY 2017-18 Budget by Service

Department ContactTom Boasberg, Superintendent

Department Summary

Services Provided FY 17-18 Budget Key Areas of WorkFamily and Community Engagement(Tameka Brigham)

$4,054 Multi-Generational Services: Centers for Family Opportunity, Family Constituency Services, Family Empowerment

Communications(Anna Alejo)

$3,973 School Communication Services, Districtwide Communication Services, Targeted Language Services, Districtwide Language Services

Culture, Equity & Leadership Team(Allen Smith)

$2,523 Equity and Inclusion, New Teacher Development and Support, OurDPS Culture, Values-Based Programs

Legal Services(Michele Berge)

$1,363 Legal Services

Portfolio Management(Jennifer Holladay)

$1,528 Flexibilities, School Development, Charter Renewal, Charter School Ongoing Monitoring, Charter Tiered Quality Assurance, Innovation School Renewal, Shared Accountability

Other District Strategy $2,232 Superintendent's Office, Chief of Staff's Office, Board of Education Support, Public Affairs

Total Other Departments $15,673


The following services encompass district strategic and operational supports including Legal, Communications, Portfolio Management and other District Strategy as well as direct services to our students, families and employees (FACE & CELT)

STRATEGIC INVESTMENTS

25

GOALS OF THE FY18-19 BUDGET

The goal of the FY18-19 Proposed Budget is to invest dollars into Schools and Programs that will achieve our Vision that Every Child Succeeds

By aligning investments to the Denver 2020 plan, we are committed to achieving:

Other goals include:• Increase spending flexibility for school

leaders to improve individual student learning

• Increase Transparency by creating a Catalog of Services

Great Schools in Every Neighborhood

A Foundation for Success in School

Ready for College and Career

Support for the Whole Child

Close the Opportunity Gap

26STRATEGY #1 Leadership

TEACHER LEADERSHIP & COLLABORATION

TLC StrategyTeacher Leadership & Collaboration (TLC) allows our best teachers to coach and grow other teachers in their schools while staying true to their first love, teaching their own classroom of kids. Formalizing teacher leadership allows us to honor additional leadership of our strongest teachers and provide regular coaching and support to more teachers. Senior/ Team Leads are vital members of a school’s ILT who, along with other ILT members, bring the instructional vision to life.

Current StateTLC roles are in nearly all district-run schools. Schools’ plans continue to expand the impact of TLC by adding more Senior Team Lead roles in SY18-19. Additional roles have been prioritized for our most highly impacted schools.

Future State of TLC• Formalize PreService Mentor Teacher role as a part of TLC• Focus on building the pipeline of teacher leaders; host opportunities for aspiring teacher

leaders to develop relevant skills, focusing on cultivating more leaders of color• Strengthen professional learning of teacher leaders to development leadership and deepen

academic content knowledge and skills

Teacher Leader Role TypeTotal # of Roles

2017-18 Planned for 2018-19

Senior Team Lead 391 461Team Lead 71 60Team Specialist 522 547New Teacher Ambassador 114 141Grand Total 984 1,209

27

INVESTMENT INTO TEACHER COMPENSATION

In order to help attract and retain the best teachers, DPS has invested heavily into teacher compensation over the past 5 years

On average, DCTA members who have remained with the District for the past 5 years have earned and received compensation increases of 4.1% annually, while PPR has increased 3.1%

FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 % Increase CAGR

Average Base Salary $53,518 $55,440 $58,250 $59,958 $62,372 16.5% 3.9%

Average Non-Base Building Incentives $4,229 $4,918 $5,719 $5,305 $5,440 28.6% 6.5%

Average Base & Non-Base Compensation $57,747 $60,358 $63,969 $65,263 $67,812 17.4% 4.1%

Additional SAED % 3.25% 3.75% 4.25% 4.75% 5.25% 61.5% 12.7%

Total Avg. Compensation Including SAED $59,624 $62,622 $66,687 $68,363 $71,372 19.7% 4.6%

Per Pupil Revenue $7,013 $7,355 $7,612 $7,686 $7,918 12.9% 3.1%

0.0%

5.0%

10.0%

15.0%

20.0%

FY14-15 FY15-16 FY16-17 FY17-18

Average Teacher Base Salary

Average Teacher Base & Non-BaseCompensationAverage Total Compensation IncludingSAEDPer Pupil Revenue

28STRATEGY #2 Teaching

CULTURALLY RESPONSIVE EDUCATION (CRE)

WHAT’S NEXT FOR2018-2019?

11 Pathway Schools beginning the Opportunity Gap Cohort experience.

25 Schools continuing in Year 2 of OGC focused on culturally responsive teaching practices and instructional leadership plans for closing opportunity gaps.

40 Teachers from across DPS participating in a year-long Culturally Responsive Teaching Fellowship focused on implementing research-based culturally responsive practices as part of our 3-5 year CRE Strategy.

10 Schools participating in two Growth through Connections cohorts focused on Personalized Learning through a CRT lens.

Adding additional school Equity-Based Practices Community of Practices in partnership with C&I.

Implement district-wide CRT Strategy.

OPPORTUNITY GAP COHORT

31 School Leadership Teams participated in a year-long Opportunity Gap Community of Practice.

Focused on determining the best approach to creating transformational growth for their school and community for over 14,000 students.

Each participating school took part in: • Environmental Scans• Classroom Walkthroughs• Student Focus Groups• External district visits to districts

identified as successful at closing the opportunity gap for underserved students

Instructional Leaders in OGC are using culturally responsive strategies to address discipline, interventions, and AP/GT programs for underrepresented students of color.

EQUITY-BASED PRACTICES IN MATHEMATICS PILOT

17 Teachers are participating in an Equity-Based Practices in Math Community of Practice in partnership with Curriculum & Instruction

EBPM provides teachers with an opportunity to inform their practices that can be used to create equity-based classrooms for over 2,400 students in three high school math teams and one middle school math team.

Definition of CRT

In Culturally Responsive classrooms in DPS…• Teachers cultivate meaningful

relationships with students and families

• Teachers consistently communicate high expectations and empowerstudents to drive their learning

• Teachers facilitate rigorous instruction that validates and authentically incorporates students’ lived and historical experiences

...so that all students succeed and become socially conscious contributing individuals.

29STRATEGY #2 Teaching

NEW TEACHER PATHWAYS & DEVELOPMENT

The mission of the New Teacher Pathways & Development team is to design and implement resources and structures that drive the development and retention of highly effective, diverse, and engaged preservice and

early career teachers in order to advance equitable outcomes for students.

2018-19 Key Priorities Budgetary Implications Cost

Increase the number of preservice teachers training in highly impacted schools, and rollout unified strategy for mentor teacher training and ongoing professional learning

$1,500 stipend for mentors supporting preservice teachers in hard-to-serve schools

$300,000

Launch 7 Teaching Academies in order to create teacher “talent hubs” at highly impacted schools across the district

• Goldrick, Greenlee, Gust, Trevista• McAuliffe @ Manual, MLK, North

Co-funding to support preservice candidate stipends and/or Site Leads to provide oversight to training experiences in Teaching Academies

$325,000

Provide high quality on-boarding experiences to newly hired educators to prepare them to welcome students on day one via New Educator Welcome Week (NEWW)

Extra duty pay for all new educators in attendance throughout NEWW, plus cost of food for employees in attendance

$401,000

Continued high-quality implementation of the Student Teacher Residency, the culminating clinical experience of the CU-Denver/DPS partnership around the NxtGEN pathway, brining in a high proportion of first generation educators of color

$1,000 monthly stipend for Residents ($10K total per candidate)

$2,000 stipend for mentors

$352,000

Continued focus on recruiting our paraprofessionals – 65% of which are educators of color – into para-to-teacher preparation programs that allow them to continue in their role while earning their degree

Tuition supports for ~40 candidates annually $200,000

To fulfill our team’s mission, we support ~300 preservice teachers and ~300 novice teachers by building and maintaining partnerships with schools and teacher preparation partners across the Denver-Metro area. Our team of 12 was allocated $2.8M for FY19, nearly 60% of which are dollars that go directly to schools and/or put dollars directly into the pockets of current and future teachers.

30STRATEGY #4 Invest Early

EARLY LITERACYFoundation for Success in School (Early Literacy)

EARLY LITERACY SPECIALIST

100% of elementary schools have Early Literacy Specialists(ELSs).

49% of ELSs also serve in a Teacher Leader role.

100% of ELSs engaged in summer professional learning focused on school needs and data considerations.

90% of ELSs reported satisfaction with the summer professional learning.

200 school-based professional learning sessions for ECE-3rd

grade educators were facilitated by ELSs to build early literacy instructional capacity.

INSTRUCTIONAL OUTCOMES & SUPPORTS

Increase of 6 percentage pointsin 3rd grade reading proficiency on CMAS in 2017.

Increase of 7 percentage points in K-3 students reading on DPS READ Act aim line from midyear 2016-17 to midyear 2017-18.

Developed and provided flexible resources such as “leader look-fors” to support leaders in coaching and observation feedback.

84% of elementary schools adopted Istation – the district-supported K-5 literacy intervention curriculum.

WHAT’S NEXT FOR 2018-2019?

Professional learning and targeted support through the implementation of Istation.

50 unique professional learning sessions in 11 learning strands during summer 2018.

PDU opportunities to extend summer learning throughout the school year.

Stipend funding, PD, and support for ELSs in each school.

11 schools funded through a new competitive early literacy grant program.

14 high-FRL schools participate in a pilot Summer Literacy Bridge Program to mitigate summer reading loss.

31GOAL #3 Ready for College and Career

CAREERCONNECT

DPS CareerConnect Model

• Denver Public Schools CareerConnect provides students with limitless college and career opportunities. Students enroll in rigorous industry-focused classes and can explore college and career pathways through work-based learning opportunities that include mentoring, internships, and more.

• Through these experiences, students learn the soft skills necessary to succeed in a 21st

century workforce. Students can graduate with college credit, industry certifications, and receive preferential admissions to some of Colorado’s top universities.

32GOAL #3 Ready for College and Career

COLLEGE & CAREER READINESS

• As part of the Denver Plan 2020 goals, DPS is striving for a significantly higher percentage of graduating students to be ready for either college or careers

• Students who are ready for college and career understand what will be expected of them for the next steps in life. The measurements we use to track college and career-readiness look beyond test scores, and evaluate a student’s learning comprehension, character traits and workforce habits

• Students ready for college have reached a level of academic skill and competency that will allow them to enroll, be successful, and graduate from college without the need for remediation classes

• Career-readiness means that students can demonstrate workforce skills that will contribute to their success in a professional environment that can be achieved directly from career-related learning experiences at DPS

Program Offerings

• Individual Career Academic Plans (ICAP)

• Concurrent (Dual) Enrollment• Early College Supports• Advanced Placement• Accelerating Students through

Concurrent Enrollment (ASCENT)

• International Baccalaureate• Advanced Via Individual Determination

(AVID)• College and Career Assessments• College Access Initiatives• Post-Secondary Coach Program

33GOAL #5 Close the Opportunity Gap

Program Offerings• No cost to students who are invited to

attend • Breakfast and lunch are provided• Transportation is provided for students

who are eligible• Community Partners are also offering full-

day sibling programs to eliminate barriers to participation

• Community Partners Summer Academy 2018 include: Boys & Girls Club DPS Department of Extended Learning

and Community Schools Generation Teach Heart and Hand Scholars Unlimited

SUMMER ACADEMY

In summer of 2017, the DPS Summer Academy served over 4,200 students with plans to expand to 5,000 this summer

DPS Summer Academy is a free summer program for K-7 English learners, as well as K-3 students whose READ Plan assessment scores indicate they would

benefit from extra practice and individualized instruction in literacy

34

MEANINGFUL FORMULA STRATEGYFederal and State categorical dollars enhance crucial programs

Ready for College and Career .

Caring for the Whole Child 29

Closing the Opportunity Gap x

Needed SupportBreaking through

barriers by providing food, supplies, and

transportation to our homeless, foster,

migrant, and military children

Highest RiskWe’re working to prevent expulsion by identifying troubled youth early,

while improving instruction and helping with credit recovery for

institutionalized neglected and delinquent

Engaging FamiliesSchool-based parent

activities, literacy programs, and family training involve the

entire household and community in support of minority and immigrant

children

Transforming ELAWe push the boundaries

of effectiveness by implementing innovative

training programs, personalized learning, and modeling the best dual language schools and newcomer centers

Great Schools in Every Neighborhood x

SchoolwideIncreasing budgets 5% at high-poverty schools. Title I is allocated to over 50,000 FRL students at

158 schools, which principals use to support

implementing improvement plans

PathwaysEnhancing engineering,

digital design, manufacturing, culinary,

and biomedical programs. Navigating college application,

opportunity, and early credits

Real World SkillsCareerConnect offers over 18,000 students

courses and opportunities with partner companies

and higher ed institutions for hands-on workplace

experiences and mentoring

Tiered FrameworkInterventions targeted at

root causes of poor performance include Diagnostic reviews, turnaround design, tutoring, academic

deans, and supplemental FTE to schools

Foundation for Success

Early EducationIndividualized instruction

provided to ELs and students reading

significantly below grade level address specific

learning needs, literacy skills, and English

development

OutreachEstablishing community partnerships, enrolling

children in Medicaid, and mentoring through

Denver Kids improve our student’s life and

learning

Healthy SchoolsPrograms to improve

health at schools include universal health and vision screenings,

immunizations, chronic disease supports, and

1:1 nurses

SEO ProgramProvides assistive

technology equipment for disabled children, mental

and social-emotional learning opportunities,

and accelerated learning and identification of

gifted children

$33M $1M

$1M $29M

$5M

35GOAL #5 Close the Opportunity Gap

TITLE I: SUPPORTING OUR AT-RISK STUDENTSHomeless – Foster – Military – Migrant

42%

13%

68%

24%

STUDENTS RECEIVING FREE OR REDUCED

LUNCH

STUDENTS LIVING IN POVERTY

Denver County Statewide • Denver needs at least 21,000 more affordable housing units to meet current demand

• Homelessness is associated with an 87% increased likelihood of dropping out of school

58%22%

12%

6% 2%

2,067 STUDENTS SUPPORTED*School Enrollment Advocacy

School Meal Assistance

Clothing, School Uniform and Fee Assistance (inc. basic needs)

School Transportation

Housing Assistance

* Number of students supported will continue to rise throughout the remainder of the school year

• 75 DPS families have received housing assistance so far this school year

• Students received enrollment support and advocacy

• An assigned liaison works directly with the family to provide support services based on individual needs

• Initiate immediate enrollment in school and transfer of records

• 625 students received transportation assistance to get to school, (i.e. RTD passes)

• Based on need, students received clothing, school uniform and assistance with school fees

36GOAL #1 Great Schools in Every Neighborhood

SCHOOL OPERATIONS

In order to achieve the goal of Great Schools in Every Neighborhood, the Operations teams at DPS provide critical contributions to student achievement by creating healthy, safe learning environments and ensuring students have transportation options to attend schools across the city

$31.9M, Custodial Services

$26.6M, Transportation

$22.9M, Maintenance & Facility Services

$18.6M, Utilit ies

$6.7M, Department of Safety

$2.2M, Operational Support and

Administration

Custodial Services• 600+ Custodians service over 13.5M cleanable Sq. Ft across 155

buildings

Maintenance & Facility Services• Maintain 198 buildings over 17M square feet• With an average building age of 54 years, over 31,500 maintenance

projects are completed annually

Transportation• 205+ Bus Drivers transport 37k+ students annually• Travel ~3M miles annually over 466 unique routes

Utilities• $11M+ in Electricity, $4M in Water & Sewer fees, $3M+

in Natural Gas

Department of Safety• Over 150 Security Officers, Crossing Guards, and Security Support

staff providing student safety

FY18-19 Proposed Budget$108.9M

WHAT’S CHANGING?

38

IMPROVEMENTS TO SCHOOL BUDGETINGPositive Changes for School’s 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~$23M

• Center Programs ($17M)

• ECARE (3.1M)

• Portions of SEO Budget Assistance for Mental Health and Mild/Moderate funded via formula ($2.5M)

39

SBB BASE SUMMARYFY 2018-19

Primary changes to SBB per pupil amounts and weights are increased to maintain purchasing power based on changes to teacher compensation

FY 2017-18Funding 1

FY 2018-19Funding Description

Base Per Pupil $4,051 for all schools K-12 (K=1.0) $4,283 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 $431 per student Additional funds for each student identified as CELAFree and Reduced Lunch

Supplemental Funds$471 for Elementary$508 for Secondary

$498 for Elementary$537 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 $130 per student Additional funds for each student identified as Gifted & Talented

Targeted Interventions $100,000-$250,000SPF "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 LearnersELA Para HoursESL TeachersTNLI Teachers

ELA Para HoursESL TeachersTNLI Teachers

Based upon the number of projected Spanish speaking ELA students

Mild Moderate $0 $800 per student above typical

caseload at a schoolAdd'l funds for high concentrations of Mild Moderate students

Title I $183-$415 $183-$415For schools with 60% or more students receiving Free or Reduced Lunch (Cutpoints 60%, 64%, 90%)

40STRATEGY #3 Flexibility

PER PUPIL ALLOCATION THROUGH SBBPer Pupil Spending by FRL% Band through SBB

Weights in SBB deploy funding that correlate heavily toward poverty and need Includes all school funds distributed through SBB for principal management for all 146

district managed schools including Base, Weights, Mill Levy, Title I, Tiered Supports Excludes ECE, Pro-Comp, school supports and operations

$5,472 $5,777$6,433

$7,084

$8,128

$12,375

0

$2 K

$4 K

$6 K

$8 K

$10 K

$12 K

$14 K

0~20% 20~40% 40~60% 60~80% 80~100% Pathways

Per P

upil

Expe

nditu

re in

$

FRL% Band and Pathways

District Managed SchoolsPer Pupil Expenditure by FRL% and Pathways

41STRATEGY #3 Flexibility

HISTORICAL SBB PER PUPIL ALLOCATIONS

The 2012 & 2016 Mill Levy Overrides were added into the Student Base Budgeting Allocation in FY13-14 & FY17-18, respectively

With the passing of the PERA True-up in FY15-16, covered payroll decreased by 3% which caused the SBB per pupil allocation to decrease, but purchasing power year over year was held flat

In FY18-19 over $18M was pushed from Departments into Student Based Budgeting

$4,532 $4,655 $4,770 $4,849

$5,373 $5,473 $5,450 $5,533

$6,096

$6,596

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19

SBB Per Pupil Allocation

42

SCHOOL SUPPORT YOY CHANGES

FY 2017-18 School Support Baseline $365,452

Investments in Strategies by Denver Plan GoalGreat Schools in Every Neighborhood $4,637Support for the Whole Child $1,643Foundations for Early Success $255Closing the Opportunity Gap $100Ready for College & Career $1,079

Total Investments in Strategies by Denver Plan Goal $7,714

Efficiency ReductionsAcademics ($4,561)Student Equity & Opportunity ($3,453)Human Resources ($638)Operations ($2,752)Other Depts ($436)

Total Efficiency Reductions ($11,839)

FY 2018-19 School Support Baseline $361,327YoY Change $ ($4,125)YoY Change % (1.13%)

43

ACADEMICS – YOY CHANGES

FY 2017-18 Academics Baseline $159,607

Closing the Opportunity Gap DescriptionAccountability, Research & Evaluation $100 ELA-S Resource

Total Closing the Opportunity Gap $100

Support for the Whole Child DescriptionDiscipline reform, restorative practices & behavi $893 Add FTE to target schools with specific disciplinary problems

Total Support for the Whole Child $893

Ready For College & Career DescriptionCurriculum & Instruction $231 Science, Social Studies & Adaptive PE FTEDivision of Secondary Education $848 Sustain pilot/grant programs (Gen Teach & Gear Up)

Total Ready for College & Career $1,079

Foundations for Early Success DescriptionCurriculum & Instruction $110 Guided Reading Plus FTEElementary & Early Childhood Education $145 Birth to 8 Roadmap FTE and 3rd party SW

Total Foundations for Early Success $255

Efficiency Reductions DescriptionCurriculum & Instruction ($1,293) Reduce 11 FTEDivision of Secondary Education ($840) FTE reduction and 3rd party spend reduction (Relay)Accountability, Research & Evaluation ($655) 3rd Party contract and assessment consolidationProfessional Learning ($359) 3rd party spend reductionCareer Connect ($344) Recuperate additional revenue from State (better reporting)Access Competency & Engagement ($304) FTE reduction and 3rd party spend reductionElementary & Early Childhood Education ($182) 3rd party spend reductionEnglish Language Acquisition ($181) Central office FTE reduction and better alignment with Title programsOther ($404) 3rd party spend reduction


FY 2018-19 Academics Baseline $156,481YoY Change $ ($3,126)YoY Change % (1.96%)

44

SEO – YOY CHANGES

FY 2017-18 Student Equity & Operations Baseline $45,868

Support for the Whole Child DescriptionDiscipline reform, restorative practices & behavioral tech pool $893 Add FTE to target schools with specific disciplinary problemsSpecial Education Supports $750 Add FTE to supplement Special Education services

Total Support for the Whole Child $1,643

Efficiency Reductions DescriptionSEO Partner Realignment ($2,469) Reduce central FTESupervisor Reduction ($317) Reduce central FTEOther ($666) Reduce 3rd party spend


FY 2018-19 Student Equity & Operations Baseline $44,058YoY Change $ ($1,811)YoY Change % (3.95%)

SEO Increases in School Budgets

Support for the Whole Child DescriptionMinimum 1.0 FTE for Psych / Social Work $1,467 Add SBB $'s for all Elementary schools to 1 Psych/Social FTEAdditional AN Centers $408 Add .5 FTE to all district AN center programs

Total Support for the Whole Child $1,875

Note that from the January State of the District proposal, DPS is planning on Investing $1.8M more in Special Ed Supports (not reducing SEAS Bilingual vacancies and adding $750K for additional Special Ed FTE)

45

HUMAN RESOURCES – YOY CHANGE

FY 2017-18 Human Resources Baseline $50,289

Great Schools in Every Neighborhood DescriptionNew Teacher Pathways $232 Add supports for new teacher pathways & development

Total Great Schools in Every Neighborhood $232

Efficiency Reductions DescriptionTalent Management ($423) Reduce 3rd party spend and principal / AP scholarshipsOther ($215) Reduce 3rd party spend and FTE

Total Efficiency Reductions ($638)

FY 2018-19 Human Resources Baseline $49,883YoY Change $ ($406)YoY Change % (0.81%)

46

OPERATIONS – YOY CHANGES

FY 2017-18 Operations Baseline $159,607

Great Schools in Every Neighborhood DescriptionFootprint & Other Rate Increases $2,593 Rate Increases for Utilities, Insurance, etcChoice & Enrollment Services $132 Support of 2 New Enrollment ZonesDepartment of Safety $95 Safety Officers in Schools and promotionDepartment of Technology Services $213 Safety and Information Security resourcesFacilities $1,130 Contractual increases for elevators, trash, and other contracted services, promotions;

Additional FTE Total Great Schools in Every Neighborhood $4,163

Efficiency Reductions DescriptionFacilities ($1,254) Reduce FTE, increase revenue from Community Use & EGTCDepartment of Technology Services ($560) Reduce 3 FTE, lower professional services Financial Services ($420) Reduce 3 FTE, lower professional services Transportation ($240) Fuel cost reduction, drive efficiencies in repairOther ($152) FTE reduction and efficiencies in OSS, Warehouse & Process ImprovementDepartment of Safety ($126) Reduce EGC safety position, move resources to DoTS (above)


FY 2018-19 Operations Baseline $161,018YoY Change $ $1,411YoY Change % 0.88%

47

OTHER DEPARTMENTS – YOY CHANGES

FY 2017-18 Other Departments Baseline $15,673

Great Schools in Every Neighborhood DescriptionLegal Services $100 Add FTE to support Legal ServicesFamily & Community Engagement $142 Add FTE to Support Family Constituency Services

Total Great Schools in Every Neighborhood $242

Efficiency Reductions DescriptionFACECELT ($106) Reduce 3rd party spendCommunications ($200) Translation efficienciesOther ($130) Reduce 3rd party spend

Total Efficiency Reductions ($436)

FY 2018-19 Other Departments Baseline $15,479YoY Change $ ($194)YoY Change % (1.24%)

HOW DPS STRATEGIES SUPPORT DENVER PLAN

2020 GOALS

49

FY18-19 Budget


Denver 2020 Plan Goal FY18-19 Proposed Budget

Great Schools in Every Neighborhood $705.9M

A Foundation for Success in School $54.0M

Ready for College and Career $45.2M

Support for the Whole Child $97.2M

Close the Opportunity Gap $108.9M

Total FY18-19 Proposed General Fund Budget $1,011.2M

In order to achieve the vision of the Denver 2020 plan, the FY18-19 Proposed Budget was built on the concept of focusing resources and investments into the 5 Goals:

SUPPORTING THE DENVER PLAN GOALS

50

GREAT SCHOOLS IN EVERY NEIGHBORHOODFY18-19 Investments

Students and families thrive when they have high-quality education choices. DPS will invest into resources that increase the quality of schools available in every neighborhood to ensure that every student in every community throughout the district has access to great schools.


Resources in Schools $489.2MIncludes all funding at schools utilized for regular classroom instruction, including teachers, para's, administration, supplies, etc.

School Operations $108.9MIncludes Custodial Services, Transportation, Maintenance, Department of Safety, Utilities, and Facility Services

Academic Support $76.7MIncludes Textbook Acquisition, Curriculum & Instruction, Principal Performance Pay, Extended Learning & Community Schools

Support Costs $31.1MIncludes Human Resources, Financial Services, Legal Services, Communications Office, etc

Total Investment to Ready for College & Career $705.9M

FY18-19 Proposed Budget

69%

15%

11%4%

Resources in Schools School Operations

Academic Support Support Costs

51

A FOUNDATION FOR SUCCESS IN SCHOOLFY18-19 Investments

A focus on preparedness in early childhood education builds an essential foundation that sets the course for a student's entire academic experience. Students who read and write at grade level in 3rd grade are likely to be at grade level or above in reading, writing, and mathematics in 10th grade. Therefore, DPS will focus investments into resources to provide additional support from preschool through third grade, with strong instructional supports for students whose native language is not English.

Great Schools in Every NeighborhoodResources in Schools $37.8MIncludes ECE Teachers, Para's, and Head Start program resources

Additional Programs for:Classroom Resources for Early Education $9.5MECE Instructional Supports $4.0MSpecial Education Supports for Preschool Classrooms $2.7MTotal Investment to Foundation for Success $54.0M


70%

18%

7%5%

Resources in SchoolsClassroom Resources for Early EducationECE Instructional SupportsSpecial Education Supports for Preschool Classrooms

52

READY FOR COLLEGE AND CAREERFY18-19 Investments

By inspiring, challenging and empowering all students to forge their own future, we will instill the next generation of young professionals with confidence, competence, and a healthy work ethic. By investing in programs to helps support all students, including those with special learning needs and those already achieving at high levels, DPS will dramatically increase the number of successful college and career prepared graduates.


Resources in Schools $24.3MIncludes Funding for Career Directors, Dual-Enrollment, Military, and Alternative Ed

Additional Programs for:Programs for Student Engagement $3.7MCareer Connect Program $7.5MInstructional Supports $5.3MSupports for Dual-Enrollment, IB Programs, and College and Career Assessments $2.5MSupports for Military Science, Alternative Ed and ASCENT $1.9MTotal Investment to Ready for College & Career $45.2M


54%

8%

16%

12%

5%4%

Resources in SchoolsPrograms for Student EngagementCareer Connect ProgramAdditional Instructional SupportsSupports for Dual-Enrollment, IB Programs, and College and Career AssessmentsSupports for Military Science, Alternative Education and ASCENT

53

FY18-19 Investments

DPS is committed to creating a setting that fosters the growth of the whole child. Our school environments will encourage students to pursue their passions and interests, and we will invest in programs to support the social/emotional health they need to succeed, including resources for special education for severe disabilities, mental health, psychology, nursing and other social support.

Great Schools in Every NeighborhoodResources in Schools $81.3M

Includes School-Based Special Education, Psychologists, Nurses, & Social Workers

Additional Programs for:Severe Disabilities $9.6MNursing, Gifted & Talented, and Mental Health $3.8MNon-Sped Resources, No-Nonsense Nurturing & Denver Kids $2.4MTotal Support for the Whole Child Investments $97.2M


84%

10%4%

2%

Schools Based ResourcesSevere DisabilitiesNursing, Gifted & Talented, and Mental HealthNon-Sped Resources, No-Nonsense Nurturing & Denver Kids

SUPPORT FOR THE WHOLE CHILD

54

CLOSE THE OPPORTUNITY GAPFY18-19 Investments

All of our students deserve access to education opportunities that allow them to achieve at the highest levels. This means raising the bar for all students while acknowledging that there is a persistent gap between the performance of our white students and our African American and Latino students. In order to help close this gap, we are investing additional dollars into schools and programs that will have the largest impacts on our highest need students.

Great Schools in Every NeighborhoodResources in Schools $96.4MIncludes additional dollars to schools for FRL students, Tiered Support, and ELA Resources

Additional Programs for:English Language Acquisition $6.6MMath Fellows Program $2.5MAdditional Tiered Supports $1.9MAdditional Data-Driven Instruction Programs $1.5MTotal Investment to Close the Opportunity Gap $108.9M


89%

6%

2% 2% 1%

Resources in SchoolsELA ProgramsMath Fellows ProgramTiered Supports

BUDGET SCHEDULES

2FY17-18 FY17-18 FY18-19

Adopted Amended Proposed

Unaudited ($'s in Thousands) Budget Budget Budget

Beginning Balance 107,325$ (1,465)$ 105,860$ (12,949)$ 92,911$

Revenue

Property Taxes 532,981$ 74,896$ 607,877$ 3,707$ 611,583$

State Categorical 32,560$ 1,040$ 33,600$ 4,928$ 38,527$

State Equalization 312,585$ (67,729)$ 244,855$ 31,639$ 276,495$

Specific Ownership Taxes 44,254$ 1,719$ 45,973$ 788$ 46,761$

Federal Revenue 1,000$ -$ 1,000$ 42$ 1,042$

Other Local Support 27,674$ (639)$ 27,036$ 1,711$ 28,747$

Charter School Capital Construction 2,975$ (195)$ 2,780$ 251$ 3,031$

Other Miscellaneous -$ -$ -$ -$ -$

Total Revenue 954,029$ 9,091$ 963,121$ 43,066$ 1,006,186$

Expense

Employee Salaries 537,992$ 6,066$ 544,058$ 13,495$ 557,553$

Employee Benefits 75,780$ 2,123$ 77,903$ 6,310$ 84,213$

Charter Schools 158,267$ (1,238)$ 157,029$ 21,406$ 178,435$

Supplies & Materials 47,426$ 7,218$ 54,644$ (21,267)$ 33,377$

Purchased Services 33,256$ 9,023$ 42,279$ 3,063$ 45,342$

Property 2,636$ 733$ 3,369$ 1,951$ 5,320$

Debt Service Interest 48,572$ 389$ 48,961$ (3,642)$ 45,319$

Debt Service Principal 17,642$ 165$ 17,807$ 5,113$ 22,920$

Other Expenses 1,404$ 501$ 1,906$ 1,904$ 3,810$

Site Assigned Reserves 20,144$ (1,252)$ 18,891$ 1,315$ 20,207$

School Location/Relocation Support 654$ (459)$ 195$ 465$ 660$

School Carry Forward 11,200$ (11,305)$ (105)$ 12,605$ 12,500$

Unassigned Teacher 3,774$ (1,999)$ 1,775$ (265)$ 1,510$

Total Expense 958,748 9,965$ 968,713$ 42,453$ 1,011,166$

Appropriated Reserves

Restricted – TABOR Reserves 28,623$ 277$ 28,900$ 1,286$ 30,186$

Assigned Reserves 8,115$ (1,351)$ 6,764$ 61$ 6,825$

General Contingency 13,355$ (7,124)$ 6,231$ 10,460$ 16,691$

CDE Audit 1,000$ -$ 1,000$ -$ 1,000$

Utilities 2,000$ -$ 2,000$ -$ 2,000$

School Location/Relocation Support Reserves 3,000$ -$ 3,000$ -$ 3,000$

Unassigned Teacher Reserves 4,000$ -$ 4,000$ -$ 4,000$

Risk Fund Reserves 2,000$ -$ 2,000$ -$ 2,000$

Additional Student Supports -$ -$ -$ -$ -$

Total Approriated Reserves 62,094$ (8,199)$ 53,895$ 11,806$ 65,701$

Interfund Transfers 1,497$ 5,860$ 7,357$ (4,193)$ 3,164$

Total Appropriation 1,022,339 7,626$ 1,029,965$ 50,067$ 1,080,031$

Unappropriated Reserves 39,016$ -$ 39,016$ (19,950)$ 19,066$

Adjustments Adjustments

General Fund without Special Projects

2FY17-18 FY17-18 FY18-19




Revenue

Property Taxes 532,981$ 74,896$ 607,877$ 3,707$ 611,583$

State Categorical 32,560$ 1,040$ 33,600$ 4,928$ 38,527$

State Equalization 312,585$ (67,729)$ 244,855$ 31,639$ 276,495$

Specific Ownership Taxes 44,254$ 1,719$ 45,973$ 788$ 46,761$

Federal Revenue 1,000$ -$ 1,000$ 42$ 1,042$


Charter School Capital Construction 2,975$ (195)$ 2,780$ 251$ 3,031$


Total Revenue 968,719$ 8,820$ 977,539$ 46,740$ 1,024,279$

Expense

Employee Salaries 547,413$ 5,476$ 552,889$ 13,096$ 565,986$

Employee Benefits 77,984$ 2,050$ 80,034$ 6,259$ 86,293$

Charter Schools 158,267$ (1,238)$ 157,029$ 21,406$ 178,435$

Supplies & Materials 49,433$ 7,503$ 56,936$ (18,819)$ 38,116$


Property 3,009$ 629$ 3,638$ 1,770$ 5,407$

Debt Service Interest 48,572$ 389$ 48,961$ (3,642)$ 45,319$

Debt Service Principal 17,642$ 165$ 17,807$ 5,113$ 22,920$

Other Expenses 2,072$ 8$ 2,080$ 1,829$ 3,909$

Site Assigned Reserves 21,111$ (770)$ 20,341$ 563$ 20,903$

School Location/Relocation Support 654$ (459)$ 195$ 465$ 660$

School Carry Forward 11,200$ (11,305)$ (105)$ 12,605$ 12,500$

Unassigned Teacher 3,774$ (1,999)$ 1,775$ (265)$ 1,510$

Total Expense 976,460 9,156$ 985,616$ 43,646$ 1,029,262$


Restricted – TABOR Reserves 28,623$ 277$ 28,900$ 1,286$ 30,186$

Assigned Reserves 22,764$ (1,942)$ 20,822$ 1,141$ 21,962$

General Contingency 13,355$ (7,124)$ 6,231$ 10,460$ 16,691$

CDE Audit 1,000$ -$ 1,000$ -$ 1,000$

Utilities 2,000$ -$ 2,000$ -$ 2,000$

School Location/Relocation Support Reserves 3,000$ -$ 3,000$ -$ 3,000$

Unassigned Teacher Reserves 4,000$ -$ 4,000$ -$ 4,000$

Risk Fund Reserves 2,000$ -$ 2,000$ -$ 2,000$


Total Approriated Reserves 76,742$ (8,790)$ 67,952$ 12,886$ 80,839$

Interfund Transfers 636$ 6,253$ 6,889$ (3,773)$ 3,116$

Total Appropriation 1,053,839 6,618$ 1,060,457$ 52,760$ 1,113,217$

Unappropriated Reserves 39,016$ -$ 39,016$ (19,950)$ 19,066$

General Fund with Special Projects


2FY17-18 FY17-18 FY18-19



Beginning Balance 16,810$ (736)$ 16,074$ (981)$ 15,093$

Revenue

Property Taxes -$ -$ -$ -$ -$

State Categorical -$ -$ -$ -$ -$

State Equalization -$ -$ -$ -$ -$

Specific Ownership Taxes -$ -$ -$ -$ -$

Federal Revenue -$ -$ -$ -$ -$


Charter School Capital Construction -$ -$ -$ -$ -$


Total Revenue 14,690$ (272)$ 14,418$ 3,674$ 18,093$

Expense

Employee Salaries 9,421$ (590)$ 8,831$ (398)$ 8,433$

Employee Benefits 2,203$ (72)$ 2,131$ (52)$ 2,080$

Charter Schools -$ -$ -$ -$ -$

Supplies & Materials 2,007$ 285$ 2,292$ 2,447$ 4,739$

Purchased Services 2,073$ (316)$ 1,757$ 204$ 1,961$

Property 373$ (104)$ 269$ (181)$ 88$

Debt Service Interest -$ -$ -$ -$ -$

Debt Service Principal -$ -$ -$ -$ -$

Other Expenses 668$ (493)$ 174$ (75)$ 99$

Site Assigned Reserves 967$ 482$ 1,449$ (753)$ 697$

School Location/Relocation Support -$ -$ -$ -$ -$

School Carry Forward -$ -$ -$ -$ -$

Unassigned Teacher -$ -$ -$ -$ -$

Total Expense 17,712 (809)$ 16,903$ 1,193$ 18,096$


Restricted – TABOR Reserves -$ -$ -$ -$ -$

Assigned Reserves 14,648$ (591)$ 14,057$ 1,080$ 15,137$

General Contingency -$ -$ -$ -$ -$

CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$

School Location/Relocation Support Reserves -$ -$ -$ -$ -$

Unassigned Teacher Reserves -$ -$ -$ -$ -$

Risk Fund Reserves -$ -$ -$ -$ -$


Total Approriated Reserves 14,648$ (591)$ 14,057$ 1,080$ 15,137$

Interfund Transfers (861)$ 393$ (468)$ 420$ (48)$

Total Appropriation 31,500 (1,008)$ 30,492$ 2,693$ 33,186$

Unappropriated Reserves -$ -$ -$ -$ -$

Special Projects


2FY17-18 FY17-18 FY18-19



Beginning Balance 20,866$ (3,792)$ 17,074$ 155$ 17,229$

Revenue


State Categorical 19,576$ (4,305)$ 15,271$ (703)$ 14,568$



Federal Revenue 69,075$ 5,720$ 74,795$ (8,976)$ 65,819$

Other Local Support 17,867$ (1,264)$ 16,603$ 5,044$ 21,647$


Other Miscellaneous -$ 0$ 0$ (0)$ -$

Total Revenue 106,518$ 151$ 106,669$ (4,635)$ 102,034$

Expense

Employee Salaries 40,208$ (746)$ 39,463$ (4,628)$ 34,834$

Employee Benefits 11,160$ (551)$ 10,608$ (1,409)$ 9,199$

Charter Schools 10,083$ 1,489$ 11,571$ (3,849)$ 7,722$

Supplies & Materials 5,698$ (1,214)$ 4,484$ 877$ 5,361$


Property 1,182$ 28$ 1,210$ (602)$ 608$



Other Expenses 6,268$ (27)$ 6,241$ (889)$ 5,352$

Site Assigned Reserves 6,975$ (2,372)$ 4,603$ 4,162$ 8,766$




Total Expense 109,055 (2,073)$ 106,982$ (3,235)$ 103,747$



Assigned Reserves 18,367$ (857)$ 17,510$ (1,245)$ 16,266$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 18,367$ (857)$ 17,510$ (1,245)$ 16,266$

Interfund Transfers (38)$ (711)$ (749)$ -$ (749)$

Total Appropriation 127,384 (3,641)$ 123,743$ (4,480)$ 119,263$


Grants Special Revenue Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 3,465$ 40$ 3,505$ -$ 3,505$

Revenue






Other Local Support 638$ -$ 638$ (25)$ 613$



Total Revenue 638$ -$ 638$ (25)$ 613$

Expense

Employee Salaries 2,649$ -$ 2,649$ 313$ 2,962$

Employee Benefits 534$ -$ 534$ 64$ 598$


Supplies & Materials 555$ -$ 555$ 4$ 559$

Purchased Services 1,415$ -$ 1,415$ 708$ 2,123$

Property 108$ -$ 108$ (53)$ 55$



Other Expenses 1,055$ -$ 1,055$ 694$ 1,749$

Site Assigned Reserves 900$ 40$ 940$ (940)$ -$




Total Expense 7,216 40$ 7,256$ 790$ 8,046$



Assigned Reserves 625$ -$ 625$ (625)$ -$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 625$ -$ 625$ (625)$ -$

Interfund Transfers (3,738)$ -$ (3,738)$ (190)$ (3,928)$

Total Appropriation 4,103 40$ 4,143$ (25)$ 4,118$


Pupil Activity Fund


2FY17-18 FY17-18 FY18-19




Revenue

Property Taxes 32,914$ -$ 32,914$ 910$ 33,824$





Other Local Support 20$ -$ 20$ 11$ 31$



Total Revenue 32,934$ -$ 32,934$ 920$ 33,854$

Expense

Employee Salaries 30,873$ 1,194$ 32,067$ (3,501)$ 28,567$

Employee Benefits 5,622$ 216$ 5,839$ (385)$ 5,453$


Supplies & Materials 1$ -$ 1$ (0)$ 1$

Purchased Services 160$ -$ 160$ (9)$ 150$

Property -$ -$ -$ -$ -$



Other Expenses -$ -$ -$ -$ -$

Site Assigned Reserves -$ -$ -$ -$ -$




Total Expense 36,656 1,411$ 38,067$ (3,895)$ 34,171$



Assigned Reserves 1,500$ -$ 1,500$ -$ 1,500$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 1,500$ -$ 1,500$ -$ 1,500$

Interfund Transfers -$ -$ -$ -$ -$

Total Appropriation 38,156 1,411$ 39,567$ (3,895)$ 35,671$

Unappropriated Reserves 8,562$ (3,357)$ 5,205$ 404$ 5,608$

ProComp Special Revenue Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 130,659$ (515)$ 130,145$ 7,313$ 137,458$

Revenue

Property Taxes 133,588$ -$ 133,588$ 15,268$ 148,855$





Other Local Support 400$ -$ 400$ 600$ 1,000$


Other Miscellaneous -$ 106,030$ 106,030$ (106,030)$ -$

Total Revenue 133,988$ 106,030$ 240,018$ (90,162)$ 149,855$

Expense

Employee Salaries -$ -$ -$ -$ -$

Employee Benefits -$ -$ -$ -$ -$


Supplies & Materials -$ -$ -$ -$ -$

Purchased Services 70$ -$ 70$ -$ 70$

Property -$ -$ -$ -$ -$

Debt Service Interest 78,608$ -$ 78,608$ 1,825$ 80,432$

Debt Service Principal 49,980$ 106,030$ 156,010$ (81,165)$ 74,845$

Other Expenses -$ 640$ 640$ (640)$ -$





Total Expense 128,658 106,670$ 235,328$ (79,980)$ 155,347$



Assigned Reserves 135,919$ (1,155)$ 134,765$ (2,729)$ 132,036$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 135,919$ (1,155)$ 134,765$ (2,729)$ 132,036$

Interfund Transfers 70$ -$ 70$ (140)$ (70)$



Bond Redemption Fund


2FY17-18 FY17-18 FY18-19




Revenue






Other Local Support 4,671$ -$ 4,671$ 329$ 5,000$


Other Miscellaneous -$ 128,000$ 128,000$ (128,000)$ -$

Total Revenue 4,671$ 128,000$ 132,671$ (127,671)$ 5,000$

Expense

Employee Salaries 7,174$ -$ 7,174$ 841$ 8,015$

Employee Benefits 1,647$ -$ 1,647$ 272$ 1,918$



Purchased Services -$ -$ -$ -$ -$

Property 185,160$ -$ 185,160$ (25,960)$ 159,200$








Total Expense 193,981 -$ 193,981$ (24,847)$ 169,134$



Assigned Reserves 30,000$ 128,000$ 158,000$ (128,000)$ 30,000$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 30,000$ 128,000$ 158,000$ (128,000)$ 30,000$



Unappropriated Reserves 254,685$ (3,740)$ 250,945$ (34,403)$ 216,542$

Building Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 58,360$ 25,609$ 83,969$ (49,934)$ 34,036$

Revenue






Other Local Support 15,818$ 10,000$ 25,818$ (4,642)$ 21,177$



Total Revenue 15,818$ 10,000$ 25,818$ (4,642)$ 21,177$

Expense

Employee Salaries -$ -$ -$ 90$ 90$

Employee Benefits -$ -$ -$ 21$ 21$



Purchased Services 3,829$ -$ 3,829$ (429)$ 3,400$

Property 46,598$ 35,650$ 82,248$ (52,402)$ 29,846$


Debt Service Principal 15,584$ -$ 15,584$ 864$ 16,447$






Total Expense 66,011 35,650$ 101,661$ (51,856)$ 49,805$



Assigned Reserves 4,694$ 5,162$ 9,856$ (6,923)$ 2,934$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 4,694$ 5,162$ 9,856$ (6,923)$ 2,934$

Interfund Transfers 3,474$ (5,203)$ (1,729)$ 4,203$ 2,474$



Capital Reserve Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance -$ 285$ 285$ (285)$ -$

Revenue


State Categorical 685$ -$ 685$ 51$ 736$



Federal Revenue 36,493$ 96$ 36,589$ 756$ 37,345$

Other Local Support 5,161$ 502$ 5,663$ 102$ 5,765$



Total Revenue 42,339$ 598$ 42,937$ 909$ 43,846$

Expense

Employee Salaries 17,217$ 292$ 17,508$ (149)$ 17,359$

Employee Benefits 3,889$ -$ 3,889$ 201$ 4,090$


Supplies & Materials 20,833$ 163$ 20,997$ 435$ 21,431$

Purchased Services 833$ -$ 833$ 516$ 1,349$

Property 160$ -$ 160$ 40$ 200$



Other Expenses 62$ -$ 62$ 1$ 63$

Site Assigned Reserves -$ 517$ 517$ (419)$ 98$




Total Expense 42,993 972$ 43,965$ 624$ 44,589$



Assigned Reserves -$ -$ -$ -$ -$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves -$ -$ -$ -$ -$

Interfund Transfers (654)$ (89)$ (743)$ (0)$ (743)$

Total Appropriation 42,339 884$ 43,222$ 624$ 43,846$


Food Service Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 22$ (22)$ -$ -$ -$

Revenue






Other Local Support 902$ -$ 902$ (373)$ 529$



Total Revenue 902$ -$ 902$ (373)$ 529$

Expense

Employee Salaries 67$ -$ 67$ (25)$ 41$

Employee Benefits 22$ -$ 22$ (13)$ 9$


Supplies & Materials 662$ (22)$ 640$ (428)$ 212$

Purchased Services 173$ -$ 173$ 94$ 267$

Property -$ -$ -$ -$ -$








Total Expense 924 (22)$ 902$ (373)$ 529$





CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$







Total Appropriation 924 (22)$ 902$ (373)$ 529$


Warehouse/Reproduction Internal Service Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 7,620$ 2,042$ 9,662$ -$ 9,662$

Revenue






Other Local Support 2,172$ -$ 2,172$ -$ 2,172$



Total Revenue 2,172$ -$ 2,172$ -$ 2,172$

Expense


Employee Benefits 2,380$ -$ 2,380$ -$ 2,380$




Property -$ -$ -$ -$ -$








Total Expense 2,380 -$ 2,380$ -$ 2,380$



Assigned Reserves 7,412$ 2,042$ 9,454$ -$ 9,454$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves 7,412$ 2,042$ 9,454$ -$ 9,454$


Total Appropriation 9,792 2,042$ 11,834$ -$ 11,834$


Private Purpose Trust Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance -$ -$ -$ 5,500$ 5,500$

Revenue






Other Local Support -$ -$ -$ 20,000$ 20,000$



Total Revenue -$ -$ -$ 20,000$ 20,000$

Expense




Supplies & Materials -$ -$ -$ 20,000$ 20,000$


Property -$ -$ -$ -$ -$








Total Expense - -$ -$ 20,000$ 20,000$



Assigned Reserves -$ -$ -$ 5,500$ 5,500$


CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$





Total Approriated Reserves -$ -$ -$ 5,500$ 5,500$


Total Appropriation - -$ -$ 25,500$ 25,500$


Agency Fund


2FY17-18 FY17-18 FY18-19



Beginning Balance 129$ 2$ 131$ -$ 131$

Revenue






Other Local Support -$ -$ -$ -$ -$



Total Revenue -$ -$ -$ -$ -$

Expense




Supplies & Materials 129$ 2$ 131$ -$ 131$


Property -$ -$ -$ -$ -$








Total Expense 129 2$ 131$ -$ 131$





CDE Audit -$ -$ -$ -$ -$

Utilities -$ -$ -$ -$ -$







Total Appropriation 129 2$ 131$ -$ 131$


Governmental Permanent Fund


fy18-19 proposed budget - financial services€¦ · fy18-19 proposed budget mark ferrandino, chief...

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