Establishing Services Levels 

South Washington County School District’s Approach to Aligning its 

Budget to Resources 

 

 

Jan. 16, 2014 

MSBA Conference 

Presented by: 

Aaron Bushberger, Director of Finance 

Dave Bernhardson, Assistant Superintendent for Elementary Education 

Mike Vogel, Assistant to the Superintendent for Operations 

Barb Brown, Director of Communications 

Establishing Service Levels

South Washington County Schools MSBA Leadership Conference January 2014

Why go through this process?

• Alignment of efforts with the values of the Strategic Plan

• Reduce debate on line items within the budget

• Support financial decision-making

Service Level Areas • PreK-12 Instruction

• School Support Services

• Operations and Maintenance

• Transportation

• Capital Budget

• District Support Services

• Sites & Buildings

Factors (structured the way budgets are reported to the state) PreK-12 Instruction School Support Services Operations and Maintenance Transportation Capital District Support Services Sites and Buildings

Levels of Service (1 – minimal acceptable to 5 – District 833 2016 Vision)

Service Level Matrix

• Explanation of Service Levels (1-5)

• 1 = the minimum level of service acceptable – whether defined by us or by statute.

• 2, 3, 4 = incremental impact on student achievement and/or financial resources

• 5 = level driven by existing 2016 Strategic Plan

An example: PreK-12 Instruction Level 1 (minimum acceptable)

• Increase staffing ratios by 2 students at all levels • Maintain academic services based on student need • Increase special ed caseload by 2 students at all levels • Dramatic decrease within High School Activities area

Level 5 (Vision 2016) • Maintain current staffing ratios • Dramatically increase academic services based on student

need • Decrease special ed caseload by 1 student at all levels • Dramatic increase within High School Activities area

Background document includes: Service Level Factors within the Service -Administration -Business Office Category Service Level Changes Proposed Financial Impact Learning or Support Outcome for Change

Community Engagement • Coverage through local paper regarding the budget • Presentations at staff meetings • Video presentations • Website – District List Servs – Social Media • Staff and Community Survey

• What level do you believe the district is currently at in the area of (Transportation)?

• Specific questions related to each area and what priorities are for the staff and the community.

• Other issues or concerns regarding each of the areas. • Results used to formulate final matrix and prepare for

School Board decision making.

Community Engagement • Staff and Community Meetings to have conversations

• Leaders at each table briefly shared the information available at the table and allow for your review

• Ask clarifying questions as needed • Respond to the following for that Service Level Area:

• Given the impact noted for the listed factors, which would you be able to support? Why?

• Would you have issues or concerns with any of the factor(s) within the proposed service level area? And Why?

• Rotate tables after 20 minutes so more than one Service Level Area can be reviewed for feedback

Beyond the Development of the Matrix

• Staff and Community Engagement events • Continued availability of documentation • Survey with additional questions for each of the areas

made available through the website • Teams met after community engagement to finalize

based on staff and community input • Decision-making on the final budget through the

School Board • Matrix guided budget and referendum conversations

… and the Next Year • Conversations included reference to the status

of the budget and need for a referendum • Referendum process included reference to the

Service Level Process • Various scenarios of the questions were

charted on the same matrix • The now approved questions are the start

of a like process for 2014-15

THANK YOU FOR YOUR ATTENTION! QUESTIONS? Call 651-458-6300. Aaron Bushberger – Dave Bernhardson – Mike Vogel – Barb Brown

www.sowashco.k12.mn.us information available through the Finance Department’s webpage.

Stakeholder Input

Decision‐Making Process for Service Levels through available District Resources

p

Input from stakeholders impacted by decisions. 

To include widespread sharing of opportunity to review proposed service levels and respond to

Options / Design Team(Experts in areas under review.)  

The team(s) convenes to evaluate community response and adjust as

Shared Understanding through Input 

Opportunitiesservice levels and respond to proposals / regarding various 

services.

community response and adjust as feasible to accommodate.

Ch i M ki T

Opportunities

Nov 26 – Jan 11 Development

Jan 15‐30 InputFeb 8 Sharing

Choice Making Team

Superintendent CabinetProposes service levels for 

community conversation. Once refined, service proposals return for 

S h l d i

Nov 8 ProcessFeb 7 Outcome

DevelopmentJan 31 Refinement

Mar 2013 & IntoSchool Board review.

Implementation by Staff Refinement by Management

C i

Mar 2013 & Into Future School 

Years

Employees responsible for carrying out the efforts determined through 

the process.

As needed, based on the current environment, Superintendent 

Cabinet will refine and, if needed, seek input from stakeholders.

ContinuousImprovement / Incorporated 

into all aspects services being refined.

Beginning

Process developed using Teamworks international’s Decision Making Framework

BeginningMar 2013

1 

DEFINITIONS OF SERVICE LEVEL CATEGORIES AND FACTORS  PreK­12 Instruction 

Licensed Employee Staffing  Special Education  Programs 

o Gifted  o School Readiness o Choice Programs ‐ IB / AVID / STEM / Project Lead the Way / Gateway / 

Spanish Immersion  Athletics and Activities  Vocational Education 

 School Support Services (overall budget – staff included) 

School Building Administration (Principals and Office Staff)  General Instructional Support (Assistant Principals)  Teaching and Learning Services  

o Curriculum Coordination  Research, Evaluation and Assessment  Educational Media (Media Staffing included)  Staff Development  Technology Support  Secondary Guidance and Counseling  Health Services  Attendance / Recess Aides  Social Work and Psychology  Student Information  Other Pupil Support Services  Security 

 Operations and Maintenance 

Custodians  District Maintenance  Buildings and Grounds Administration  Warehouse  Utilities  Custodial Supplies  Contracted Services 

o Trash removal o Snow Plowing o Lawn care 

 Transportation 

Staffing  School schedules / Calendar 

2 

Walking Distances  Contracting for Services  Non‐public School Transportation  Bus Maintenance  Special Ed Transportation  

 District Support Services 

School Board  Superintendent  Assistant Superintendents  Finance and Purchasing  Wellness Program  Payroll / Benefits  Technology  Legal Services  Human Resources  Print Center  Communications  Elections  Insurance and Other Benefits  General Administrative Services (staff only) 

o Operations o Office of Educational Equity 

 Capital Budget (Resources NOT staffing) 

Allocations  Technology  Curriculum (textbooks / allowable materials)  Repair and betterment of facilities  Health and Safety   Leases 

 Sites and Buildings 

Capacity o Enrollment o Future needs o Discretionary Spaces (programming) 

Building systems (mechanical) and building envelope (brick and mortar)  Remodeling and Improvements 

o Facility needs to enhance learning  Environmental standards  Infrastructure requirements for technology  Activity and athletic spaces 

o Outdoor educational spaces  

Team  Leader  Proposed  Meeting  Outlines       1  

Meeting  Outline  for  Service  Level  Team  Leaders    This  document  is  intended  to  serve  as  a  guide  for  the  conversations  you  will  have  as  you  work  through  the  Service  Level  Team  Process.    Outcomes  for  the  overall  effort  will  be  assigning  a  Service  Level  (1-­‐5)  on  the  District  Vision  Card  for  Services,  as  well  as  completing  the  background  document  for  your  Service  Level  Team.    

TIMEFRAME  –  Training  to  occur  the  week  of  Dec.  3  AT  LEAST  FOUR  MEETINGS    -­‐  Held  between  Dec.  10  and  Jan.  11  

 Meeting  No.  1  

• Setting  the  stage  (common  powerpoint  for  team  leaders)  o Explain  Service  Level  process  and  outcomes  of  the  group  

§ Purpose  /  outcomes  § Process  Document  (flow  chart  –  timelines  /  community  

feedback,  etc.)  § Protocols  (meeting  dates  § Share  Vision  Card  –  going  to  the  school  board  § Background  Document  –  going  to  the  school  board  

o Share  definition  of  Service  Level  Area  /  Factors  o Relate  the  Strategic  Plan  to  its  expectations  for  this  Service  Level  

Team  § Share  mission,  values,  strategic  objectives  and  goal  statements  § Discussion  

o Current  level  of  service  in  team’s  area  o What  information  will  help  the  team  move  forward  (considering  

comparable  districts  and  their  services  if  needed)?  § Assign  research  /  communication  ongoing    

 Meeting  No.  2  

• Check-­‐in  Review  Purpose  /  ask  for  questions  • Vision  2026  activity  /  conversation  /  summarize    and  capture  for  

background  document  • Explanation  of  Service  Levels  (1-­‐5)  

o 1  =  the  minimum  level  of  service  acceptable  –  defined  by  us  or  by  statute.  

o 2,  3,  4  =  incremental  impact  on  student  achievement  and/or  financial  resources  

o 5  =  level  driven  by  existing  2016  Strategic  Plan.  • Review  of  Current  Level  of  Services  for  the  area  /  minimum  requirement  of  

service  (define  fixed  costs)  /  maximum  services  based  on  resources  available  (the  minimum  which  we  don’t  want  to  move  below)  

• Sharing  of  learning  from  research  (work  on  background  document)  

Team  Leader  Proposed  Meeting  Outlines       2  

• Homework  –  continue  to  revise  areas  in    Drafted  Background  Document    Meeting  No.  3  

• Check-­‐in  –  Review  outcomes  /  ask  for  questions  • Complete  Drafted  Background  Document  for  Service  Level  • Begin  discussion  on  Service  Level  placement  on  VisionCard  

 Meeting  No.  4  

• Check-­‐in  –  Conversation  about  status  of  the  Background  Document  • Wrap  up  conversations  • Complete  Drafted  Service  Level  Placement  on  Vision  Card  

 Continued  process  to  include  (may  include  additional  meetings)  

 • Jan.  15-­‐30  Community  Sharing  

o Staff  and  Community  Focus  Groups    o Surveys  o Community  Presentations  

• Jan.  31  Teams  may  need  to  reconvene  for  refinement  based  on  staff  and  community  feedback  

• Superintendent  will  present  VisionCard  and  Background  Documentation  to  School  Board  on  Feb.  7  

• Teams  may  need  to  reconvene  for  adjustments  prior  to  implementation      

Background for Budget / Service Level Decision Making Framework  South Washington County Schools                Operations / Maintenance page 1 

 

OPERATIONS / MAINTENANCE SERVICE LEVEL TEAM  ‐ FINAL Service Level Factors  1‐5  Proposed for Change  Financial Impact   Learning / Support Outcome 

Warehouse Functions – ie: Mail, Freight Delivery   833 is currently at a “4” in this department with 1 or 2 mail deliveries per day. (This plan would include delivery of print orders as well)  

1  Deliver Mail/Freight 1x per week – combine mail and freight truck  

Possible reallocation of position(s) in the warehouse. 

Extreme impact on the delivery of needed resources for the classroom in a timely manner. 

2  Deliver Mail/Freight EO day (3x’s week) – combine mail and freight truck  

Possible reallocation of position in the warehouse. 

Significant impact through materials not being readily available. 

3  Deliver Mail/Freight  1X per day – combine mail and freight truck   

Possible reallocation of position in the warehouse. 

Not significant 

4  

Freight, printing and mail delivery at least 1x per day (Current)  

   

5   

All Schools would have 2x day delivery 

Additional FTE needed to support added run. $25,000 

Improved service.  

Building Custodial Services Currently we average approximately 28,000 sq ft of cleaning space per custodian (including the necessary Building Foreman on staff at each school each day‐with additional responsibilities).   Industry standards (MASMS) place us currently at a level 3 for custodial services per sq ft – the number of sq ft per custodian fluctuates per building.    However, when all factors (including facility use, after hours events, etc.) are incorporated, the service level would fall into a level 2 rating (or lower‐depending on the building being considered). 

1  33‐37,000 or more sq ft cleaning per custodian  

Reduce 4.0 FTE ‐$200,000 

Dramatic cleanliness issues in buildings across the district – loss of student class time due to likely illness. Lack of community support for unkept buildings, as well as lack of customer service. Reductions in custodial may cause closure of spaces throughout the building.  

2  

29‐33,000 sq ft cleaning per custodian equates to “marginal” cleaning standards. Current range of cleaning 

CURRENT  Fewer custodians don’t allow for appropriate cleaning / disinfecting that is needed to maintain healthy environments. 

Background for Budget / Service Level Decision Making Framework  South Washington County Schools                Operations / Maintenance page 2 

 

92.5 total FTE           

space per custodian ranges from 8,000 to 34,000 sq ft per custodian. While we are just below the 29,000 sq ft cleaning per custodian (on average), building use demands and actual cleaning due to job responsibilities cause the lower rating in this service level factor.     

Time away from cleaning to pay attention to building security during after hour events / activities. Hindered by things we can offer beyond the school day based on needs for custodial coverage.  Custodial services that may be needed are not accommodated because of a lack of time on the part of the few custodial staff on duty. Issues with substitute custodians and availability to support all needs in the buildings. Summer cleaning not done in a timely way to conduct activities at the beginning of the year. 

3  In addition to the 1.0 building foreman in place at each building, additional custodians would support the next standard of 26‐29,000 sq ft 

Additional 4 FTE  $200,000 

More support for needs throughout the day and evening.   

4  Additional custodians would support the next standard of 22‐26,000 sq ft 

Additional 4 FTE  $200,000 

More support for needs throughout the day and evening.  Immediate attention to support cleanliness would support a healthier learning environment.  

5  Optimal standards for cleaning per sq ft per 

Additional 4.0 FTE $200,000 

Student environments that are healthy, safe and 

Background for Budget / Service Level Decision Making Framework  South Washington County Schools                Operations / Maintenance page 3 

 

custodian would still not be met. 

conducive to learning. Community perception of clean/quality facilities being well‐maintained.  

Maintenance / Grounds (Districtwide) Functions Currently at 23 FTE covering maintenance, grounds, and administration to cover all of the work orders/ issues in the district’s 26 sites.   

1  Dramatic increase if additional funds were reduced within the department.  

Reduction of one FTE and / or decrease in supply / maintenance department budget ‐$65,000 

Students, staff and community will see increased downtime / slower turnaround time on maintenance and grounds that are not well kept.  

2  Department already strained within current budget. Any reduction in personnel would decrease services. 

Reduction of one FTE ‐$65,000 

Students, staff and community will see increased downtime / slower turnaround time on maintenance and grounds needs.  

3  Current – 23 FTE for overall management, maintenance and grounds keeping. 

  Adequate to meet immediate needs, however, outsourcing work orders continues to increase over time.  

4  Increase maintenance and grounds to expand services for all sites. 

Additional 3 FTEs $195,000 

Improved environments for student learning. Could reduce outsourcing costs if able to hire licensed professionals in‐house. 

5  Increase maintenance and grounds to further expand services for all sites and reduce outside vendors.  

Additional 3 FTEs $195,000 

Increased reduction of costs to outside vendors if able to hire qualified professionals. Improved turn‐around time on building needs. 

 

 

Background for Budget / Service Level Decision Making Framework  South Washington County Schools                Operations / Maintenance page 4 

 Expectations related to current Strategic Plan: 

Strategic Objective # 2 (2.3) All schools will provide a safe, secure and healthy environment based on a shared investment of responsibility and 

respect among students, staff and family. 

(2.4) Provide operationally efficient facilities that are accessible to the community and adaptable to innovations in teaching and learning, while 

promoting environmental stewardship. 

Strategic Objective #4 (4.1) Increase the number of applicants who are highly qualified and embody diverse perspectives. 

(4.2) Engage and develop all staff. 

Vision 2026 for Services in Operations / Maintenance: 

Having a high quality employee group that is student‐centered and works to maintain facilities at a high level. 

Other issues considered by the team and not to be lost in decision‐making process: 

Increase the use of technology in the areas of print shop orders, payroll etc. This would impact the volume of mail / freight needs to support 

services in this regard.    

The need for a central warehouse in the district is an ongoing conversation. Possible drop‐shipment directly to buildings would also support the 

need for reduced number of freight delivery in the district. The warehouse exists for multiple reasons, including lack of storage for large shipments 

at individual sites. 

Beyond FTEs, the Operations and Maintenance areas have department budgets that are very limited and also constrained to basic needs. These 

would include unanticipated maintenance and breakdowns, repairs and supplies. 

Expenditures such as trash removal, utility costs, and snow removal are also part of the department’s budget and are fixed. They also fluctuate 

from year to year. 

Department has a lack of ability to hire licensed professionals to address needs of the district that are currently being outsourced due to current 

bargaining unit agreements. 

   2013‐14 SERVICE LEVEL MATRIX     Current Status         South Washington County Schools … committed to igniting a passion for lifelong learning.  

SERVICE LEVEL FACTORS 1 – Minimum Acceptable 2 3 4 5 – 2016 Vision

PreK-12 Instruction (Licensed Employee Staffing, Special Education Programs, Athletics and Activities, Vocational Education)

Increase staffing ratios elementary at 1:30.5; middle at 1:32.5; and high school at 1:33.5. Academic services (staff allocated based on student needs) at 13% of total elementary staffing, 11% at the middle school, and 7% at the high school. Special Ed staffing at 1:16 for elementary and 1:20 at secondary. Dramatic decrease within High School Activities area. Cost - $6,447 Per student

Increase staffing ratios elementary at 1:29.5; middle at 1:31.5; and high school at 1:32.5 Academic services (staff allocated based on student needs) at 13% of total elementary staffing, 11% at the middle school, and 7% at the high school. Special Ed staffing at 1:15 for elementary and 1:19 at secondary. Moderate decrease within High School Activities area. Cost - $6,537 Per student

Staffing ratios elementary at 1:28.5; middle at 1:30.5; and high school at 1:31.5. Academic services (staff allocated based on student needs) at 13% of total ele-mentary staffing, 11% at the middle school, and 7% at the high school. Special Ed staffing is currently at 1:14 for elementary and 1:18 at secondary. Cost - $6,633 Per student

Maintain staffing ratios elementary at 1:28.5; middle at 1:30.5; and high school at 1:31.5. Academic services (staff allocated based on student needs) at 16.5% of total elementary staffing, 15% at the middle school, and 11.5% at the high school. Special Ed staffing at 1:13 for elementary and 1:17 at secondary. Moderate increase within High School Activities area. Cost - $6,760 Per student

Maintain Staffing ratios elementary at 1:28.5; middle at 1:30.5; and high school at 1:31.5. Academic services (staff allocated based on student needs) at 20% of total elementary staffing, 19% at the middle school, and 16% at the high school. Special Ed staffing at 1:13 for elementary and 1:17 at secondary and add a 1.0 due process clerk at each building. Dramatic increase within High School Activities area. Cost - $6,892 Per student

School Support Services (School Administration, General Instructional Support, Teaching and Learning, Research Eval & Assess, Media, Staff Development, Tech Support, Guidance and Counseling, Health, Clerical Support, Paraprofessionals, Security)

Reduction of service to statutory requirement where possible. Minimal organizational support, increased demand on licensed instructional staff for supervisory activities, limited technical supports at buildings and potential decreases in student academic performance – all by decreased FTE in this area. Cost - $1,216 Per student

Significantly reduced organizational support to students and families, More demands on building clerical staff, less instructional time and negative impact on student academic performance – all by decreased FTE in this area. Cost - $1,282 Per student

Overall School Support Service areas are staffed at a level that would require systemic changes in the service model to reduce. Currently service levels are staffed to adequately meet student, parent and staff needs. Cost - $1,320 Per student

Improved organizational support for students, families and staff. Increased focus on instruction and personalized service improving student outcomes – all by increased FTE in this area. Cost - $1,440 Per student

Exceptional organizational support for students, families and staff. Increased instructional supports to positively impact learning. Increased attention to implementation of best practices within the classroom environment – all by increased FTE in this area. Cost - $1,508 Per student

Operations & Maintenance (Custodians, District Maintenance, Administration, Warehouse, Utilities, Custodial Supplies, Contracted Services)

All services could be reduced, but consequences would have a major impact on learning environment. Warehouse function could see reduction in service with minimal impact on learning. Cost - $691 Per student

Overall building cleanliness at “marginal” but falling behind; warehouse function “exceeds standards” and overall management/ maintenance “marginal” but falling behind. Cost - $710 Per student

Increase in staffing to support average standards in all factor areas: Warehouse, Building Custodial Services; and overall Maintenance/ Grounds operations – ability to hire highly-qualified professionals to minimize outsourcing. Cost - $721 Per student

Moderate increase in staffing to support above average standards in all factor areas: Warehouse, Building Custodial Services; and overall Maintenance/Grounds operations – ability to hire highly-qualified professionals to minimize outsourcing. Cost - $743 Per student

Dramatic increase in staffing to support exceptional standards in all factor areas: Warehouse, Building Custodial Services; and overall Maintenance/Grounds operations along with the ability to hire highly-qualified professionals to minimize outsourcing. Cost - $767 Per student

Transportation (Staffing, School Schedules / Calendar, Walking Distances, Contracting for Services, Non-public Student Transportation, Bus Maintenance, Special Education Transportation)

Add 20 minutes to the transportation schedule by converting from 7:55-9:20am to 7:35-9:20am start times. Increase walking distances to 2 miles for all secondary students. Eliminate transportation for non-mandated choice programs. Cost - $549 Per student

Maintain current choice program, transportation. Increase walking distances to 2 miles for all secondary students. Add 20 minutes to the transportation schedule by converting from 7:55-9:20am to 7:35-9:20am start times. Cost - $576 Per student

Start times 7:55-9:20 a.m. Walking distances for elementary and middle schools at 1 mile and high schools at 1.5 miles. Choice programs receive transportation. Cost - $602 Per student

Maintain current start times, decrease walking distances to .5 miles for all students. Increase contracted buses for pm routes for early start elementary schools to eliminate late arrivals.

Cost - $625 Per student

Decrease walking distance to .5 miles for all students. Create a hybrid contracted services model that allows for all elementary schools to start between 7:55-8:05, and all secondary schools to start between 8:35-8:45am. Cost - $771 Per student

Capital Budget (Allocations, Technology, Textbooks/Materials, Repair/Betterment of Facilities) (Health & Safety, Leases included but not considered as negotiable services)

Reduce capital allocations to buildings and departments. Eliminate elementary digital library for math. Skip curriculum adoption every third year. No increase in access; maintain only what exists. Cost - $412 per student

Reduce capital allocations to buildings and departments. Eliminate elementary digital library for math or skip curriculum adoption every third year. Limited wireless access in schools. Cost - $426 per student

Unable to keep pace with curricular resource needs. Partial increase in wireless density; minimal server and infrastructure improvement for increased demand. Current cost - $441 per student

Catch up to leaders Increase capital allocations to buildings and departments. Increase wireless access points to 2 per classroom. Increase purchase of curricular resources. Cost - $443 Per student $10 M funding needed to be at this level

Lead the leadersIncrease capital allocations to buildings and departments. Increased wireless access points. Dramatic increase in student access to technology. Professional development tied to digital instruction. Increased frequency of purchase of curricular resources. Accelerate rate of change across all schools. Cost - $448 Per student $25 M funding needed to be at this level

District Support Services (Superintendent, Asst. Superintendents, General Administration, Finance, Human Resources, Payroll, Benefits, Student Information Services, Legal Services, Wellness, Communications, Print Center, District Technology)

Reduction of 5.0 FTE overall with consequences that would have a major impact on learning. Likely that district functions would be pushed out to the buildings. Cost - $237 per student

Services are considered at a minimal level. Expansion of services with current FTE would not be possible, due to limited staffing. Cost - $262 per student

Increase FTE to accommodate student information support for buildings. Support additional funds for professional development and district-wide initiatives. Cost - $283 Per student

Additional professional development funds for School Board and district administration to build capacity. Additional support for technology, communications and other business functions in the district. Cost - $301 Per student

Complete support by adding FTE for District Administration, technology staff and business office. Add department funding to support special initiatives, marketing needs, and additional equipment. Cost - $323 Per student

Sites & Buildings (Capacity/Enrollment Future Needs, Building Systems and Envelope, Remodeling and Improve-ments, Environmental Standards, Infrastructure for Technology, Activity/ Athletic Outdoor Educational Spaces)

Reduce alternative facilities funding by $6M annually through 2016-17. By delaying HVAC replacement at BES, MES, & GCE to 2018-20

Reduce alternative facilities funding by $1.5M annually through 2016-17. By eliminating/delaying ancillary work included with HVAC replacements at BES, MES, GCE.

$9 million annually for alternative facilities; use of non-voter approved funding sources to address facility needs.

Access an additional $6.75 M in funding through available non-voter approved sources to fund security improvements ($1.25M), construction of MS space ($2.5M) & additional deferred maintenance projects in older buildings($3m)

Solicit voter approval for $35M in additional funds for security improvements ($5M), facility additions to house future enrollment ($24M) and land for future buildings ($6M)

It should be noted that any of the areas that would be reduced do not take steps toward fulfillment of the district’s Pathway to Excellence Strategic Plan. FTE = ONE FULL TIME POSITION Items listed may be subject to collective bargaining. These two categories of funding would need to come from other revenue – possible capital projects levy or bond referendum.

Current ‐ $6,551 Per student

Current ‐ $1,320 Per student

Current ‐ $710 Per student

Current ‐ $593 Per student

Current ‐ $441 Per student

Current ‐ $241 Per student