howard county public school system fy 2017 operating
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Howard County Public School System FY 2017 Operating Budget
Board of Education Work Session Follow-Up Requests from April 29, 2016
Included in this document is the Howard County Public School System’s response to questions posed at the County Council’s budget work session on April 29, 2016, for the Board of Education’s Operating Budget.
A. An updated copy of the deferred maintenance list in priority order with an indication of how long each project has been on the list
B. An update on the assignment of relocatable classroom
C. A detailed breakdown of the $26.8M placeholder for salary increases by each bargaining unit/unrepresented group and by salary/benefits
D. Source of funds for the first payment for the early retirement program (FY16)
E. Legal Services
1. Confirmation of the number of special education legal cases in which the Board’s decision was not upheld
2. Additional detail on legal services cost comparison with other jurisdictions to include:
• In-house or outside counsel
• Number of students in the system
• Number of students with IEPs
• Legal services cost as a percent of total system operating budget
3. The percentage of students with IEPs whose cases go to court
4. A breakdown of legal fees by type of cases (special education, public information requests, etc.)
F. Why is there money in the budget for an addition to Waverly ES which is <90% capacity through 2028-29 (and <80% thru 2024-25) when other schools are currently well-over 100% capacity now and projected to be for years? The redistricting in 2018 from Manor Woods described in the project description does not seem like it would contribute to an increase in capacity requiring an addition.
Howard County Public School System FY 2017 Operating Budget
Board of Education Work Session Follow-Up Requests from April 29, 2016
G. Capital projects:
• For funded projects: Which projects will add to student capacity in the schools? What is the current and projected capacity/enrollment for these schools?
• For projects that have no FY17 funding and were proposed to be funded in FY2017 (either in the FY16 approved budget or the HCPSS proposed FY17 budget): Which projects would have added to student capacity in the schools? What is the current and projected capacity/enrollment for these schools?
H. Public Input on HCPSS Budget
• What was the cost in staff time and funds to design, develop, and disseminate the input request?
• How will the results be tabulated and analyzed?
• What is the anticipated cost in staff time and funds to analyze, summarize, document, and disseminate the results from the public input?
• Who developed and who reviewed the content of the request before it was released?
I. By what percentage and dollar amount has the public relations/marketing office increased in size since FY2012 (by year)?
J. How many new administrative positions have been created each year beginning with the 2013-14 school year? How does this compare to the preceding three-year period 2010-11, 2011-12, and 2012-13?
K. New computers, laptops and peripherals. What is the replacements cycle? Was any assessment done to the remaining useful life on this equipment? What would be the cost savings of adding one or two years to the cycle?
L. New High School
1. Does the data support a high school in that location at this time?
2. Given the limited capital resources should that location be used for a high school, or should the priority be an elementary or middle school?
M. Adequate Pubic Facilities Ordinance Chart Board Report 05-12-2016.
N. Electronic copies of all handouts provided at the work session
Howard County Public School System FY 2017 Operating Budget
Board of Education Work Session Follow-Up Requests from April 29, 2016
O. Updated presentation on health fund balance and efforts to limit costs
P. Additional detail and cost estimates for the employer group waiver plan- Analysis Pending
Q. A comparison of the cost and benefits under that plan to the existing retiree health benefits- Analysis Pending
R. Teach for Tomorrow program:
• What is the cost for each cohort in this program? Provide a breakout of all of the costs (e.g., tuition, materials, travel, etc...).
• What are all of the sources of funds for the program?
• What is the cost in staff time and funds to advertise and administer the program?
S. Legal Services:
• What was the total number of requests, reviews, or cases that required review by outside counsel? How many proceeded to court or other judicial proceeding?
T. Assuming no additional funding, what moves is the Board requesting, if any, within the operating budget?
U. Assuming additional funding is found by cuts made to the County’s budget request, what is the order of prioritization of restoration of funding?
V. A Council Member would like to know the FY17 impact of the gas tax legislation on HCPSS.
W. Can you please provide an explanation for moving the start of this project from FY 17 to FY22 considering the anticipated overcrowding?
Additional Information Provided
Operating Budget
• Turnover Analysis • aetna Consultative Analytics and Impact Report presented 4-21-2016 • CareFirst Plan Review Meeting 01-06-2016 • Express Scripts – Your Collaborative Planning Guide 03/02/16
Capital Budget
• Updated Schedule of Projected Balances • Funding Letter from State.
Location Project DescriptionDeferred Project
Estimates
Priority
1-High
2-Med.
3-Low
Fiscal Year
Project
Deferred
Admin Bldg.- C.O. Cooling Tower Replacement NEW CONTROL (DDC) 100,000.00$ 2 2010
Admin Bldg.- C.O. Exterior / Interior Painting - partial UL & ML 215,000.00$ 3 2014
Admin Bldg.- C.O. Skylight in main hallway requires replacement 350,000.00$ 1 2012
Admin Bldg.- C.O. AHU's and Boiler 4,500,000.00$ 1 2010
ARL Replacement of heating plant & all rooftop units $ 12,500,000.00 1 2011
ARL Exterior Wall Panels $ 5,000,000.00 1 2011
ARL, Cradlerock ES,
Jeffers Hill ES, Triadelphia
Ridge ES Main distribution panel replacement 1,600,000.00$ 1 2014
Atholton HS, Clarksville
ES, Old Cedar Ln, Howard
HS-B Hall Replace galvanized piping 1,200,000.00$ 1 Prior to 2009
Bellows Spring ES Paint - Full School Interior/Exterior 113,000.00$ 3 2013
Bollman Bridge ES,
Elkridge Landing MS,
Forest Ridge ES, Mayfield
Woods ES, Mount View
MS Convert emergency generators to natural gas 150,000.00$ 2 Prior to 2009
Bonnie Branch MS Chiller plant $ 200,000.00 1 2015
Bonnie Branch MS Replacement of Boiler Plant - Boiler project FY17 Capital $ 513,000.00 1 2015
Centennial HS Stadium Concession Stand & Restrooms 250,000.00$ 3 2013
Clarksville ES Replacement of Interior Classroom Doors 375,000.00$ 2 2013
Cradlerock ES - Lake
Elkhorn MS Exterior Doors $ 140,000.00 2 2014
Cradlerock ES - Lake
Elkhorn MS Science Room Renovation $ 165,000.00 1 2012
Cradlerock ES - Lake
Elkhorn MS Boiler/Pumps etc. $ 550,000.00 1 2014
Dunloggin MS Site Lighting Replacement 65,000.00$ 2 2015
Dunloggin MS, Jeffers Hill
ES, Swansfield ES,
Waverly ES Generator replacement 1,012,500.00$ 1 2014
Ellicott Mills MS Exterior & Interior Painting $ 110,000.00 3 2015
Ellicott Mills MS Carpet & VCT Replacement $ 180,000.00 3 2015
Faulkner Ridge Center Electrical room renovation 500,000.00$ 3 2003
Faulkner Ridge Center Replace RTU 800,000.00$ 3 2003
Folly Quarter MS Carpet & VCT Replacement 160,000.00$ 3 2015
Fulton ES NEW CONTROL SYSTEM -DDC (replace Pneumatic ) 220,000.00$ 3 2014
Glenelg HS Demo Existing Water Storage Tank 350,000.00$ 3 Prior to 2009
Glenelg HS Replace rubber flooring in weight room 175,000.00$ 3 2012
Glenelg HS Replacement of Boilers with new energy efficient boilers 800,000.00$ 2 2014
Glenelg HS
Replace Remaining Interior & Exterior Doors, Frames &
Hardware. 975,000.00$ 3 2013
Harper's Choice MS Roof $ 3,200,000.00 1 2003
Harriet Tubman Cover Windows $ 1,500.00 3 Prior to 2009
Harriet Tubman Repoint BMU Walls $ 58,000.00 3 Prior to 2009
Harriet Tubman Replace Boiler/Steam Lines with Condensing Boilers $ 95,000.00 3 Prior to 2009
Harriet Tubman Paving $ 170,000.00 3 2010
Harriet Tubman Replace out dated MDP/Switch Gear $ 250,000.00 3 Prior to 2009
Lime Kiln MS, Cedar Lane Replace EMS System 1,000,000.00$ 1 2014
Howard HS
Replace (4) RTU's and Associated Components - JR ROTC
& Tech LAB 350,000.00$ 1 2010
Howard HS Sanitary Lines - Bathroom Renovations Phase 2 550,000.00$ 2 2011
Howard County Public School System
Systemic Renovation Projects
DEFERRED MAINTENANCE MASTER LIST
1 of 2
A
Location Project DescriptionDeferred Project
Estimates
Priority
1-High
2-Med.
3-Low
Fiscal Year
Project
Deferred
Howard County Public School System
Systemic Renovation Projects
DEFERRED MAINTENANCE MASTER LIST
Jeffers Hill ES Replace exterior doors & frames 275,000.00$ 2 2010
Lime Kiln MS Efflorescence of Brick Exterior Walls 60,000.00$ 3 Prior to 2009
Lime Kiln MS Window Issues 140,000.00$ 2 2010
Lime Kiln MS OFFICE ROOFTOP & NEW CONTROL SYSTEM (DDC) 475,000.00$ 2 2015
Long Reach HS Window Leaks Heads & Jambs 47,800.00$ 2 2011
Mayfield Woods MS Replace two AC Units $ 15,000.00 3 Prior to 2009
Mayfield Woods MS Replace water heaters $ 65,600.00 1 2014
Mayfield Woods MS Roof Issues-Standing Seam Metal $ 100,000.00 1 2013
Mount View MS Replace window frame sealants $ 12,000.00 2 2013
Northfield ES Site Lighting $ 95,000.00 2 2015
Oakland Mills HS Replace interior doors $ 850,000.00 2 2009
Oakland Mills HS AHU's replacement $ 4,500,000.00 1 Prior to 2009
OLD Bushy Park Gas Conversion of Boiler burners $ 650,000.00 3 Prior to 2009
OLD Cedar Lane Replacement of HVAC Equipment $ 2,750,000.00 3 Prior to 2009
Patapsco MS HVAC Control Project $ 350,000.00 1 2011
Patapsco MS RTU replacement $ 2,650,000.00 1 2011
Pointers Run ES Replacement of Boilers with new energy efficient boilers $ 675,000.00 3 2014
Reservoir HS Repair window frame sealant $ 14,000.00 3 2013
Reservoir HS COOLING TOWER REPLACEMENT NEW CONTROL (DDC) $ 50,000.00 3 2016
River Hill HS Cooling Tower, Two New Chillers 925,000.00$ 1 2014
River Hill HS Masonry repairs 32,800.00$ 2 2013
Several Schools Covert EMS to Web based system for all schools 300,000.00$ 2 2015
St. John's Lane ES COOLING TOWER REPLACEMENT 75,000.00$ 3 2010
St. John's Lane ES (3) ROOFTOP UNIT REPLACEMENTS 750,000.00$ 2 Prior to 2009
Triadelphia Ridge ES Window thru wall flashings 50,000.00$ 1 2009
Various High Schools Replace emergency lighting 850,000.00$ 1 2012
Various Schools Exterior and Interior Door replacements 150,000.00$ 2 2014
West Friendship ES Replace total doors 95,000.00$ 2 2013
West Friendship ES Replacement of domestic water/well system $ 1,250,000.00 1 2010
Wilde Lake HS Masonry repairs $ 20,000.00 2 2009
Wilde Lake HS Regasket or wet seal convex windows on face of bldg. $ 150,000.00 2 Prior to 2009
Worthington ES Replace total doors $ 95,000.00 2 2013
Total 57,460,200.00$
PRIORITY KEY:
1 = Life Safety items or Failure
2 = Affects Instructional/Curriculum or probable failure
3 = Requires attention, but has useful life remaining
2 of 2
BOARD OF EDUCATION OF HOWARD COUNTYMEETING AGENDA ITEM
TITLE: Assignment of Relocatable Classrooms DATE: April 14, 2016
PRESENTER(S): Joel Gallihue, Manager, School Planning
VISION 2018 GOAL: Students Staff Families and Community Organization
OVERVIEW:Relocatable classrooms are used by the Howard County Public School System for short-term relief of overcrowding and to serve programming. This report represents an evaluation by staff using considerations of capacity, projected enrollment, current number of relocatable classrooms and additional programs housed at a school. School Planning and School Administration collaborated to determine which schools are most impacted by programs and enrollment growth. Three new single classroom units and one five classroom unit are recommended for placement by staff.
The five classroom modular building recommendation in this report supports provision of full day pre-kindergarten services to all children in the Oakland Mills Village area (Talbott Springs Elementary School and Stevens Forest Elementary School) from families with income at 300 percent of poverty or less. This strategy requires the installation of one five classroom modular building at Talbott Springs Elementary School and demolition of some older existing single classroom units. A five classroom modular permits the grouping of one grade (likely fourth or fifth) and includes bathrooms. The details of the pre-kindergarten strategy are provided in a separate report. The three attached tables show that no school will exceed 110 percent with existing or proposed relocatable classrooms. We have requested funding for relocatable classrooms next year and intend to return to other individual school needs this time next year.
RECOMMENDATION/FUTURE DIRECTION:Approve the recommendation for placement of units for the school year 2016 – 2017.
SUBMITTEDBY: APPROVAL/CONCURRENCE:
Joel Gallihue, Manager School Planning
Renee A. Foose, Ed.D. Superintendent
Camille B. Jones Chief Operating Officer
Bruce Gist Executive Director Facilities, Planning and Mgmt.
ACTION B
Recommendations:
New relocatable placements: St. Johns Lane ES +1 Talbott Springs ES +5 Thunder Hill ES +1 Long Reach HS +1 8 new units to be placed
Demolish: Talbott Springs ES -3 -3 units total to be demolished
Relocatable Classroom Assignments 2016-2017
Overview: The primary criterion for recommending installation of a relocatable classroom is to provide immediate relief from high enrollment. Projected capacity utilization percentages in school year 2016–2017 are based on the recently completed enrollment projections which will be used in the June 2016 Feasibility Study.
Recommendations and Justifications:
St. Johns Lane ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables117.8% 6 94.6% 7 91.6%
Justification: Student enrollment projections at St. Johns Lane ES indicate that the growth at this school will continue to escalate. St. Johns Lane ES is projected to be at 117.8% utilization without existing relocatable classrooms. A new relocatable is needed to augment limited program area.
Talbott Springs ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables118.8% 8 77.6% 10 71.5%
Justification: Talbott Springs ES will be hosting full day pre-kindergarten services to all children in the Oakland Mills Village area (Talbott Springs ES and Stevens Forest ES) from families with income at 300% of poverty or less. The five classroom modular building recommendation in this report supports this new PreK program. Three older relocatables will be demolished.
Thunder Hill ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables114.9% 2 104.7% 3 100.2%
Justification: Thunder Hill ES is projected to be 114.9% utilization next school year without the existing relocatable classrooms. Thunder Hill ES hosts a Regional ASL program. The present units help, but redistricting in this area was recently completed and is not likely to be reviewed until ES #42 is opened. Even if redistricting is considered, it will more likely will be confined to the Rt. 1 area. Temporary space allows the administrator greater flexibility to manage population swings in the interim.
Long Reach HS Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/CurrentRelocatables
ProposedRelocatables
Proj. % Utilized w/ProposedRelocatables
107.2% 3 102.0% 4 100.4%
Justification: Long Reach HS population is growing and presently has large classes for ESOL which exceed the rooms which have typically been allocated.
Elementary
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Atholton ES 3 3 99.1% 84.2% Pre-K, Preschool, MINCBellows Spring ES 5 5 93.3% 80.0% Pre-K, Preschool, MINC, EB, ES PLBollman Bridge ES 2 2 100.5% 93.4% Title I, Pre-K, Preschool, MINCBryant Woods ES 4 4 107.5% 84.2% Title I, ESM Full-day Pre-KBushy Park ES 0 0 75.0% 75.0% Pre-K, Preschool, MINCCentennial Lane ES 5 5 116.2% 97.4%Clarksville ES 1 1 72.4% 69.5%Clemens Crossing ES 3 3 99.8% 87.2%Cradlerock ES 3 3 110.6% 93.0% Title I, Pre-K, PreschoolDayton Oaks ES 0 0 77.0% 77.0% Pre-K, Preschool, MINC, EBDeep Run ES 6 6 102.5% 85.8% Title I, Pre-K, Preschool, MINCDucketts Lane ES 0 0 106.5% 106.5%Elkridge ES 4 4 106.3% 94.0% Pre-KForest Ridge ES 5 5 113.6% 95.7%Fulton ES 0 0 104.9% 104.9% Regional EDGorman Crossing ES 2 2 93.0% 86.8% Pre-K, Preschool, MINCGuilford ES 5 5 103.2% 81.4% Title I, Pre-KHammond ES 1 1 99.2% 95.6%Hollifield Station ES 3 3 105.6% 95.3% Pre-K, Preschool, MINCIlchester ES 3 3 99.1% 88.9% Pre-K, Preschool, MINC, ES PLJeffers Hill ES 2 2 109.0% 97.5%Laurel Woods ES 2 2 85.6% 79.4% Title I, ESM Full-day Pre-KLisbon ES 1 1 80.6% 77.0%Longfellow ES 0 0 86.7% 86.7% Title I, Pre-K, Preschool, MINCManor Woods ES 1 1 109.8% 105.9%Northfield ES 1 1 100.4% 97.0%Phelps Luck ES 7 7 92.7% 72.2% Title I, ESM Full-day Pre-KPointers Run ES 9 9 97.0% 74.5% Pre-K, Preschool, MINC, ES PL, ALSRockburn ES 1 1 95.1% 91.6% Pre-K, Preschool, MINCRunning Brook ES 3 3 98.1% 85.6% Title I, ESM Full-day Pre-K*, PreschoolSt Johns Lane ES 6 7 117.8% 91.6%Stevens Forest ES 5 5 107.0% 81.5% Title I, ESM Full-day Pre-K*, PreschoolSwansfield ES 12 12 117.5% 74.5% Title I, Pre-KTalbott Springs ES 8 10 118.8% 71.5% Title I, ESM Full-day Pre-KThunder Hill ES 2 3 114.9% 100.2% ALSTriadelphia Ridge ES 0 0 95.7% 95.7% EBVeterans ES 5 5 111.2% 95.9% EB, Pre-K, Preschool, MINCWaterloo ES 4 4 90.8% 78.9% Pre-K, Regional ED, Preschool, MINC Waverly ES 8 8 109.4% 83.3% Pre-K, ALS, Preschool, MINC, ES PLWest Friendship ES 0 0 73.9% 73.9%Worthington ES 1 1 89.3% 85.7%Total 133 137
ALS Regional Academic Life SkillsPreschool Preschool Program, including Parent Assisted Learning at SchoolsPre-K Income qualifying Pre-K program. Astrisk (*) indicates 300% poverty qualification.ESM Full-day Pre-K Elementary School Model Full-day Pre-K programEB Early Beginnings - SE services for very young childrenTitle 1 State approved based upon incomeRegional ED Regional Emotional Disabilities Program (draws from other schools)MINC Multiple Intensive Needs Classroom (Toddler, Preschool/K, and/or Early Learner)ES PL Elementary School Primary Learner Program
Proposed Changes Relocatable Classrooms
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Bonnie Branch MS 2 2 109.8% 102.1%Burleigh Manor MS 1 1 105.3% 102.0%Clarksville MS 5 5 91.0% 76.2%Dunloggin MS 5 5 113.6% 93.0%Elkridge Landing MS 2 2 90.0% 84.6% ALSEllicott Mills MS 3 3 121.3% 109.0% Regional EDFolly Quarter MS 0 0 95.2% 95.2%Glenwood MS 6 6 100.4% 78.7%Hammond MS 3 3 98.8% 87.9%Harpers Choice MS 5 5 113.4% 91.0%Lake Elkhorn MS 1 1 76.4% 73.5%Lime Kiln MS 0 0 103.3% 103.3% ALSMayfield Woods MS 2 2 88.3% 83.1%Mount View MS 2 2 93.9% 88.3%Murray Hill MS 6 6 96.8% 78.9% Regional EDOakland Mills MS 0 0 91.9% 91.9%Patapsco MS 2 2 108.6% 100.7%Patuxent Valley MS 6 6 88.8% 74.2%Thomas Viaduct MS 0 0 91.0% 91.0%Wilde Lake MS 13 13 116.7% 68.8%Total 64 64
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Atholton HS 0 0 103.0% 103.0%Centennial HS 4 4 111.1% 103.5%Glenelg HS 0 0 84.6% 84.6%Hammond HS 4 4 105.7% 97.7%Howard HS 15 15 130.6% 103.3%Long Reach HS 3 4 107.2% 100.4%Marriotts Ridge HS 0 0 75.4% 75.4%Mt Hebron HS 4 4 113.9% 106.3% Regional EDNew HS #13 0 0 0.0% 0.0%Oakland Mills HS 0 0 83.0% 83.0% ALSReservoir HS 5 5 96.6% 89.4% Regional EDRiver Hill HS 0 0 81.7% 81.7%Wilde Lake HS 0 0 90.2% 90.2%Total 35 36
Proposed Changes Relocatable ClassroomsMiddle
High
Howard County Public School SystemFY 2017 Operating Budget
Salary Increases by Bargaining Unit
Row Labels FY 2017 Impact of FY 2016
Negotiations
FY 2017 Superintendent's
Placeholder
FY 2017 BOE Placeholder
Total FY 2017 Salary Increase
AFSCME 672,161$ 712,445$ 712,595$ 2,097,201$ AMT 405,686 430,556 430,602 1,266,844 HCAA 813,131 821,025 823,732 2,457,888 HCEA 8,988,977 9,161,939 11,966,561 30,117,477 HCEAESP 1,789,263 1,798,901 2,409,621 5,997,785 HCFSA 57,832 56,725 56,889 171,446 Grand Total 12,727,050$ 12,981,591$ 16,400,000$ 42,108,641$ Increase in budgeted turnover* - - (2,600,000) (2,600,000) Total FY 2017 Salary Increase 12,727,050$ 12,981,591$ 13,800,000$ 39,508,641$
Note: Amounts listed above include FICA and Retirement estimates.
* Final negotiations with HCEA included compression of salary scales, the cost of which is included in theHCEA FY 2017 BOE Placeholder. However, this cost was incorporated into the budget through turnover.Please see Five-Year Turnover Analysis for details.
C
HCPSS
Source of Funding for ERP
Fiscal Year 2016
Fixed Charges Category
Appropriation Fiscal Year 2016 before transfer 151,805,740$
Plus amount transferred from Administration 50,000
Plus amount transferred from Mid-Level Administration 233,000
Plus amount transferred from Instructional Salaries and Wages 3,229,000
Plus amount transferred from Instructional Textbooks/Supplies 750,000
Plus amount transferred from Special Education 490,000
Plus amount transferred from Student Transportation Services 712,000
Plus amount transferred from Operation of Plant 1,766,000
Plus amount transferred from Capital Outlay 70,000
Total amount transferred to fund the Early Retirement Program 7,300,000
Appropriation Fiscal Year 2016 after transfer 159,105,740$
In FY 2016, the Board approved a mid-year step increase after approval of the Operating Budget. To fund
this increase, management instituted cost saving strategies and identified cost cutting such as reductions
in textbook purchases. An early retirement program offered in 2015 provided cost savings in FY 2016 of
$4.3 million, which helped fund this increase. The incentive payments, however, were not budgeted in the
Fixed Charges category in the FY 2016 budget. Therefore, transfers of salary savings from the early
retirement program and other cost savings to Fixed Charges are necessary.
The 2016 early retirement program payment will be accounted for as a fixed charge.
D
Howard County Public School System
Legal Questions and Responses – County Council Work Session
• Confirmation of the number of special education legal cases in which the Board’sdecision was not upheld
During the 2014-2015 school year, there were no legal cases where HCPSS’ decision was not upheld.
• Additional detail on legal services cost comparison with other jurisdictions to include:HCPSS can respond only for our district; we do not have the requested information for other jurisdictions.
o In-house or outside counselHCPSS uses expert legal counsel exclusively.
o Number of students in the systemHCPSS enrollment is 54,870.
o Number of students with IEPsHCPSS is serving 5,158 students with IEPs.
o Legal services cost as a percent of total system operating budgetHCPSS legal services expenses represent 0.1% of the total operating budget.
• The percentage of students with IEPs whose cases go to court.During the 2014-2015 school year, the percentage of students with IEPs whose cases went to court is 0.08%.
• A breakdown of legal fees by type of cases (special education, public informationrequests, etc.)
HCPSS legal expenses by category for the 2014-2015 school year: Collective Bargaining $ 42,412 5.5% Facilities 3,939 0.5% Filing Fees 30,348 3.9% General Counsel 62,626 8.1% Legal Services Association 21,025 2.7% MD Public Information Act 6,106 0.8% Miscellaneous 27,079 3.5% Personnel 168,310 21.7% Policy 23,563 3.0% Procurement 64,566 8.3% Special Education 221,921 28.6% Student 96,615 12.4% Other 7,909 1.0% TOTAL $ 776,419 100.0%
E
Howard County Public School System FY 2017 Capital Budget
Waverly Elementary
Why is there money in the budget for an addition to Waverly ES which is <90% capacity through 2028-29 (and <80% thru 2024-25) when other schools are currently well-over 100% capacity now and projected to be for years? The redistricting in 2018 from Manor Woods described in the project description does not seem like it would contribute to an increase in capacity requiring an addition.
This is the third year of funding for Waverly ES which is also a State participated project. There are construction funds requested in the FY17 capital budget for an addition to Waverly ES because the results of the 2009 facility assessment concluded that Waverly ES had a 14.6 percent deficiency in educational program area of the 40 elementary schools operating at the time. The Waverly ES project will expand educational program spaces with 100 seats of new capacity and renovate the existing facility. This additional program space would better position Waverly ES to provide relief to other schools such as Manor Woods ES which is not on pubic sewer and for that reason is unlikely to be able to accommodate an expansion. See attached page 21 from the 2015 Feasibility Study which addresses adjacent school capacity needs.
F
2015 Feasibility Study Howard County Public School System
Middle Schools
Need: Enrollment exceeds 110 percent of regional capacity.
Strategy: Utilize temporary capacity until the replacement school is built at Wilde Lake MS in 2017.
The Columbia West Region capacity utilization is now above 110 percent. This supports the decision to replace Wilde Lake MS, a project that is scheduled to open in 2017. The new school is planned to be 293 seats larger than the existing one, and will stay within target utilization until 2024, based on the current projection. The pre- and post- measure charts show intermittent crowding at Harper’s Choice MS, which does not happen to occur in the selected years below. This will be monitored for relocatable classroom consideration.
Needs and Strategies Middle SchoolsPage 25
Columbia West Region
Table 4.8 Five year middle school utilization in the Columbia West Region
Middle schools of the Columbia West Region
Figure 4.8
G
2015 Feasibility Study Howard County Public School System
Elementary Schools
Need: The region will have existing capacity through 2020 despite growth at Running Brook ES
Strategy: Provide interim capacity within the region using the addition at Swansfield ES. Maintain Faulkner Ridge site for a future elementary school.
Investment in a 100-seat addition at Running Brook ES, which opened last August, has been a key capital project for managing growth in this area. Even with this addition, Running Brook ES is expected to continue to grow. A 100-seat addition is also planned at Swansfield ES and will open in 2018. A study of Columbia schools attached to the 2014 Feasibility Study recommended the Faulkner Ridge site for a new school. The combination of the additional capacity at these two schools will help to delay the need for a new school with feasible redistricting.
Needs and Strategies Elementary SchoolsPage 19
Columbia West Region
Table 4.2 Five year elementary school utilization in the Columbia West Region
Elementary schools of the Columbia West Region
Figure 4.2
2015 Feasibility Study Howard County Public School System
Elementary Schools
Need: Monitor growth at Manor Woods ES and St. John’s Lane ES.
Strategy: Complete the Waverly ES addition and plan for other new capacity.
Growth is projected at Manor Woods ES that will require redistricting and new capacity, depending upon the timing of the Turf Valley development. A key feature in capital planning for this development is the Phase II addition at Waverly ES. Constructing this addition in 2018 can help relieve overcrowding at Manor Woods ES. Previous feasibility studies have planned for a new elementary school in Turf Valley and considered the possibility that this could serve as a replacement for West Friendship ES. Considering the constraints to the capital budget, this plan should be adjusted. It remains a good idea to own land bank sites in the area, particularly a site in Turf Valley. In the interim West Friendship Elementary should be used to its fullest.
Needs and Strategies Elementary SchoolsPage 21
Northern Region
Table 4.4 Five year elementary school utilization in the Northern Region
Elementary schools of the Northern Region Figure 4.4
2015 Feasibility Study Howard County Public School System
Elementary Schools
Need: There is adequate capacity in this region until 2017.
Strategy: Open Elementary School #42 in 2018.
Capacity utilization at Ducketts Lane ES will remain over 110 percent in 2020, even with the reassignment of regional programs to other locations. The region will exceed 115 percent utilization in 2021 and require close to 1,000 additional seats. The most elementary enrollment growth is in this region, east of Interstate 95. Accelerating the construction of Elementary School #42 to allow opening in 2018 was approved by the Board on March 26, 2015. This decision, with the change to the 788 seat model, helps respond to the growth trend.
Needs and Strategies Elementary SchoolsPage 20
Northeastern Region
Table 4.3 Five year elementary school utilization in the Northeast Region
Elementary schools of the Northeast Region Figure 4.3
Howard County Public School System FY 2017 Capital Budget
For funded projects: Which projects will add to student capacity in the schools? What is the current and projected capacity/enrollment for these schools?
FY17 Projects Funded in the Executive Proposed Version
Project Name Increased Capacity
from Project
Current Capacity
Current Enrollment 9/30/15**
Projected Capacity
Projected Enrollment
2020 Wilde Lake MS Replacement School
760 467* 564 760 692
Patuxent Valley MS Renovation - 760 631 760 757 Swansfield ES Renovation/Addition
100 521 608 621 519
Waverly ES Renovation/Phase II Addition
100 638 707 738 572
New ES #42 788 N/A N/A 788 TBD
The capacity projects are supported by the strategies in the 2015 Feasibility Study. Review page 25 of the Feasibility Study for information regarding Wilde Lake MS Replacement, page 19 for Swansfield ES, page 21 for Waverly ES and page 20 for New ES #42. The strategies incorporate both projected enrollments and the new capacity created from capacity projects to position each school for possible redistricting to alleviate overcrowding at schools in the same region.
*Wilde Lake MS current capacity is from the current middle school.
For projects that have no FY17 funding and were proposed to be funded in FY2017 (either in the FY16 approved budget or the HCPSS proposed FY17 budget): Which projects would have added to student capacity in the schools? What is the current and projected capacity/enrollment for these schools?
FY17 Projects Not Funded in the Executive Proposed Version
Project Name Increased Capacity
from Project
Current Capacity
Current Enrollment 9/30/15**
Projected Capacity
Projected Enrollment
2020 Oakland Mills MS Renovation - 506 454 506 489 New HS #13 1600-1800 N/A N/A 1600-1800 TBD
**Students enrolled in Homewood School have been counted in their home school counts. Prekindergarten students excluded from both capacity and enrollment counts.
G
Howard County Public School System FY 2017 Operating Budget
Survey Questions
1. What is cost of staff time and funds to design, develop, and disseminate the inputrequest?
Survey Tool The cost to purchase the use of the interactive survey tool was a total of $105 ($6 prorated for April and $99 monthly cost for May).
Survey Design and Dissemination Two staff members devoted approximately 7.6 hours, at a cost of $435.86, in researching a suitable solution for a survey tool and designing the layout of the survey as well as how it would collect data. An additional two hours of staff time, at a cost of $113.74, was devoted to draft the press release before dissemination.
Survey Development There was no additional cost associated with staff time to develop the data used in the survey as all data was already in development and would have occurred normally as part of the budget process.
How will the results be tabulated and analyzed? The survey tool provides the results by the number of respondents selecting a particular item as a suggested budget cut, and those respondents’ percentage of total participants in the survey.
The survey provides this information in an easily viewed format, allowing readers to see what suggested budget cuts received the greatest to least preference by respondents.
2. What is the anticipated cost in staff time and funds to analyze, summarize, document,and disseminate the results from public input?
The anticipated cost of staff time would be 1.5 hours at a cost of $75.93. The cost is minimal due to the fact that the data provided is formatted in an easily discernable format that can be used for review.
H
Howard County Public School System FY 2017 Operating Budget
Survey Questions Analysis of the responses are not done by staff, as the purpose of the survey is to provide Board of Education members with feedback of the public’s input and their suggestions as to how best budget the funds provided by the county to the school system for FY 2017. This will be one source of input available to Board of Education members when making their final decisions on funding for the FY 2017 Operating Budget. 3. Who developed and who reviewed the content of the request before it was released?
The content of the survey was developed by Budget office staff in collaboration with other staff members. The final survey was previewed with the Superintendent, Deputy Superintendent, and all but one Board of Education member prior to its release.
Howard County Public School System
Public Information
FY 2017
Fiscal YearPublic Information
Office Budget
Increase/(Decrease) to
Prior Year
Percent Increase to
Prior YearFTE
1,321,780 13.0
1,313,520 (8,260) -0.6% 13.0
1,637,100 323,580 24.6% 16.0
2,198,940 561,840 34.3% 20.0
FY 2016 2,329,324 130,384 5.9% 19.0
FY 2017 2,368,558 39,234 1.7% 18.0
Summary
FY 2014
FY 2015
The Public Information Office encompasses three distinct programs and serves three budget categories.
Family, Community, and Staff Communication (0302) fosters communication and collaboration among the
school system, staff, families, and the community, and leads HCPSS efforts in effective communications and
community outreach. Communications Technology (2701) provides the infrastructure underlying HCPSS
communications functions including system and school online site development, upgrade and maintenance;
staff communications site development, upgrade and maintenance; HCPSS News email and text alerts
application; mobile application development; and video production and operations. Other Communication
Services (9401) was divided and merged with 0302 and 2701 in the FY 2015 budget. The budgets for all three
programs in three categories are represented in the table below.
Two new positions were added; 1.0 Web Developer and 1.0 Public Information Coordinator. 1.0 Secretary was
transferred from Accountability (0502) to public information. In total, the office increased by 3.0 FTE in FY
2014. In addition, the Staff Hub was introduced to streamline access to information and online resources for
employees and the school system launched its social media presence.
One new position, 1.0 School System Editor position was added. A Specialist of 1.0 Family and Community
Outreach was transferred from Central Office Instructional Personnel (0304). A 1.0 Coordinator and 1.0 E-
Learning Facilitator were transferred from the Information and Network Technology Services (9714). In total,
the office increased by 4.0 FTE in FY 2015. In addition, the HCPSS News email service was upgraded to deliver
more dynamic, informative, and easily accessed updates on important system news and events. The
Superintendent's Blog was created to offer a new forum for community engagement. Expanded multimedia
communications to communicate issues of interest to stakeholders.
Goal 3 of Vision 2018: Fulfilling the Promise of Preparation is that "families and the community are engaged
and supported as partners in education." In support of this goal, the public information office contracted key
initiatives to build out the missing communication tools which could then be maintained by in-house staff.
Since 2011, only 3 new positions have been added and a net of 2 have been transferred into this office from
other programs.
FY 2012
FY 2013
FY 2014
FY 2015
Page 1
I
Howard County Public School System
Public Information
FY 2017
FY 2016
FY 2017
One position was transferred out to Central Office Instructional Personnel (0304). In total, the office
decreased by 1.0 FTE. Additions to the budget include HCPSS Insight , a livestream video series, features
experts responding to questions submitted by community and staff members via Twitter or email. In FY 2016,
school websites were migrated to a consistent, user-friendly platform. The district website was migrated to a
modern content management system that has a mobile responsive design.
The office decreased by 1.0 FTE. This position was transferred out to other programs. The FY 2017 budget
request would enable the public information office to upgrade school website infrastructure, enhance HCPSS
News functionality, enhance the Staff Hub infrastructure, improve the mobile app functionality, and develop
Staff Hub communities to facilitate communication within and between employee groups and key
organizational functions.
Page 2
Howard County Public School System
Administration Category Staff
FY 2016
Fiscal Year Total FTEFTE Increase/ (Decrease)
due to New Positions
FTE Increase/
(Decrease) due to
Repurposed Positions
Net FTE ChangePercent of
Change
FY 2014 96.2 0.8 (1.0) (0.2) -0.2%
FY 2015 98.9 1.7 1.0 2.7 2.8%
FY 2016 102.5 - 3.6 3.6 3.7%
Total 3-Year FTE Change (FY14-FY16) 2.5 3.6 6.1 6.3%
Prior 3-Year FTE Change (FY11-FY13) 3.3 2.0 5.3 5.8%
Summary
Adminstration includes the activities associated with the general regulations, direction, and control of the LEA. Such activities as
establishing and administering LEA operating policy, providing fiscal and internal services necessary for operating the LEA,
supporting each of the other instructional and supporting services programs, and assisting the instructional staff with the content
and process of providing learning experiences for students are included in Administration. In the 3-year period from FY 2014 to FY
2016, a total of 6.1 positions were added to this category. Of these positions, a net of 2.5 were newly created, a decrease from
3.3 created in the prior 3-year period.
Strategy 4.3.1 of Vision 2018, "Implement a zero-based budgeting process to invest in strategic priorities," was executed with the
FY 2015 Budget. Through the analysis of staff functions and allocated resources, the School System has been able to redirect
positions to more efficiently meet the growing needs of the system.
J
Computer Replacement Cycle and Timeline Howard County Public School System
Replacement Cycle Timeline Time
Desktop Computers* 4 years Laptop Computers* 4 years Peripherals (e.g. Printers)* 4 years
*Purchased with a four-year warranty
Replacement Cost Fiscal Year Units Cost Units
Deferred Cost
Deferred RP 1.0 – ES & MS Mobile Lab Laptops FY 2015 5,820 $5.2M 1,830 $2.2M RP 1.5 – Teacher Laptops FY 2016 5,000 $4.9M RP 1.5 – HS Lab Desktops/Laptops FY 2016 1,610 $1.6M RP 2.0 – Computers, Printers, Multi-functional Devices FY 2017 4,666 $5.0M
RP 2.0 – School Curriculum Program Computers FY 2017 3,947 $4.4M
RP 2.0 – MAP Testing Computers FY 2017 3,720 $2.1M Total Deferred Beyond Normal Four-Year Replacement Cycle 11,107 $10.2M
Maintenance Cost • Warranties expire after four years, creating an anticipated increase in maintenance cost for extended
warranties or repairs as needed.• Repairs would take place as needed, assuming employees can be without this equipment while it is being
repaired.• Assuming no additional computer replacement deferrals, the FY 2017 budget to repair equipment is
$257,400. (Additional replacement deferrals could easily double ($514,800), if not triple ($772,200) repaircosts.)
• Other considerations with additional deferrals include:o Dated hardware may not support new operating systems and application software versions that
frequently change.o Impact on instruction if staff and students are without these computers and other devices during
maintenance and repair.
Other Considerations: • Servers and switches in all schools (except new or renovated schools) are 9 years old and need to be
replaced.• The replacement cycle is longer for network equipment (5–10 years)• The older switches cannot pass the higher data rates needed and available over the network.• Old server hardware have the same problem as computers supporting new operating systems and
application software versions that don’t change as frequently.
K
Howard County Public School System
FY 2017 Capital Budget
The following questions are regarding the new high school property.
Does the data support a high school in that location at this time?
The projections indicate Howard High School, which already exceeds 110 percent of its capacity, is expected to be at 142 percent capacity by 2020. Long Reach High School, the remaining high school in the northeastern region of the county, will be at 137 percent of its capacity. Hammond HS, the sole high school in the southeastern region of the county, will be 127 percent of its capacity in 2020. (Please reference pages 32 and 34 as well as pre and post measures charts from the 2015 Feasibility Study.)
Given the limited capital resources, should that location be used for a high school, or should the priority be an elementary or middle school?
The pre measures charts show that by 2024, all school levels are projected to exceed 110 percent capacity utilization. The largest share of enrollment growth is in the east. A small amount of capacity in nearby schools is not sufficient to balance these needs. For these reasons the annual feasibility study models long range capital projects of ES #43 for the southeast, HS #13 for the east, and MS #21 for the east. Land banking has been recommended. The fact that this site can host multiple schools in a location of crowding supports further development of capital proposals which will gain state funding approval. Determining which project is the highest priority will occur in the state submission process as additional capital budgets are developed and future funding constraints become clearer.
Please provide backup data for both.
http://www.hcpss.org/f/schoolplanning/2015-feasibility-study.pdf
L
BOARD OF EDUCATION OF HOWARD COUNTYMEETING AGENDA ITEM
TITLE: Adequate Public Facilities Ordinance (APFO) Chart DATE: May 12, 2016
PRESENTER(S): Joel Gallihue, Manager, School Planning
VISION 2018 GOAL: Students Staff Families and Community Organization
OVERVIEW:The Adequate Public Facilities Ordinance (APFO) chart is utilized as part of the residential growth management process of Howard County. County code requires that the school system provide this report each year. The attached APFO chart lists schools as "closed" if the enrollment projection developed for the FY 2017 Capital Budget and Capital Improvement Program/Redistricting Process exceeds 115 percent of capacity as listed and funded in the most recent Capital Improvement Program. Closed schools are indicated in the chart with the letter “C” and open schools are left blank.
Individual elementary (Grades K-5) or middle schools (Grades 6-8) that show a capacity utilization of less than 115 percent are considered "open" for future residential development. Those schools with greater than 115 percent capacity utilization are considered "closed" for future residential development. At the elementary level, regions that demonstrate capacity utilization above 115 percent are considered “closed” to future residential development.
The “OCIP” notation has been used to denote a school which is open, even when its capacity utilization percentage is over 115 percent, because an approved capital project and feasible redistricting will make the area open. This notation has been applied to this chart for schools involved in redistricting plans associated with additions at Waverly ES and Swansfield ES, as well as the opening of New Elementary School #42.
RECOMMENDATION/FUTURE DIRECTION:Approve the APFO chart for submittal to the Howard County Council for their adoption.
SUBMITTED BY: APPROVAL/CONCURRENCE:Joel GallihueManager, School Planning
Renee A. Foose, Ed. D.Superintendent
Camille B. Jones Chief Operating Officer
Bruce Gist, Executive Director Facilities, Planning and Mgmt.
ACTION
M
May 2016
Columbia - East 2019 2020 2021 2022 Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util.Cradlerock ES 398 398 398 398 369 92.7 386 97.0 383 96.2 379 95.2 395 99.2 406 102.0 422 106.0 436 109.5 441 110.8 445 111.8Jeffers Hill ES 421 421 421 421 447 106.2 444 105.5 447 106.2 445 105.7 453 107.6 464 110.2 470 111.6 477 113.3 482 114.5 491 116.6 CPhelps Luck ES 616 616 616 616 535 86.9 539 87.5 546 88.6 547 88.8 549 89.1 548 89.0 553 89.8 559 90.7 567 92.0 575 93.3Stevens Forest ES 399 399 399 399 397 99.5 419 105.0 423 106.0 429 107.5 424 106.3 425 106.5 429 107.5 433 108.5 438 109.8 442 110.8Talbott Springs ES 377 377 377 377 427 113.3 424 112.5 426 113.0 430 114.1 438 116.2 C 453 120.2 C 458 121.5 C 466 123.6 C 474 125.7 C 482 127.9 CThunder Hill ES 509 509 509 509 595 116.9 C 580 113.9 586 115.1 C 598 117.5 C 605 118.9 C 616 121.0 C 623 122.4 C 631 124.0 C 639 125.5 C 648 127.3 CRegion Totals 2720 2720 2720 2720 2770 101.8 2792 102.6 2811 103.3 2828 104.0 2864 105.3 2912 107.1 2955 108.6 3002 110.4 3041 111.8 3083 113.3
Columbia - WestBryant Woods ES 361 361 361 361 345 95.6 342 94.7 343 95.0 347 96.1 351 97.2 358 99.2 363 100.6 369 102.2 370 102.5 376 104.2Clemens Crossing ES 521 521 521 521 520 99.8 530 101.7 526 101.0 523 100.4 519 99.6 504 96.7 504 96.7 506 97.1 509 97.7 511 98.1Longfellow ES 512 512 512 512 432 84.4 436 85.2 439 85.7 438 85.5 447 87.3 457 89.3 464 90.6 469 91.6 478 93.4 484 94.5Running Brook ES 515 515 515 515 674 130.9 OCIP 735 142.7 OCIP 807 156.7 OCIP 878 170.5 C 938 182.1 C 995 193.2 C 1041 202.1 C 1077 209.1 C 1115 216.5 C 1142 221.7 CSwansfield ES A 621 621 621 621 514 82.8 519 83.6 516 83.1 524 84.4 529 85.2 526 84.7 534 86.0 541 87.1 548 88.2 555 89.4Region Totals 2530 2530 2530 2530 2485 98.2 2562 101.3 2631 104.0 2710 107.1 2784 110.0 2840 112.3 2906 114.9 2962 117.1 C 3020 119.4 C 3068 121.3 C
NortheasternBellows Spring ES 751 751 751 751 844 112.4 886 118.0 C 915 121.8 C 918 122.2 C 905 120.5 C 885 117.8 C 874 116.4 C 843 112.3 817 108.8 799 106.4Deep Run ES 772 772 772 772 884 114.5 903 117.0 C 911 118.0 C 905 117.2 C 895 115.9 C 898 116.3 C 906 117.4 C 917 118.8 C 928 120.2 C 939 121.6 CDucketts Lane ES 770 770 770 770 1224 159.0 OCIP 1354 175.8 OCIP 1441 187.1 OCIP 1531 198.8 OCIP 1588 206.2 C 1601 207.9 C 1617 210.0 C 1627 211.3 C 1636 212.5 C 1658 215.3 CElkridge ES 760 760 760 760 833 109.6 840 110.5 854 112.4 866 113.9 883 116.2 C 914 120.3 C 930 122.4 C 964 126.8 C 963 126.7 C 965 127.0 CIlchester ES 653 653 653 653 624 95.6 618 94.6 624 95.6 630 96.5 659 100.9 699 107.0 720 110.3 731 111.9 746 114.2 741 113.5New ES #42 NS 788 788 788 788Rockburn ES 653 653 653 653 580 88.8 600 91.9 639 97.9 683 104.6 712 109.0 739 113.2 788 120.7 C 830 127.1 C 858 131.4 C 876 134.2 CVeterans ES 788 788 788 788 836 106.1 836 106.1 811 102.9 822 104.3 843 107.0 851 108.0 869 110.3 875 111.0 883 112.1 897 113.8Waterloo ES 663 663 663 663 576 86.9 594 89.6 603 91.0 610 92.0 609 91.9 620 93.5 636 95.9 644 97.1 649 97.9 659 99.4Worthington ES 590 590 590 590 472 80.0 473 80.2 475 80.5 497 84.2 510 86.4 525 89.0 524 88.8 519 88.0 516 87.5 519 88.0Region Totals 7188 7188 7188 7188 6873 95.6 7104 98.8 7273 101.2 7462 103.8 7604 105.8 7732 107.6 7864 109.4 7950 110.6 7996 111.2 8053 112.0
NorthernCentennial Lane ES 647 647 647 647 769 118.9 C 769 118.9 C 774 119.6 C 780 120.6 C 783 121.0 C 789 121.9 C 803 124.1 C 814 125.8 C 822 127.0 C 832 128.6 CHollifield Station ES 694 694 694 694 809 116.6 C 834 120.2 C 866 124.8 C 892 128.5 C 913 131.6 C 938 135.2 C 946 136.3 C 931 134.1 C 911 131.3 C 893 128.7 CManor Woods ES 681 681 681 681 1100 161.5 OCIP 1257 184.6 OCIP 1376 202.1 OCIP 1475 216.6 OCIP 1573 231.0 OCIP 1597 234.5 OCIP 1565 229.8 OCIP 1508 221.4 OCIP 1451 213.1 OCIP 1392 204.4 OCIP
Northfield ES 700 700 700 700 717 102.4 731 104.4 746 106.6 756 108.0 770 110.0 776 110.9 808 115.4 C 816 116.6 C 822 117.4 C 830 118.6 CSt Johns Lane ES 612 612 612 612 732 119.6 C 721 117.8 C 721 117.8 C 720 117.6 C 720 117.6 C 719 117.5 C 724 118.3 C 726 118.6 C 744 121.6 C 756 123.5 CWaverly ES A 738 738 738 738 586 79.4 572 77.5 575 77.9 584 79.1 595 80.6 602 81.6 612 82.9 633 85.8 649 87.9 659 89.3Region Totals 4072 4072 4072 4072 4713 115.7 C 4884 119.9 C 5058 124.2 C 5207 127.9 C 5354 131.5 C 5421 133.1 C 5458 134.0 C 5428 133.3 C 5399 132.6 C 5362 131.7 C
SoutheasternAtholton ES 424 424 424 424 396 93.4 399 94.1 405 95.5 406 95.8 412 97.2 420 99.1 426 100.5 433 102.1 440 103.8 446 105.2Bollman Bridge ES 666 666 666 666 778 116.8 OCIP 796 119.5 OCIP 816 122.5 OCIP 829 124.5 OCIP 839 126.0 C 847 127.2 C 862 129.4 C 868 130.3 C 879 132.0 C 893 134.1 CForest Ridge ES 669 669 669 669 794 118.7 OCIP 846 126.5 OCIP 875 130.8 OCIP 912 136.3 OCIP 954 142.6 C 979 146.3 C 995 148.7 C 1001 149.6 C 995 148.7 C 990 148.0 CGorman Crossing ES 700 700 700 700 775 110.7 764 109.1 749 107.0 729 104.1 720 102.9 700 100.0 687 98.1 679 97.0 679 97.0 684 97.7Guilford ES 465 465 465 465 557 119.8 C 553 118.9 C 556 119.6 C 563 121.1 C 567 121.9 C 573 123.2 C 574 123.4 C 580 124.7 C 583 125.4 C 585 125.8 CHammond ES 653 653 653 653 720 110.3 728 111.5 767 117.5 C 786 120.4 C 817 125.1 C 843 129.1 C 846 129.6 C 850 130.2 C 859 131.5 C 874 133.8 CLaurel Woods ES 640 640 640 640 553 86.4 552 86.3 563 88.0 563 88.0 566 88.4 582 90.9 589 92.0 591 92.3 597 93.3 604 94.4Region Totals 4217 4217 4217 4217 4573 108.4 4638 110.0 4731 112.2 4788 113.5 4875 115.6 C 4944 117.2 C 4979 118.1 C 5002 118.6 C 5032 119.3 C 5076 120.4 C
WesternBushy Park ES 788 788 788 788 602 76.4 602 76.4 590 74.9 600 76.1 598 75.9 606 76.9 611 77.5 619 78.6 631 80.1 640 81.2Clarksville ES 612 612 612 612 427 69.8 430 70.3 430 70.3 435 71.1 435 71.1 432 70.6 436 71.2 435 71.1 437 71.4 437 71.4Dayton Oaks ES 788 788 788 788 605 76.8 591 75.0 578 73.4 578 73.4 566 71.8 567 72.0 566 71.8 566 71.8 569 72.2 573 72.7Fulton ES 788 788 788 788 861 109.3 878 111.4 875 111.0 884 112.2 866 109.9 865 109.8 870 110.4 876 111.2 873 110.8 859 109.0Lisbon ES 527 527 527 527 444 84.3 447 84.8 446 84.6 460 87.3 471 89.4 465 88.2 468 88.8 471 89.4 474 89.9 477 90.5Pointers Run ES 744 744 744 744 826 111.0 855 114.9 898 120.7 C 923 124.1 C 918 123.4 C 904 121.5 C 891 119.8 C 864 116.1 C 832 111.8 805 108.2Triadelphia Ridge ES 581 581 581 581 614 105.7 620 106.7 621 106.9 614 105.7 601 103.4 570 98.1 561 96.6 556 95.7 558 96.0 563 96.9West Friendship ES 414 414 414 414 241 58.2 236 57.0 242 58.5 242 58.5 250 60.4 253 61.1 257 62.1 258 62.3 264 63.8 271 65.5Region Totals 5242 5242 5242 5242 4620 88.1 4659 88.9 4680 89.3 4736 90.3 4705 89.8 4662 88.9 4660 88.9 4645 88.6 4638 88.5 4625 88.2Countywide Totals 25969 25969 25969 25969 26034 100.3 26639 102.6 27184 104.7 27731 106.8 28186 108.5 28511 109.8 28822 111.0 28989 111.6 29126 112.2 29267 112.7
NS: New school scheduled to open in August 2018.
2024-25
A: capacity includes additions as reflected in FY 2017 Capital Budget for Grades K-5 in 2017.
2025-26 2026-27 2028-29Capacity 2021-22
ELEMENTARY SCHOOLS - MAY 2016 APFO Test Capacity Utilization Rates with Board of Education's Approved FY 2017 Capital Budget Projects
Chart reflects May 2015 Projections, Board of Education's Requested FY 2017 capacities, and proposed redistricting associated with Capital Projects.2019-20 2020-21 2023-242022-23 2027-28
May 2016
Columbia - East 2019 2020 2021 2022 Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util. Proj % Util.Lake Elkhorn MS 643 643 643 643 564 87.7 557 86.6 572 89.0 563 87.6 557 86.6 549 85.4 548 85.2 568 88.3 581 90.4 585 91.0Oakland Mills MS 506 506 506 506 474 93.7 489 96.6 477 94.3 472 93.3 478 94.5 478 94.5 484 95.7 482 95.3 493 97.4 498 98.4Region MS Totals 1149 1149 1149 1149 1038 90.3 1046 91.0 1049 91.3 1035 90.1 1035 90.1 1027 89.4 1032 89.8 1050 91.4 1074 93.5 1083 94.3
Columbia - WestHarpers Choice MS 506 506 506 506 574 113.4 542 107.1 566 111.9 549 108.5 549 108.5 553 109.3 555 109.7 564 111.5 559 110.5 565 111.7Wilde Lake MS R 760 760 760 760 705 92.8 692 91.1 697 91.7 710 93.4 763 100.4 819 107.8 869 114.3 888 116.8 C 895 117.8 C 908 119.5 CRegion MS Totals 1266 1266 1266 1266 1279 101.0 1234 97.5 1263 99.8 1259 99.4 1312 103.6 1372 108.4 1424 112.5 1452 114.7 1454 114.8 1473 116.4
NortheasternBonnie Branch MS 662 662 662 662 734 110.9 690 104.2 652 98.5 657 99.2 663 100.2 681 102.9 686 103.6 696 105.1 703 106.2 716 108.2Elkridge Landing MS 779 779 779 779 677 86.9 672 86.3 685 87.9 697 89.5 714 91.7 712 91.4 731 93.8 743 95.4 781 100.3 796 102.2Ellicott Mills MS A 662 662 662 662 909 137.3 C 904 136.6 C 899 135.8 C 861 130.1 C 856 129.3 C 826 101.0 851 104.0 867 106.0 896 109.5 912 111.5Mayfield Woods MS 798 798 798 798 827 103.6 858 107.5 906 113.5 920 115.3 C 968 121.3 C 1000 125.3 C 993 124.4 C 981 122.9 C 984 123.3 C 993 124.4 CThomas Viaduct MS 701 701 701 701 806 115.0 C 865 123.4 C 959 136.8 C 998 142.4 C 1088 155.2 C 1170 166.9 C 1253 178.7 C 1307 186.4 C 1338 190.9 C 1365 194.7 CRegion MS Totals 3602 3602 3602 3602 3953 109.7 3989 110.7 4101 113.9 4133 114.7 4289 119.1 4389 116.8 4514 120.1 4594 122.2 4702 125.1 4782 127.2
NorthernBurleigh Manor MS 779 779 779 779 860 110.4 868 111.4 899 115.4 C 953 122.3 C 997 128.0 C 1059 135.9 C 1092 140.2 C 1106 142.0 C 1091 140.1 C 1100 141.2 CDunloggin MS A 565 662 662 662 656 116.1 C 660 99.7 672 101.5 678 102.4 679 102.6 687 103.8 683 103.2 697 105.3 697 105.3 714 107.9Patapsco MS 643 643 643 643 738 114.8 756 117.6 C 779 121.2 C 784 121.9 C 781 121.5 C 778 121.0 C 789 122.7 C 804 125.0 C 834 129.7 C 855 133.0 CRegion MS Totals 1987 2084 2084 2084 2254 113.4 2284 109.6 2350 112.8 2415 115.9 2457 117.9 2524 121.1 2564 123.0 2607 125.1 2622 125.8 2669 128.1
SoutheasternHammond MS 604 604 604 604 648 107.3 710 117.5 C 717 118.7 C 743 123.0 C 759 125.7 C 804 133.1 C 814 134.8 C 829 137.3 C 834 138.1 C 845 139.9 CMurray Hill MS 662 662 662 662 760 114.8 792 119.6 C 811 122.5 C 770 116.3 C 768 116.0 C 769 116.2 C 771 116.5 C 761 115.0 C 760 114.8 740 111.8Patuxent Valley MS 760 760 760 760 735 96.7 757 99.6 726 95.5 736 96.8 753 99.1 766 100.8 790 103.9 829 109.1 868 114.2 899 118.3 CRegion MS Totals 2026 2026 2026 2026 2143 105.8 2259 111.5 2254 111.3 2249 111.0 2280 112.5 2339 115.4 2375 117.2 2419 119.4 2462 121.5 2484 122.6
WesternClarksville MS 643 643 643 643 562 87.4 562 87.4 552 85.8 548 85.2 552 85.8 572 89.0 584 90.8 590 91.8 588 91.4 585 91.0Folly Quarter MS 662 662 662 662 678 102.4 675 102.0 684 103.3 673 101.7 686 103.6 710 107.3 707 106.8 688 103.9 659 99.5 654 98.8Glenwood MS 545 545 545 545 559 102.6 578 106.1 590 108.3 559 102.6 567 104.0 570 104.6 596 109.4 590 108.3 579 106.2 580 106.4Lime Kiln MS 701 701 701 701 754 107.6 765 109.1 783 111.7 787 112.3 805 114.8 814 116.1 C 807 115.1 C 799 114.0 789 112.6 792 113.0Mount View MS 798 798 798 798 824 103.3 823 103.1 820 102.8 833 104.4 858 107.5 910 114.0 938 117.5 C 984 123.3 C 992 124.3 C 999 125.2 CRegion MS Totals 3349 3349 3349 3349 3377 100.8 3403 101.6 3429 102.4 3400 101.5 3468 103.6 3576 106.8 3632 108.5 3651 109.0 3607 107.7 3610 107.8Countywide Totals 13379 13476 13476 13476 14044 105.0 14215 105.5 14446 107.2 14491 107.5 14841 110.1 15227 111.7 15541 114.0 15773 115.7 15921 116.8 16101 118.1
R: Replacement school scheduled to open August 2017.
2025-26 2027-28
MIDDLE SCHOOLS - MAY 2016 APFO TestCapacity Utilization Rates with Board of Education's Approved FY 2017 Capital Budget Projects
Chart reflects May 2015 Projections, Board of Education's Requested FY 2017 capacities, and proposed redistricting associated with Capital Projects.Capacity
A: capacity includes additions as reflected in FY 2017 Capital Budget for Grades 6-8 between 2017 and 2024.
2019-20 2020-21 2028-292021-22 2026-272022-23 2023-24 2024-25
Legal Services Analysis
Budget Work Session III
February 16, 2016
Howard County Public School SystemLegal Services Expenditures
The transition to an expert legal model has not increased legal fees as a percentage of the operating budget.
Howard County Public School System
Legal Services Expenditures
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Inhouse Legal Model 429,085$ 434,139$ 183,018$ -$ -$ -$ -$
Expert Legal Model 235,609 295,641 435,947 843,187 776,419 795,000 825,000
Total Legal Costs 664,694$ 729,779$ 618,965$ 843,187$ 776,419$ 795,000$ 825,000$
Cost as a % of our operating budget 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1%
Inhouse Model Expert Model
Howard County Public School SystemLegal Services Cost Comparison
A comparison of the FY 2015, FY 2016 and FY 2017 legal costs of MCPS, AACPS, BCPS, and PGCPS to HCPSS highlights some commonalities. As the five largest school districts in Maryland, they are all growing school districts located in the Baltimore-Washington metro area that are projecting increasing budgets for legal fees in line with increasing operating budgets. The rising legal fees for HCPSS, viewed in this light, appear to be reasonable.
Howard County Public School System
Legal Services Cost Comparison*
Actual
Approved
Budget
Proposed
Budget
FY 2015 FY 2016 FY 2017
HCPSS $776,419 $795,000 $825,000
MCPS $851,782 $1,239,050 $1,679,020
AACPS $866,659 $950,695 $1,036,658
BCPS $978,719 $1,081,383 $1,082,007
PGCPS $2,769,634 $3,673,835 $3,327,965
Howard County Public School SystemSpecial Education Projected Cost Savings
1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving*
Tuition 109,432$ 552,800$ 203,214$ 976,533$ 264,825$ 2,592,869$ 421,640$ 2,227,793$
Transport 53,542 285,558 53,542 321,252 89,237 1,017,299 71,389 660,352
Cost avoided HCPSS 162,974$ 838,358$ 256,756$ 1,297,785$ 354,061$ 3,610,168$ 493,029$ 2,888,145$
Total Legal Costs 729,779$ 618,965$ 843,187$ 776,419$
* Total projected saving is inclusive of 1 year saving.
Howard County Public School System
Special Education Projected Cost Savings
FY 2015FY 2012 FY 2013 FY 2014
Inhouse Model Expert Model
The expert legal model has resulted in greater savings in the form of current
and future avoided costs. The review of the cost and effectiveness of the
current legal model supports continuation of this approach by the Board.
10910 Clarksville Pike Ellicott City, MD 21042 410-313-6600 www.hcpss.org
LEGAL SERVICES ANALYSIS
Overview
The Board transitioned to an expert legal model during FY 2013. An expert legal model allows the Board to direct legal matters to counsel with the strongest subject matter expertise. The prior model employed in-house counsel who provided legal advice. Under the in-house model, heavy reliance on outside counsel existed. However, most were handled by in-house counsel who could not provide the level of expertise in legal matters as outside counsel who specialize in individual areas. As the Board evaluates the FY 2017 Superintendent’s Proposed Operating Budget, it provides an opportunity to analyze the results of the change to an expert legal model.
HCPSS Cost of Legal Services The table below analyzes five years of actual legal costs from FY 2011 through FY 2015 with FY 2016 approved budget and FY 2017 proposed budget. Costs under the in-house legal model include salaries, benefits, and supply costs related to in-house staff as well as legal fees paid to external counsel. These costs were accounted for in a number of different programs. Under the expert legal model, all costs are legal fees paid to outside counsel. The transition to an expert legal model has not increased legal fees as a percentage of the operating budget. Howard County Public School System
Legal Services Expenditures
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
In-house Legal Model 429,085$ 434,139$ 183,018$ -$ -$ -$ -$
Expert Legal Model 235,609 295,641 435,947 843,187 776,419 795,000 825,000
Total Legal Costs 664,694$ 729,779$ 618,965$ 843,187$ 776,419$ 795,000$ 825,000$
Cost as a % of our operating budget 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1%
In-house Legal Model Expert Legal Model
Actual legal costs increased from FY 2011 to FY 2015 and are projected to continue to increase in the FY 2016 approved budget and FY 2017 proposed budget. However, as a proportion of our operating budget, legal fees have remained constant. It should be noted that the transition to an expert legal model has not increased legal fees as a percentage of the operating budget. HCPSS Legal Costs Comparison Many factors influence legal cost incurred by a school system which makes benchmarking this area challenging. Nonetheless, it can be helpful to compare legal costs with neighboring school systems. A comparison of the FY 2015, FY 2016 and FY 2017 legal costs of MCPS, AACPS, BCPS, and PGCPS to HCPSS highlights some commonalities. As the five largest school districts in Maryland, they are all growing school districts located in the Baltimore-Washington metro area that are projecting increasing budgets for legal fees in line with increasing operating budgets. The rising legal fees for HCPSS, viewed in this light, appear to be reasonable.
Howard County Public School System
Legal Services Cost Comparison*
Actual
Approved
Budget
Proposed
Budget
FY 2015 FY 2016 FY 2017
HCPSS $776,419 $795,000 $825,000
MCPS $851,782 $1,239,050 $1,679,020
AACPS $866,659 $950,695 $1,036,658
BCPS $978,719 $1,081,383 $1,082,007
PGCPS $2,769,634 $3,673,835 $3,327,965 *Costs taken from FY 2017 proposed budgets books.
Value of the Expert Legal Model The value of the expert legal model is that HCPSS receives the best legal advice for the various types of matters that arise. Expert legal advice in the areas of contracts ensures the Board enters into contracts with terms that protect the Board. In the areas of personnel, student appeals, and general counsel matters, it ensures the Board receives the best advice. In the area of special education in particular, with the assistance of expert legal services, the school system is able to ensure it places students appropriately. The HCPSS is committed to ensuring each student is provided with an appropriate education that will lead to their success and makes decisions regarding placement with that priority in mind. Under the in-house legal model, nonpublic placement requests were often granted without adequate legal review despite special educator and classroom teacher recommendations for local services. Under the expert legal model, each request is evaluated carefully with heavy emphasis on teacher input to determine whether the HCPSS can provide the services. HCPSS approves all requests of nonpublic placement if it is determined that the nonpublic placement is appropriate. However, if HCPSS has the capability to provide the services, these requests are challenged. Ensuring students are placed appropriately has a cost impact as nonpublic placements cost three times more per year, on average, than placement in an HCPSS school. Under the expert legal model, the taxpayers of Howard County are saving significantly more through avoided costs than under the in-house model. Savings through avoided costs are more than three times higher than the legal costs for the entire school system.
1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving* 1 Yr Saving
Total
Projected
Saving*
Tuition 109,432$ 552,800$ 203,214$ 976,533$ 264,825$ 2,592,869$ 421,640$ 2,227,793$
Transport 53,542 285,558 53,542 321,252 89,237 1,017,299 71,389 660,352
Cost avoided HCPSS 162,974$ 838,358$ 256,756$ 1,297,785$ 354,061$ 3,610,168$ 493,029$ 2,888,145$
Total Legal Costs 729,779$ 618,965$ 843,187$ 776,419$
* Total projected saving is inclusive of 1 year saving.
Howard County Public School System
Special Education Projected Cost Savings
FY 2015FY 2012 FY 2013 FY 2014
In-house Legal Model Expert Legal Model
The avoided cost savings calculated is based upon the assumptions that when a case was brought against HCPSS for a specific non-public placement and was resolved, tuition is saved until the student reaches 21 years of age. Only the HCPSS portion of the tuition costs are included in the total projected savings. Transportation savings are based on FY2017 cost per student to transport to non-public placement. Conclusion The cost analysis performed shows that the transition to the expert legal model did not result in higher legal costs for the school system, as a percentage of the operating budget. HCPSS, similar to other large, growing metropolitan Maryland school districts, has rising legal costs, in proportion with the growth in its budget. These legal costs would likely be rising under either the in-house legal model or expert legal model. The expert legal model, however, has resulted in greater savings in the form of current and future avoided costs. The review of the cost and effectiveness of the current legal model supports continuation of this approach by the Board.
BOARD OF EDUCATION OF HOWARD COUNTYMEETING AGENDA ITEM
TITLE: Assignment of Relocatable Classrooms DATE: April 14, 2016
PRESENTER(S): Joel Gallihue, Manager, School Planning
VISION 2018 GOAL: Students Staff Families and Community Organization
OVERVIEW:Relocatable classrooms are used by the Howard County Public School System for short-term relief of overcrowding and to serve programming. This report represents an evaluation by staff using considerations of capacity, projected enrollment, current number of relocatable classrooms and additional programs housed at a school. School Planning and School Administration collaborated to determine which schools are most impacted by programs and enrollment growth. Three new single classroom units and one five classroom unit are recommended for placement by staff.
The five classroom modular building recommendation in this report supports provision of full day pre-kindergarten services to all children in the Oakland Mills Village area (Talbott Springs Elementary School and Stevens Forest Elementary School) from families with income at 300 percent of poverty or less. This strategy requires the installation of one five classroom modular building at Talbott Springs Elementary School and demolition of some older existing single classroom units. A five classroom modular permits the grouping of one grade (likely fourth or fifth) and includes bathrooms. The details of the pre-kindergarten strategy are provided in a separate report. The three attached tables show that no school will exceed 110 percent with existing or proposed relocatable classrooms. We have requested funding for relocatable classrooms next year and intend to return to other individual school needs this time next year.
RECOMMENDATION/FUTURE DIRECTION:Approve the recommendation for placement of units for the school year 2016 – 2017.
SUBMITTED BY: APPROVAL/CONCURRENCE: Joel Gallihue, Manager
School Planning Renee A. Foose, Ed.D.
Superintendent Camille B. Jones
Chief Operating Officer
Bruce Gist Executive Director Facilities, Planning and Mgmt.
ACTION
Recommendations:
New relocatable placements: St. Johns Lane ES +1 Talbott Springs ES +5 Thunder Hill ES +1 Long Reach HS +1 8 new units to be placed
Demolish: Talbott Springs ES -3 -3 units total to be demolished
Relocatable Classroom Assignments 2016-2017
Overview: The primary criterion for recommending installation of a relocatable classroom is to provide immediate relief from high enrollment. Projected capacity utilization percentages in school year 2016–2017 are based on the recently completed enrollment projections which will be used in the June 2016 Feasibility Study.
Recommendations and Justifications:
St. Johns Lane ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables117.8% 6 94.6% 7 91.6%
Justification: Student enrollment projections at St. Johns Lane ES indicate that the growth at this school will continue to escalate. St. Johns Lane ES is projected to be at 117.8% utilization without existing relocatable classrooms. A new relocatable is needed to augment limited program area.
Talbott Springs ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables118.8% 8 77.6% 10 71.5%
Justification: Talbott Springs ES will be hosting full day pre-kindergarten services to all children in the Oakland Mills Village area (Talbott Springs ES and Stevens Forest ES) from families with income at 300% of poverty or less. The five classroom modular building recommendation in this report supports this new PreK program. Three older relocatables will be demolished.
Thunder Hill ES Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/Current RelocatablesProposed
RelocatablesProj. % Utilized
w/Proposed Relocatables114.9% 2 104.7% 3 100.2%
Justification: Thunder Hill ES is projected to be 114.9% utilization next school year without the existing relocatable classrooms. Thunder Hill ES hosts a Regional ASL program. The present units help, but redistricting in this area was recently completed and is not likely to be reviewed until ES #42 is opened. Even if redistricting is considered, it will more likely will be confined to the Rt. 1 area. Temporary space allows the administrator greater flexibility to manage population swings in the interim.
Long Reach HS Proj. % Utilized
(no relocatables)Current
RelocatablesProj. % Utilized
w/CurrentRelocatables
ProposedRelocatables
Proj. % Utilized w/ProposedRelocatables
107.2% 3 102.0% 4 100.4%
Justification: Long Reach HS population is growing and presently has large classes for ESOL which exceed the rooms which have typically been allocated.
Elementary
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Atholton ES 3 3 99.1% 84.2% Pre-K, Preschool, MINCBellows Spring ES 5 5 93.3% 80.0% Pre-K, Preschool, MINC, EB, ES PLBollman Bridge ES 2 2 100.5% 93.4% Title I, Pre-K, Preschool, MINCBryant Woods ES 4 4 107.5% 84.2% Title I, ESM Full-day Pre-KBushy Park ES 0 0 75.0% 75.0% Pre-K, Preschool, MINCCentennial Lane ES 5 5 116.2% 97.4%Clarksville ES 1 1 72.4% 69.5%Clemens Crossing ES 3 3 99.8% 87.2%Cradlerock ES 3 3 110.6% 93.0% Title I, Pre-K, PreschoolDayton Oaks ES 0 0 77.0% 77.0% Pre-K, Preschool, MINC, EBDeep Run ES 6 6 102.5% 85.8% Title I, Pre-K, Preschool, MINCDucketts Lane ES 0 0 106.5% 106.5%Elkridge ES 4 4 106.3% 94.0% Pre-KForest Ridge ES 5 5 113.6% 95.7%Fulton ES 0 0 104.9% 104.9% Regional EDGorman Crossing ES 2 2 93.0% 86.8% Pre-K, Preschool, MINCGuilford ES 5 5 103.2% 81.4% Title I, Pre-KHammond ES 1 1 99.2% 95.6%Hollifield Station ES 3 3 105.6% 95.3% Pre-K, Preschool, MINCIlchester ES 3 3 99.1% 88.9% Pre-K, Preschool, MINC, ES PLJeffers Hill ES 2 2 109.0% 97.5%Laurel Woods ES 2 2 85.6% 79.4% Title I, ESM Full-day Pre-KLisbon ES 1 1 80.6% 77.0%Longfellow ES 0 0 86.7% 86.7% Title I, Pre-K, Preschool, MINCManor Woods ES 1 1 109.8% 105.9%Northfield ES 1 1 100.4% 97.0%Phelps Luck ES 7 7 92.7% 72.2% Title I, ESM Full-day Pre-KPointers Run ES 9 9 97.0% 74.5% Pre-K, Preschool, MINC, ES PL, ALSRockburn ES 1 1 95.1% 91.6% Pre-K, Preschool, MINCRunning Brook ES 3 3 98.1% 85.6% Title I, ESM Full-day Pre-K*, PreschoolSt Johns Lane ES 6 7 117.8% 91.6%Stevens Forest ES 5 5 107.0% 81.5% Title I, ESM Full-day Pre-K*, PreschoolSwansfield ES 12 12 117.5% 74.5% Title I, Pre-KTalbott Springs ES 8 10 118.8% 71.5% Title I, ESM Full-day Pre-KThunder Hill ES 2 3 114.9% 100.2% ALSTriadelphia Ridge ES 0 0 95.7% 95.7% EBVeterans ES 5 5 111.2% 95.9% EB, Pre-K, Preschool, MINCWaterloo ES 4 4 90.8% 78.9% Pre-K, Regional ED, Preschool, MINC Waverly ES 8 8 109.4% 83.3% Pre-K, ALS, Preschool, MINC, ES PLWest Friendship ES 0 0 73.9% 73.9%Worthington ES 1 1 89.3% 85.7%Total 133 137
ALS Regional Academic Life SkillsPreschool Preschool Program, including Parent Assisted Learning at SchoolsPre-K Income qualifying Pre-K program. Astrisk (*) indicates 300% poverty qualification.ESM Full-day Pre-K Elementary School Model Full-day Pre-K programEB Early Beginnings - SE services for very young childrenTitle 1 State approved based upon incomeRegional ED Regional Emotional Disabilities Program (draws from other schools)MINC Multiple Intensive Needs Classroom (Toddler, Preschool/K, and/or Early Learner)ES PL Elementary School Primary Learner Program
Proposed Changes Relocatable Classrooms
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Bonnie Branch MS 2 2 109.8% 102.1%Burleigh Manor MS 1 1 105.3% 102.0%Clarksville MS 5 5 91.0% 76.2%Dunloggin MS 5 5 113.6% 93.0%Elkridge Landing MS 2 2 90.0% 84.6% ALSEllicott Mills MS 3 3 121.3% 109.0% Regional EDFolly Quarter MS 0 0 95.2% 95.2%Glenwood MS 6 6 100.4% 78.7%Hammond MS 3 3 98.8% 87.9%Harpers Choice MS 5 5 113.4% 91.0%Lake Elkhorn MS 1 1 76.4% 73.5%Lime Kiln MS 0 0 103.3% 103.3% ALSMayfield Woods MS 2 2 88.3% 83.1%Mount View MS 2 2 93.9% 88.3%Murray Hill MS 6 6 96.8% 78.9% Regional EDOakland Mills MS 0 0 91.9% 91.9%Patapsco MS 2 2 108.6% 100.7%Patuxent Valley MS 6 6 88.8% 74.2%Thomas Viaduct MS 0 0 91.0% 91.0%Wilde Lake MS 13 13 116.7% 68.8%Total 64 64
School Current Relocatables
ProposedRelocatables
% Util % w/ Relocatables
Program Notes
Atholton HS 0 0 103.0% 103.0%Centennial HS 4 4 111.1% 103.5%Glenelg HS 0 0 84.6% 84.6%Hammond HS 4 4 105.7% 97.7%Howard HS 15 15 130.6% 103.3%Long Reach HS 3 4 107.2% 100.4%Marriotts Ridge HS 0 0 75.4% 75.4%Mt Hebron HS 4 4 113.9% 106.3% Regional EDNew HS #13 0 0 0.0% 0.0%Oakland Mills HS 0 0 83.0% 83.0% ALSReservoir HS 5 5 96.6% 89.4% Regional EDRiver Hill HS 0 0 81.7% 81.7%Wilde Lake HS 0 0 90.2% 90.2%Total 35 36
Proposed Changes Relocatable ClassroomsMiddle
High
FY 2017 HCPSS Operating Budget by Category
Category FY 2017 Board Requested
County Executive's Proposal
Variance
Administration 13,547,269 12,894,327 (652,942) Mid‐Level Administration 61,962,957 61,056,955 (906,002) Instruction 354,578,248 352,261,890 (2,316,358) Special Education 98,973,242 98,973,242 ‐ Student Services 3,389,823 3,302,029 (87,794) Student Health Services 8,341,981 7,928,482 (413,499) Student Transportation Services 38,959,280 38,959,280 ‐ Operation of Plant 44,883,600 44,124,441 (759,159) Maintenance of Plant 28,123,388 24,601,916 (3,521,472) Fixed Charges 195,881,017 156,484,715 (39,396,302) Community Services 6,933,687 6,933,687 ‐ Capital Outlay 866,892 866,892 ‐ Total 856,441,384 808,387,856 (48,053,528)
Note: The County's Executive's funding assumes the additional $2.3 million from the state which has not been approved by the governor.
1 of 2
Location Project Description Deferred Project Estimates
Admin Bldg.- C.O. Cooling Tower Replacement NEW CONTROL (DDC) 100,000.00$ Admin Bldg.- C.O. Exterior / Interior Painting - partial UL & ML 215,000.00$ Admin Bldg.- C.O. Skylight in main hallway requires replacement 350,000.00$ Admin Bldg.- C.O. AHU's and Boiler 4,500,000.00$ ARL Replacement of heating plant & all rooftop units $ 12,500,000.00 ARL Exterior Wall Panels $ 5,000,000.00 ARL, Cradlerock ES, Jeffers Hill ES, Triadelphia Ridge ES Main distribution panel replacement 1,600,000.00$ Atholton HS, Clarksville ES, Old Cedar Ln, Howard HS-B Hall Replace galvanized piping 1,200,000.00$ Bellows Spring ES Paint - Full School Interior/Exterior 113,000.00$
Bollman Bridge ES, Elkridge Landing MS, Forest Ridge ES, Mayfield Woods ES, Mount View MS Convert emergency generators to natural gas 150,000.00$ Bonnie Branch MS Chiller plant $ 200,000.00 Bonnie Branch MS Replacement of Boiler Plant - Boiler project FY17 Capital $ 513,000.00 Centennial HS Stadium Concession Stand & Restrooms 250,000.00$ Clarksville ES Replacement of Interior Classroom Doors 375,000.00$ Cradlerock ES - Lake Elkhorn MS Exterior Doors $ 140,000.00 Cradlerock ES - Lake Elkhorn MS Science Room Renovation $ 165,000.00 Cradlerock ES - Lake Elkhorn MS Boiler/Pumps etc. $ 550,000.00 Dunloggin MS Site Lighting Replacement 65,000.00$ Dunloggin MS, Jeffers Hill ES, Swansfield ES, Waverly ES Generator replacement 1,012,500.00$ Ellicott Mills MS Exterior & Interior Painting $ 110,000.00 Ellicott Mills MS Carpet & VCT Replacement $ 180,000.00 Faulkner Ridge Center Electrical room renovation 500,000.00$ Faulkner Ridge Center Replace RTU 800,000.00$ Folly Quarter MS Carpet & VCT Replacement 160,000.00$ Fulton ES NEW CONTROL SYSTEM -DDC (replace Pneumatic ) 220,000.00$ Glenelg HS Demo Existing Water Storage Tank 350,000.00$ Glenelg HS Replace rubber flooring in weight room 175,000.00$ Glenelg HS Replacement of Boilers with new energy efficient boilers 800,000.00$
Glenelg HS Replace Remaining Interior & Exterior Doors, Frames & Hardware. 975,000.00$
Harper's Choice MS Roof $ 3,200,000.00 Harriet Tubman Cover Windows $ 1,500.00
DEFERRED MAINTENANCE MASTER LIST
Howard County Public School SystemSystemic Renovation Projects
2 of 2
Location Project Description Deferred Project Estimates
DEFERRED MAINTENANCE MASTER LIST
Howard County Public School SystemSystemic Renovation Projects
Harriet Tubman Repoint BMU Walls $ 58,000.00 Harriet Tubman Replace Boiler/Steam Lines with Condensing Boilers $ 95,000.00 Harriet Tubman Paving $ 170,000.00 Harriet Tubman Replace out dated MDP/Switch Gear $ 250,000.00 Lime Kiln MS, Cedar Lane Replace EMS System 1,000,000.00$
Howard HSReplace (4) RTU's and Associated Components - JR ROTC & Tech LAB 350,000.00$
Howard HS Sanitary Lines - Bathroom Renovations Phase 2 550,000.00$ Jeffers Hill ES Replace exterior doors & frames 275,000.00$ Lime Kiln MS Efflorescence of Brick Exterior Walls 60,000.00$ Lime Kiln MS Window Issues 140,000.00$ Lime Kiln MS OFFICE ROOFTOP & NEW CONTROL SYSTEM (DDC) 475,000.00$ Long Reach HS Window Leaks Heads & Jambs 47,800.00$ Mayfield Woods MS Replace two AC Units $ 15,000.00 Mayfield Woods MS Replace water heaters $ 65,600.00 Mayfield Woods MS Roof Issues-Standing Seam Metal $ 100,000.00 Mount View MS Replace window frame sealants $ 12,000.00 Northfield ES Site Lighting $ 95,000.00 Oakland Mills HS Replace interior doors $ 850,000.00 Oakland Mills HS AHU's replacement $ 4,500,000.00 OLD Bushy Park Gas Conversion of Boiler burners $ 650,000.00 OLD Cedar Lane Replacement of HVAC Equipment $ 2,750,000.00 Patapsco MS HVAC Control Project $ 350,000.00 Patapsco MS RTU replacement $ 2,650,000.00 Pointers Run ES Replacement of Boilers with new energy efficient boilers $ 675,000.00 Reservoir HS Repair window frame sealant $ 14,000.00 Reservoir HS COOLING TOWER REPLACEMENT NEW CONTROL (DDC) $ 50,000.00 River Hill HS Cooling Tower, Two New Chillers 925,000.00$ River Hill HS Masonry repairs 32,800.00$ Several Schools Covert EMS to Web based system for all schools 300,000.00$ St. John's Lane ES COOLING TOWER REPLACEMENT 75,000.00$ St. John's Lane ES (3) ROOFTOP UNIT REPLACEMENTS 750,000.00$ Triadelphia Ridge ES Window thru wall flashings 50,000.00$ Various High Schools Replace emergency lighting 850,000.00$ Various Schools Exterior and Interior Door replacements 150,000.00$ West Friendship ES Replace total doors 95,000.00$ West Friendship ES Replacement of domestic water/well system $ 1,250,000.00 Wilde Lake HS Masonry repairs $ 20,000.00 Wilde Lake HS Regasket or wet seal convex windows on face of bldg. $ 150,000.00 Worthington ES Replace total doors $ 95,000.00 Total 57,460,200.00$
Fixed ChargesExpenditure Description
FY 2015 Actual Expenditures
FY 2016 ApprovedFY 2017 Board Requested
Employee Assistance Program 57,964$ 66,000$ ‐$ Insurance‐Unemployment 83,877 200,000 100,000 Contingency ‐ 100,000 100,000 Insurance‐Vehicles 210,000 230,000 241,500 Insurance‐Liability 470,000 570,000 598,500 Accrued Leave Pay‐out 1,239,762 725,000 750,000 Life Insurance 1,100,067 1,075,000 1,150,000 Tuition Reimbursement 1,852,154 1,800,000 1,900,000 Insurance‐Workers Compensation 2,915,000 2,272,980 2,300,000 Early Retirement Program ‐ ‐ 7,153,152 Retirement 20,432,354 23,330,820 32,652,030 Social Security 37,470,387 38,935,940 41,519,135 Employee Health Insurance 80,831,427 82,500,000 107,416,700 Total Fixed Charges 146,662,992$ 151,805,740$ 195,881,017$
HCPSS Operating BudgetFixed Charges Category
FY 2017
Explanation of CostFY 2017 Board Requested
FY 2017 Salaries and Wages 532,215,149$ Less: Pre‐tax reductions under Flex Spending (19,933,988) Add: Benefit credits 3,797,490 Add: Excess life insurance 422,701 Total Taxed Salaries and Wages 516,501,352$
FICA cost (7.65% of total Salaries and Wages) 39,512,353$ Less: OASDI adjustment (224,253) Total FICA on positions in the Superintendent's Budget 39,288,100 FICA on Superintendent Proposed placeholder for negotiations 1,101,900 FICA on Superintendent Proposed new positions 115,000 FICA on Board Requested placeholder for negotiations 821,707 FICA for Board Requested new positions 192,428 Total Social Security Cost 41,519,135$
HCPSS Operating BudgetSocial Security Costs
FY 2017
Explanation of CostFY 2017 Board Requested
Teachers' Retirement & Pension systems, estimate 2016(source: State Retirement Agency, Department of Legislative Services) 21,295,257$ Employees' Retirement & Pension systems 4,644,954 Additional pension cost for FY 2016 pay increases, not included in FY 2016 budget 1,742,296 Teachers' Retirement & Pension Administrative fees 1,099,664 Employees' Retirement and Pension Administrative fees 154,392
28,936,563$ Additional pension cost for Superintendent Proposed placeholder 1,482,602 Additional pension cost for Board Requested positions 389,132 Additional pension cost for Board Requested placeholder 1,843,733
Total Pension Cost 32,652,030$
HCPSS Operating BudgetPension Costs
FY 2017
HCPSSHealth & Dental Budget
4/28/2016
Approved BoardActual Budget Estimated Requested
FY 2015* FY 2016 FY 2016 FY 2017Sources of FundsUse of Fund Balance ‐$ 5,347,445$ 17,575,540$ ‐$
Employee withholdings 16,627,796 17,868,440 16,041,667 18,404,493 Retiree payments 5,008,063 5,700,000 6,000,218 5,700,000 COBRA, leave, refunds, etc. 429,154 300,000 343,877 360,500 Payment from Food Services 2,068,497 2,020,000 2,070,000 2,080,600 Payment from Transportation 693,216 691,000 232,592 711,730 Payment from General Fund–Budgeted 78,000,000 82,500,000 82,500,000 107,416,700 Add'l General Fund Contributions 1,331,427 ‐ ‐ ‐ Year End Transfer 1,500,000 1,500,000 ‐ 1,500,000 Rebates 4,825,824 3,800,000 6,641,621 3,914,000 Miscellaneous Revenue 267,564 100,000 135,781 110,700 Payment from Grants 1,505,353 1,700,000 865,620 1,751,000 Subtotal User Charges 112,256,894 116,179,440 114,831,376 141,949,723
Total Sources of Funds 112,256,894$ 121,526,885$ 132,406,916$ 141,949,723$
Uses of FundsNon‐Election Benefits 3,826,893$ 3,920,000$ 3,598,726$ 3,800,000$ Administrative Fees 5,665,421 7,356,550 6,617,605 7,021,918 Incr/Decr to fund reserve 1,061,315 ‐ 921,415 ‐ Payment of claims 108,182,030 106,281,060 117,239,357 121,982,511 PPACA Fees 1,133,264 647,830 624,496 226,058 Wellness Program 1,948,586 1,991,110 2,052,101 2,006,000 Other Expenses 1,865,667 1,330,335 1,353,216 1,334,506 Recovery of Fund Balance ‐ ‐ ‐ 5,578,730
Total Uses of Funds 123,683,176$ 121,526,885$ 132,406,916$ 141,949,723$
Annual SummaryBeginning Fund Balance $ 13,031,657 $ 232,862 1,605,375$ (15,970,165)$
Excess (Deficit) Revenue Over Expenditures (11,426,282) (5,347,445) (17,575,540) 5,578,730
Ending Fund Balance 1,605,375$ (5,114,583)$ (15,970,165)$ (10,391,435)$
Ending Fund Balance SummaryUnrestricted 1,605,375 (5,114,583) (15,970,165) (10,391,435)
Total Ending Fund Balance 1,605,375$ (5,114,583)$ (15,970,165)$ (10,391,435)$ **FY 2016 Approved Budget beginning fund balance based upon Spring 2016 projections. FY 2016 Estimated
beginning fund balance based upon FY 2015 Actual ending fund balance.
Budgetary Basis
* Actual revenues do not include revenue from fund balance which is included in the budgetary basis of accounting.
Fund Balance**
Project
State Contribution
Local Bonds/Ttax
Total FY17 Request
State Contribution
Local Bonds/Ttax
Total FY17 Request
Difference from Total
FY17 Request Impact of FY17 Executive Proposed CutsWilde Lake MS Replacement School 2,056$ 14,229$ 16,285$ 2,056$ 12,229$ 14,285$ (2,000)$ Through realigned cash flow to FY18, this cut can be managedPatuxent Valley MS Renovation - 10,890 10,890 - 9,890 9,890 (1,000) Through realigned cash flow to FY18, this cut can be managedSwansfield ES Renovation/Addition 7,539 5,183 12,722 7,539 3,183 10,722 (2,000) Through realigned cash flow to FY18, this cut can be managedWaverly ES Renovation/Phase II Addition 2,000 7,589 9,589 6,000 1,589 7,589 (2,000) Through realigned cash flow to FY19, this cut can be managedNew ES #42 8,855 7,671 16,526 8,855 5,671 14,526 (2,000) Through realigned cash flow to FY19, this cut can be managedOakland Mills MS Renovation - 9,131 9,131 - - - (9,131) Forces delay of project one yearNew HS #13 - 3,300 3,300 - - - (3,300) Forces delay of project one year
- - Systemic Renovations/Modernizations 1,600 17,668 19,268 1,600 4,138 5,738 (13,530) Forces delay of five projects* Roofing Projects - - - - - - -
- - Playground Equipment - 300 300 - 300 300 -
- - Relocatable Classrooms - 1,500 1,500 - 1,500 1,500 - Site Acquisition & Construction Reserve - - - - - - - Technology - 5,000 5,000 - 5,000 5,000 - School Parking Lot Expansions - - - - - - - Planning and Design - 300 300 - 300 300 - Barrier Free - 200 200 - 200 200 -
TOTALS 22,050$ 82,961$ 105,011$ 26,050$ 44,000$ 70,050$ (34,961)$
* Talbott Springs ES Renovation, Oakland Mills Village Area Pre-K Expansion, Glenwood MS Boiler/Water Heater, Energy Projects and reduces funding for Systemic Maintenance and Emergency Repairs by $5.5M.
BOE Requested 2/23/2016 FY17 Executive Proposed
FY17 Capital BudgetComparison of BOE Requested as of 2/23/16 and Executive Proposed
(In Thousands)
Project
State Contribution Local Bonds/Ttax Total FY17
RequestState
Contribution Local Bonds/Ttax Total FY17 Request
Required from Howard County Government to Fund BOE
RequestWilde Lake MS Replacement School 2,056$ 12,229$ 14,285$ 2,056$ 14,229$ 16,285$ 2,000$ Patuxent Valley MS Renovation - 9,890 9,890 - 10,890 10,890 1,000 Swansfield ES Renovation/Addition 7,539 3,183 10,722 7,539 5,183 12,722 2,000 Waverly ES Renovation/Phase II Addition 9,589 1,589 11,178 9,589 - 9,589 (1,589) New ES #42 12,000 5,671 17,671 12,000 4,526 16,526 (1,145) Oakland Mills MS Renovation - - - - 9,131 9,131 9,131 New HS #13 - - - - 3,300 3,300 3,300
- - - Systemic Renovations/Modernizations 2,072 4,138 6,210 2,072 17,196 19,268 13,058 Roofing Projects - - - - - - -
- - - Playground Equipment - 300 300 - 300 300 -
- - - Relocatable Classrooms - 1,500 1,500 - 1,500 1,500 - Site Acquisition & Construction Reserve - - - - - - - Technology - 5,000 5,000 - 5,000 5,000 - School Parking Lot Expansions - - - - - - - Planning and Design - 300 300 - 300 300 - Barrier Free - 200 200 - 200 200 -
TOTALS 33,256$ 44,000$ 77,256$ 33,256$ 71,755$ 105,011$ 27,755$
FY17 Executive Proposed w/Updated State Funding BOE Requested Scenario 4/28/2016
FY17 Capital BudgetComparison of Executive Proposed and BOE Requested Scenario as of 4/28/16
(In Thousands)
Project
State Contribution Local Bonds/Ttax Total FY17
RequestState
Contribution Local Bonds/Ttax Total FY17 Request Realignment of Howard
County Government BondsWilde Lake MS Replacement School 2,056$ 12,229$ 14,285$ 2,056$ 12,229$ 14,285$ -$ Patuxent Valley MS Renovation - 9,890 9,890 - 9,890 9,890 - Swansfield ES Renovation/Addition 7,539 3,183 10,722 7,539 3,183 10,722 - Waverly ES Renovation/Phase II Addition 9,589 1,589 11,178 9,589 - 9,589 (1,589) New ES #42 12,000 5,671 17,671 12,000 2,526 14,526 (3,145) Oakland Mills MS Renovation - - - - - - - New HS #13 - - - - - - -
- - - Systemic Renovations/Modernizations 2,072 4,138 6,210 2,072 8,872 10,944 4,734 Roofing Projects - - - - - - -
- - - Playground Equipment - 300 300 - 300 300 -
- - - Relocatable Classrooms - 1,500 1,500 - 1,500 1,500 - Site Acquisition & Construction Reserve - - - - - - - Technology - 5,000 5,000 - 5,000 5,000 - School Parking Lot Expansions - - - - - - - Planning and Design - 300 300 - 300 300 - Barrier Free - 200 200 - 200 200 -
TOTALS 33,256$ 44,000$ 77,256$ 33,256$ 44,000$ 77,256$ -$
FY17 Executive Proposed w/Updated State Funding BOE Requested Scenario 4/28/2016
FY17 Capital BudgetProject Change Scenarios
(In Thousands)
Howard County Public School System
FY 2017 Operating Budget
Teacher for Tomorrow Program
What is the cost for each cohort in this program? Provide a breakout of all of the costs (e.g., tuition, materials, travel, etc...).
Estimated costs are approximately $144,000 per cohort.
What are all of the sources of funds for the program?
The Teachers for Tomorrow program is funded through grants and contributions.
R
Howard County Public School System FY 2017 Operating Budget
Assuming no additional funding, what moves will the Board request, if any, within the operating budget?
The Board held a public hearing on Thursday, May 12th and is scheduled for a work session with the County Council on Wednesday, May 18th followed by a Board of Education work session Thursday, May 19th. The Board has also gathered public input through an interactive survey tool which is available through May 17th. The Board will have a better idea of decisions as input is received through this process.
Assuming additional funding is found by cuts made to the County’s budget request, what is the order of prioritization of restoration of funding?
It is likely any restored funds will be most needed in the Fixed Charges Category as it was cut by $39.5 million.
Subsequent to budget adoption and depending upon the amount of funds restored by the County Council, the Board may need to return to the county to request categorical transfers.
Howard County Public School System FY 2017 Operating Budget
Gas Tax What would be the FY17 impact of the gas tax legislation on HCPSS? HCPSS does not own a fleet of buses, it contracts bus services through competitive bids. This federal fuel refund goes to the owners of the buses which in the case of HCPSS are the bus contractors. When we issue our next bids, we should see bus contractors bid more competitively because they have federal fuel refunds offsetting some of their costs. We typically bid our routes in October/November and again in February/March for the following school year. As a result, we would not see an immediate impact for next school year since the contracts have already been awarded. Our Transportation Office will continue to monitor this.
Howard County Public School System FY 2017 Capital Budget
Ellicott Mills MS
Can you please provide an explanation for moving the start of the Ellicott Mills Middle School project from FY 17 to FY22 considering the anticipated overcrowding?
The CIP in the capital budget request had been self-constrained to present realistic future year funding requests. We are capturing two classrooms (50 seats) from an internal space which will help offset the increased student population.
W
HCPSS
Health Fund
Fund Balance Analysis
FY 2011 - FY 2015
Fiscal
Year
Approved
Budgeted
Ending Fund
Balance
Actual Ending
Fund BalanceDifference
(Increase)/
Decrease in
Difference of
FB
Explanation For Difference Between Budget and Actual
FY 2011 -$ 21,642,934$ (21,642,934)$ (5,551,530)$
The FY 2011 beginning fund balance was projected to be
$5986,070 while the actual beginning fund balance was
$11,537,600. This difference was due to savings HCPSS achieved
through an employee eligibility audit and the year end transfer of
funds.
(8,645,831)
HCPSS utilized an ARRA Education Jobs Fund Grant to fund $8.6
million in teacher claims reducing claims charged to the Health
Fund by $8.6 million. Notification of grant came after year began.
(4,663,336)
HCPSS claims were lower than projected, in part due to the
change in employee contribution rate from 13% to 15% resulting
in $2.4 million in savings.
(1,210,954)
HCPSS made an additional $1.2 million in General Fund
contribution to the Health Fund at year end as prefunding.
(1,571,283)
HCPSS received $1.6 million more in Medicare Part D rebates than
expected.
(21,642,934)$
FY 2012
166,640$ 16,342,111$ (16,175,471)$ (11,959,604)$ The FY 2012 beginning fund balance was projected to be
$9,683,330 while the actual beginning fund balance was
$21,642,934. This difference iwas due to the ARRA funds, the year
end transfer, and the additional rebate revenues.
(642,005)$ HCPSS achieved approximately $4.5 million in savings through
competitively bidding the health plans which resulted in
consolidating the health plans, reducing administrative fees, hiring
a Prescription Benefit Manager (PBM) and implementing their
savings programs. This savings was offset by higher claims of
approximately $3.9 million more than projected.
HCPSS
Health Fund
Fund Balance Analysis
FY 2011 - FY 2015
Fiscal
Year
Approved
Budgeted
Ending Fund
Balance
Actual Ending
Fund BalanceDifference
(Increase)/
Decrease in
Difference of
FB
Explanation For Difference Between Budget and Actual
(3,836,511) HCPSS made an additional $3.8M in General Fund contribution at
year end.
262,649 HCPSS received actual revenues from retiree payments, COBRA,
Food Services Fund etc. that were lower than budgeted by $262K
(16,175,471)$
FY 20133,864,674$ 12,527,992$ (8,663,318)$ 838,713$ The budgeted beginning fund balance was $17,180,284 while the
actual beginning fund balance was $16,342,111.
(2,802,148) HCPSS made an additional $2.8 million in General Fund
contributions to the Health Fund at year end.
(4,008,124) HCPSS converted CareFirst from a funding reserve approach to an
auto debit funding approach which resulted in one time savings of
$6.7 million which was offset by hiring claims of $2.7 million.
(2,578,289) HCPSS recevied an increase in rebate revenue of $2.6M.
(113,470) HCPSS had a net increase of revenue from transportation, grants,
etc.
(8,663,318)$
FY 2014
(9,635,526)$ 13,031,657$ (22,667,183)$ (6,651,758)$ The budgeted beginning fund balance was $5,876,234 while the
actual beginning fund balance was 12,527,992. The difference is
primarily due to the CareFirst one time savings.
(5,297,316) HCPSS prefunded the Health Fund with additional funds to offset
future costs through a TAO at the beginning of the fiscal year.
(3,000,000) HCPSS made an additional $3.0M in General Fund contributions to
the health fund at year end.
(2,985,476) HCPSS received approximately $3 million more in rebate revenue
than expected.
HCPSS
Health Fund
Fund Balance Analysis
FY 2011 - FY 2015
Fiscal
Year
Approved
Budgeted
Ending Fund
Balance
Actual Ending
Fund BalanceDifference
(Increase)/
Decrease in
Difference of
FB
Explanation For Difference Between Budget and Actual
(247,531) HCPSS recevied a net increase of revenue from retiree payments,
COBRA, grants, etc.
(4,485,102) HCPSS had lower claims than budgeted by $4.5M which was due
to very good claims experience and the positive impact of the
employee wellness program.
(22,667,183)$
FY 2015
(1,169,728)$ 1,605,375$ (2,775,103)$ (1,792,605)$ The budgeted beginning fund balance was $11,239,052 while the
actual beginning fund balance was 13,031,657. The difference is
attributable to the increased rebate revenue received in FY 2014.
(1,831,427)
HCPSS made an additional General Fund contribution at year end
to prefund health care contributions.
(2,525,824) HCPSS received an Increase in rebate revenue beyond the budget.
(95,906)
HCPSS had a net increase of revenue from employee
withholdings, retiree payments, COBRA, etc.
3,470,659
HCPSS had an increase in claims experience of approximately $3.5
million more than projected.
(2,775,103)$
Board of Education
FY 2016 Budget
Health Benefits Restricted
Fund(Health Fund)
Operated solely to administer and support
employee health coverage, prescription
coverage, and employee voluntary benefits
such as dental, vision and disability.
Funds are used exclusively for these
purposes.
2
Reasons for Rising Costs in the
Health Fund
Costs in the Health Fund are rising primarily for the following reasons:
• Medical and Prescription Inflation – trending upward
• New enrollees – new hires and previous hires electing our benefit coverage for the first time
• Increase in retirees covered
• Impact of Patient Protection and Affordable Care Act
• Participants electing additional voluntary benefits
3
Health Fund Plan Participation - 2016
4
Enrollees Participants
Number
of
Enrollees
% Increase
over past 6
years
Number of
Participants
% Increase
over past 6
years
Employees 6,921 3.3% 17,206 9.5%
Retirees 2,342 39.8% 2,547 42.8%
Total 9,263 9.1% 19,753 12.0%
Health Fund Cost Containment
Strategies Implemented
HCPSS has successfully implemented numerous health
cost reducing strategies. From 2007–2011, some of the
significant changes included:
• Self-insured the health plans, saved $2.8 million
• Elected to grandfather health plans under Patient
Protection and Affordable Care Act (PPACA), saved
$2 million
• Auditing dependent eligibility, saved $1.4 million
• Changing employee contribution rate, saving $2.4
million
5
Health Fund Cost Containment
Strategies Implemented
In 2012–2016, HCPSS has continued to garner savings through a variety of approaches.
• Achieved savings through vendor consolidation and hiring a PBM - ~$4.5 M
• Implemented an award-winning employee wellness program, Commit To Be Fit, that has achieved a positive ROI each year
• Implemented and expanded mail order Rx program• Put various fraud/abuse programs into place in
both medical and prescription plans• Expanded disease management/case management
programs to achieve better outcomes at lower cost6
HCPSS Analysis of Actual Health
Claim Trends by Fiscal Year
7
Year Average
Participants
Per Month
Per
Member
Per Month % Change
Industry
Average*
FY 2011 17,245 352.58 3.3% 9.0%
FY 2012 17,662 388.54 10.2% 8.5%
FY 2013 18,335 391.41 0.7% 7.5%
FY 2014 18,939 409.76 4.7% 6.5%
FY 2015 19,437 418.25 2.1% 6.8%
*Calendar Year data from PwC Health Research Institute
CY 2015 Claims per Member
per Month (PMPM) Comparison
8
*Harford County Schools maintain lower costs by shifting more cost to the participants in
their PPO plan. This is achieved by requiring an in-network deductible and only covering
90% of in-network claims after co-pay. Harford PPO plan has 20% of their enrollees. HCPSS
PPO has no in-network deductible and pays 100% after co-pays in-network.
400
420
440
460
480
500
520
540
HCPSS HowardCounty
Government
BaltimoreCountySchools
HarfordCounty
Schools*
Carroll CountySchools
434.02
452.84
521.82
438.08
469.79
Health Fund – General Fund & Fund Balance Revenues
9*FY 2016 projected as of the FY 2017 Board of Education’s Requested Operating Budget.
-
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
2009 2010 2011 2012 2013 2014 2015 2016*
59.3 60.7 68.7 67.5 67.3
75.9 78.0 82.5
0.8 1.3
1.2 3.1 2.8
8.2 2.8
3.1
6.5 5.3 3.8
11.4 13.6
Ge
ne
ral F
un
d a
nd
Fu
nd
Ba
lan
ce R
eve
nu
es
(Mill
ion
s)
General Fund (Budgeted) Year End Funds Fund Balance
Health Fund Ending Fund BalancesActual/Projected
10
11,538
21,643
16,342
12,528 13,032
1,605
(12,030) (15,000)
(10,000)
(5,000)
-
5,000
10,000
15,000
20,000
25,000
2010 2011 2012 2013 2014 2015 2016*
En
din
g F
un
d B
ala
nce
(M
illio
ns)
*FY 2016 projected as of the FY 2017 Board of Education’s Requested Operating Budget.
Health FundFund Balance Fluctuations
FY 2009 – $18M • Prior year, we self insured and had great claims
experience.
FY 2010 – $11.5M• Kept GF contribution similar, used $6.5M of
excess Health fund balance for 2010 claims costs.
FY 2011 – $21.6M• Charged $8.6M of teacher claims costs to
ARRA Education Jobs Fund Grant. Notification of grant came after year began.
11
Health FundFund Balance Fluctuations
FY 2012 - $16.3M • Used $5.3M of excess Health fund balance for claims,
kept GF contribution similar to PY. Had lower claims costs with new plans in place and very good claims experience.
FY 2013 - $12.5M• Used $3.8M of excess Health fund balance for current
year claims, reduced GF contribution in 2013 which made GF contribution lower than 2012. Left funding in GF to fund negotiated salary increases.
FY 2014- $13.0M• Contributed add’l funds to the health fund, had lower
claims costs than expected, and an increase in rebate revenue from the prescription program, no reduction in fund balance.
12
Health FundFund Balance Fluctuations
FY 2015 - $1.6M • Used $11.4M fund balance to cover increased
claims costs.
FY 2016 – ($12.0M)• The deficit is caused by an increase in claims
costs that exceeds the actuarial projections.
13
Health Fund Fund Balance Fluctuations
The Fund Balance of the Health Fund has
fluctuated year to year for the following
reasons: • Cost containment strategies• One time opportunities – in FY 2011, ARRA
Educations Jobs Fund Grant that was applied to teacher health claims
• Contribution of year end funds to the Health Fund
14
Health FundNeed For Prudent Fund Balance
Government Finance Officers Assn. (GFOA)
recommends a prudent fund balance to
mitigate current and future risk. • HCPSS is self-insured and as such is obligated
to pay every allowable claim incurred.• Claims experience is subject to fluctuations so
the budget is only an estimate. • Auditors do not look favorably on deficit fund
balances. Recommended fund balance level is between 5%-10% of annual claims costs - $6M-$12M.
15
Interagency Committee on School ConstructionFY 2017 Public School Construction Capital Improvement ProgramSummary of Requests, Board of Public Works Approvals and IAC 100% Recommendations for Planning and Funding as of April 21, 2016($000) omitted
Howard County
The funding recommendations shown for individual major projects may be adjusted due to a number of factors, including the final determination of the area that is eligible for State participation, subtraction of State funding for projects previously approved in an existing facility, and the actual contract cost in some cases. These adjustments will be shown in the worksheets that will accompany the Final FY 2017 Capital Improvement Program as submitted to the Board of Public Works in May 2016.
Also note, while approval of planning is a commitment on the part of the State to fund a project, this commitment is made pending continuing eligibility of the project and the availability of funds. Approval of planning cannot guarantee that future State construction funding will be available at the time that it is requested. Since the current fiscal situation indicates that future year State capital funding will be highly constrained, it is advisable to proceed with a full understanding that local funding may be necessary in order for a project to proceed on schedule.
Notes:(1) Projects recommended by the IAC but not yet approved for funding by the BPW are shown with a status of "A" and an amount of funding within the "90% IAC Recommendations 3-1-16"
and "100% IAC Recommendations 4-21-16" columns.(2) Projects are shown in priority order.
Prior FY 2017 CIP Approvals &
Recommendations100% IAC Recommendations
4-21-16Total EGRC Allocations
Priority - Project Name Project Type
Total FY 2017
CIP
FY 2017 CIP
4-21-16
CombinedTotal
Allocation
FY 2017 EGRC
CIP
FY 2016 EGRC
CIPStatewide
Contg.
LEA Reserved & LEA ACI
Contg.
90% IAC Recomm.
3-1-16FY 2017
CIP
BPW Approval1-27-16FY 2017
CIP
FY 2017 RequestsPlanning/Funding
PriorStateFunds
NetState FundsStatus
1 - Wilde Lake Middle Replacement A $15,359 $13,303 $2,056 $2,056 $2,056 b$2,0562 - Swansfield Elementary Renovation/Addition A $7,696 LP LPLP3 - Swansfield Elementary Renovation/Addition A $7,696 $7,539 $7,539 $7,539 p1$7,5394 - Waverly Elementary Renovation/Addition A $11,650 $9,589 $2,000 $4,000 $1,988 $312 $1,289 $9,589 p1$8,3005 - Northeastern Elementary
School #42New A $18,290 $12,000 $6,805 $334 $2,050 $2,811 $12,000 p1$7,139
6 - Bonnie Branch Middle SR:HVAC/Ceilings/Lighting A $1,100 $1,100 $800 $300 $1,100 e$1,1007 - Manor Woods Elementary SR:HVAC/Ceilings/Lighting A $972 $972 $800 $172 $972 e$972
$13,303 $33,256 $20,000 $4,000 $2,794 $312 $27,106 $2,050 $4,100 $33,256Totals
Abbreviations:K - KindergartenSR - Systemic Renovations
Funding Code:b Balance of multi-year fundsp Partial fundse Entire funding for project
Approval Status:A - IAC Recommendation for approval of planning or funding pending approval of the BPW.B - deferred, but eligible for local planning or construction funding.C - Deferred, and not currently eligible for planning or funding approval.D - Denied, and not eligible for planning or funding approval.
FY 2017 CIP Summary of Requests, Board of Public Works Approvals and IAC 100% Recommendations for Planning and Funding as of April 21, 2016($000) omitted
Major ProjectsKindergartenSystemic RenovationRelocatables
Totals
$31,184
$2,072
$33,256
$18,400
$1,600
$4,000
$4,000$20,000
$2,322
$472
$2,794
$312
$312
$31,184
$2,072
$33,256
$2,050
$2,050
$4,100
$4,100
$25,034
$2,072
$27,106
Howard County Summary by Project Type Total EGRCAllocations
FY 2017 CIP
Total Allocation
FY 2017 EGRC
CIP
FY 2016 EGRC
CIP
LEA Reserved & LEA ACI
Contg.
Combined Total
FY 2017 CIP
Statewide Contg.
FY 2017 CIP
4-21-16
90% IAC Recomm
3-1-16FY 2017
CIP
BPW Approval1-27-16FY 2017
CIP
FY 2017 RequestsPlanning/Funding
10
1
# ofPlanningRequests
10
1
# ofFunding
Requests
4020
6
4020
6
# ofPlanning
Approvals
# of Funding
ApprovalsProject Types:
100% IAC Recommendations4-21-16
Abbreviations:K - KindergartenSR - Systemic Renovations
Funding Code:b Balance of multi-year fundsp Partial fundse Entire funding for project
Approval Status:A - IAC Recommendation for approval of planning or funding pending approval of the BPW.B - deferred, but eligible for local planning or construction funding.C - Deferred, and not currently eligible for planning or funding approval.D - Denied, and not eligible for planning or funding approval.
The Howard County Public School SystemCapital Projects Financial Report
Period Ending April 30, 2016
Total Actual Total Accounting Construction ProjectedProject Project Cost Project Project Cost Percentage Percentage Project Uncommitted
Project Budget To Date Encumbrances To Date Complete Complete Commitments Funds Status
0973 - Waverly Elementary 7,968,459 3,967,647 2,238,939 6,206,586 77.89% 1,761,873 - Planning Phase0980 - Systemic Renovations 228,703,937 211,923,506 3,783,323 215,706,829 94.32% Various 12,997,108 - Ongoing Maintenance Projects0989 - Barrier Free 5,427,500 4,785,329 12,450 4,797,779 88.40% 48,900 580,821 Rolling ongoing project0990 - Playground Equipment 2,380,000 2,321,570 - 2,321,570 97.54% 58,430 - Rolling ongoing project0993 - Relocatable Classrooms 17,410,000 16,627,592 45,498 16,673,090 95.77% 736,910 - Rolling ongoing project0994 - Roofing Projects 45,840,829 37,782,915 2,415,354 40,198,269 87.69% 5,642,560 - Rolling ongoing project0995 - Contingency/Site Acquisition 20,836,241 17,963,163 - 17,963,163 86.21% 1,425,000 1,448,078 Rolling ongoing project0999 - Facility Modernization 6,400,000 6,400,000 - 6,400,000 100.00% - - Closing at end of FY161007 - FY2007 Running Brook 6,266,205 6,254,051 - 6,254,051 99.81% 100.00% 12,154 - Construction Completed1012 - Parking Lot Expansion 4,200,370 3,580,765 - 3,580,765 85.25% 325,000 294,605 Rolling ongoing project1015 - Atholton High Renovation 60,712,620 58,059,851 2,536,407 60,596,258 99.81% 99.00% 116,362 - Construction Phase1020 - Ducketts Lane ES 34,388,625 33,445,698 393,295 33,838,993 98.40% 100.00% 549,632 - Construction Phase1021 - Technology 34,486,000 32,939,396 565,907 33,505,303 97.16% 980,697 - Ongoing Replacement Plan1022 - Gorman Crossing ES 5,337,232 5,337,232 - 5,337,232 100.00% 100.00% - - Closing at end of FY161023 - New Middle School #20 30,983,746 30,800,528 44,046 30,844,574 99.55% 100.00% 139,172 - Construction Completed1026 - Phelps Luck ES 17,869,719 17,869,719 - 17,869,719 100.00% 100.00% - - Closing at end of FY161027 - Longfellow ES Renovation 17,630,000 16,390,087 989,103 17,379,190 98.58% 99.00% 250,810 - Construction Phase1028 - New ES #42 2,807,000 1,830,211 976,789 2,807,000 100.00% - - Planning Phase1030 - Deep Run ES Reno/Add 24,010,960 16,342,887 5,693,305 22,036,192 91.78% 85.00% 1,974,768 - Construction Phase1031 - Wilde Lake MS Reno/Add 29,092,000 20,918,122 8,173,878 29,092,000 100.00% 56.00% - - Construction Phase1032 - Laurel Woods ES Addition 8,823,000 8,650,665 151,594 8,802,259 99.76% 99.00% 20,741 - Construction Phase1033 - Patuxent Valley MS Renovation 18,145,000 14,077,138 4,067,862 18,145,000 100.00% 65.00% - - Construction Phase1034 - Swansfield ES Reno/Add 11,773,000 1,945,225 9,827,775 11,773,000 100.00% - - Planning Phase1038 - Planning and Design 300,000 51,000 17,000 68,000 22.67% 232,000 - Rolling ongoing project
Total 641,792,443$ 570,264,297$ 41,932,525$ 612,196,822$ 27,272,117$ 2,323,504$
Accounting Percentage CompleteAccounting percentage complete is a mathematic calculation based on total project cost to date divided by the total project budget.Total cost is as of the date of the report. There are timing differences between when physical work is completed and when wereceive, approve, process and record payment of project costs. In addition, all of our projects have retention ranging from5%-10% depending on the stage of completion of the project. Retention is not fully paid out until a contractor meets 100% completionof his contract.
Construction Percentage Complete Construction percentage complete is defined as the physical stage of completion of the project. The determination of construction percentage complete is made independent of what stage of accounting payment the project has reached. Consequently, it is not unusual for a project to have a construction percentage complete of 99% but only have an accounting percentage complete of 89%,particularly if we have not paid out retention on a number of contracts.
Consultative Analytics and Impact Report
Copyright © 2016 Aetna, Inc. DOCUMENT CONTAINS CONFIDENTIAL HEALTH INFORMATION. REDISCLOSURE IS STRICTLY PROHIBITED EXCEPT WITH THE WRITTEN PERMISSION OF AETNA INC.
Presentation Date: April 21, 2016
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
Prior Reporting Period: 01-01-2014 - 12-31-2014
Current Reporting Period: 01-01-2015 - 12-31-2015
Key Measures Summary
Key Program Savings PEPM
Precertification $1.43
Concurrent Review $10.36 Claims and Policies $54.89 Care Considerations $20.17
Current YoY Trend
Medical PEPM $780.93 -0.7%
PEPM without HCC $636.80 2.7%
Medical PMPM $323.67 -1.5%
PMPM without HCC $263.94 1.9%
Total Paid Change PPO Select Medical $35.8M 4.8% $24.2M $11.5M
% Utilizing Members 96.8% -1.1 97.5% 96.0%
Membership
Employee 3,816 5.6% 2,348 1,467
Members 9,206 6.5% 5,594 3,613
% Female 55.6% -0.3 55.7% 55.4%
Cost Sharing Current Change
Aetna BoB
Employer Cost Share 93.5% - 1.1 83.3%
Employee Cost Share 3.8% 0.0 14.5%
COB Cost Share % 2.7% 1.0 2.2%
-1.9%
-2.3%
2.7%
-0.1%
0.0%
Non-Par
High Cost Claimants
All Other Medical
Demographics
Geography
Trend Cost Drivers : YOY change
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
2
Member and Employee Characteristics
Member Characteristics
Members Continuously Enrolled (≥12 months) Relationship Distribution & Cost
Employee Gender
Current Change Aetna
BoB
Membership 9,206 6.5% N/A
Average Member Age
34.8 0.0% 36.5
Family Size 2.4 0.8% 1.7
Membership Female
55.6% -0.3 50.9%
% of Total
PMPM Change
Employee 41.4% $414 5.8%
Spouse 21.8% $347 -12.2%
Children 36.8% $207 -4.2%
Prior 90.0%
Current 91.1%
Aetna BoB
76.7%
Current Change
Average Employee Age
46.4 0.7%
Male
20.9% Female
79.1%
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
Key Observations: • Population is predominantly female, 55.6%. • A more female population is more likely to drive maternity, mental health, medical
pharmacy and emergency room spend. They are also more engaged and more likely to incur expensive heart disease treatment, autoimmune diseases, migraines.
• Family size is 2.4 and above our BoB. • Employee cost increased 5.8% and is 41.4% of total medical spend.
3
Cost Category PMPM Current Change Aetna BoB
Inpatient Facility $63 -14.9% $67
Ambulatory Facility $51 -2.3% $29
Emergency Room $13 10.4% $16
PCP $16 0.3% N/A
Radiology $21 2.4% $17
Laboratory $20 5.9% $11
Home Care $6 34.0% $7
Medical Pharmacy $25 14.5% $21
Outpatient Mental Health $9 -1.0% $3
Utilization Current Change Aetna BoB Admits/1000 56.3 -2.3% 40.6
Average Length of Stay 4.4 -8.4% 4.8
30 Day Readmission Rate 4.6% 0.2 N/A
ER Visits/1000 181.3 -0.4% 179.5
Specialist Visits/1000 2,596.6 2.8% 1,365.1
PCP Visits/1000 2,110.2 -0.6% 1,385.0
Lab Services/1000 8,242.8 0.2% 5,695.3
Radiology Services/1000 2,188.8 0.2% N/A
MRI/1000 136.1 16.4% 76.9
CT Scans/1000 121.5 -20.6% 104.8
Radiation Oncology/1000 51.9 5.4% 38.7
Financial and Utilization
Key Observations: • ER visits/1000 increased 12.1% in the Select plan and decreased 7.1% in the PPO. • Inpatient Facility PMPM decreased 14.9% over the prior period and is below the BoB. • The number of PCP visits/1000 have decreased slightly; however remain above the BoB. • Specialist and Lab services increased and are above the BoB.
Total Medical Paid PMPM Current Change Aetna BoB
With High Cost Claimants $324 -1.5% $234
Without High Cost Claimants $264 1.9% $161
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
4
Diagnostic Categories
Total Medical Spend by Diagnosis Category
Top 5 Diagnoses by Relationship
Percent of Total Spend 19.3% 9.6% 7.3% 7.2% 6.8% 6.2% 6.0% 4.0% 3.9% 3.7%
Employees Spouses Children
Unspecified Morbidity Unspecified Morbidity Unspecified Morbidity
Osteoarthritis Neurologic Disorders - Other Newborn - Uncomp Birth
Mechanical Joint Disorders Back Pain/Degenerative Dx Substance Related Disorders
Back Pain/Degenerative Dx Mechanical Joint Disorders Alcohol Abuse
Breast Cancer Synovium/Tendon/Bursa Dx Newborn - Complicated Birth
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
Musculoskelet
alDisorde
rs
Digestive
Disorders
Nonspecific
Disorders
MentalHealth
Disorders
Oncologic
Disorders
Obstetric Care
Neurologic
Disorders
CardiacDisorde
rs
Gynecologic
Disorders
SkinDisorde
rs
High Cost Claimants $1.0M $389K $300K $950K $1.2M $11K $633K $237K $37K $30K
Non-High Cost Claimants $5.9M $3.0M $2.3M $1.6M $1.2M $2.2M $1.5M $1.2M $1.4M $1.3M
Top Diagnosis Categories (ICD) by Total Paid, Current
Key observations: • Musculoskeletal Disorders has the highest percent of total paid and is almost always ranked
#1. • Continue to focus wellness programs on increasing physical activity to promote health body
and healthy weight.
5
Population Health
Key Observations: • Hypertension, Hyperlipidemia and Low Back Pain prevalence decreased over the prior
period. • Diabetes and Depression saw slight increases. • Continue focusing on wellness activities and incentives that address lifestyle behaviors. • All Preventive Services metrics are above the BoB.
Current Change Aetna
BoB
Hypertension 14.2% 16.3 8.1%
Hyperlipidemia 15.5% 15.6 7.4%
Gastritis 8.5% 13.3 4.0%
Diabetes 4.0% 21.2 2.9%
Depression 9.2% 26.0 3.1%
Low Back Pain 9.4% 18.9 3.2%
% of Eligible
Change Bench mark
Breast Cancer Screen (HEDIS)
75.9% -1.0 >62%
Cervical Cancer Screen (HEDIS)
73.2% 11.2 >71%
Colon Cancer Screen (HEDIS)
52.4% 4.9 >38%
Child Immunizations under age 2 (HEDIS)
77.4% 7.5 53%
Child Preventive Visits under age 2 (Non-HEDIS)
77.9% 4.0 59%
Child Preventive Visits age 2-19 (Non-HEDIS)
66.2% -0.6 21%
Adult Preventative Visits (Non-HEDIS)
27.1% 2.4 8%
Current Change Aetna
BoB
Financial Prediction Score
8.1 -1% 7.6
Member Illness Burden
1.40 ____- 1.21
Employee Illness Burden
1.75 - N/A
Inpatient Severity Index
1.2 -5.5% 1.8
Predictive Modeling & Risk
Key Chronic Conditions Preventive Services
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
6
Key Statistics Current Change Aetna
BoB
Number of HCC 48 6.7% N/A
HCC per 1,000 Members
5.2 0.2% 4.3
% of Total Paid 18.5% -2.7 28.7%
Avg Paid per HCC $137,485 -14.4% $261,777
HCC Demographics
Average Age 45.4 2.2% 51.3
Female 50.0% 5.6 54.2%
Relationship
Subscriber 47.9% 12.4 60.1%
Spouse/ Partner 27.1% -6.3 26.6%
Children 25.0% -6.1 13.2%
Utilization for HCCs Current Change Aetna
BoB
Admits/HCC 2.1 23.8% 1.6
ALOS 8.7 -36.1% 9.7
ER visits/HCC 1.3 8.2% 1.4
Readmissions 11.8% -2.9 15.2%
Financials Current Change
Medical Paid per Member
$3,884 -1.5%
Medical Paid per Member NET of
HCC $3,167 1.9%
Member Tenure
Current Change Aetna
BoB
Enrolled < 12 months
8.3% 1.7 26.9%
Top Medical Diagnostic Categories
Count % HCC % Paid
Cancer 12 25.0% 26.8%
Musculoskeletal 11 22.9% 23.2%
Behavioral Health 7 14.6% 20.3%
Neurology 4 8.3% 7.2%
Gastroenterology 3 6.3% 4.1%
Major Categories
Count Paid/ HCC
% of Total
Change
Cancer 12 $137,080 4.6% -2.1
Neonate 2 $160,364 0.9% 0.0
Chronic 34 $136,282 13.0% -1.4
Acute 0 $0 0.0% 0.0
High Cost Claimants Key Statistics HOWARD COUNTY PUBLIC
SCHOOL SYSTEM
01-01-2015 - 12-31-2015
Key Observations: • High Cost Claimants (HCC) have total paid claims >$75,000 in the plan year. • The PPO plan has 34 HCC’s and the Select plan has 14. • The number of high cost claimants increased; however, total membership increased as well. • HCC per 1000 remained flat at 5.2 • Medical spend per HCC Inpatient Days decreased 21.3%. 7
• Attention to maternity services with a focus on delivery outcomes and intervention program activity that impact spend.
Maternity Experience
N/A
Key Observations:
Deliveries Current Change
Total Deliveries (including multiples) 117 -6.4%
Total High Risk and At Risk Deliveries 18 -48.6%
Births Total Newborns* 124 Total NICU admissions 4
Beginning Right Participation Mothers Enrolled 20.5% -2.7
Deliveries – Normal Risk Enrolled Mother
37.5% -7.3
* Newborn count can be understated due to normal newborns claims being rolled up into mother’s claims or newborn being covered under another plan so there are no claims for newborn.
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
8
Case Management Current Change Members Identified (of total eligible members) 0.4% -0.2
Engaged Members of Outreach Completed 45.5% -2.4
Disease Management Members Identified (of total eligible members) 21.3% -0.8
Members Nurse Engaged (of total identified) 2.3% -6.5
Members UTR (of total identified) 0.4% -0.4
Care Considerations Volume Compliance Total Care Considerations
Severity 1 49 63.3% Severity 2 1,704 40.8% Severity 3 638 29.2%
Program Savings PEPM Disease Management $3.31 Care Considerations $20.17
Case/Disease Management Experience HOWARD COUNTY PUBLIC
SCHOOL SYSTEM
01-01-2015 - 12-31-2015
Key Observations:
• Case Management and Disease Management programs continue to be under utilized. • Consider adding Aetna InTouch Care to proactively identify those members at risk or
who have opportunities to improve their health.
9
Network Management
Key Measures
Current Change Aetna
BoB
Admissions in Network
99.5% 1.6 96.7%
Physician Visits in Network
97.6% -0.2 96.4%
Claims Paid in Network
87.9% 1.7 91.3%
Ambulatory Facility Claims
Paid out of Network
$965K -31.5% N/A
Current Change
IOQ Opportunity Savings $280K 39%
Total IOQ Cases 67 40%
Currently Using IOQ 22% -12%
Cost per Lab Procedure In Network
$22.44 -0.9%
Cost per Lab Procedure Out of Network
$71.44 16.2%
Lab Procedure Out of Network
13.8% -4.7
Cancer Out of Network 0.0% 0.0
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
Key Observations:
• Out of Network lab procedures, ambulatory facility claims and mental health services have decreased over the prior period.
• Cost of care tools can help members make informed decisions regarding care.
10
Key Statistics Current Change
Total BH Paid Amount $1,677,766 -12.3%
BH Paid Amount Per Employee
$440 -16.9%
BH Paid Amount Per Member
$182 -17.6%
% of Members Accessing BH Services
12.1% -0.3
Paid Per Member for Mental Health
$134 -7.2%
Paid Per Member for Substance Abuse
$49 -37.0%
BH Paid Amount for Large Claimants (> $25,000)
$268,666 -55.6%
Number of Catastrophic Claimants*
3 -50.0%
MH Large Claimants 3 -50.0%
SA Large Claimants 2 -66.7%
Claimants per 1,000 0.3 -57.1%
Total BH Inpatient Current Change
Paid per Member $38 -41.6%
Avg paid/Admission $8,400 -37.8%
BH Admissions/1,000 4.6 -6.1%
Days of Care/1,000 31.9 -40.5%
Avg Length of Stay 7.0 -36.6%
% Admissions Out of Network
2.4% -11.9
Total BH Outpatient
Paid PMPM $144 -7.5%
Paid per Claimant $1,188 -5.3%
Visits/1,000 1288.0 -1.3%
*large claimants may have both a mental health and substance abuse component
Behavioral Health
$221
$66
$156 $182
$38
$144
BH Paid AmountPer Member
Inpatient PaidAmount Per
Member
Outpatient PaidAmount Per
Member
Comparison of Behavioral Health Paid Amount Per Member
Prior Current
18.8%
2.3%
0.7%
8.2%
9.9%
30.4%
29.9%
% of Total Paid by Service InpatientTreatmentResidentialTreatmentPartial Hospital
IntensiveOutpatientPsychiatric Visits
Therapist Visits
Key Observations: • Behavioral Health total paid amount decreased over the prior period in all metrics. • This could be a leveling off of the impact Mental Health Parity and ACA (health care
reform’s action to allow up to 26 year olds on their parent’s coverage). • Continue to promote EAP services as the first line of service when appropriate.
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
11
Key Utilization Metrics Current Change Aetna BoB
Aggregate Metrics, Excludes maternity except as noted
Days / 1,000 211.9 -9.2% 175.2
Avg. Cost per Day $2,528 -8.6% $3,796
ALOS 4.9 2.0% 5.4
Admissions/1,000 43.1 -1.8% 32.7
Admissions/1,000 w/ Maternity
56.3 -2.3% 40.6
Inpatient Hospital Current Change Aetna BoB
Orthopedic Surgery Cost PMPM $8.44 37.7% $8.64
Cardio Thoracic Surgery Cost PMPM $1.28 -72.7% $5.83
Bariatric Surgery Cost PMPM $0.68 -45.6%
$0.67
ICU Cost PMPM $1.87 -74.0% $4.24
NICU Cost PMPM $0.58 141.7% N/A
Psychiatric and Substance Abuse
Admits/1000 5.4 -8.5% 3.2
Days/1000 41.6 -42.3% 25.4
In-Network Use % Admits In-Network 99.5% 1.6 96.7%
Sample Company
Jan 01, 2015 - Dec 31, 2015 Inpatient Facility Drill Down Key Stats HOWARD COUNTY PUBLIC
SCHOOL SYSTEM
01-01-2015 - 12-31-2015
12
Inpatient Facility Drill Down Conditions
Top 5 Non-Maternity Conditions by Cost Current
Major joint replacement $419,241
Psychoses $370,850
Limb reattach/hip/femur trauma $217,412
Craniotomy/endovascular procedure $180,673
Extreme immaturity or RSD $150,257
Top 5 Non-Maternity Inpatient Conditions by Admits
Psychoses 29
Neonate with other significant problem 25
Major joint replacement 24
Full term neonate w major problem 13
Alcohol/drug w/o rehab 11
Top 5 Non-Maternity Inpatient Conditions by ALOS
Circulatory dis ex AMI w cath 40
Endocrine disorders 36
Coronary bypass w catheter 34
Neurological eye disorders 31
Limb reattach/hip/femur trauma 29
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
13
Alternative Care Settings
Retail Clinics Urgent Clinics
Current Aetna
BoB Current
Aetna BoB
Total Visits 962 N/A 3,094 N/A
Visits/1,000 104.5 28.3 336.1 115.8
Utilizing Members
739 N/A 1,889 N/A
Avg Allowed per Visit
$65 $63 $122 $150
Avg Paid per Visit
$52 $40 $100 $97
Employee Cost Sharing
19.5% 38.3% 16.6% 36.6%
Key Utilization Metrics Prior Current Aetna
BoB
Total ER Visits 1,574 1,669 N/A
ER Visits /1,000 182.0 181.3 179.5
Utilizing Members 1,027 1,071 N/A
Avg Visits per Utilizing Member
1.5 1.6 1.5
PCP to ER Visit Ratio 11.6 11.6 8.6
Overview of Cost Prior Current Aetna
BoB
Avg Allowed per Visit $1,180 $1,241 $1,851
Avg Paid per Visit $1,129 $1,190 $1,461
Employee Cost Sharing 3.3% 3.2% 19.5%
Paid Per Member Per Year
$206 $216 $255
Top Diagnosis Groups
Age 0-19 Allowed Visits % of Total
Accidental Injury $749 67 14.3%
Throat Disorders $505 37 7.9%
Gastroenteritis $881 25 5.3%
Abdominal Pain $1,058 24 5.1%
Fractures $1,079 22 4.7%
Age >=20 Allowed Visits % of Total
Angina/Chest Pain $1,537 104 8.7%
Accidental Injury $1,066 88 7.3%
Abdominal Pain $1,588 73 6.1%
Sprains/Strains $824 37 3.1%
Gastroenteritis $1,406 36 3.0%
# %
Non-Urgent ER Visits 517 31.0%
Members with > 4 ER visits 50 4.7%
Top 5 Facilities Utilized
Facility Name City, State % of ER Visits
Howard County General Hospital Columbia, MD 39.7%
St. Agnes Hospital Baltimore, MD 4.4% Carroll Hospital Center Westminster, MD 3.8% Johns Hopkins Hospital Baltimore, MD 2.6%
Greater Baltimore Medical Center Baltimore, MD 2.4%
41.7%
19.7%
38.6%
% of ER Visits
EmployeeSpouseChild
Sample Company
Jan 01, 2015 - Dec 31, 2015
56.9% of ER Visits are for Female Members
Emergency Room Drill Down HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
Key Observations: • 31% of ER visits were classified as non-urgent. • Visits per 1000 is above the benchmark. • 56.9% of ER visits are for females. • Consider communications directly targeting female members.
14
Medical Rx Drill Down
Percent of Total Medical Paid: 7.7%
Top 5 Medical Pharmacy Drugs
Medical Rx Utilization Current Aetna BoB Change Prior
Chemotherapy for Cancer Rate/1,000 10.0 5.6 46.4% 6.8
PMPM $4.85 $6.17 0.5% $4.82
Non-Chemotherapy Rate/1,000 318.0 220.8 1.6% 313.1
PMPM $17.38 $11.87 21.8% $14.28
Immunization Rate/1,000 358.2 210.9 -2.3% 366.6
PMPM $2.15 $1.88 6.9% $2.01
Self Injectibles Rate/1,000 2.1 1.1 5.0% 2.0
PMPM $0.42 $0.85 -22.6% $0.55
Medical Rx Site of Service Rate/ 1,000
Change
PMPM
Chemotherapy for Cancer
Office 5.3 21.1% $1.22
Facility 5.5 99.6% $3.63
Non-Chemotherapy Office 277.0 0.2% $11.24
Facility 65.9 9.6% $6.14
Rank Disease Category Unique
Members Claims
Paid Amount
Paid/Claim Percent of Total Paid
1 Auto-Immune 26 161 $813,353 $5,052 53.8%
2 Onc-Chemotherapy 34 151 $401,828 $2,661 26.6%
3 Colony Stimulant 6 35 $62,981 $1,799 4.2%
4 Immunoglobulin 23 42 $58,941 $1,403 3.9%
5 Neurological Neuromuscular 12 23 $39,669 $1,725 2.6%
Top 5 Medical Disease Categories
Rank Family Name
Disease Category
Unique Members Claims
Paid Amount
Paid Per Claim
Percent of Total Paid
1 Remicade Auto-Immune 23 145 $725,860 $5,006 48.0%
2 Avastin Onc-Chemotherapy 9 34 $118,524 $3,486 7.8%
3 Herceptin Onc-Chemotherapy 3 29 $81,407 $2,807 5.4%
4 Simponi Auto-Immune 2 11 $77,578 $7,053 5.1%
5 Xgeva/Prolia Med Onc-Chemotherapy 13 34 $43,405 $1,277 2.9%
Medical Pharmacy Drill Down HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
15
Oncology Drill Down
Prior Current
% Members with Cancer
3.3% 3.6%
% Paid for Members with Cancer
13.2% 12.3%
Members with Cancer All Costs
Current Change
Members 361 15.3%
Medical Paid $4,872,734 -4.8%
Pharmacy Paid $1,167,310 52.0%
Total Paid $6,040,044 2.7%
Members with Cancer Cancer Costs
Current Change
Members 361 15.3%
Medical Paid $2,401,485 -1.0%
Pharmacy Paid $221,986 75.0%
Total Paid $2,623,471 2.8%
Top 10 Cancer Sites Avg Age
Members All Medical Costs Paid
Paid per Member
Cancer Only Medical Paid
Cancer Paid/
Member
Members with
Neutropenic Fever
Other Cancer 54 40 $1,302,507 $32,563 $773,171 $19,329
Breast Cancer 58 81 $1,049,261 $12,954 $614,188 $7,583
Skin Cancer 59 115 $684,208 $5,950 $125,824 $1,094
Lung Cancer 60 10 $574,089 $57,409 $402,560 $40,256
Leukemia 55 9 $423,812 $47,090 $161,378 $17,931 1
Colorectal Cancer 56 14 $386,420 $27,601 $259,437 $18,531
Malignant Melanoma 58 45 $364,279 $8,095 $147,981 $3,288
Endometrial Cancer 58 8 $347,338 $43,417 $248,108 $31,013
Oral Cancer 56 5 $346,984 $69,397 $258,154 $51,631
Hodgkin's Disease/Lymphoma 54 15 $330,665 $22,044 $202,783 $13,519
$18,799
$16,731
Prior
Current
Members with Cancer Paid per Member – All Costs
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
External RX data used to identify cancer is dependent on timing, quality and completeness of file feeds from vendor to Aetna’s eDW
16
Utilization Inpatient
In Network
Out of Network
% In Network
Prior % In Network
# of Admissions 52 0 100.0% 97.5%
Total Days 169 0 100.0% 99.1%
Utilization Ambulatory
In Network
Out of Network
% In Network
Prior % In Network
Facility Visits 534 79 87.1% 84.6%
ER Visits 205 0 100.0% 99.5%
Office Visits 7,045 455 93.9% 94.7%
Surgeries 1,354 51 96.4% 98.8%
Top Actionable Sites of Service
Paid Amount per Member Utilization per 1,000 Unit Cost
Prior Current % Change $ Change % of Total
(current) Prior Current % Change Prior Current % Change
Inpatient Care
Facility Acute $98 $107 8.6% $8 12.5% 13 17 31.0% $7,804 $6,468 -17.1%
Ambulatory Care
Facility (w/o ER) $217 $194 -10.5% -$23 22.8% 63 66 5.9% $3,453 $2,919 -15.4%
Emergency Room $16 $15 -8.6% -$1 1.8% 25 22 -11.3% $653 $673 3.0%
Physical Therapy $165 $170 2.6% $4 19.9% 2,295 2,332 1.6% $72 $73 0.9%
Chiropractic Manipulation
$18 $19 2.7% $1 2.2% 699 677 -3.0% $26 $28 6.0%
Radiology $57 $61 7.8% $4 7.2% 452 482 6.6% $126 $127 1.2%
Total Medical $825 $853 3.4% $28 100.0%
Employee Spouse Child
Claimants 1,767 850 808
Prevalence 46.3% 42.4% 23.9%
Total Medical Paid $4.3M $2.1M $1.4M
Average Paid per Claimant
$2,436 $2,468 $1,793
Sample Company
Jan 01, 2015 - Dec 31, 2015
All other Conditions, $27,906,767
,78%
Musculoskeletal,
$7,851,102. ,22%
Musculoskeletal as 22% of Total Medical Costs
16%
16%
84%
84%
0% 20% 40% 60% 80% 100%
Prior
Current
Paid PM by Place of Service
Ambulatory Paid Inpatient Paid
Musculoskeletal Drill Down Key Statistics HOWARD COUNTY PUBLIC
SCHOOL SYSTEM
01-01-2015 - 12-31-2015 Key financial and utilization on orthopedic conditions can often be impacted by quality providers, network use and lifestyle modification.
Key Statistics
Per Member Costs Prior Current % Change
Allowed Amount $878 $923 5.2%
Paid Amount $825 $853 3.4%
Inpatient Paid $133 $136 2.8%
Ambulatory Paid $692 $716 3.5%
HCC > $75K % of Total Musculoskeletal
3.4% 5.6% 2.1
Avg. Paid per HCC $81,643 $109,444 34.1%
17
Musculoskeletal Drill Down Clinical
Paid by Diagnostic Group for HCC % of Total
Fractures $169.7K 38.8%
Rheumatoid Arthritis $98.7K 22.5%
Back Pain/Degenerative Dx $86.3K 19.7%
Osteoarthritis $83.1K 19.0%
Members with Musculoskeletal and Other Comorbid Conditions
Depression 12.4%
Migraines and Other Headaches 8.3%
Obesity 3.4%
Conditions
High Cost Claimants > $75,000
Top 5 Diagnostic Groups by Medical Paid
Claimants Medical Paid Paid per Claimant
Prior Current Change Prior Current Change Prior Current Change
1 Mechanical Joint Disorders
1080 1214 12.4% $1.0M $1.1M 10.5% $963 $947 -1.7%
2
Back Pain/Degenerative Dx
770 839 9.0% $974K $979K 0.6% $1,265 $1,167 -7.7%
3 Osteoarthritis 321 359 11.8% $734K $854K 16.2% $2,288 $2,378 3.9% 4 Fractures 271 277 2.2% $505K $774K 53.3% $1,862 $2,793 50.0% 5 Sprains/Strains 670 718 7.2% $578K $580K 0.3% $863 $808 -6.4%
Co-Morbidities
Orthopedic Institutes of Quality
IOQ Cases
IOQ Cost/Case
Non-IOQ Cases
Non-IOQ Cost/Case
Spine 4 $37,832 20 $30,818
Total Joint Replacement 4 $21,926 18 $32,021
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
18
Benchmarks
Total Medical Paid PMPM Prior Current Aetna BoB Industry
With High Cost Claimants $329 $324 $234 $304
Without High Cost Claimants $259 $264 $161 $215
Cost Category Prior Current Aetna BoB
Inpatient Facility $74 $63 $67 Ambulatory Facility $52 $51 $29 Emergency Room $12 $13 $16 PCP $16 $16 N/A Radiology $20 $21 $17 Laboratory $19 $20 $11 Home Care $5 $6 $7 Medical Pharmacy $22 $25 $21 Outpatient Mental Health $9 $9 $3
Financial and Utilization
Utilization Prior Current Aetna BoB
Admits/1000 58 56 41
Average Length of Stay 4.8 4.9 4.8
30 Day Readmission rate 4.3% 4.6% N/A
ER visits/1000 182.0 181.3 179.5 Specialist visits/1000 2524.9 2596.6 1365.1 PCP visits/1000 2123.2 2110.2 1385.0 Lab Services/1000 8226.0 8242.8 5695.3 Radiology Services/1000 2183.9 2188.8 N/A MRI/1000 116.9 136.1 76.9 CT Scans/1000 153.0 121.5 104.8 Radiation Oncology/1000 49.3 51.9 38.7
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
19
Benchmarks
Predictive Modeling & Risk Prior Current Aetna BoB
PULSE 8 8.1 7.6
Member Illness Burden 1.40 1.40 1.21
Inpatient Severity Index 1.3 1.2 1.8
Key Chronic Conditions Prior Current Aetna BoB
Hypertension 12.2% 14.2% 8.1%
Hyperlipidemia 13.4% 15.5% 7.4%
Gastritis 7.5% 8.5% 4.0%
Diabetes 3.3% 4.0% 2.9%
Depression 7.3% 9.2% 3.1%
Low Back Pain 7.9% 9.4% 3.2%
Preventive Services Prior % of Eligibles
Current % of Eligibles Aetna BoB
Breast Cancer Screening (HEDIS) 76.8% 75.9% >62%
Cervical Cancer Screening (HEDIS) 74.6% 73.2% >71%
Colon Cancer Screening (HEDIS) 48.4% 52.4% >38%
Childhood Immunizations 70.1% 77.4% 53.0%
Childhood Preventative Visits under age 2
74.1% 77.9% 58.6%
Childhood Preventative Visits age 2-19
66.6% 66.2% 20.7%
Adult Preventative Visits 24.7% 27.1% 8.1%
Population Health
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
20
Benchmarks
High Cost Claimants
Key Statistics Prior Current
Aetna BoB
HCC per 1,000 Members 5.2 5.2 4.3
% of Total Paid 21.2% 18.5% 28.7%
Avg Paid per HCC $160,581 $137,485 $261,777
HCC Demographics
Average Age 44.4 45.4 51.3
Female 44.4% 50.0% 54.2%
Relationship
Subscriber 35.6% 47.9% 60.1%
Spouse/Domestic Partner 33.3% 27.1% 26.6%
Children 31.1% 25.0% 13.2%
Member Tenure Prior Current
Aetna BoB
Enrolled < 12 months 6.7% 8.3% 26.9%
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
21
Benchmarks
Behavioral Health
Key Statistics Prior Current Aetna BoB
BH Paid Amount Per Employee $529 $440 N/A
BH Paid Amount Per Member $221 $182 $63
Paid Per Member for Mental Health $144 $134 $45
Paid Per Member for Substance Abuse $77 $49 $18
Claimants per 1,000 0.7 0.3 0.1
Total BH Inpatient Prior Current Aetna
BoB
Paid per Member $66 $38 $23
Avg paid/admission $13,501 $8,400 $8,157
BH Admissions/1,000 4.9 4.6 2.8
Days of Care/1,000 54 32 23
Avg Length of Stay 11.0 7.0 8.2
% Admissions Out of Network 14.3% 2.4% 16.0%
Total BH Outpatient Paid PMPM $156 $144 $40
Paid per Claimant $1,255 $1,188 $906
Visits/1,000 1,304 1,288 382
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
*Behavioral Health BOB metrics are based on a 12 month incurred time period with a two month lag.
22
Benchmarks
Emergency Room Drill Down
Overview of Cost Prior Current Aetna BoB
Avg Allowed per Visit $1,180 $1,241 $1,851
Avg Paid per Visit $1,129 $1,190 $1,461
Employee Cost Sharing 3.3% 3.2% 19.5%
Paid Per Member Per Year $206 $216 $255
Key Utilization Metrics Prior Current Aetna BoB
ER Visits /1,000 182.0 181.3 179.5
Avg Visits per Utilizing Member 1.5 1.6 1.5
PCP to ER Visit Ratio 11.6 11.6 8.6
Alternative Care Settings Retail Clinics
Prior Current Aetna BoB
Visits/1,000 121.8 104.5 28.3
Avg Allowed per Visit $57 $65 $63
Avg Paid per Visit $44 $52 $40
Employee Cost Sharing 21.7% 19.5% 38.3%
Urgent Clinics
Prior Current Aetna BoB
Visits/1,000 314.0 336.1 115.8
Avg Allowed per Visit $119 $122 $150
Avg Paid per Visit $98 $100 $97
Employee Cost Sharing 17.3% 16.6% 36.6%
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
23
Benchmarks
Medical RX Drill Down
Medical Rx Utilization Rate/1,000 Prior Current Aetna BoB
Chemotherapy for cancer Rate/1,000 6.8 10.0 5.6
PMPM $4.82 $4.85 $6.17
Non-Chemotherapy Rate/1,000 313.1 318.0 220.8
PMPM $14.28 $17.38 $11.87
Immunization Rate/1,000 366.6 358.2 210.9
PMPM $2.01 $2.15 $1.88
Self Injectibles Rate/1,000 2.0 2.1 1.1
PMPM $0.55 $0.42 $0.85
HOWARD COUNTY PUBLIC SCHOOL SYSTEM
01-01-2015 - 12-31-2015
24
CareFirst BlueCross BlueShield is the shared business name of CareFirst of Maryland, Inc. and Group Hospitalization and Medical Services, Inc. which are independent licensees of the Blue Cross and Blue Shield Association. ® Registered trademark of the Blue Cross and Blue Shield Association. ®′ Registered trademark of CareFirst of Maryland, Inc.
Plan Review Meeting January 6, 2016
Carolyn Drumgoole Account Manager, SalesMary Penczek Director, State & Municipalities, SalesJennifer Kuhl, RN, CCM Director, Client Advisory ServicesKrista Bateman Client Advisor, Client Advisory Services
Howard County Public School System
PROPRIETARY AND CONFIDENTIAL
2
PROPRIETARY AND CONFIDENTIAL
Agenda
• Introductions
• CareFirst Care Model
Patient-Centered Medical Home (PCMH)
Total Cost and Care Improvement (TCCI)
• HCPSS Clinical Risk Profile
• SearchLight Reporting
• Recommendations/Next Steps
12.6MCigna
18.2MAetna 36.5M
United Healthcare
99.7M
PROPRIETARY AND CONFIDENTIAL
3
PROPRIETARY AND CONFIDENTIAL
Transformation of CareFirst - Population Health Manager
5 years ago CareFirst took significant steps to become a population health manager by:
• Creating a continuum of wellness and care coordination services which assigns the right intervention, at the right time, in the most cost effective setting
• Establishing a value-based program which positions the Primary Care Provider at the center of the members’ care
• Developing a portfolio of value-based plan designs with an integrated healthy incentive program to promote PCP engagement, eliminate barriers to care & facilitate healthy lifestyles
PROPRIETARY AND CONFIDENTIAL
4
PROPRIETARY AND CONFIDENTIAL
Population Health Manager – Engaged & Empowered Providers
Empower Primary Care Providers to lead patient care and be accountable for the
patient’s entire health care spend
Primary Care Provider, 5.7%
Specialists, 22.7%
Inpatient,19.7%
Outpatient, 19.5%
Pharmacy, 28.8%
Other, 3.6%
PROPRIETARY AND CONFIDENTIAL
5
PROPRIETARY AND CONFIDENTIAL
Engage Identify Improve
Creating A Continuum of Care
PROPRIETARY AND CONFIDENTIAL
6
PROPRIETARY AND CONFIDENTIAL
• Hospital Transition of Care Program (HTC)• Complex Case Management Program (CCM)• Chronic Care Coordination Program (CCC)• Behavioral Health and Substance Abuse Program (SBH)
• Home-Based Service Program (HBS)• Enhanced Monitoring Program (EMP)• Community-Based Programs (CBP)• Telemedicine Services (TMS)
• Comprehensive Medication Review Program (CMR)• Pharmacy Coordination Program (RxP)
• Exclusive Specialty Networks Available• Formulary Options Available
• Preauthorization of High Cost, High Impact Services (PRE)• Expert Consult Program (ECP)• Centers of Distinction Program (CDP)• Urgent Care and Convenience Access (UCA)
Wellness & Disease Management
Care Coordination
Additional Provider Support
Enhanced Pharmacy Management
Self-Management Promotion
• Health Promotion, Wellness and Disease Management Services (WDM)• Well Being 5 Assessment • Biometrics• Lifestyle and DM Coaching
Total Care and Cost Improvement Programs (TCCI)
PROPRIETARY AND CONFIDENTIAL
7
PROPRIETARY AND CONFIDENTIAL
Member Health Record – Empowering Providers with Actionable Data
Provider Information
LCC/Case Manager and Care Plan Information
Top 3 Health Conditions
Vendor Integration
Illness Burden Score
Health Scores
Including the Drug Volatility
Score
PROPRIETARY AND CONFIDENTIAL
8
PROPRIETARY AND CONFIDENTIAL
Accidents, cancer, heart attacks, trauma, high-risk pregnancies, hospice, as well as those with chronic disease
Including heart disease, diabetes, obesity and asthma--conditions which largely arise due to lifestyle choices.
Those at risk for chronic diseases and other medical conditions
Generally healthy, needing medicine or doctor’s visits occasionally
0-0.24
0.25-0.99
1.00-1.99
2.00-4.99
0.00 - 0.24
5.00+27.4%
22%
2.7%
7.5%
12.8%
32.4%
44.6%
22.6%
21%
7.1%
Percentage of Costs
Percentage of MembersAvg. Illness Burden Score is 0.89
Identifying The Problem: Illness Burden Triangle
PROPRIETARY AND CONFIDENTIAL
9
PROPRIETARY AND CONFIDENTIAL
HCPS Demographics
PROPRIETARY AND CONFIDENTIAL
10
PROPRIETARY AND CONFIDENTIAL
HCPSS Paid Claims - Plan vs. Member
PROPRIETARY AND CONFIDENTIAL
11
PROPRIETARY AND CONFIDENTIAL
HCPSS Paid Claims – Type of Service
PROPRIETARY AND CONFIDENTIAL
12
PROPRIETARY AND CONFIDENTIAL
HCPSS High Cost Claimants
PROPRIETARY AND CONFIDENTIAL
13
PROPRIETARY AND CONFIDENTIAL
HCPSS High Cost Claimants by Dominant Episode
PROPRIETARY AND CONFIDENTIAL
14
PROPRIETARY AND CONFIDENTIAL
HCPSS High Cost Claimants – TCCI Engagement
PROPRIETARY AND CONFIDENTIAL
15
PROPRIETARY AND CONFIDENTIAL
HCPSS Members by Illness Band
PROPRIETARY AND CONFIDENTIAL
16
PROPRIETARY AND CONFIDENTIAL
HCPSS Demographics
PROPRIETARY AND CONFIDENTIAL
17
PROPRIETARY AND CONFIDENTIAL
HCPSS Demographics
PROPRIETARY AND CONFIDENTIAL
18
PROPRIETARY AND CONFIDENTIAL
HCPSS ER Utilization
PROPRIETARY AND CONFIDENTIAL
19
PROPRIETARY AND CONFIDENTIAL
HCPSS Urgent Care Use
PROPRIETARY AND CONFIDENTIAL
20
PROPRIETARY AND CONFIDENTIAL
HCPSS Admission Costs
PROPRIETARY AND CONFIDENTIAL
21
PROPRIETARY AND CONFIDENTIAL
Recommendations
• Increase engagement and identify those members in the healthy or stable band– Wellness/Disease Management– Drug Information
• Increase PCP attribution/PCMH providers• Decrease Emergency Room usage for those in the “stable” category• Consider incentive-based plan design, such as Blue Rewards• Consider a review of the CareFirst/CVS Pharmacy Program• Consider a review of the CareFirst Wellness Program• Discuss TCCI communication campaign for members
© 2016 Express Scripts Holding Company. All Rights Reserved.
1
Your Collaborative Planning Guide
Howard County Public Schools
03/02/16
2 © 2016 Express Scripts Holding Company. All Rights Reserved.
Today’s Discussion
• Review the mail order plan and days supply. This is over 1M dollar savings
• Look at Medical Chanel Management for Specialty drugs
Your Recent Successes Your 2016 Oppor tunit ies
• Implementation of Rational Med
• 23.5% increase in Advanced Utilization Management savings.
3 © 2016 Express Scripts Holding Company. All Rights Reserved.
Plan Cost Distribution
* Non Specialty excludes Compounds. ** Specialty excludes Hepatitis C.
Compound
PMPM Trend
-4.3%
PMPM Trend excluding
Hepatitis C and Compounds
was 16.0%
versus overall
PMPM trend of 16.6%
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
Q1'14 Q2'14 Q3'14 Q4'14 Q1'15 Q2'15 Q3'15 Q4'15M
illio
ns
Non Specialty* Compounds Specialty** Hep C
77.0% 76.0%
2.1% 1.5%
19.2% 20.6%
1.7% 1.8%
% o
f Pla
n C
ost
4 © 2016 Express Scripts Holding Company. All Rights Reserved.
Plan Cost Distribution
* Non Specialty excludes Compounds. ** Specialty excludes Hepatitis C.
Hepatitis C
PMPM Trend
75.6%
PMPM Trend excluding
Hepatitis C and Compounds
was 16.0%
versus overall
PMPM trend of 16.6%
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
Q1'14 Q2'14 Q3'14 Q4'14 Q1'15 Q2'15 Q3'15 Q4'15M
illio
ns
Non Specialty* Compounds Specialty** Hep C
77.0% 76.0%
2.1% 1.5%
19.2% 20.6%
1.7% 1.8%
% o
f Pla
n C
ost
5 © 2016 Express Scripts Holding Company. All Rights Reserved.
Key Metrics by Quarter
Increase
To
Drive
Down
GFR & Home Delivery
Utilization
To
Drive
Down
Generic Fill Rate % calculated with Unadjusted Rxs
Plan Cost
PMPM $0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
$0
$20
$40
$60
$80
$100
$120
$140
$160
Q1'14 Q2'14 Q3'14 Q4'14 Q1'15 Q2'15 Q3'15 Q4'15
Pla
n C
ost
PM
PM
$
Generic Fill
Rate %
Member Cost
%
Home Delivery
Utilization %
% Specialty
Plan Cost
Plan Cost
PMPM $
6 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top Line Performance Metrics
• Plan Cost PMPM is $144.38, a 16.6% trend over the previous period
• Generic Fill Rate (GFR) increased 1.3 percentage points to 79.6%
• Specialty Plan Cost PMPM is $32.79, a 22.1% trend over the previous period
Description 1-15 - 12-15 1-14 - 12-14 Change
Avg Subscribers per Month 9,164 8,957 2.3%
Avg Members per Month 20,556 19,969 2.9%
Number of Unique Patients 17,070 16,592 2.9%
Pct Members Utilizing Benefit 83.0% 83.1% 0.0
Total Plan Cost $35,613,402 $29,663,368 20.1%
Total Days 10,328,883 9,880,456 4.5%
Total Rxs 221,889 208,975 6.2% 1-15 - 12-15 Change 1-15 - 12-15 Change
Average Member Age 38.3 38.2 0.3% 38.1 38.0
Plan Cost PMPM $144.38 $123.79 16.6% $125.53 7.6% $130.19 6.7%
Plan Cost/Day $3.45 $3.00 14.8% $3.43 6.9% $3.72 7.2%
Plan Cost per Rx $160.50 $141.95 13.1% $133.72 6.4% $153.95 9.5%
Nbr Rxs PMPM 0.90 0.87 3.1% 0.94 1.2% 0.85 -2.6%
Generic Fill Rate 79.6% 78.4% 1.3 80.3% 2.3 78.9% 2.5
Home Delivery Utilization 23.1% 25.2% -2.1 41.2% -0.7 53.1% 4.2
Member Cost % 6.3% 7.1% -0.8 9.2% -0.5 8.8% -0.5
Specialty Percent of Plan Cost 22.7% 21.7% 1.0 27.8% 2.9 27.9% 1.2
Specialty Plan Cost PMPM $32.79 $26.85 22.1% $34.91 20.2% $36.33 11.5%
Formulary Compliance Rate 96.0% 95.9% 0.0 95.4% 0.5 95.1% 0.0
Howard County Public Schools
Midmarket Employer -
EducationUnion - Schools
7 © 2016 Express Scripts Holding Company. All Rights Reserved.
Key Statistics: Specialty Detailed
• Plan Cost PMPM trend on specialty drugs is 22.1%, compared to a 15.1%
Plan Cost PMPM trend on non-specialty drugs
• There are 372 unique specialty patients, an increase of 37 specialty
patients over the previous period
Description 1-15 - 12-15 1-14 - 12-14 Change 1-15 - 12-15 1-14 - 12-14 Change
Avg Subscribers per Month 9,164 8,957 2.3% 9,164 8,957 2.3%
Avg Members per Month 20,556 19,969 2.9% 20,556 19,969 2.9%
Number of Unique Patients 17,065 16,587 2.9% 372 335 11.0%
Pct Members Utilizing Benefit 83.0% 83.1% 0.0 1.8% 1.7% 0.1
Total Plan Cost $27,526,103 $23,229,951 18.5% $8,087,300 $6,433,416 25.7%
Percent of Total Plan Cost 77.3% 78.3% -1.0 22.7% 21.7% 1.0
Total Days 10,275,866 9,835,256 4.5% 53,017 45,200 17.3%
Total Rxs 219,949 207,201 6.2% 1,940 1,774 9.4%
Percent of Total Rxs 99.13% 99.15% 0.0 0.87% 0.85% 0.0 1-15 - 12-15 Change
Plan Cost PMPM $111.59 $96.94 15.1% $32.79 $26.85 22.1% $34.91 20.2%
Plan Cost/Day $2.68 $2.36 13.4% $152.54 $142.33 7.2% $166.33 12.6%
Plan Cost per Rx $125.15 $112.11 11.6% $4,168.71 $3,626.50 15.0% $6,480.56 10.4%
Nbr Rxs PMPM 0.89 0.86 3.1% 0.008 0.007 6.2% 0.005 8.9%
Generic Fill Rate 80.2% 78.9% 1.3 13.8% 11.7% 2.1 15.8% -0.5
Member Cost % 7.9% 8.8% -0.9 0.3% 0.4% -0.1 1.4% 0.1
Howard County Public Schools
Non-Specialty Specialty
Specialty
Midmarket Employer -
Education
8 © 2016 Express Scripts Holding Company. All Rights Reserved.
Clinical Savings and Impact
• Howard County Public
Schools saved
$5,638,267 by
helping patients
make clinically
appropriate decisions
via Clinical Programs
• Savings from these
programs decreased
Plan Cost PMPM by
13.7%
Program fees are not included in these savings numbers.
Plan Cost Savings
AUM $2,647,739 $2,143,528 23.5%
CDUR $2,943,180 $2,300,167 28.0%
RationalMED $28,323 $0 3144.8%
Interchange $19,025 $25,729 -26.1%
ProgramCurrent
1-15 - 12-15
Previous
1-14 - 12-14Change
AUM - Advanced Utilization Management
CDUR - Concurrent Drug Utilization Review (health and safety edits)
RDUR - Retrospective Drug Utilization Review
RationalMED - Clinical Outreach Program that includes messaging to physicians, pharmacists,
and members (optional) regarding health and safety issues.
Interchange - Consists of two primary programs the first targets Multi-Source Brand drugs with
DAW 1 or 2 alerting patients or prescribers of a Generic equivalent. The second program
targets non-preferred Single-Source Brand drugs alerting prescribers of a therapeutically
equivalent lower cost Generic alternative or Preferred Brand.
$167.23$144.38
Pre Clinical Programs Post Clinical Programs
Plan Cost PMPM
9 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components
• Non-specialty Plan Cost PMPM trend is 15.1% while specialty is at 22.1%
• Inflation is the largest cost driver of your non-specialty Plan Cost PMPM
• Drug Mix is the largest cost saver of your non-specialty Plan Cost PMPM
Rebates are estimated based on paid and expected to be paid amounts. Actual rebate payments may differ from estimates.
1.8% 1.7% 14.9%
7.8% 7.2% 12.7%
1.7% 0.2% -2.1%
4.3% 4.9% -3.4%
1.0% 1.1% 0.1%
Previous Net Cost PMPM $107.24
Change in Net Cost PMPM 13.6%
Current Net Cost PMPM $121.86
16.6% 15.1% 22.1%
Current Plan Cost PMPM $144.38 $111.59 $32.79
Utilization
Inflation
Drug Mix
Discount
Cost Share
Change in Plan Cost PMPM
Overall Non- Specialty Specialty
Previous Plan Cost PMPM $123.79 $96.94 $26.85
Date Range 1-15 - 12-15 versus 1-14 - 12-14
Utilization based on change in days PMPM
Inflation based on change in AWP/quantity at a drug level
Drug Mix based on changes in therapy, addition of new therapies
and the blend of brand/genericsand the blend of brand/generics
Discount based on change in aggregate AWP discount
Cost share based on change in aggregate member share
10 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top Trend Drivers: Increases
• Majority due to increased Inflation/ Mix
By Indication
0
1 INFLAMMATORY CONDITIONS 1 $13.61 $9.77 39.3% $3.84 Inflation/ Mix
2 DIABETES 2 $13.57 $10.26 32.3% $3.32 Inflation/ Mix
3 HEPATITIS C 14 $4.07 $2.32 75.6% $1.75 Utilization
4 ASTHMA 9 $5.09 $4.11 23.8% $0.98 Discount
5 HIGH BLOOD PRESS/HEART DISEASE 6 $5.91 $4.97 19.1% $0.95 Discount
6 SKIN INFECTIONS 24 $1.91 $0.97 96.5% $0.94 Inflation/ Mix
7 MULTIPLE SCLEROSIS 4 $6.92 $6.18 12.0% $0.74 Inflation/ Mix
8 HIGH BLOOD CHOLESTEROL 3 $9.01 $8.29 8.7% $0.72 Inflation/ Mix
9 URINARY DISORDERS 21 $2.41 $1.71 41.0% $0.70 Discount
10 ANTICOAGULANT 20 $2.42 $1.75 37.7% $0.66 Inflation/ Mix
Trend
Driver
Rank
Total Trend %
Indication
Curr Plan
Cost Rank
Curr Plan
Cost PMPM
Prev Plan
Cost PMPM
Plan Cost
PMPM %
Change
Plan Cost
PMPM $
Change
Primary Trend
Driver (+)
Current Plan Cost PMPM $144.38
Previous Plan Cost PMPM $123.79
% Change Plan Cost PMPM 16.6%
Overall Trend
11 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top Trend Drivers: Decreases
• Decreases in trend vary by drug class and
may be due to a number of factors,
including new generics, new dispensing
guidelines or changes in benefit design
By Indication
0
1 INFERTILITY 27 $1.66 $2.24 -26.0% -$0.58 Utilization
2 PULMONARY HYPERTENSION 61 $0.20 $0.70 -72.2% -$0.51 Inflation/ Mix
3 BLOOD CELL DEFICIENCY 50 $0.33 $0.67 -50.4% -$0.34 Inflation/ Mix
4 FUNGAL INFECTIONS 70 $0.09 $0.41 -78.0% -$0.32 Inflation/ Mix
5 INFECTIONS 16 $2.81 $2.96 -5.1% -$0.15 Utilization
6 MISC CONDITIONS 18 $2.58 $2.71 -4.8% -$0.13 Utilization
7 SPECIALIZED INFECTIONS 77 $0.02 $0.15 -87.8% -$0.13 Inflation/ Mix
8 CHEMICAL DEPENDENCE 43 $0.53 $0.62 -14.3% -$0.09 Utilization
9 CYSTIC FIBROSIS 54 $0.24 $0.30 -21.3% -$0.06 Utilization
10 HORMONAL SUPPLEMENTATION 26 $1.67 $1.73 -3.5% -$0.06 Utilization
Trend
Driver
Rank
Total Trend %
Indication
Curr Plan
Cost Rank
Curr Plan
Cost PMPM
Prev Plan
Cost PMPM
Plan Cost
PMPM %
Change
Plan Cost
PMPM $
Change
Primary Trend
Driver (-)
Current Plan Cost PMPM $144.38
Previous Plan Cost PMPM $123.79
% Change Plan Cost PMPM 16.6%
Overall Trend
12 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components: Increases Specialty
• Majority due to increased Utilization
By Indication
0
1 INFLAMMATORY CONDITIONS 1 $10.43 $7.02 48.5% $3.41 Inflation/ Mix
2 HEPATITIS C 4 $4.07 $2.32 75.6% $1.75 Utilization
3 MULTIPLE SCLEROSIS 2 $6.92 $6.18 12.0% $0.74 Inflation/ Mix
4 CANCER 3 $4.96 $4.60 7.9% $0.36 Inflation/ Mix
5 CNS/AUTONOMIC DISORDERS 10 $0.41 $0.14 199.3% $0.27 Utilization
6 ANTICOAGULANT 6 $0.88 $0.66 31.9% $0.21 Utilization
7 Idiopathic Pulmonary Fibrosis 15 $0.20 0.0% $0.20 Newly Utilized
8 OSTEOPOROSIS 8 $0.53 $0.37 43.1% $0.16 Utilization
9 GROWTH DEFICIENCY 11 $0.33 $0.23 45.7% $0.10 Utilization
10 ENDOCRINE DISORDERS 7 $0.73 $0.67 10.3% $0.07 Utilization
Trend
Driver
Rank
Total Trend %
Indication
Curr Plan
Cost Rank
Curr Plan
Cost PMPM
Prev Plan
Cost PMPM
Plan Cost
PMPM %
Change
Plan Cost
PMPM $
Change
Primary Trend
Driver (+)
Current Plan Cost PMPM $32.79
Previous Plan Cost PMPM $26.85
% Change Plan Cost PMPM 22.1%
Overall Specialty Trend
13 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components: Decreases Specialty
• Decreases in trend vary by specialty drug
class and may be due to a number of
factors, including a change in
demographics, new dispensing guidelines
or changes in benefit design
By Indication
3
1 INFERTILITY 5 $1.53 $2.11 -27.5% -$0.58 Utilization
2 PULMONARY HYPERTENSION 16 $0.20 $0.70 -72.2% -$0.51 Inflation/ Mix
3 BLOOD CELL DEFICIENCY 12 $0.33 $0.67 -50.4% -$0.34 Inflation/ Mix
4 CYSTIC FIBROSIS 13 $0.24 $0.30 -21.3% -$0.06 Utilization
5 ASTHMA 9 $0.42 $0.47 -10.1% -$0.05 Utilization
6 CHEMICAL DEPENDENCE 22 $0.03 $0.03 -26.6% -$0.01 Utilization
7 NEUROMUSCULAR CONDITIONS/COSMETIC 19 $0.05 $0.05 -7.5% $0.00 Inflation/ Mix
Trend
Driver
Rank
Total Trend %
Indication
Curr Plan
Cost Rank
Curr Plan
Cost PMPM
Prev Plan
Cost PMPM
Plan Cost
PMPM %
Change
Plan Cost
PMPM $
Change
Primary Trend
Driver (-)
Current Plan Cost PMPM $32.79
Previous Plan Cost PMPM $26.85
% Change Plan Cost PMPM 22.1%
Overall Specialty Trend
14 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components: Inflation
• Drug inflation accounted for an
increase of $9.71 in Plan Cost
PMPM
• Reduce this impact by moving
members away from highly inflated
brands to generic therapeutic
alternatives
*Compounds are excluded from the Top 10 Impacted Drugs
0
HUMIRA PEN 40MG/0.8ML Yes 2016 $1,442,123 748 $1,927.97 $943,382 594 $1,588.19 21.4% $254,161
CLOBETASOL PROPIONATE 0.0005 No N/A $215,636 31,824 $6.78 $124,431 30,492 $4.08 66.0% $85,769
ENBREL 50 MG/ML Yes N/A $521,562 541 $964.14 $473,139 584 $810.06 19.0% $83,353
GLUMETZA 500 MG No 2016 $93,076 2,220 $41.93 $2,076 330 $6.29 566.4% $79,109
HUMALOG 100/ML No N/A $437,112 16,844 $25.95 $314,261 14,529 $21.63 20.0% $72,777
CRESTOR 10 MG No 2016 $566,569 67,231 $8.43 $492,571 66,873 $7.37 14.4% $71,361
GLUMETZA 1000 MG No 2016 $80,158 1,080 $74.22 $22,998 1,620 $14.20 422.8% $64,826
WELLBUTRIN XL 300 MG No N/A $119,773 2,400 $49.91 $66,542 2,880 $23.10 116.0% $64,321
HUMALOG KWIKPEN U-100 100/ML No N/A $374,435 11,239 $33.32 $332,870 12,048 $27.63 20.6% $63,916
HYDROXYCHLOROQUINE SULFATE 200 MG No N/A $107,677 27,025 $3.98 $55,444 32,564 $1.70 134.0% $61,664
AWP QTYAWP/
QTY
AWP/
QTY
Inflation
Impact on
AWP
Drug Inflation - Top Impacted Drugs*
1-15 - 12-15 1-14 - 12-14 % Change
Drug Name/ StrengthSpecialty
Flag
Scheduled
ReleaseAWP QTY
AWP/
QTY
12.7%
24.3%
2.4%
7.8%
0%
5%
10%
15%
20%
25%
30%
Single
Source
Multi-
source
Generic Total
Drug Inflation
15 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components: Specialty Inflation
• Drug inflation accounted for an
increase of $3.41 in Specialty Plan
Cost PMPM
• Reduce this impact by moving
members away from highly inflated
brands to generic therapeutic
alternatives
0
HUMIRA PEN 40MG/0.8ML Yes 2016 $1,442,123 748 $1,927.97 $943,382 594 $1,588.19 21.4% $254,161
ENBREL 50 MG/ML Yes N/A $521,562 541 $964.14 $473,139 584 $810.06 19.0% $83,353
TECFIDERA 240 MG Yes N/A $518,128 4,680 $110.71 $341,521 3,420 $99.86 10.9% $50,783
COPAXONE 40 MG/ML Yes 2017 $637,018 1,272 $500.80 $232,062 500 $464.12 7.9% $46,652
FORTEO 20MCG/DOSE Yes 2025 $128,735 134 $957.85 $91,340 122 $746.25 28.4% $28,439
SPRYCEL 100 MG Yes 2024 $246,832 600 $411.39 $190,897 516 $369.96 11.2% $24,859
HUMIRA 40MG/0.8ML Yes 2016 $119,299 62 $1,924.18 $60,693 38 $1,597.19 20.5% $20,273
SIMPONI 50MG/0.5ML Yes 2026 $103,167 13 $7,935.93 $48,804 8 $6,507.23 22.0% $18,573
GONAL-F RFF REDI-JECT 900/1.5 ML Yes N/A $211,212 156 $1,353.92 $217,995 176 $1,242.14 9.0% $17,438
CIMZIA 400MG/2ML Yes 2024 $189,902 52 $3,651.96 $89,720 27 $3,322.98 9.9% $17,107
AWP QTYAWP/
QTY
AWP/
QTY
Inflation
Impact on
AWP
Drug Inflation - Top Impacted Drugs
1-15 - 12-15 1-14 - 12-14 % Change
Drug Name/ StrengthSpecialty
Flag
Scheduled
ReleaseAWP QTY
AWP/
QTY
13.0%
27.9%
3.0%
12.7%
0%
5%
10%
15%
20%
25%
30%
Single
Source
Multi-source Generic Total
Drug Inflation
16 © 2016 Express Scripts Holding Company. All Rights Reserved.
Trend Components: Member Cost
• Overall Member Cost is 6.3% a 0.8 point decrease over previous
period
Previous Member
Cost %
Current Member
Cost %
Retail Home Delivery Total
7.7%
9.0%
4.0%
12.6%
8.5%
10.8%
4.3%
15.7%
Overall
Non-
Preferred
Brand
Preferred
Brand
Generic
3.5%
5.6%
1.5%
12.4%
4.3%
6.8%
2.1%
14.3%
6.3%
8.1%
2.9%
12.6%
7.1%
9.6%
3.4%
15.4%
17 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top 10 Indications
• The largest trend is in Inflammatory Conditions at
39.3%
Peer = Express Scripts Peer 'Midmarket Employer - Education' market segment
ST/PA/DQM 1 2 INFLAMMATORY CONDITIONS 1,434 250 $3,356,139 16.3% 19.6% $13.61 2 1,179 236 17.8% $9.77 39.3%
ST/PA/DQM 2 1 DIABETES 8,838 1,151 $3,348,468 44.7% 47.9% $13.57 1 7,875 1,054 46.3% $10.26 32.3%
ST/PA/DQM 3 4 HIGH BLOOD CHOLESTEROL 13,212 3,098 $2,223,647 74.5% 78.6% $9.01 3 12,175 3,025 72.8% $8.29 8.7%
ST/PA/DQM 4 3 MULTIPLE SCLEROSIS 352 32 $1,707,651 1.4% 2.1% $6.92 4 315 29 0.0% $6.18 12.0%
ST/PA 5 12 ATTENTION DISORDERS 6,504 1,004 $1,465,702 75.9% 70.7% $5.94 5 5,953 925 71.8% $5.40 10.0%
ST/DQM 6 8 HIGH BLOOD PRESS/HEART DISEASE 27,454 4,305 $1,458,695 94.2% 93.3% $5.91 7 26,285 4,174 92.3% $4.97 19.1%
ST/PA/DQM 7 5 CANCER 1,236 287 $1,352,736 87.1% 87.5% $5.48 6 1,085 262 82.2% $5.05 8.6%
ST/PA/DQM 8 6 PAIN/INFLAMMATION 18,075 5,270 $1,296,644 92.5% 92.4% $5.26 8 17,734 5,180 90.4% $4.66 12.9%
ST/PA/DQM 9 7 ASTHMA 8,322 2,656 $1,255,990 36.6% 39.6% $5.09 11 7,372 2,486 37.2% $4.11 23.8%
ST/DQM 10 9 HEARTBURN/ULCER DISEASE 7,206 2,047 $1,112,682 88.4% 88.8% $4.51 10 6,607 1,978 78.0% $4.14 8.9%
Total Top 10: 92,633 $18,578,354 77.8% $75.32 86,580 76.3% $62.83 19.9%
Differences Between Periods: 6,053 $3,522,986 1.5% $12.49
Patients
Generic
Fill
Rate
Plan
Cost
PMPM
Plan
Cost
PMPMPlan Cost
Generic
Fill
Rate
Peer
Generic
Fill
Rate
Plan
Cost
PMPM Rank Rxs
AUM
Strategy Rank
Peer
Rank Indication Rxs Patients
Top Indications by Plan Cost
1-15 - 12-15 1-14 - 12-14
%
Change
REPRESENT
52.2% OF YOUR TOTAL
PLAN COST
18 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top 25 Drugs • Represent 30.0% of your total Plan Cost and comprise 12 indications
• 6 of your top 25 are specialty drugs
Peer = Express Scripts Peer 'Midmarket Employer - Education' market segment
0 % Change
1 1 HUMIRA PEN* INFLAMMATORY CONDITIONS 298 44 $1,207,414 $4.89 2 258 33 $3.39 44.3%
2 2 CRESTOR HIGH BLOOD CHOLESTEROL 2,292 606 $1,101,084 $4.46 1 2,137 604 $4.04 10.4%
3 11 VIEKIRA PAK* HEPATITIS C 28 8 $776,466 $3.15
4 4 COPAXONE* MULTIPLE SCLEROSIS 130 13 $667,204 $2.70 5 105 12 $2.38 13.7%
5 5 COMPOUND MISC CONDITIONS 785 311 $636,553 $2.58 3 816 360 $2.70 -4.3%
6 3 ENBREL* INFLAMMATORY CONDITIONS 155 18 $509,926 $2.07 8 156 23 $1.83 13.2%
7 8 TECFIDERA* MULTIPLE SCLEROSIS 79 10 $442,617 $1.79 11 54 9 $1.38 29.9%
8 26 ESOMEPRAZOLE MAGNESIUM HEARTBURN/ULCER DISEASE 715 257 $375,301 $1.52
9 37 DEXTROAMPHETAMINE-AMPHET ER ATTENTION DISORDERS 1,644 317 $371,258 $1.51 10 1,485 288 $1.42 6.3%
10 14 HUMALOG DIABETES 284 79 $346,116 $1.40 17 271 77 $1.06 32.1%
11 22 VIAGRA IMPOTENCE 1,382 364 $334,440 $1.36 13 1,393 343 $1.15 18.2%
12 9 LANTUS SOLOSTAR DIABETES 407 116 $331,472 $1.34 12 413 121 $1.33 0.7%
13 10 JANUVIA DIABETES 458 109 $314,700 $1.28 15 363 98 $1.08 17.9%
14 16 GILENYA* MULTIPLE SCLEROSIS 55 5 $307,603 $1.25 45 26 2 $0.55 127.5%
15 15 ABILIFY MENTAL/NEURO DISORDERS 242 72 $300,096 $1.22 6 456 91 $2.33 -47.8%
16 13 HUMALOG KWIKPEN U-100 DIABETES 345 111 $297,375 $1.21 14 320 115 $1.13 6.3%
17 32 LEVEMIR FLEXTOUCH DIABETES 335 87 $297,266 $1.21 106 70 51 $0.26 366.5%
18 19 ARIPIPRAZOLE MENTAL/NEURO DISORDERS 297 83 $287,516 $1.17
19 17 CIALIS IMPOTENCE 1,067 254 $273,314 $1.11 24 998 234 $0.82 34.6%
20 18 SYMBICORT ASTHMA 714 257 $272,784 $1.11 16 686 286 $1.07 2.9%
21 28 VYVANSE ATTENTION DISORDERS 927 197 $272,376 $1.10 18 862 170 $0.96 15.1%
22 40 METHYLPHENIDATE ER ATTENTION DISORDERS 820 180 $246,223 $1.00 20 900 182 $0.94 6.7%
23 33 XARELTO ANTICOAGULANT 398 120 $244,075 $0.99 33 326 105 $0.67 47.0%
24 24 ZETIA HIGH BLOOD CHOLESTEROL 406 119 $229,329 $0.93 25 391 112 $0.79 17.6%
25 65 ATORVASTATIN CALCIUM HIGH BLOOD CHOLESTEROL 5,368 1,407 $229,127 $0.93 29 4,590 1,312 $0.73 27.0%
Total Top 25: 19,631 $10,671,637 $43.26 17,076 $32.02 35.1%
Differences Between Periods: 2,555 $2,998,706 $11.24
PA
ST
DQM
N/A
DQM
PA/DQM
PA/DQM
ST/PA
PA
PA/DQM
N/A
ST/DQM
ST
DQM
N/A
VARIOUS
ST/PA/DQM
ST
DQM
PA
N/A
Plan Cost
PMPM
Plan Cost
PMPM
ST/PA/DQM
ST/DQM
ST/PA/DQM
ST/PA/DQM
Pts.
Plan
Cost
Plan Cost
PMPM Rank Rxs Pts.
Top Drugs by Plan Cost
1-15 - 12-15 1-14 - 12-14
AUM
Strategy Rank
Peer
Rank Brand Name Indication Rxs
19 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top Specialty Indications
• The largest trend is in Cns/Autonomic Disorders at 199.3%
Peer = Express Scripts Peer 'Midmarket Employer - Education' market segment
ST/PA/DQM 1 2 INFLAMMATORY CONDITIONS 634 83 $2,572,370 $10.43 2 514 70 $1,682,777 $7.02 48.5%
ST/PA/DQM 4 3 MULTIPLE SCLEROSIS 352 32 $1,707,651 $6.92 4 315 29 $1,481,053 $6.18 12.0%
ST/PA/DQM 7 5 CANCER 159 32 $1,223,623 $4.96 6 167 37 $1,102,161 $4.60 7.9%
ST/PA/DQM 14 10 HEPATITIS C 56 11 $1,004,002 $4.07 18 26 7 $555,498 $2.32 75.6%
ST/DQM 27 37 INFERTILITY 200 34 $376,824 $1.53 19 308 43 $505,028 $2.11 -27.5%
PA 20 23 ANTICOAGULANT 184 90 $215,989 $0.88 22 131 83 $159,021 $0.66 31.9%
ST/PA/DQM 31 36 ENDOCRINE DISORDERS 56 11 $181,222 $0.73 29 31 9 $159,547 $0.67 10.3%
ST/PA/DQM 37 39 OSTEOPOROSIS 74 21 $130,088 $0.53 41 58 11 $88,319 $0.37 43.1%
ST/PA/DQM 9 7 ASTHMA 38 6 $103,763 $0.42 11 54 7 $112,093 $0.47 -10.1%
PA 48 57 CNS/AUTONOMIC DISORDERS 3 1 $101,101 $0.41 61 1 1 $32,818 $0.14 199.3%
Total Top 10: 1,756 $7,616,633 $30.88 1,605 $5,878,314 $24.53 25.9%
Differences Between Periods: 151 $1,738,319 $6.35
Plan Cost
PMPM
Plan Cost
PMPMPlan Cost
Plan Cost
PMPM
Overall
Rank Rxs Patients Plan Cost
AUM
Strategy
Overall
Rank
Overall
Peer
Rank Indication Rxs Patients
Top Specialty Indications by Plan Cost
2 1-15 - 12-15 1-14 - 12-14
%
Change
20 © 2016 Express Scripts Holding Company. All Rights Reserved.
Top 25 Specialty Drugs
• Represent 18.4% of your total Plan Cost and comprise 9 indications
Peer = Express Scripts Peer 'Midmarket Employer - Education' market segment
0 % Change
1 1 HUMIRA PEN INFLAMMATORY CONDITIONS 298 44 $1,207,414 $4,052 $4.89 2 258 33 $3,150 $3.39 44.3%
3 11 VIEKIRA PAK HEPATITIS C 28 8 $776,466 $27,731 $3.15
4 4 COPAXONE MULTIPLE SCLEROSIS 130 13 $667,204 $5,132 $2.70 5 105 12 $5,431 $2.38 13.7%
6 3 ENBREL INFLAMMATORY CONDITIONS 155 18 $509,926 $3,290 $2.07 8 156 23 $2,805 $1.83 13.2%
7 8 TECFIDERA MULTIPLE SCLEROSIS 79 10 $442,617 $5,603 $1.79 11 54 9 $6,128 $1.38 29.9%
14 16 GILENYA MULTIPLE SCLEROSIS 55 5 $307,603 $5,593 $1.25 45 26 2 $5,053 $0.55 127.5%
27 7 HARVONI HEPATITIS C 7 3 $220,105 $31,444 $0.89 104 2 2 $32,672 $0.27 227.2%
32 82 SPRYCEL CANCER 20 3 $207,019 $10,351 $0.84 32 24 2 $6,896 $0.69 21.5%
36 106 GONAL-F RFF REDI-JECT INFERTILITY 44 20 $196,489 $4,466 $0.80 19 60 27 $3,738 $0.94 -14.9%
37 41 STELARA INFLAMMATORY CONDITIONS 14 4 $195,090 $13,935 $0.79 51 8 2 $15,154 $0.51 56.3%
38 56 ENOXAPARIN SODIUM ANTICOAGULANT 163 87 $178,630 $1,096 $0.72 42 108 69 $1,228 $0.55 30.8%
41 79 CIMZIA INFLAMMATORY CONDITIONS 42 5 $166,843 $3,972 $0.68 96 16 4 $4,930 $0.33 105.5%
43 12 REVLIMID CANCER 16 3 $163,917 $10,245 $0.66 37 15 4 $9,522 $0.60 11.5%
44 20 GLEEVEC CANCER 18 2 $163,711 $9,095 $0.66 22 25 2 $8,332 $0.87 -23.6%
50 165 XTANDI CANCER 17 2 $148,468 $8,733 $0.60 73 11 3 $8,443 $0.39 55.3%
61 197 MENOPUR INFERTILITY 39 18 $122,886 $3,151 $0.50 26 74 28 $2,502 $0.77 -35.5%
65 288 TARCEVA CANCER 19 3 $118,013 $6,211 $0.48 376 2 1 $6,589 $0.05 769.9%
72 25 HUMIRA INFLAMMATORY CONDITIONS 29 7 $113,832 $3,925 $0.46 124 19 4 $2,753 $0.22 111.4%
74 95 FORTEO OSTEOPOROSIS 56 9 $113,010 $2,018 $0.46 93 51 5 $1,608 $0.34 33.8%
83 43 XOLAIR ASTHMA 38 6 $103,763 $2,731 $0.42 59 54 7 $2,076 $0.47 -10.1%
86 105 H.P. ACTHAR CNS/AUTONOMIC DISORDERS 3 1 $101,101 $33,700 $0.41 197 1 1 $32,818 $0.14 199.3%
94 143 AMPYRA MULTIPLE SCLEROSIS 52 6 $92,555 $1,780 $0.38 65 64 6 $1,650 $0.44 -14.9%
100 86 SIMPONI INFLAMMATORY CONDITIONS 26 2 $86,782 $3,338 $0.35 161 15 2 $2,779 $0.17 102.2%
106 177 ORENCIA INFLAMMATORY CONDITIONS 26 3 $82,130 $3,159 $0.33 150 16 2 $2,743 $0.18 81.8%
114 67 REBIF MULTIPLE SCLEROSIS 14 1 $77,072 $5,505 $0.31 57 22 3 $5,153 $0.47 -34.0%
Total Top 25: 1,388 $6,562,645 $4,728 $26.60 1,186 $3,623 $17.93 48.4%
Differences Between Periods: 202 $2,265,862 $1,105 $8.67
PA
PA
ST/PA
ST/PA
ST/PA/DQM
ST/PA/DQM
N/A
PA/DQM
ST/PA/DQM
PA/DQM
PA/DQM
N/A
ST/PA
N/A
ST/PA
PA
PA/DQM
ST/PA/DQM
ST/PA/DQM
ST
ST
ST/PA/DQM
PA/DQM
Pts.
Plan Cost
/ Rx
Plan Cost
PMPM
Plan Cost
PMPM
ST/PA/DQM
ST/PA/DQM
Pts.
Plan
Cost
Plan Cost
/ Rx
Plan Cost
PMPM
Overall
Rank Rxs
Top Specialty Drugs by Plan Cost
1-15 - 12-15 1-14 - 12-14
AUM
Strategy
Overall
Rank
Overall
Peer
Rank Brand Name Indication Rxs
21 © 2016 Express Scripts Holding Company. All Rights Reserved.
Upcoming Patent Expirations
• Implement programs now
to realize savings on
brand drugs losing patent
protection
• Based on your current
utilization, $7,790,346 in
brand drugs are losing
patent protection by
2020
GFR Savings calculation excludes Specialty drugs
HUMIRA PEN INFLAMMATORY CONDITIONS 2016 1 $4.89 $4,051.72
CRESTOR HIGH BLOOD CHOLESTEROL 2016 2 $4.46 $480.40
COPAXONE MULTIPLE SCLEROSIS 2017 4 $2.06 $4,878.37
VIAGRA IMPOTENCE 2017 11 $1.36 $242.00
GILENYA MULTIPLE SCLEROSIS 2019 14 $1.25 $5,592.79
CIALIS IMPOTENCE 2018 19 $1.11 $256.15
ZETIA HIGH BLOOD CHOLESTEROL 2016 24 $0.93 $564.85
LYRICA PAIN/INFLAMMATION 2019 29 $0.87 $536.58
LIALDA INFLAMMATORY CONDITIONS 2020 30 $0.86 $1,163.40
EPIPEN 2-PAK ANAPHYLAXIS 2016 35 $0.81 $510.11
0
Top Drugs Scheduled to Lose Patent Protection through 2020
Drug Name Indication
Scheduled
Release
Year
Plan Cost
Rank
Plan Cost
PMPMPlan Cost / Rx
1%
plan cost
For every
increase in GFR
the plan could
save approximately
2.3% of total
$4,179,582
$1,168,579
$757,066$911,062
$774,058
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
Spend on Brand Drugs Losing Patent Protection
2016 2018 202020192017
Expiration dates based on current status and may change due to litigation, patent challenges, etc.
22 © 2016 Express Scripts Holding Company. All Rights Reserved.
*Includes all drugs with patent expirations through 2016
Source: U.S. Drug spend estimates are based on IMS Health data for 2014. The patent expiration dates of the biologic products is current as of March 2014.
Patent expiration does not necessarily imply biosimilar availability. The availability of biosimilars is highly variable due to litigation, patent challenges, FDA’s
establishment of 351(k) pathway, or other factors.
$22
$0.34
$6.2 $7.1
$4
Bil
lio
ns
54 Biotech Products With Patent Expirations Through 2020
2016 2017 2018 2019 2020
Humira®
Neulasta®
Rituxan®
Epogen® / Procrit®
Synagis®
Pulmozyme®
Lemtrada®
Amevive®
Remicade®
Xolair®
Erbitux®
Avastin®
Herceptin®
Orencia®
Actemra®
Lucentis®
Tysabri
Vectibix®
Intron A®
Simulect®
Overall U.S. Market Opportunity
(in $ Billions) $39.7B BIOSIMILAR OPPORTUNITY
23 © 2016 Express Scripts Holding Company. All Rights Reserved.
Generic Fill Rate Opportunity
Savings calculations exclude Specialty drugs
GFR and Maximum Potential GFR calculated with Unadjusted Rxs
Every 1% increase in GFR leads
to Plan Cost savings of
2.3%
Increased GFR this period saved
you
$1,001,467
Improve your GFR to maximum
potential of
88.7%
78.4%79.6%
88.7%
Previous GFR Current GFR Maximum Potential GFR
Generic Fill Rate Potential
24 © 2016 Express Scripts Holding Company. All Rights Reserved.
A TRC-Stratified Look at Your Member Population
Clinical specialization in a specific condition helps to
better identify issues and improve health outcomes.
Specialist pharmacists learn extensive communication skills
to enhance the patient experience and improve adherence.
98%*
F O R S P E C I A L I S T
P H A R M A C I S T S
M E M B E R
S AT I S FA C T I O N AT
Reporting period: January 01, 2015 thru December 31, 2015. Spend based on Plan Cost.
* Member Satisfaction rates are not client specific.
PLAN COST % SPEND
19.3% 6.0% 5.2% 17.7% 21.5% 12.0% 13.1% 2.8%
1,244
PLAN COST SPEND
$6.9M $2.1M $1.9M $6.3M $7.7M $4.3M $4.7M $1.0M
Neuro-
science
Women’s
Health
PATIENTS
244 340 236 1,076 3,477 3,371 3,934
Rare and
SpecialtyOncology
HIV/
ImmunologyDiabetes
Cardio-
vascularPulmonary
25 © 2016 Express Scripts Holding Company. All Rights Reserved.
Plan Demographics
• The average member age is 38.3
years old, an increase of 0.1 years
over the previous time period
• The 65+ age group has the highest
Plan Cost per member at
$3,721.79
• ACA’s Dependent Care Coverage to
Age 26 requirement has impacted
the age group 20-29
Generic Fill Rate calculated with Unadjusted Rxs
Age % % % Plan Cost/ % Patient/ Days/ %
Group Members Change Days Change Plan Cost Change Member Change Member Change Member Change
0-9 2,310 4.2% 171,369 7.3% $629,988 21.8% $272.73 16.9% 75.6% -1.0 74.19 3.0%
10-19 2,814 2.7% 476,723 4.0% $2,239,359 18.9% $795.67 15.7% 75.3% -1.3 169.39 1.3%
20-29 2,873 1.1% 716,176 3.3% $2,761,449 18.2% $961.09 17.0% 84.1% 1.8 249.26 2.2%
30-39 2,641 5.4% 808,918 8.8% $3,550,921 21.1% $1,344.79 14.9% 85.9% -1.4 306.35 3.3%
40-49 2,798 0.8% 1,227,244 0.2% $4,577,715 10.2% $1,636.16 9.2% 90.1% -1.8 438.64 -0.6%
50-59 3,216 1.2% 2,233,959 1.5% $7,737,042 23.7% $2,405.48 22.3% 95.0% -0.5 694.55 0.4%
60-64 1,501 0.6% 1,484,311 -0.3% $5,173,164 10.2% $3,446.86 9.6% 106.5% 0.1 988.99 -0.8%
65+ 2,403 8.4% 3,210,183 10.2% $8,943,764 29.8% $3,721.79 19.7% 97.6% 0.9 1,335.86 1.7%
Total 20,556 2.9% 10,328,883 4.5% $35,613,402 20.1% $1,732.51 16.6% 83.0% 0.0 502.48 1.6%
81.6%77.4%
81.1% 81.0% 80.5% 79.1% 77.8% 79.9%
0%
20%
40%
60%
80%
100%
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
0-9 10-19 20-29 30-39 40-49 50-59 60-64 65+
Ge
ne
ric F
ill Ra
te
Pla
n C
ost/
Me
mb
er
Plan Cost/Member GFR
Patient Age
Generic Fill Rate by Age Group
26 © 2016 Express Scripts Holding Company. All Rights Reserved.
Channel Management: Specialty
• Less than 1% of your claims account
for 22.7% of your Plan Cost
158
232
Specialty Patients -
Retail vs. Home Delivery
Retail Home Delivery22.7%
0.9%
Plan Cost Rxs
Specialty
525
1,415
Specialty Rxs -
Retail vs. Home Delivery
Retail Home Delivery
27 © 2016 Express Scripts Holding Company. All Rights Reserved.
Channel Management: Home Delivery
• 76.4% of your Plan Cost for
maintenance drugs is filled at retail
Slide excludes Specialty drugs
Lower cost and improve
adherence by moving
12.8Kof your retail patients
to Home Delivery
352
983
2,538
1,827
2,752
4,360
>10 DRUGS
7-10 DRUG
4-6 DRUG
3 DRUG
2 DRUG
1 DRUG
Number of Patients by Number of
Retail Maintenance Drugs*
$16,907,671
76%
$5,230,809
24%
Plan Cost by Delivery Channel
(Maintenance Drugs)
Retail Home Delivery
28 © 2016 Express Scripts Holding Company. All Rights Reserved.
Channel Management: Maintenance Medications
• 76.4% of your Plan Cost for
maintenance drugs is filled at retail
Slide excludes Specialty drugs
12,812
2,816
Maintenance Patients -
Retail vs. Home Delivery
Retail Home Delivery
$16,907,671
76%
$5,230,809
24%
Plan Cost by Delivery Channel
(Maintenance Drugs)
Retail Home Delivery125,412
26,106
Maintenance Rxs -
Retail vs. Home Delivery
Retail Home Delivery
29 © 2016 Express Scripts Holding Company. All Rights Reserved.
Addressing the Headwinds
Almost 50% of Americans have at least one
chronic condition
Chronic Condi t ions Ris ing
31% in 2015 Inflammatory conditions, multiple
sclerosis, cancer and hepatitis C
are driving a specialty cost boom
Cl imbing Specia l ty Trends
86% of Americans are online.
Technology is changing how
consumers access care, manage
benefits and monitor their health.
Evolv ing Pat ient Engagement
Option 1- Patient engagement
30 © 2016 Express Scripts Holding Company. All Rights Reserved.
Howard County Public School SystemFY 2017 Operating Budget
Five-Year Turnover Analysis
Fund Program Program Name FY17 BOE RequestedBudgeted Turnover
FY16Budgeted Turnover
FY15Budgeted Turnover
FY14Budgeted Turnover
FY13Budgeted Turnover
FY12Budgeted Turnover
FY11Budgeted Turnover
10 1301 Early Childhood Programs - 350,000 450,000 450,000 10 3010 Elementary School Instruction 3,200,000 3,900,000 4,250,000 4,468,000 2,100,000 4,000,000 1,226,190 10 3020 Middle School Instruction 800,000 800,000 655,000 652,000 10 3030 High School Instruction 1,800,000 990,350 400,000 1,000,000 10 3201 Program Support for Schools 800,000 1,000,000 1,105,000 1,102,000 10 3320 Countywide Services 330,000 10 5601 School Counseling 300,000 100,000 80,000 78,000 10 5701 Psychological Services - 150,000 175,000 172,000
6,900,000 7,290,350 6,715,000 7,252,000 2,500,000 4,000,000 2,226,190 Total
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