© 2013 K12 Insight

Budget Survey Results and Analysis

Cincinnati Public Schools May 21 - June 3, 2013

© 2013 K12 Insight

Overview

Funding for education continues to be tight in Ohio and across the nation. Like many school districts, Cincinnati Public Schools (CPS) must make some difficult decisions to be able to provide quality education with declining resources. CPS surveyed parents, students, employees and community members to gather their views for the Cincinnati Board of Education, which has the ultimate responsibility to approve a balanced budget for the district. Unique URL invitations were emailed to participants for whom the district had email addresses, and a public link to the survey was also available. The survey was open to participation from May 21 to June 3, 2013.

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© 2013 K12 Insight

2,451 Survey Responses Received

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44%

1%

49%

6%

Which of the following best describes you?

Parent or Guardian of Child in CPS

CPS Student

Employee of CPS

Other CPS Resident

Half of survey participants were CPS employees and nearly half were parents of children attending CPS.

© 2013 K12 Insight

Funding Sources & District Expenses

Q1. The annual CPS budget has two primary funding sources: State funds that are allocated on a per-student basis and voter-approved tax levies that are tied to property taxes. Neither of these funding sources increases with inflation. Are you aware of this? Q2. The CPS General Fund Budget pays for the day-to-day expenses of running the district, including salaries and benefits, textbooks and transportation. The largest share of the General Fund Budget is provided by the local property taxes — approximately 60% of total revenue in recent years. The state provides approximately 30% and the rest comes from a variety of other sources. The vast majority of the General Fund Budget is tied directly to salaries and benefits. Are you aware of this? Q3. Factors that affect the General Fund Budget include the state of the economy, state and federal mandates, and changing student enrollment patterns. During difficult financial times, funding from local, state and federal sources becomes especially tight. At the same time, state and federal mandates and changing student enrollment patterns may require additional resources and personnel. Are you aware of this?

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3 out of 4 participants were aware of funding issues.

5

80%

72%

85%

20%

28%

15%

0% 20% 40% 60% 80% 100%

Q1.

Q2.

Q3.

Yes No

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Recent Budget Issues & Decisions

Q4. Funding has been declining for several years in Cincinnati Public Schools. To hold down costs, the district has eliminated more than 1,500 positions, closed more than 20 schools, streamlined support services and reduced other costs. In addition, employees have agreed to pay significantly more toward their health care costs. Are you aware of these measures? Q5. In November 2012, local voters approved a renewal levy that generates $52 million annually for Cincinnati Public Schools, maintaining the existing level of this revenue for an additional 5 years. The last time local voters increased operating revenue for Cincinnati Public Schools was in March 2008. Are you aware that the district has not had an increase in local revenue for five years?

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Recent Budget Issues & Decisions

* Q6. Taxes on many businesses operating in downtown Cincinnati have been abated to promote economic development. Horseshoe Casino is one such business. It opened recently in downtown Cincinnati, within CPS boundaries. The district receives no property tax revenue from the casino and other tax-abated property downtown. Are you aware of this? Q7. The term "pass-through dollars" refers to money CPS is required to spend on students attending charter, private, parochial and other non-public schools or special educational placements. About 16% of the district's current budget — over $73 million — consists of pass-through dollars that are not spent on students attending public schools in CPS. Are you aware of this? Q8. The state of Ohio requires CPS to provide transportation for students attending charter, private, parochial and other non-public schools. These costs are not fully reimbursed. Are you aware of this? * Question 6 has been excluded from reporting due to a factual error. The question should have explained that the district receives reduced property tax revenue from the casino and other tax-abated property downtown.

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© 2013 K12 Insight

A majority of participants were aware of budget issues and decisions.

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85%

71%

53%

58%

15%

29%

47%

42%

0% 20% 40% 60% 80% 100%

Q4.

Q5.

Q7.

Q8.

Yes No

© 2013 K12 Insight

Priorities Guiding Budget Development

Superintendent Mary Ronan and her leadership team have developed four strategic academic priorities to position all students to be successful in college, careers and life. To what extent do you agree or disagree that these priorities should guide the 2013-14 budget development and decision-making process?

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Priorities Percent "Strongly Agree"

or "Agree"

Mastery of rigorous academic standards based on best international standards

87%

Literacy for preschool through 3rd grade (i.e., reading and writing clearly and thinking critically about words)

95%

College and career readiness for grades 7-12 93%

Infusing technology into learning (blended learning experiences) 89%

© 2013 K12 Insight

9 out of 10 participants said academic priorities should guide budget.

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54% 37% 5%

0% 20% 40% 60% 80% 100%

Strongly Agree Agree Disagree Strongly Disagree

Note: Percentages less than 5% not shown

© 2013 K12 Insight

Cost-Reduction Measures

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To what extent do you support or oppose measures like these to reduce costs?

Cost-Reduction Measure Percent "Strongly Support"

or "Support"

Closing schools where test scores fall below state performance standards 29%

Closing schools that serve fewer students than the schools' capacities 59%

Working with staff to increase class sizes to state maximum levels 31%

Eliminating non-school (central support) positions 50%

Working with staff to decrease salaries and/or other forms of compensation 15%

Reducing the number of days in the school year (if state legislation is approved)

40%

Implementing "pay to play" charges for participation in sports and other extracurricular activities

63%

Closing schools in July for operational savings 84%

Increasing the distance for transportation eligibility (for example, from 1 mile to 1.25 miles for elementary students and from 1.25 miles to 1.5 miles for high school students)

67%

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1 in 2 participants supported these cost-reduction measures.

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17% 32% 29% 15% 7%

0% 20% 40% 60% 80% 100%

Strongly Support Support Oppose Strongly Oppose No Opinion

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Academic and Extracurricular Programs

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Please rank these academic and extracurricular programs in order of their importance for education. Please pick the 3 most important programs.

Academic & Extracurricular Programs Rank

Classroom technology 1

Preschool 2

Gifted and talented education, honors and Advanced Placement courses

3

Arts and music instruction beyond state minimum requirements 4

Co-curricular/extracurricular activities (sports, academic clubs, student performances, etc.)

5

Elective courses (outside the core curriculum) 6

Note: Weighted ranks are shown in the appendix.

© 2013 K12 Insight

Instructional, Administrative and Support Staff

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Please rank these instructional, administrative and support staff resources in order of their importance for education. Please pick the 3 most important resources.

Instructional, Administrative and Support Staff Resources Rank

School counselors 1

School psychologists 2

Assistant principals 3

Resource coordinators (develop community partnerships to provide services like mental health, clubs and tutoring to students outside of the school day)

4

School social workers (assist with truancy, mobility issues) 5

Activities directors/athletic directors 6

Note: Weighted ranks are shown in the appendix.

© 2013 K12 Insight

Facilities and Support Services

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Please rank these facilities and support services in order of their importance for education. Please pick the 3 most important services.

Facilities and Support Services Rank

Maintaining small class sizes (18 students to one teacher) 1

Maintaining Choice school options (magnet elementary schools, high schools of choice and other innovative school models)

2

Maintaining Central Office support of schools (teacher and principal staffing, professional development, curricular materials, cafeteria services, transportation, testing, facility maintenance, communication/engagement with parents and community)

3

Keeping teacher aides in K-3 classrooms 4

Keeping textbooks up-to-date 5

Keeping buildings well-maintained 6

Maintaining distance for transportation eligibility 7

Note: Weighted ranks are shown in the appendix.

© 2013 K12 Insight

Participants resided in 101 zip codes.

70% of participants resided in 20 different zip codes. • 22% of participants resided in another 25 zip codes. • 8% resided in another 56 zip codes.

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ZIP Code Percent of Responses ZIP Code Percent of Responses

45208 7% 45205 2%

45211 7% 45229 2%

45238 6% 45227 2%

45230 6% 45236 2%

45213 5% 45202 2%

45237 5% 45209 2%

45224 4% 45206 2%

45220 4% 45231 2%

45223 3% 45216 2%

45239 3% 45219 2%

© 2013 K12 Insight

Participants expressed mixed views on staffing.

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Please share any constructive suggestions for helping the district address the constraints of the 2013-14 budget.

Reduce the number of middle and upper-level administrators.

Reduce lead teacher and specialist positions.

© 2013 K12 Insight

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