Tight Times, Tough Choices: Taxpayer Input into the Upper Darby

School District Budget Process

February 28, 2013 March 5, 2013 March 10, 2013 March 11, 2013 Harris Sokoloff, Ph.D. Center for School Study Councils and Penn Project for Civic Engagement University of Pennsylvania

Your Work at This Forum ¡  To assess some of the

difficult budget choices facing your school district.

¡  To consider what’s best

for the entire school district and community.

¡  To advise the Board of

School Directors and administration about your priorities and values in making some of those difficult budget choices.

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Revenues: Preliminary Budget 2013-2014 (rounded to nearest 100,000)

62%

33%

3%

1%

Local Revenue $99,100,000 (62%)

State Revenue 53,200,000 (33%)

Federal Revenue %5,400,000 (3%)

Other revenue $1,700,000 (1%)

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Local, State and Federal Revenue as a Percent of Overall Spending (2008-2012)

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

2008/09 $146,440,414

2009-10 $152,500,000

2010/11 $158,200,000

2011/12 $158,200,000

2012/13 $162,400,000

Local

State

Federal

Other

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Local Revenue Sources (Rounded to nearest 100,000)

Property/Real Estate Taxes ($93,900,000) (96.5%)

Other Local taxes ($1,400,000) (1.4%)

IDEA (Federal Pass-Thru) (1,800,000) (1.8%)

Summer School Tuition, performing arts (students) Summer recreation fees and community activities ($458,000) (0.5%)

Extended Day Care fees ($1,300,000) (1.3%)

Miscellaneous income (includes interest, dividends, child development fees and rental income) ($276,600) (0.3%)

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Example: House assessed at $100,000 Increase of $22.99 per month or $276.00 per year NOTE: Each one mill increase adds $8.33 per month, or $100.00 per yr.

Effect of Proposed Millage Increase

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Expenditures: Preliminary Budget 2013-2014 (rounded to nearest 100,000)

66%

27%

3% 4% Instruction

111,600,000 (66%)

Instruction Support Services 45,000,000 (27%)

Non-Instructional Support Services 5,000,000 (3%)

Other Expenditures 7,400,000 (4%)

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Mandated/Non-Mandate Discretionary/Non-Discretionary Some Examples

Mandated  (State/Federal)  

Non-­‐Mandated  Discre6onary   Non-­‐Discre6onary  

Bussing  -­‐  Charter  Schools  X   X  

Bussing  -­‐  Special  Educa6on  X   X  

Bussing  –  Regular  Public  Schools  X  

Bussing  –  Private  Schools  X  

Professional  Salaries  by  Contract       X  

Number  of  Professionals  X  

Non-­‐Professional  Salaries  by  Contract  X  

Number  of  Non-­‐Professionals  X  

Student  ac6vi6es  X  

Special  Educa6on  X  

Voca6onal  Technical  X  

Summer  School  X  

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Sub-Group Enrollment Over Time as a Percent of Total Enrollment

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

2008-2009 (11,737)

2009-2010 (11,839)

2010-2011 (12,004)

2011-2012 (12073)

2012-2013 (12228)

Special education

ELL

Charter School Enrollment

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Expenditures Over Time as a Percent of Total Expenditures

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%

2008/2009 $146,482,279

2009/2010 $152,421,658

2010/2011 $158,148,170

2011/2012 $158,225,817

BUDGETED - 2012/13

$162,396,763

PRELIMINARY 2013/14

$169,105,890

Spec Ed % TOTAL

Charter % TOTAL

ELL % TOTAL

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2013-14 Preliminary Budget Revenue & Expenditure Summary *

REVENUES EXPENDITURES Description

Preliminary Budget 2013-14

Local Revenue

$99,126,070

State Revenue

53,244,098

Federal Revenue

5,358,253

Other Revenue

1,700,000

TOTAL REVENUE

$ 159,428,421

Description

Preliminary Budget

2013-14

Instruction $111,607,566

Support Services

45,101,986

Non-instructional Services

5,011,788

Other Expenditures

7,384,550

TOTAL EXPENDITURES

$ 169,105,890

SHORTFALL = $9,677,469 12

Budget Categories for Workshop

Included in Worksheet

Not Included in Worksheet

Instructional - Regular Instruction - Other

Support Services (related to instruction)

Special Education

Support Services (not instruction related)

Debt Service and Transfers

Community services

Student Activities

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How We’ll do this work: ¡  Reach 100 points (or get as close as

possible) ¡  As you review the choices, which are:

l  The Low-Hanging Fruit - “Sure, let’s start there.” l  The No Hows, No Ways - “Take those off the

table.” l  The Shared Pain - “Ouch, but if we really have to

….” l  The Gut-wrenchers - “Wow, this is really hard.

¡  Consider trade-offs with each other & decide

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SAMPLE WORKSHEET – 1 Service  Area:  Instruction  (regular)  

Action  (current)   Impact   Points  (@97000)   Your  Choice  

   

Elementary  Classroom  Teachers  

Reduce  regular  elementary  school  regular  education  by  anticipated  loss  of  10  teachers  through  attrition(retirement,  moving,  etc.  -­‐-­‐  for  the  upcoming  year  for  retirement  or  other  reasons).      

Elementary  class  size  would  increase  from  average  of  21  to  up  to  an  average  of  24  per  class.  

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Reduce  elementary  school  staff  by  10%  (roughly  26  regular  education  teachers).  

Elementary  class  size  would  increase  from  an  average  of  21  up  to  an  average  of  29  per  class  

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 Eliminate  Kindergarten  (which  is  only  1/2  day).  This  would  mean  a  reduction  of  27  teachers.    

More  students  would  enter  the  district  without  academic  or  social  skills  and  classroom  experience.    Parents  would  have  to  Vind  alternative  options  for  Kindergarten  with  potential  cost  to  the  district.    Possible  loss  of  additional  students  to  charter  schools  

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Your Work at This Forum ¡  To assess some of the

difficult budget choices facing your school district.

¡  To consider what’s best

for the entire school district and community.

¡  To advise the Board of

School Directors and administration about your priorities and values in making some of those difficult budget choices.

16

Ground Rules ¡  Listen to each other – it’s as important as talking. ¡  Talk with each other, not to the moderator. ¡  Everyone is encouraged to participate. ¡  Everyone understands the talk is deliberative, involving weighing

choices ¡  If you disagree, explore where you disagree and why. ¡  Examine trade-offs across choices. ¡  Everyone works toward making a decision about what’s best for

the Upper Darby School District. ¡  Listen to each other – it’s as important as talking.

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Your Work at This Forum ¡  To assess some of the

difficult budget choices facing your school district.

¡  To consider what’s best

for the entire school district and community.

¡  To advise the Board of

School Directors and administration about your priorities and values in making some of those difficult budget choices.

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