FY 2013 Reducing and Reallocating PREPARED Fiscally 1

How Did We Get Here? September State Revenue Forecast / Governor's Budget Proposal (Nov, 1, 2012) – Worst case scenario No cuts, no increase – Better case Increase in funding – Best case Increase in SBB Increase in compensation 2

How Did We Get Here? Cost of Business Savings in 2011/12 – Budget Items adjusted – Funded 1% one time stipend – Funded one time SBB increases Reallocated dollars (1% ongoing raise) Projected costs adjusted for next year – $2.2 M PERA – Health insurance increases – Fuel costs 3

How Did We Get Here? Central Office (12 M) – Doing more with less – Prioritizing work with Strategic Plan HS Schedule (3.5 M, portion back one time) MS (.5 M, replaced one time) Contract Negotiations (2 M) 4

Central Leadership Team FTE Over 10 FTE decrease (18%) since FTE decrease (30%) since

Central Leadership Team Compensation * *Includes district-wide 3% increase

Senior Cabinet Savings (Part of the Leadership Team Savings) Since 2010, saved over $100,000 yearly 7

Some Examples of Central Leadership Reductions / Reallocations 8 Department FTE FTE FTE Business Services442 DCEF120 Human Resources865 Learning Center300 Prof. Dev.033 Security322 Staff Counsel211 DCFT

DCSD Support Services In 2010, In 2013 Information Technology Business Services Operations Chief Information Officer Chief Financial Officer Chief Operations Officer Executive Director of ITS Executive Director of Business Services Executive Director of Operations Information Technology Business Services Operations Chief Information Officer Chief Financial Officer Chief Operations Officer Executive Director of ITS Executive Director of Business Services Executive Director of Operations 9

Central Leadership Team Compensation Dollars 2.8 M Cumulative savings since 2010 Over $750,000 savings in 2013 over 2010 inclusive of the 1% salary increase and the 2% retention stipend Leadership Team Reorganization savings in the first year: Over $900, over 2010 and decreased again in

PK-12 Education to 7 Asst. Supt / Exec. Dir. / Directors Reorganization of K-12 Education to PK-12 incorporating Early Childhood, SPED, Health Services, Student Leadership 2 to 1 Early Childhood Coordinators 2 to 1 Special Education Directors 11

Focusing on the Identified Priorities of the Strategic Plan 12

Focusing On Instruction Curriculum – Development and implementation of GVC – District Wide Curriculum did not exist – Driving good instruction through identified world class education targets Assessment – Development and implementation of BAS – Core Area Interim Assessments Developed – Ready for SB-191 implementation Aligned / Targeted Professional Development 13

Support Services Successes Wide Area Network & Personal Device Initiative Special Education MOE & Charter Purchased Services Capital Asset policies and procedures Increased Business Process Efficiencies & clarity Partnering with Charters providing classroom spaces – COP policy and implementation 14

Human Resources Reforming DCSD Compensation Practices Eliminated the practice of paying the Senior Cabinet employee’s portion of PERA Implementing Market Based Pay for Certified Employees Reforming Pay for Performance – Pay for teaching DCSD students not for years of service and taking classes Implementing Short Term Disability Insurance Reforming pay practices associated with responsibility pay 15